Thesis (M. Soc. Sc.)--University of Hong Kong, 1987.

Thesis--University of Florida. / Description based on print version record. Typescript. Vita. Includes bibliographical references (leaves 252-259).

Thesis (M.Soc.Sc.)--University of Hong Kong, 1987. / Also available in print.

Employee and customer satisfaction have been widely studied and are important for business outcomes. Their relationship has primarily been researched at the organisational and departmental levels within the consumer type industries where frontline employee interaction with the customer is important. Research into the relationship at the job characteristic level and within a business-to-business context is limited and therefore the purpose of the research is to examine these relationships in a South African firm. Two data collection instruments, based on the literature review, were used to obtain the primary data for this research. A self administered job satisfaction survey was preformed as well as a telephonic customer satisfaction survey was undertaken. 67 employees and 66 customers responded to the survey. Descriptive and comparative statistics with a rank order correlation was used to examining and analyse the data. Although a weak relationship was observed between the percentages of satisfied employees and satisfied customers in the survey, a strong and significant relationship exists between the rank order of the different functions within the firm, when comparing the employees job and customers satisfaction results. The results suggest that the job satisfaction levels of the employees in a business-to-business environment influence to some degree the level of satisfaction experienced by the customer. / Dissertation (MBA)--University of Pretoria, 2008. / Gordon Institute of Business Science (GIBS) / unrestricted

The purpose of this research is to investigate the relationships among life satisfaction, status inconsistency, marital status, sex, race, and age. Status inconsistency is determined through a comparison of the status indicators of education, occupation, and income. Life satisfaction is determined by the responses to five areas of satisfaction which are presented in the 1976 General Social Survey conducted annually by the National Opinion Research Center (NORC). The five satisfaction variables are factor analyzed to assure the appropriateness of their use in the construction of the life satisfaction index. Analysis of the data consists of the use of chi-squares, Cramer's V, and Kendall's tau-b. Findings are reported and suggestions are presented for future research.

Abstract Most enterprises acknowledge that technology and experience accumulated by the employees are the most important assets. In order to make regular employees dedicate their efforts on work, reduce employees¡¦ turnover, and enhance their motivations as well as hard-work attitudes, it¡¦s popular for the corporate to assess the job satisfaction of the employees¡¦. According to the equity theory, the corporate employees would be frustrated and maybe reduce their satisfactions on jobs in case they aware of unfair treatment from the organization, no matter what is caused by the distribution or the procedure. Also, incentive pay and benefits system in salary management could motivate and enhance employee¡¦s morale, and moreover help strengthen the overall competitiveness of organizations. Are all of the above mentioned dimensions there significant influences on the job satisfaction? A number of documents reveal confusion regarding relationships among constructs of pay and benefits satisfaction and distributive and procedural justice. The purpose of this study is to measure and verify the relevance among them, and to further clarify the differential effects resulted from these dimensions on the job satisfaction. The study was conducted in a large Taiwan company and carried out via the questionnaire approach as well as SPSS analysis to show the differential effect of the four dimensions- procedural justice, distributive justice, pay satisfaction, and benefits satisfaction, distributive justice, and procedural justice- on job satisfaction. Results showed some important findings as below: 1. Procedural/ distributive justice and pay/ benefits satisfaction are significantly associated with each other. Particularly distributive justice plays more positive effect on pay than procedural one; however, procedural justice does more positive effect on benefits than distributive one. 2. There are positive relationships between both procedural/ distributive justice with job satisfaction. So are both pay/ benefits satisfaction with job satisfaction. It implies that raising the procedural/ distributive justice through improving the system of an organization to increase the job satisfaction of the employees¡¦ is another good way except improving pay/ benefits for the employees. 3. Each of procedural / distributive justice and pay/ benefits satisfaction influences job satisfaction positively. The priority of the effect extent is distributive justice most, procedural justice the second, pay the third, and benefits the last. 4. If we assess the effects of the four dimensions together-procedural justice/ distributive justice/ pay/ benefits satisfaction on job satisfaction, the result shows that distributive justice is with the maximum effect, followed by pay satisfaction, and then followed procedural justice, and benefits satisfaction the minimum. Therefore as the study results showed, if the enterprises attempt to retain talent, reduce employee turnover, and further expect employees to perform better and to take more responsibilities, they can motivate employees with procedural justice and distributive one to achieve organizational goals in addition to with pay and benefits system. specially when some business units in a firm hire outsourced workers in future and then the phenomenon of unequal pay for equal work happens under the situation that the pay system could not be adjusted, it may be a solution for the corporate that it reinforces the "justice" in the system by enhancing the potential of employees perceptual experience to retain high ¡Vquality employees as well as to maintain good efficiency.

This study examined job satisfaction among social workers in a correctional environment. A model was derived that defines job satisfaction as an attitude based on environmental and personal factors. The purpose of this research project was to examine what factors based on the model, lead to job satisfaction within the Ministry of Public Safety and Security using the Job Satisfaction Survey (Spector, 1997). Questionnaires and surveys were sent to all social work and psychology staff employed in a correctional institution across Ontario. Results support the model that both environmental and personal factors influence the perception and assessment of job satisfaction. Overall the majority of social workers working within the Ministry reported being satisfied (M = 115.0, SD = 27.3); however, psychology staff reported greater job satisfaction (M = 137.9, SD = 21.3). For social workers, supervision, co-workers and the work itself were the factors that related to job satisfaction. Working conditions, communication, contingent rewards and opportunities for promotions were related to dissatisfaction. The proposed model offers suggestions to human service organizations that wish to improve recruiting and retention of social workers.

Arbetstillfredsställelse har många varierande definitioner. Gemensamt är att det handlar om hur tillfreds individen är med sitt arbete. Syftet med studien var att jämföra vård- och bankanställda för att se hur de skiljer sig åt i upplevelsen av inre, yttre och generell arbetstillfredsställelse, var skillnaden ligger och hur viktig arbetsmotivationen är för arbetstillfredsställelse. Sju frågeställningar ligger till grund för studien och 120 bankanställda samt 83 vårdanställda deltog. En enkät på 34 frågor besvarades av samtliga deltagare och analyserades statistiskt. Resultaten visar att bankanställda har generellt högre arbetstillfredsställelse än de vårdanställda. Den faktor där vårdanställda upplever högre grad av generell arbetstillfredsställelse handlar om möjligheten att göra något för någon annan. Det kan bero på att vårdanställda har motivationen att hjälpa andra människor som drivkraft i sitt arbete. Gemensamt för båda branscherna är att arbetstillfredsställelsen ökar med åldern. Förklaring till det kan vara ökad arbetserfarenhet och säkerhet för att känna tillfredsställelse på arbetet.

No description available.

Doctor of Philosophy / Department of Hospitality Management and Dietetics / Deborah D. Canter / Despite the enormous amount of research about job satisfaction and intent to leave, few studies have focused on Registered Dietitians (RDs) with management responsibilities. Even less is known about the level of career satisfaction or intent to leave the dietetics profession. This study examined job and career satisfaction among members of four dietetic practice groups (DPGs). An online questionnaire included 36 items of the Job Satisfaction Survey (JSS), career satisfaction and intent to leave measures. Data were analyzed from 966 dietitians in management and clinical practice using traditional statistical procedures. Management dietitians had significantly higher composite scores for six out of nine facets of job satisfaction than dietitians in non-managerial positions. Overall satisfaction scores for management dietitians (M = 153.75 ± 26.68) were also significantly higher compared to non-management dietitians (M = 140.79 ± 30.26, t = 4.368, p < 0.001). Overall satisfaction scores also differed significantly across seven groups of management dietitians, F (6, 844) = 4.41, p < 0.001. The majority of dietitians in this study did not intend to seek other jobs or leave their current jobs. Overall, management dietitians were satisfied with their careers (19.82 ± 3.73). In contrast, non-management dietitians were closer to neutral and significantly less satisfied with their careers (16.44 ± 5.06, t = 6.907, p < 0.001). Career satisfaction scores also differed significantly across seven job titles of managers, F (6, 839) = 5.69, p < 0.001. Intent to leave the profession was not observed for the majority of dietitians in this study. Additional results, implications for the dietetics profession and recommendations for future research are discussed.