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Influence of Demographic Factors on Employee Satisfaction and Motivation
Nowadays, human resource management and development is becoming more significant due to the fact that a man has gained a new place and a new role in all social processes and in their management. The sheer employees' characteristics, i.e., demographic factors, besides the organisational factors, have a certain influence in this area. By adequate understanding of both demographic factors and their influence, it is possible to apply measures to make the employees satisfied and motivated. This paper points out such influences on the employees' satisfaction and motivation. Also, the interaction of certain demographic factors is presented, such as the professional qualification, years of working experience and age, onto employees perceiving satisfaction and motivation and onto respective consequences. In order to determine the employee satisfaction and motivation, the responses from the employees to questions divided into six groups (material conditions, security, acceptance and social component, respect and status, self-confirmation and loyalty), were used. The research was done on a set of 328 employees in the telecommunications sector in Serbia.

AbstractWe investigate the causal effect of increasing shareholder rights on employee satisfaction. To ensure causality, we use close shareholder votes on antitakeover provisions included in the Entrenchment Index (E‐Index) as exogenous shocks to the corporate governance of a company. A 1‐point increase in shareholder rights on the E‐Index scale causes a 10% decrease in employee satisfaction. The channels that drive our results are decreases in employees' opinion about firm culture, in their view about the company's CEO, in the number of employees, and in capital expenditures.

Corporate social responsibility (CSR) has emerged as a critical philosophy and a strategy that affects employee attitudes. While much of the CSR research focuses on the relationship between CSR activities and external customers, relatively few studies examine the impact of CSR from the perspective of employees. This study examined the effect of CSR on employee engagement, satisfaction, and retention. Data was collected from 300 employees working in cement companies of Pakistan. A questionnaire was used to collect data and all scales were adopted from previous studies. Convenience sampling technique was used and respondents include both managerial as well as non-managerial staff members of the cement companies. The respondents were asked to rate their opinions on a five point Likert scale ranging from 1 strongly disagree to 5 strongly agree. Employees were contacted personally and questionnaires were collected three weeks after distribution. Out of 4000 questionnaires distributed, 300 responses were collected. SPSS was used to analyze the data. Through regression analysis, the study found that CSR was positively associated with employee engagement, employee satisfaction, and retention. These findings are very meaningful for decision makers and researchers. It depicts that organizations can enhance their employee engagement, satisfaction, and retention through involving themselves in social activities for instance, identifying needs of the community and fulfilling them, working for better environment, involving in employee welfare, producing quality products for customers and complying with government rules and regulations and working within legal ambiance. All these activities significantly and positively influences employee positive behaviors and improve organizational performance.

In 2011, the state of Minnesota faced a difficult budgetary decision. At the time of this writing, the state HHS budget had been vetoed by the Governor and State Employees were preparing for a government shutdown. Disagreement between the Republican majority and the Democratic Governor on how to balance the state budget had serious implications for Community Action Agencies that received, on average, 10% of their annual funding from the State of Minnesota in 2010 (MNCAP, 2010). Considering the fact that budget cuts would be imminent, and raises and bonuses unlikely, the researcher wanted to provide CAAs of MN with information that might assist with recruitment and retention of its workforce based on what current employees identify as being satisfied or dissatisfied with in their current place of employment. Research Question: What do employees of Minnesota Community Action Agencies report as factors associated with their job satisfaction?

This paper explores satisfaction with sexual harassment policies in public sector workplaces, using a survey of municipal employees to address the following policy questions: What types of sexual harassment policies do employees want? How would employees handle complaints of sexual harassment? How satisfied are employees with current workplace policies? What appears to enhance policy and process satisfaction? It concludes that public sector organizations should: Include confidentiality protections and sanctions in policies; Require that parties to a complaint be fully informed of the outcome; Increase awareness and knowledge of policies through employee training; Train supervisors in interpersonal skills and investigatory processes; Utilize teams to investigate allegations of sexual harassment; and, Understand that training and process implementation issues are more important to employee satisfaction than the policy itself.

PurposeScholars studying servitization argue that manufacturers moving into services need to develop new job roles or modify existing ones, which must be enacted by employees with the right mentality, skill sets, attitudes and capabilities. However, there is a paucity of empirical research on how such changes affect employee-level outcomes.Design/methodology/approachThe authors theorize that job enrichment and role stress act as countervailing forces during the manufacturer's service transition, with implications for employee satisfaction. The authors test the hypotheses using a sample of 21,869 employees from 201 American manufacturers that declared revenues from services over a 10-year period.FindingsThe authors find an inverted U-shaped relationship between the firm's level of service infusion and individual employee satisfaction, which is flatter for front-end staff. This relationship differs in shape and/or magnitude between firms, highlighting the role of unobserved firm-level idiosyncratic factors.Practical implicationsServitized manufacturers, especially those in the later stage of their transition (i.e. when services start to account for more than 50% of annual revenues), should try to ameliorate their employees' role-induced stress to counter a drop in satisfaction.Originality/valueThis is one of the first studies to examine systematically the relationship between servitization and individual employee satisfaction. It shows that back-end employees in manufacturing firms are considerably affected by an increasing emphasis on services, while past literature has almost exclusively been concerned with front-end staff.

While retention of highly qualified employees is vital for professional services firms, prior research has largely neglected the role of customers as a driver of employee satisfaction and retention. Drawing on an experimental study and a dyadic field study, this article shows that client satisfaction is an important determinant of employee satisfaction, which in turn increases employee retention. Thus, for professional services firms, the common logic in relationship marketing that employee satisfaction affects client satisfaction can also be reversed. First, in line with balance theory, an attitudinal transfer occurs from the client to the employee which is stronger when both share the same opinion about their collaboration. Second, in line with Herzberg's motivational theory, client satisfaction indirectly affects employee satisfaction by affecting the perceived appreciation the employee receives from the customer. These findings have three major managerial implications: First, investments into client satisfaction might pay off double by enhancing revenues and profit on one hand, and enhancing employee satisfaction and retention, on the other hand. Second, positive client feedback has positive effects on employee satisfaction and recognition. Third, these results suggest that marketing and human resource issues are intertwined in professional services firms. Thus, service firms should encourage ample communication and collaboration between these functions.

In small-service settings, how do owner satisfaction, front-line employee satisfaction, and customer satisfaction relate to one another? The authors use generalized exchange theory (GET) to examine how satisfaction levels of these three constituents are reciprocated. The authors examine a European franchise system comprising 50 outlets, 933 employees, and 20,742 customers. Their results show two important findings. First, the effect of owner-franchisee's satisfaction on customer satisfaction is fully mediated by front-line employee satisfaction. Thus, managers of a service outlet can strongly impact the satisfaction and behavioral intentions of their customer base, even without direct contact with them. Second, the link between customer satisfaction and purchase intention is moderated by employee satisfaction at an outlet. The link between customer satisfaction and customer purchase intentions is almost twice as strong when employees are satisfied than when they are not. Thus, there is a ''doublepositive effect:'' not only does higher employee satisfaction at an outlet directly lead to higher customer satisfaction but it also indirectly strengthens the association between customer satisfaction and their repurchase intentions.