The purpose of this study is to determine the impact of employee orientat ion on the implementat ion of market ing st rategy in the banking sector. To gain compet it ive advantage, a bank needs to be able to measure an aspect of its business that is not normally associated with f inancial gains or losses namely employee orientat ion.

The purpose of this study is to determine the impact of employee orientat ion on the implementat ion of market ing st rategy in the banking sector. To gain compet it ive advantage, a bank needs to be able to measure an aspect of its business that is not normally associated with f inancial gains or losses namely employee orientat ion.

No description available.

The theoretical part of the thesis addresses resources and global context of employee satisfaction, its particular elements, various conceptions, models and relations to other organizational theories and aspects. The practical part deals with employee satisfaction analysis in selected international organization, namely in its EMEA region sales department. The analysis is primarily based on data gathered from self-conducted employee satisfaction survey. The aim of the analysis was to identify weaknesses in the area of employee satisfaction and based upon analysis results, suggest recommendations to increase the satisfaction and improve situation of the whole company, in order for it to achieve its goal of becoming Employer of Choice. Suggested actions are focusing on workload and work organization, job stability, professional and career growth opportunities, transparent and fair reward, relationship between the region and company headquarters, communication system emphasizing feedback acquisition and last but not least on the company human resources management itself.

The aim of this thesis is to study the influence that the human resource allocation process carried out at ALLEGION has over the employee satisfaction level of its employees. ALLEGION is an international manufacturing project-oriented company based in Ensenada, Baja California, Mexico, which operates with over 8,500 employees. Up until the development of this thesis, ALLEGION had never contemplated the job satisfaction level of its employees as a result of the human resource allocation process carried out in the company. Some studies have previously paid attention to the impact that best practices in human resource management have in employee performance, however, to our knowledge, it has never been discussed how the allocation of the human resources in a company can influence job satisfaction. For this reason, we believe is pertinent to conduct a study focusing on this topic. This thesis is presented as a case study of ALLEGION which follows a qualitative method and an inductive approach, where we as researchers, explored the influence that the current method followed by the company to allocate its human resources to projects has over the job satisfaction level of its employees. The first section of this thesis is dedicated to discuss the background of our research topic and to examine relevant literature focused in the subjects of human resource allocation and employee satisfaction. As part of this section, we encountered that four factors are consistently mentioned in the literature related to these core topics having an intrinsic relationship among them. We found that these factors were utilised by some scholars in the development of models to optimise the human resource allocation process and also during the measurement of employee satisfaction in different contexts. The four factors are: personal qualifications –referring to skills utilisation and expertise–, personal aspirations –referring to career development and personal growth–, group relationships –referring to personal relationships with co-workers and managers–, and finally, personal motivations –referring to job motivations–. At the end of this section we present a theoretical model that summarises our findings and highlights the correlations of the factors we identified from the literature. The central part of this thesis focuses on our practical method which comprised nine interviews with employees and project managers of ALLEGION. Our interviews were aimed to discover the relationship and influence that the human resource allocation process implemented in the company had over the job satisfaction level in its employees respectively. As part of our findings we discovered that four elements were contributors to such influence and simultaneously were related to the findings obtained during our literature review. Based upon these four factors, we drew our conclusions for the study. As a conclusion of this thesis, we found that the human resource allocation process conducted at ALLEGION holds a significant influence in the job satisfaction of its employees working in projects, and that four distinct factors should be taken into consideration during the process that functional managers carry out when they have to allocate their human resources to a certain project. These factors are: skills utilisation, career development, individual relationships of the employees with their co-workers and managers, and finally, job motivations. We concluded that the extent to which these elements are considered as part of the decision-making involved in the human resource allocation process will bring as a result a positive or negative outcome in terms of employee satisfaction among the projects of the organisation.

Published Article / Many large organisations tend to focus on their external communication in order to project a positive image to potential clients. However the role of internal communication with employees has often been overlooked, although it remains one of the most important areas of organisational communication. This article focuses on specific findings of the Master's dissertation, Supervisory Communication and its Effect on Employee Satisfaction at the Central University of Technology, Welkom Campus. The research results that employees' views about their own organisation impact on how external clients view that particular organisation. The research found that in order for employees to become advocates of their own organisation, supervisors of different operational units should develop and manage their internal communication activities in a way that motivates and stimulates employee enthusiasm for meeting organisational goals. Once employees are satisfied with the state of supervisory communication in their respective units, they should be able to identify with their organisation and endeavour to attain organisational goals.

No description available.

Employee satisfaction and performance are a major determinant of the corporate culture of a property. Discussion of whether or not this statement is true within the kitchens of The Ritz Carlton Hotel in New Orleans is the basis for this study. By using the corporate mandated tools (the annual employee satisfaction survey and the employee performance appraisals) the determination of this question was confirmed. However, there were some great concerns about the validity of the two tools. The tools showed a definite relationship between the employee satisfaction survey and the performance appraisal, as well as a negative employee perception of the communication from managers on certain topics.

The major purpose of this study was to identify customer and employee satisfaction levels and the most important satisfaction factors in the lodging industry by the example of two hotel properties of a resort on the East Coast. This study included a sample of 267 customers, while the exact number of employees was unknown. The customer satisfaction survey was prepared by the consulting agency. It was conducted in the form of a 10-minute telephone interview with the customers who stayed at the resort 30 days prior to the survey. The customers indicated their satisfaction levels with six areas of the customer experience at the resort such as dining experience, golfing experience, experience with spa, beach club experience, experience with facilities/activities, and guest problems experience. Top 10 and lowest 10 customer satisfaction factors were found for both hotels of the resort. Four similar factors out of 10 positive ones were found to be in both of the hotel properties. Nine similar factors out of 10 were ranked as least satisfying in both of the hotels. The range score between the highest and the lowest customer satisfaction rating for the Hotel A was found to be 1.44, and for B Hotel 1.6. As for the overall customer satisfaction in two hotels, the overall customer satisfaction for the Hotel A was 4.5 (90%), and for the Hotel B was 4.58 (91.6%). To identify the customer satisfaction factors, four areas were selected for the analysis: staff, room divisions, recreation, and conflict resolution. Satisfaction with Room Divisions received the highest overall mean scores (4.64-for Hotel A, and 4.83- for Hotel B), while Conflict Resolution area received the lowest satisfaction scores for both of the Hotels (4.51- for Hotel A, 4.48- for Hotel B). The employee satisfaction questionnaire was created by the human resources department of the resort. The employee satisfaction survey was represented by 12 areas: the company; vision/mission/values; interact; your job; your department; physical work environment; communications; leadership, supervision and management effectiveness; teamwork; pay, opportunity, and benefits; career development and training; quality; and demographic information. To determine the employee satisfaction levels, the mean percentage scores of all positive and negative employees' responses were calculated. Satisfaction with Your Department received the highest positive total percentage mean score of 81.1%, while satisfaction with the Interact program implemented by the resort received the lowest positive mean percentage score of 44.0%. Similar to customer satisfaction, the 10 top positive and 10 bottom negative employee satisfaction response questions were identified. The strong positive relationship (r=0.66) was found between the Hotel A and B of the resort and customer satisfaction factors. Those areas that were ranked high by the customers of the Hotel A were also highly ranked by the Hotel B customers. A Person's correlation coefficient was run on the relationship between the hotel property and customer satisfaction levels. The strong positive association was found between two hotel properties and satisfaction statements. Paired sample t-test was also run in order to determine if there was a significant difference in customer satisfaction in two hotels A and B based on the customer's responses to the questionnaire. The t equal to (-2.5), and the probability of (0.016) were found. There was found to be statistical significant difference between the Hotel A and B customer satisfaction statements.

The thesis focuses on the proposal of changes in a motivation system in the chosen company. The theoretical part explains basic terms, definitions and procedures that are connected to the analyzed topic. Second part of the paper introduces the company and analyzes the current state of a motivation system via company’s documents and a questionnaire. The last part includes the writer’s own suggestions of solutions resulting from the second part’s analysis.