The paper offers a comparative investigation of objective and subjective driving forces behind the satisfaction that people feel in their job in four representative countries of Western Europe. The main element of this work’s novelty is its linking the research of cross-country similarities and differences in the leading determinants of global job satisfaction to methodological issues that arise when responses to survey questions are detected on a rating scale through self-evaluation. In particular, this paper is one of the first attempts to test the potentialities of CUB models on EWCS data in a broader conceptual framework in which the response on overall job satisfaction depends on some psychological dynamics of the evaluation process. Although overall job satisfaction is significantly higher for British and German employees, the subjective factors—the amount of socio-economic security embodied in a job, the working conditions and the aspects of work–life balance—are the most relevant in shaping job satisfaction, disregarding the myth that considers earnings as the dominant factor.

Job Satisfaction in the “Big Four” of Europe: Reasoning Between Feeling and Uncertainty Through CUB Models

It is evident from research that Generation-Y constitutes a large proportion in the work force across the globe and hence it is a great challenge to organisations to attract and retain their Gen-Y employees. Various studies have highlighted that the knowledge of organisational commitment is crucial to organisations in developing their long-term performance and growth. This study aims to explore the determinants of organisational commitment among the Generation-Y who are employed in Malaysian SMEs (Johor Baharu, Selangor and KualaLumpur). The data was collected from 200 Gen-Y employees. Variables such as pay and benefits, training, leadership style, organisational culture and job satisfaction using multiple regression revealed that all variables had significant relationship with organisational commitment. Theoretical and practical implications are discussed based on the findings. The study also highlighted recommendations for future research.

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Determinants of Organisational Commitment Among Generation -Y in the Malaysian SMEs

The purpose of this research was to determine what behaviourally distinguishes effective and ineffective managers within a Moroccan Higher Education Institution (HEI). The critical incident techniq...

/pdf/perceived-managerial-and-leadership-effectiveness-within-a-25jw7at9rv.pdf

Perceived Managerial and Leadership Effectiveness within a Moroccan Higher Education Institution

The purpose of this study is to assess the nature of the job satisfaction level of private bank employees in Bangladesh. It used a semi-structured questionnaire which contains both pre-coded and open-ended questions. All questions were rated with the Likert 5-point scale. A Chi-square test was used to assess the relationship between independent and dependent variables. In this study, a significant inter-class relationship was observed between demographic characteristics namely sex, age, designation, salary, and family member, marital status, working environment, service period and family income, and job satisfaction indicators which are, participation in decision making, training facilities, autonomy in work, gender discrimination, working hour, chance of promotion, increase knowledge & capacity, the practice of MBO and surprisingly availability of tools and resources had no significant relation with any demographic factors. Employees who work as an officer (93.3%, p< .001) and withdraw salary 25,001-35,000 (88.2%, p< .000) cannot participate in decision making. But who works in the participative environment (83.9%, p< .000) get a proper training facility. Employees with <30-year age (83.3%, p< .016) cannot practice autonomy. Unmarried workers (53.8%, p< .006) face gender discrimination. Employees who work in an Autonomous environment (76.0%, p< .00001) do not get enough working hours. Employees with 30-35-year age (80.8%), p< .002) do not get a proper promotion. Male (98.0%, p< .001) report the organization increases its capacity and knowledge. Employees work in an autonomous environment (88.0%, p< .002) report that organization practices MBO. This study also shows that female employees are more satisfied than males. The overall situation can be improved by guaranteeing employees participation in decision making, regular training, providing appropriate increments and promotion, redesigning working hours and environment, and removing gender discrimination. Further Study is recommended.

https://i-proclaim.my/journals/index.php/gdeb/article/download/511/464

Assessing the Nature of Job Satisfaction Level: A Study on Private Bank Employees in Bangladesh

......................................................................................................................................... iv LIST OF ACRONYMS AND ABBREVIATIONS ............................................................................. x LIST OF FIGURES AND TABLES ................................................................................................... xi CHAPTER 1 .......................................................................................................................................... 1 ORIENTATION OF THE STUDY ....................................................................................................... 1 1.

The response of educators to principal's instructional leadership at a high school in Gauteng

Job satisfaction is the most common word in an organization that represents one of the most complex areas facing today’s managers when it comes to managing their employees. Job satisfaction is a psychological state of man when an individual’s needs and aspirations fulfilled in a workplace, people are contented and happy with one’s job. Satisfactory pay, autonomy challenging work, participation in decision making, supportive working conditions, supportive colleagues and participatory management all these are the common factors of job satisfaction. Studies have demonstrated an unusually high impact on the job satisfaction for the motivation of workers, while the level of motivation has an impact on productivity, and hence also on the performance of organizations. Unfortunately, in our region, job satisfaction has not still received the proper attention from neither scholars nor managers of various business organizations. Due to individual differences job satisfaction has become a diverse issue. All the facets of job satisfaction have to be understood and considered for sustaining people. Conflict with peers and superiors, being deprived of fair pay and career development opportunities, lack of recognition, alienation are the vital causes of job dissatisfaction which adversely affects the quality of work and ultimately leads to organizational instability. Positive feedback, recognition, fair pay and other benefits, rewards, participation in decision making, congenial working conditions provide job satisfaction that contributes sustaining and retaining people in an organization. In fact there is no final definition of what career represents.

https://www.i-proclaim.my/journals/index.php/gdeb/article/download/144/137

Md. Istiaque Hossain Molla

Papers

Ensuring Job Satisfaction for Managing People at Work