Realtionship Between Internal Marketing, Employee Job Satisfaction

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

Organizations that are serious about making improvements are going to have to deal with the issue of job satisfaction. Job satisfaction can be best described as the positive feeling that an individual has about their job resulting from an evaluation of the job’s characteristics (Robbins & Judge, 2009, p.31). It would seem natural to think that job satisfaction would have a positive correlation with successful organizations. What impact does job satisfaction have on an organization? Research will show that there are not only internal effects from performance related issues, but also external effects that impact customer satisfaction.

Most every organization must deal with the issues of employee satisfaction in order to achieve their customer satisfaction targets and, consequently profitability. The paper considers the determinants of employee satisfaction using an empirical approach and premising arguments on extant literature. The focus on this paper is to explain the level of satisfaction among employees with an aim of providing dynamic recommendations to improve the worker satisfaction in firms. This will be achieved by examining published research and robust data obtained from interviews related to employee satisfaction, customer retention, and corporate profitability. The paper recognizes that employee satisfaction has fundamental implications for

Job performance is one of the most important factor in both organizational psychology and human resource management, for the last decade there have been growing interest in the development of knowledge about performance measurements in organizations, researchers have covered a wide range of areas surrounding the subject, like identification of problems and different approaches to measure performance. In organizational environment we can perceive the performance evaluation process, as the practice of a mutual exchange between an employee and his manager. That allows the employee to get an individual feedback about his job performance and productivity

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. It has been treated both as a general attitude and satisfaction with five specific dimensions of the job: pay, the work itself, promotion opportunities, supervision, and coworkers. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction (Nelson & Quick, 2013, pg.

Many researchers (Chyung, 2007) agree that job satisfaction influences directly employees’ performance. Moreover, some researchers (Feder, 2000) believe that the higher job satisfaction is the more motivated employees are and, therefore, the more effectively they work. In such a way, the close relationship between job satisfaction and employees’ performance is obvious. At the same time, the development of view on job satisfaction as the key factor of a positive employees’ performance was accompanied by numerous debates and contradictions in terms of the development of the management theory. One of the major reason for the dispute was the belief that job satisfaction can be reached through the creation of positive workplace environment, whereas, on the other hand, some researchers (Feder, 2000) argued that motivation of employees is more important for job satisfaction than positive workplace environment. Many management theories emerged and offered different views on job satisfaction and the ways which help to achieve job satisfaction.

According to Briscoe & Schuler (2004), performance can be viewed as a combination of several variables, such as motivation, ability, working conditions and expectations. Variables which have a direct effect on employee productivity in organisations and the ability of such organisations to meet its strategic objectives. As such, performance appraisal systems seek to align employee behaviour, activities and performance to organisational objectives and corporate strategy.

Job satisfaction is one of the most frequently measured organization variables. Organizations use these measurements to determine how satisfied their employees are and researchers use this information to determine if the job satisfaction or the lack of job satisfaction is a situational perspective or interactional perspective.

Employees satisfaction at work greatly depends on their socail relations. Therefore, job satisfaction is largely physcological. In addition, within organisations where employee involvement is common it is more likley that there will be higher levels of employees satisfaction and motivation than the ones where it is not (Senyucel, Z., 2009). Other aspects that affect job satisfaction include motivating factors and the quality of supervision. Among others, an organisation’s social relations, degrees of employee involvement, employee motivation and supervision policies are all determined by the adopted human resource management approach. Consequently, job satisfaction is one of the factors that can be assessed in order to review the approach taken on by an organisation.

Job satisfaction is important for its various outcomes, but first of all it is important since "job satisfaction in and of itself is a desirable outcome" (Luthans, 1992). According to Mitchell (1982), there are four main topics, which separated satisfied and dissatisfied employees. These are turnover, absence, health, and productivity. Hellrieger et. al. (1995) added that, these four behavioural consequences give an idea to management about the problems at work.

In this essay, I will explore the relationship between the level of employee satisfaction and employee production. Firstly defining and explaining satisfaction and job performance as these variables are difficult to define, and a clear definition is critical for assessing the relationship between them. Secondly I will discuss some of the most significant studies in this area of research. I will then analyse various factors which determine the correlation between these two variables, focusing on the attitude-behaviour relationship as this gives an insight into how a higher level of satisfaction may link to greater production. Finally I will look into a set of different models which propose variations to the job satisfaction-performance

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

Finally, the company can make a profit (Zeithaml et al., 2009). Therefore, satisfied employees make satisfied customers. Service personnel satisfaction significantly influences organizational commitment and job performance on customer satisfaction and corporate operational performance (Ladkin, 2002; Dunlap et al., 1988; Tansuhaj et al., 1988; Chowdhary, 2003; Yang and Chen, 2010). How to enhance service personnel satisfaction, organizational commitment and job performance is a critical issue in service industry management. In past research on employee satisfaction, organizational commitment and job performance, many scholars (Babin and Boles, 1998; Bernhardt et al., 2000; Van Scotter, 2000; Koys, 2003; Testa, 2001) have validated that employees’ job satisfaction positively influences job performance and organizational commitment. In studies on factors of employees’ job satisfaction, job performance and organizational commitment, the service profit chain proposed by Heskett et al.(1994) and service marketing management model indicated by Tansuhaj et al.(1988) on overall service industry both demonstrated that management's internal marketing activities produce job satisfaction and commitment to the organization. In addition, many studies have found close relationships between leadership, employee satisfaction, organizational commitment and job performance (Billingsley and Cross, 1992; Yammarino and Dubinsky, 1994; Burton et al., 2002; Avolio et al., 2004; Chen and

There is confusion and debate among practitioners on the topic of employee attitudes and job satisfaction even at a time when employees are increasingly important for organizational success and competitiveness. “Happy employees are productive employees.”“Happy employees are not productive employees.” We hear these conflicting statements made by HR professionals and managers in organizations. This research aims at establishing job satisfaction as a basis for employee attitude; whether good or bad and we will do this by answering three questions: “What are the causes of employee attitudes?”, “What are the results of positive and negative job reaction?”and “How can we measure

The survey represents opinion of 125 samples. In this study 8 eight factors were analyzed for Satisfaction namely Wages & Salary, Job Security, Career development, Job Recognition, Sense of Achievement ,Job Characteristics and Respect from Others