The Moderating Effect of Leader Emotional Expressivity on the Relationship between Authentic Leadership and Follower Job Performance

This research attempts to explain the moderating effect of leader emotional expressivity on the relationship between authentic leadership and follower job satisfaction. Accordingly, quantitative data, collected via survey administration to front-line employees of service-rendering companies from Istanbul was used to test the hypotheses. The findings of this study revealed that the strength of leader emotional expressivity weakened the positive contributions of authentic leadership to follower job satisfaction for leaders who demonstrate a high level of authentic leadership. On the other hand, higher leader emotional expressivity compensates for the low levels of authentic leadership in terms of increasing follower job satisfaction.

Relation between Organizational Climate and Personnel Performance Assessment in a Tourist Service Company

This investigation aims at analyzing and determining the relation between two very important variables in the human resource management: The organizational climate and the performance assessment. This study aims at contributing with knowledge in the search of the relation between the mentioned variables because the literature still does not provide solid evidence to this respect and the cases revised are incipient to reach conclusions enabling a typology about this relation.To this regard, a correlational and cross-sectional perspective was adopted in which quantitative and qualitative techniques were chosen with the total of the workers of the tourist service company PTS Peru. In order to measure the organizational climate, the OCQ (Organization Climate Questionnaire) from was used; it has 50 items and measures 9 dimensions of the Organizational Climate. Also, to assess performance, a questionnaire with 21 items and 6 dimensions was designed. As a means of assessment, a focus group was prepared and was applied to a worker in every area of the company. Additionally, interviews to human resources experts were conducted. The results of the investigation show a clear relation between the organizational climate and the personnel performance assessment as well as a relation between the nine dimensions of the organizational climate and the work performance in general and with some of its dimensions.

The Impact of Change Management on Employee Satisfaction and Engagement

The main purpose of this study was to figure out employees’ attitudes toward the new performance appraisal program and to examine whether three different types of appraisal processes differentially affected job satisfaction and employee engagement. The second purpose of this study was to investigate the relationship between performance appraisal reform, job satisfaction, and employee engagement. A large polyester and textile corporation had 2046 non-operational employees in February 2014. The valid participants were 1474 (72.04%) in this study. Data analysis included descriptive statistics, one-way ANOVA, one-way MANOVA, Pearson correlation, Content Validity Index, the exploratory factor analysis, and reliability analysis. The general results showed that employees who received the new performance appraisal program evaluated the program more positively and showed more job satisfaction than those who did not. In particular, the implementation effects of this new performance appraisal program were most highly rated by employees who used the KPI to rate their job performance. Moreover, employees’ attitudes toward the new performance appraisal program were positively related to their job satisfaction and employee engagement. Lastly, most employees regarded themselves as engaged workers. To sum up, the HR department of this company has made an effective contribution to performance appraisal reforms.

Customer Satisfaction and Effective HRM Policies: Customer and Employee Satisfaction

The purpose of this study is to examine the possible link between employee and customer satisfaction. The service provided by employees, help to build a good relationship with customers and can help at increasing their loyalty. Published data for job satisfaction and indicators of customer services of banks were gathered from relevant published works which included data from five different countries. The scores of customers and employees satisfaction of the different published works were transformed and normalized to the scale of 1 to 100. The data were analyzed and a regression analysis of the two parameters was used to describe the link between employee’s satisfaction and customer’s satisfaction. Assuming that employee satisfaction has a significant influence on customer’s service and the resulting customer satisfaction, the reviewed data indicate that employee’s satisfaction contributes significantly on the level of customer satisfaction in the Banking sector. There was a significant correlation between the two parameters (Pearson correlation R2=0.52 P

Organization’s Ethics, Job Performance Satisfaction and Effects on Employees’ Engagement and Commitment

This research paper aimed to find out how was the ethical climate in an organization and job performance satisfaction of employees affected employees’ engagement and commitment by using the case study of PTT Exploration and Production Public Company Limited, Thailand. The population of this research was 4,383 Thai employees of PTTEP, Thailand. From a total of 420 questionnaires sent out, 345 respondents replied. The statistics utilized was mean score and Multiple Regression Analysis. The findings revealed that the respondents had opinion towards ethical climate of their organization, job performance satisfaction and organization engagement and commitment at a high level. The test of hypothesis disclosed the determinant attributes of job performance satisfaction that affected the respondents’ overall level of organization engagement and commitment. The set of these determinant attributes consisted of employees’ responsibilities for duties, organization’s policies and practice, relationship with organization’s commanders, work security and stability, job description, career path and relationship with colleagues. These variables were able to predict the employees’ organization engagement and commitment at 50.6 percent.

An Empirical Study of Gender Discrimination and Employee Performance among Academic Staff of Government Universities in Lagos State, Nigeria

Research has shown that a recruitment policy devoid of gender discrimination enhances employee performance in an organization. Previous studies in Nigeria show that gender discrimination against men and women based on their ethnic, religious and geographical identity is common. This survey, however, focuses on discrimination against women on the basis of gender and performance in government universities in Lagos State, Nigeria. The model used for this study was developed and tested in which one hundred and eighty seven copies of the questionnaire that were administered to respondents as completed by the academic staff of government universities in Lagos State were retrieved. Pearson correlation and regression were utilized for the analysis of the study, and the result showed that managerial roles based on gender discrimination against women in government universities in Lagos State have affected employee job performance negatively. The study concludes that for as long as gender discrimination rather than merit remains the basis for staff employment into positions of authority in Nigerian Universities, enhanced performance is more likely to elude employees and the educational sector in general. 

Development of Organizational Justice in Incentive Allocation of the Thai Public Sector

An incentive for performance, as one subsystem of a new performance management system, has been implemented in the Thai public sector since 2004. This research investigates the development of organizational justice in the incentive allocation by comparing the roles of distributive and procedural justice on national personnel-s attitudinal outcomes (incentive satisfaction and job performance) between 2 periods, i.e. 2006 and 2008. The data were collected via self-administered questionnaires completed by national government officers and employees. They were stratified using multistage sampling with 2,600 usable samples or 72.0% response rate in 2006, and 1,969 usable samples or 59.3% in 2008. The findings are: (1) There is no difference in means between the two periods relating to distributive justice, procedural justice, incentive satisfaction and job performance. (2) Distributive justice and procedural justice played more important roles in predicting incentive satisfaction and job performance in 2008 than in 2006.

How Learning Efficiency Affects Job Performance Effectiveness

The purpose of this research was to study the influence of learning efficiency on local accountants’ job performance effectiveness. This paper drew upon the survey data collected from 335 local accountants survey conducted at Nakhon Ratchasima province, Thailand. The statistics utilized in this paper included percentage, mean, standard deviation, and regression analysis. The findings revealed that the majority of samples were between 31-40 years old, married, held an undergraduate degree, and had an average income between 10,000-15,000 baht. The majority of respondents had less than five years of accounting experience and worked for local administrations. The overall learning efficiency score was in the highest level while the local accountants’ job performance effectiveness score was also in the high level. The hypothesis testing’s result disclosed that learning efficiency factors which were knowledge, Skill, and Attitude had an influence on local accountants’ job the performance effectiveness.

Five Vital Factors Related to Employees’ Job Performance

The purpose of this research was to study five vital factors related to employees’ job performance. A total of 250 respondents were sampled from employees who worked at a public warehouse organization, Bangkok, Thailand. Samples were divided into two groups according to their work experience. The average working experience was about 9 years for group one and 28 years for group two. A questionnaire was utilized as a tool to collect data. Statistics utilized in this research included frequency, percentage, mean, standard deviation, t-test analysis, one way ANOVA, and Pearson Product-moment correlation coefficient. Data were analyzed by using Statistical Package for the Social Sciences. The findings disclosed that the majority of respondents were female between 23- 31 years old, single, and hold an undergraduate degree. The average income of respondents was less than 30,900 baht. The findings also revealed that the factors of organization chart awareness, job process and technology, internal environment, employee loyalty, and policy and management were ranked as medium level. The hypotheses testing revealed that difference in gender, age, and position had differences in terms of the awareness of organization chart, job process and technology, internal environment, employee loyalty, and policy and management in the same direction with low level.

Working Motivation Factors Affecting Job Performance Effectiveness

The purpose of this paper was to study motivation factors affecting job performance effectiveness. This paper drew upon data collected from an Internal Audit Staffs of Internal Audit Line of Head Office of Krung Thai Public Company Limited. Statistics used included frequency, percentage, mean and standard deviation, t-test, and one-way ANOVA test. The finding revealed that the majority of the respondents were female of 46 years of age and over, married and live together, hold a bachelor degree, with an average monthly income over 70,001 Baht. The majority of respondents had over 15 years of work experience. They generally had high working motivation as well as high job performance effectiveness. The hypotheses testing disclosed that employees with different working status had different level of job performance effectiveness at a 0.01 level of significance. Working motivation factors had an effect on job performance in the same direction with high level. Individual working motivation included working completion, reorganization, working progression, working characteristic, opportunity, responsibility, management policy, supervision, relationship with their superior, relationship with co-worker, working position, working stability, safety, privacy, working conditions, and payment. All of these factors related to job performance effectiveness in the same direction with medium level.

Employee Motivation Factors That Affect Job Performance of Suan Sunandha Rajabhat University Employee

The purpose of this research is to study motivation factors and also to study factors relation to job performance to compare motivation factors under the personal factor classification such as gender, age, income, educational level, marital status, and working duration; and to study the relationship between Motivation Factors and Job Performance with job satisfactions. The sample groups utilized in this research were 400 Suan Sunandha Rajabhat University employees. This research is a quantitative research using questionnaires as research instrument. The statistics applied for data analysis including percentage, mean, and standard deviation. In addition, the difference analysis was conducted by t value computing, one-way analysis of variance and Pearson’s correlation coefficient computing. The findings of the study results were as follows the findings showed that the aspects of job promotion and salary were at the moderate levels. Additionally, the findings also showed that the motivations that affected the revenue branch chiefs’ job performance were job security, job accomplishment, policy and management, job promotion, and interpersonal relation.