Author: Sakshi Siddharth Mohite.
MMS: 0222097
Kohinoor Business School
Literature Review:
1- Employee satisfaction: a key contributor to data centers’ organizational effectiveness.
Ahuja, et al. (Sep2012)This research says that different forms of organizations exist based on different goals and objectives, from the introduction of IT and the Internet, organizational forms are taking a new perspective toward the work. This research paper represents the findings of a study, introducing various measures of data centers’ organizational effectiveness, with a specific focus on employee satisfaction as a key measure of the organizational point of data centers.
By using some factors this research gets data related to employee satisfaction, those factors are -Higher salaries or money in hand, Better perks and facilities, Flexible organization structure, Hierarchical structure, Option to work from home, Conducive environment, Challenging assignments, etc. As a part of this study, inputs were collated, both from the government and corporate data center organizations. Employee satisfaction is a key measure of data centers’ organizational effectiveness.
2- Does Mindfulness & Happiness Predict Job Satisfaction among Indian Employees?
Saini, et al. (Jul 2020)This research says that it is difficult to discern whether mindfulness is the primary driver of benefits in the organization or whether self-reflective practices such as journaling or mindful movement (e.g., yoga) provide the same benefit to the employees. This research says that employees who do mindfulness and act with awareness are happier than other employees, thus impacting positively the job satisfaction of employees. Employees are the most important source for organizational success and this research examined the relationship between mindfulness and happiness and their effect on employees’ job satisfaction in the service sector.
Mindfulness of employees impacts their job-related outcomes e.g., productivity, organizational citizenship, etc. in the Indian context. These research findings show that the happiness of Indian employees is not significantly stimulated by their mindfulness, but it has the capability to affect their satisfaction with their job.
3- Employee job satisfaction towards organizational corporate social responsibility practices and its implications: evidence from Nepal telecom company limited.
Wagle, et al. (Jan-Jun 2021) This research says that In many organizations, corporate social responsibility (CSR) is a strategic priority. Earlier in the banking industry, firms had questions about the CSR policy. But now organizations provide moral guidelines and initiatives to improve the goodness and fitness of their workforce. Such improvements also improve the effectiveness of their employees in their daily work. Companies that provide social caretaking have experience making the best decision for their clients, staff members, and society at large. Job satisfaction and organizational commitment are closely related to each other. Employee happiness and organizational commitments are both impacted by how CSR. Employee satisfaction refers to how content workers are with their work.
Research shows that in order to determine if CSR affects employee job satisfaction in a large, government-owned corporation like Nepal Telecom, testimony is required. The company declared that CSR initiatives were given top priority from the beginning. The findings show that the majority of respondents were men who were young and mature, had a degree, and worked in Nepal telecom for a considerable amount of time. Additionally, of the four theories, Development and Training.
4- Emotion Regulation and Job Satisfaction Levels of Employees Working in Family and Non-Family Firms.
Pimentel, et al. (Sep 2022) In this research we have understood that families own more than two third of all private businesses, which employ more than 60% of the world’s workforce and contribute more than 70% of the world’s GDP. These businesses are the most prevalent type of business in the world and are proven as a source of economic stability and prosperity. It is not unexpected that in recent years, family companies have drawn more attention from the scholarly community given their acknowledged significance as actors and agents of economic growth. The employee in organizational efficiency decreases job stress, lowers employee turnover, and raises stakeholder satisfaction, numerous prior research has pointed out the significance of corporations pursuing employee happiness. The findings say that, the showing that there are no appreciable differences between employees working in family firms and those that are not.
5- Employee satisfaction, human resource management practices, and competitive advantage.
Elrehail, et al.(Jun 2020) This article is based on the Competitive advantage and employee satisfaction in five-star hotels and the tourism industry in Northern Cyprus. This research is based on the six HRM practices dimension namely -HR planning, job analysis and design, employee performance appraisal, recruitment, selection and placement, compensation and rewards, and training and development. It mainly focuses on topics that define the employee’s satisfaction with their job through various factors like employee performance, creativity, teamwork, work value, work commitment, psychology of employees towards work, the climate in the workplace, etc. This research founds that the five-star hotels and the big organizations in this industry of hospitality and tourism are the most profitable because high-performing organizations have the resources to divert to the development activities that low-performing organizations find difficult to provide facilities to their employees.
Research shows that HR recruits employees who are motivated, qualified, and the right person for a specific job. If such individuals are provided with the necessary incentives, their motivation increases; from a firm’s point of view, this may enhance the retention of quality employees and subsequently enhance individual and/or organizational performance. And also suggested that the training and development improve the knowledge, skills, and abilities of a firm’s current and potential employees thus the employees get satisfied with the work.
6- The managerial drivers of employee satisfaction and loyalty.
Eskildsen, et al. (Jul 2000) This study’s major goals were to determine the global marketplace is becoming increasingly difficult for modern companies to run, and creativity is becoming a virtue. This has shifted the company’s focus from financial assets to spiritual resources. Human capital has turned from a useful resource to be exploited into an asset to be nurtured, protected, and developed. This is consistent with the experience of large organizations in maintaining a work environment conducive to the well-being and growth of all employees and measuring employee satisfaction. This change is also reflected in the shift from human resource management/administration to human resources management. Also, the purpose of this study was to empirically test the structural model using his survey of 670 personal assistance managers in Denmark. These managers cover private and public companies and all related sectors. The method used is called Partial Least Squares (PLS) and is a highly desirable technique for modeling structural equations when the focus is on prediction (Joreskog & Wold, 1982). This analysis shows how well the theoretical model aligns with the intellectual paradigms of managers and also highlights areas where Danish companies want to improve their overall performance with the help of HRM.
7- Relationship Between High Performance Work-Based Practices, Employee Satisfaction, Productivity and Retention in IT Companies: A Correlational Study.
Sharma, et al. (Apr 2021) Resaechy says that the concept of High-Performance Work-Based Practice (HPWBP) is one of the innovative HR practices that asks employees to directly participate in their talents for the growth of the organization. Her talent will greatly contribute to her future growth. High-Performance Work Systems were developed in the United States in the 1980s. The US manufacturer realized in the 1980s that the world market was changing so quickly that traditional staffing practices were not viable. HPWBP is the best model to emphasize the alignment of HR practices and strategic management. HPWBP can be defined as a set of complementary work practices covering three broad categories: high employee participation practices, personnel practices, and compensation and obligation practices. HPWBP is an innovative human resources practice that motivates employees to do their best. When it comes to HPWBP, some researchers have found that employees work harder, smarter, and more creatively than those in traditional organizations.
8- Compassion organizing: Employees’ satisfaction with corporate philanthropic disaster response and reduced job strain.
Watkins, et al. (Jun 2015) In this article understood that the literature on corporate social responsibility and corporate philanthropy generally focuses on how employers help those affected by disasters outside their organization. Little is known about Corporate Charitable Disaster Response (CPDR) for your organization’s employees. Based on the resource conservation literature and compassionate organizations, employees claim to know the Lord. to support them after a natural disaster. This assistance from CPDR provides support to employees and helps make up for the loss of valuable resources. Therefore, the hypothesis is that CPDR satisfaction positively affects perceived organizational support and reduces employee psychological and physiological distress. Compassion organizations organized by organizations in the form of charitable disaster relief for employees can be beneficial to an organization. It shows the organization’s intention to be socially responsible and to be a good and ethical citizen. Second, organizations can help employees continue to work productively and effectively by helping them meet the challenges of returning to normal life.
9- Corporate social responsibility, facets of employee job satisfaction and commitment: The case in Ecuador.
Loor-Zambrano, et al. (2021) The purpose of this research is to show the relationship between corporate social responsibility, job satisfaction, and employee engagement. This paper aims to identify the intermediary role of job satisfaction in the relationship between CSR and employee engagement. Design/methodology/approach: The authors modeled the relationships between the variables given and used variance-based structural equation modeling techniques to identify relationships in a sample of 318 employees of Ecuadorian firms who responded to a questionnaire. is proposing. In particular, the partial least squares (PLS) method was applied using the Smart PLS software. Results: The results and findings of this study support certain theoretical hypotheses regarding the impact of CSR on five dimensions of job satisfaction. On the other hand, it should be emphasized that only job satisfaction itself has a positive impact on employee engagement. Additionally, our research shows that coworker satisfaction negatively impacts engagement. However, the most important contribution of this study is considering the mediating nature of some aspects of job satisfaction related to CSR and organizational engagement. It is positive for job satisfaction itself and negative for co-worker satisfaction. Implementing CSR practices is therefore beneficial for organizations that want to foster positive attitudes in their employees. That employee satisfaction negatively impacts engagement highlights the need to consider CSR measures that negatively impact this aspect of satisfaction.
10- Internal Corporate Policy: CSR and Employee Satisfaction.
Miethlich, et al. (Mar 2023) Due to the COVID-19 pandemic, society has undergone major changes affecting employee values and job satisfaction. Reflecting the needs of society, the social practices of companies are also changing compared to before COVID-19. This article explores staff perceptions of corporate social practices and their impact on employee satisfaction. This empirical study, conducted in the Russian Federation and the Republic of Kazakhstan, enabled the authors to identify social practices that influence staff job satisfaction before and after the pandemic. The study identified general trends and differences in perceptions of social practices that resulted in the highest staff satisfaction in the pre-pandemic and post-pandemic periods. In addition, the authors made recommendations to consider when designing social enterprise practices. The novelty of this study is that it explored empirical associations between job satisfaction and social practices practiced in the pre-and post-pandemic periods. The study found that trends in Russia and Kazakhstan are similar to global trends. Before the pandemic, employees were very satisfied with their activities and social responsibility. Post-pandemic, as society becomes more fragmented and individualized, employees will focus more on material safety and social practices will have less of an impact on employee satisfaction. This document provides recommendations for companies to implement good social practices, taking into account the common interests of employers and employees.
Summary:
These papers represent the findings of a study, introducing various measures of data centers’ organizational effectiveness, with a specific focus on employee satisfaction as a key measure of the organizational point of data centers. As a part of this study, inputs were collated, both from the government and corporate data center organizations. Employee satisfaction is a key measure of data centers’ organizational effectiveness.
One of these articles mainly focuses on topics that define the employee’s satisfaction with their job through various factors like employee performance, creativity, teamwork, work value, work commitment, psychology of employees towards work, the climate in the workplace, etc.
Also, one article says about The novelty of this study is that it explored empirical associations between job satisfaction and social practices practiced in the pre-and post-pandemic periods.
Also, I understood from one article that, Compassion organizations organized by organizations in the form of charitable disaster relief for employees can be beneficial to an organization.
Job satisfaction, employee satisfaction, or work satisfaction is a measure of workers’ contentedness with their job, whether they like the job or individual aspects or facets of jobs, such as the nature of work or supervision. Job satisfaction can be measured in cognitive, affective, and behavioral components.
References:
1- 1-Ahuja, Ajay; Gautam, Vinayshil (2012, Employee Satisfaction: A Key Contributor to Data Centers’ Organizational Effectiveness. Journal of Services Research, [s. l.], v. 12, n. 1, p. 7–23,. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=497da268-4d89-32a3-bbf8-016a0587f104.)
2- SAINI, D. Does (2020, Mindfulness & Happiness Predict Job Satisfaction among Indian Employees? Indian Journal of Industrial Relations, [s. l.], v. 56, n. 1, p. 144–156, Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=b2fd104b-0ec6-3a9f-9a3c-aa03f3df8ee2).
3- Wagle, Sudip; Gupta, Ajeya Kumar (2021, Employee Job Satisfaction Towards Organizational Corporate Social Responsibility Practices and Its Implications: Evidence from Nepal Telecom Company Limited. Global Management Review, [s. l.], v. 15, n. 1, p. 21–32, 2021. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=18cb6e41-0f3c-3eef-a5b0-183b07cca9c2).
4- Pimentel, Duarte;Pereira, Ana.(2022, Emotion Regulation and Job Satisfaction Levels of Employees Working in Family and Non-Family Firms. Administrative Sciences (2076-3387), [s. l.], v. 12, n. 3, p. 114. DOI 10.3390/admsci12030114. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=c9267771-222e-32ad-9b27-637e8dc28b39).
5- Elrehail, Hamzah; Harazneh, Ibrahim; Abuhjeeleh, Mohammad; Alzghoul, Amro; Alnajdawi, Sakher; Ibrahim, Hussein M. Hussein (2020, Employee satisfaction, human resource management practices and competitive advantage. Accounting Horizons, [s. l.], v. 34, n. 2, p. 125–149, 2020. DOI 10.1108/EJMBE-01-2019-0001. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=37c4d73a-2395-3b71-b6e3-cea44b371ac7).
6- Eskildsen, j. K.; nussler, m. L. (2000, The managerial drivers of employee satisfaction and loyalty. Total Quality Management, [s. l.], v. 11, n. 4/5/6, p. S581, 2000. DOI 10.1080/09544120050007913. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=5e64c4c8-f7fc-3b16-9595-6153f36ea3a2.)
7- Sharma, Sushma;Sharma, Ajay Kumar, Relationship Between High Performance Work-Based Practices(2021, Employee Satisfaction, Productivity and Retention in IT Companies: A Correlational Study. IUP Journal of Management Research, [s. l.], v. 20, n. 2, p. 37–52, 2021. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=41933ca2-9669-3b4c-9115-0d1a67011512).
8- Watkins, Marla Baskerville;Ren, Run;Umphress, Elizabeth E.(2015, Compassion organizing: Employees’ satisfaction with corporate philanthropic disaster response and reduced job strain. Journal of Occupational & Organizational Psychology, [s. l.], v. 88, n. 2, p. 436–458, 2015. DOI 10.1111/joop.12088. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=f5d0dca5-5d72-3cdf-822e-f1fddc343aa7).
9- Loor-Zambrano, Halder Yandry;Santos-Roldán, Luna;Palacios-Florencio, Beatriz (2021,Corporate social responsibility, facets of employee job satisfaction and commitment: the case in Ecuador. TQM Journal, [s. l.], v. 33, n. 2, p. 521–543, 2021. DOI 10.1108/TQM-01-2020-0011. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=e304e914-284c-3531-8f0e-643b6dd8405e).
10- Miethlich, Boris;Beliakova, Maria;Voropaeva, Liudmila;Ustyuzhina, Olga; Yurieva, Tatiana (2023, Internal Corporate Policy: CSR and Employee Satisfaction. Employee Responsibilities & Rights Journal, [s. l.], v. 35, n. 1, p. 127–141, 2023. DOI 10.1007/s10672-022-09406-5. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=ec19eca4-4251-3f70-985a-311f60c9e1cf)