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resource groups</title> <meta name="description" content="Search results for: employee resource groups"> <meta name="keywords" content="employee resource groups"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="employee resource groups"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 9842</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: employee resource groups</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9782</span> Total Productive Maintenance (TPM) as a Strategy for Competitiveness</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ignatio%20Madanhire">Ignatio Madanhire</a>, <a href="https://publications.waset.org/abstracts/search?q=Charles%20Mbohwa"> Charles Mbohwa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research examines the effect of a human resource strategy and the overall equipment effectiveness as well as assessing how the combination of the two can increase a firm’s productivity. The human resource aspect is looked at in detail to assess motivation of operators through training to reduce wastage on the manufacturing shop floor. The waste was attributed to operators, maintenance personal, idle machines, idle manpower and break downs. This work seeks to investigate the concept of Total Productive Maintenance (TPM) in addressing these short comings in the manufacturing case study. The impact of TPM to increase production while, as well as increasing employee morale and job satisfaction is assessed. This can be resource material for practitioners who seek to improve overall equipment efficiency (OEE) to achieve higher level productivity and competitiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=maintenance" title="maintenance">maintenance</a>, <a href="https://publications.waset.org/abstracts/search?q=TPM" title=" TPM"> TPM</a>, <a href="https://publications.waset.org/abstracts/search?q=efficiency" title=" efficiency"> efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=productivity" title=" productivity"> productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy" title=" strategy"> strategy</a> </p> <a href="https://publications.waset.org/abstracts/13446/total-productive-maintenance-tpm-as-a-strategy-for-competitiveness" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13446.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">420</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9781</span> Impact of Financial and Non-Financial Motivation on Motivating Employees</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Al-Yaqdhan%20Al-Rawahi">Al-Yaqdhan Al-Rawahi</a>, <a href="https://publications.waset.org/abstracts/search?q=Kaneez%20Fatima%20Sadriwala"> Kaneez Fatima Sadriwala</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to discover the readiness of Civil Service Employee Pension Fund (CSEPF), a governmental organization, in motivating its staff. Exploratory survey has been conducted in order to extract needed information. For this purpose we proposed a questionnaire to understand staff viewpoint of motivation. Data was analyzed by using SPSS 15.0 for Windowsand Excel. Major results prove that good working conditions is the most important factor of staff and sympathetic help with personal problem is the least important one. Also the relationship between financial motivation and employee motivation is very weak, whereas with non-financial motivation and employee motivation is moderate. Future research may focus on studying all departments of CSEPF. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=financial%20motivation" title="financial motivation">financial motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=non-financial%20motivation" title=" non-financial motivation"> non-financial motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20motivation" title=" employee motivation"> employee motivation</a> </p> <a href="https://publications.waset.org/abstracts/14186/impact-of-financial-and-non-financial-motivation-on-motivating-employees" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14186.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">386</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9780</span> The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction and Work Motivation Towards Organizational Capabilities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Inezia%20Aurelia">Inezia Aurelia</a>, <a href="https://publications.waset.org/abstracts/search?q=Soebowo%20Musa"> Soebowo Musa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing the VUCA environment. 263 employees located from international chemical-based company offices across the globe who have worked for more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect on people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that fosters organizational learning, absorptive capacity, and organizational agility, while the study also found that the relationship between participative leadership and employee work motivation is not significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capacity" title="absorptive capacity">absorptive capacity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title=" employee satisfaction"> employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20work%20motivation" title=" employee work motivation"> employee work motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20agility" title=" organizational agility"> organizational agility</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20learning" title=" organizational learning"> organizational learning</a>, <a href="https://publications.waset.org/abstracts/search?q=participative%20leadership" title=" participative leadership"> participative leadership</a> </p> <a href="https://publications.waset.org/abstracts/147908/the-roles-of-organizational-culture-participative-leadership-employee-satisfaction-and-work-motivation-towards-organizational-capabilities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147908.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">123</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9779</span> Empirical Examination of High Performance Work System, Organizational Commitment and Organizational Citizen Behavior: A Mediation of Model of Vietnam Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Giang%20Vu">Giang Vu</a>, <a href="https://publications.waset.org/abstracts/search?q=Duong%20Nguyen"> Duong Nguyen</a>, <a href="https://publications.waset.org/abstracts/search?q=Yuan-Ling%20Chen"> Yuan-Ling Chen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Vietnam is a fast developing country with highly economic growth, and Vietnam organizations strive to utilize high performance work system (HPWS) in reinforcing employee in-role performance. HPWS, a bundle of human resource (HR) practices, are composed of eight sets of HR practices, namely selective staffing, extensive training, internal mobility, employment security, clear job description, result-oriented appraisal, incentive reward, and participation. However, whether HPWS stimulate employee extra-role behaviors remains understudied in a booming economic context. In this study, we aim to investigate organizational citizenship behavior (OCB) in a Vietnam context and, as a central issue, disentangle how HPWS elicits in employee OCB. On the other hand, recently, a deliberation of so-called 'black-box' HPWS issue has explored the role of employee commitment, suggesting that organizational commitment is a compelling source of employee OCB. We draw upon social exchange theory to predict that when employees perceive the organizational investment, like HPWS, in heightening their abilities, knowledge, and motivation, they are more likely to pay back with commitment; consequently, they will take initiatives in OCB. Hence, we hypothesize an individual level framework, in which organizational commitment mediates the positive relationship between HPWS and OCB. We collected data on HPWS, organizational commitment, OCB, and demographic variables, all at line managers of Vietnamese firms in Hanoi and Hochiminh. We conclude with research findings, implications, and future research suggestions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=high%20performance%20work%20system" title="high performance work system">high performance work system</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Vietnam" title=" Vietnam"> Vietnam</a> </p> <a href="https://publications.waset.org/abstracts/70194/empirical-examination-of-high-performance-work-system-organizational-commitment-and-organizational-citizen-behavior-a-mediation-of-model-of-vietnam-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/70194.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">310</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9778</span> Sustainability Performance in the Post-Pandemic Era: Employee Resilience Impact on Improving Employee and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sonali%20Mohite">Sonali Mohite</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Severe changes to Organizational Sustainability (OS) have been brought about by the COVID-19 pandemic. This situation forces organizations to tackle the competencies required to augment Employee Resilience (ER) and make profitable growth. This study explores how employee resilience contributes to both individual and organizational success in the wake of the COVID-19 pandemic. We suggest that employees who possess strong coping mechanisms and adaptability are better equipped to handle ongoing disruptions, resulting in improved individual performance metrics like productivity, engagement, and innovative thinking. Hence, exploring the efficiency of ER in improving EP and OS in post-pandemic (PP) is the aim of this research. By utilizing convenience sampling techniques, a total of 422 employees have been collected from numerous organizations. After that, the study’s hypothesis is analysed by using Structural Equation Modelling (SEM). As per the study’s findings, the ER factors of “Job Satisfaction (JS)”, “Self-Efficacy (SE)”, “Supervisors’ Support (SS)”, and “Facilitating Conditions (FC)” have positive and significant associations with organizational efficiency. Furthermore, the study’s findings also exhibited that there is the most important relation between SE and EOP. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20resilience" title="employee resilience">employee resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=post-pandemic" title=" post-pandemic"> post-pandemic</a> </p> <a href="https://publications.waset.org/abstracts/189250/sustainability-performance-in-the-post-pandemic-era-employee-resilience-impact-on-improving-employee-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/189250.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">22</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9777</span> Social Networking Sites and Employee Engagement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sultan%20Ali%20Suleiman%20AlMazrouei">Sultan Ali Suleiman AlMazrouei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The purpose of this paper is to examine the effect of communication through social networking sites (Facebook, Twitter) on employee engagement. Methodology: A quantitative survey was used to collect data from 440 employees from the Ministry of Education in Oman. SPSS software was used to analyze the data. Findings: The results revealed a positive significant relationship between communication via Facebook and employee engagement. However, communication via Twitter does not influence employee engagement significantly. Practical implications: Managers can benefit from the study by understanding the importance of communication via Facebook with employees in order to increase their engagement. They should post their views and thoughts on Facebook and encourage their employees to be members which would be reflected on their psychological side positively. That gives them a feeling of belonging to a network. Originality/value: The study enriches the human resources management literature by examining a theoretical framework about the influence of social networking sites usage on employee engagement. This is one of the few studies that focus on the relationship of social networking sites usage with employees' engagement. It is the first study in an Omani context. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title="employee engagement">employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20networking%20sites" title=" social networking sites"> social networking sites</a>, <a href="https://publications.waset.org/abstracts/search?q=Facebook" title=" Facebook"> Facebook</a>, <a href="https://publications.waset.org/abstracts/search?q=Twitter" title=" Twitter"> Twitter</a> </p> <a href="https://publications.waset.org/abstracts/34226/social-networking-sites-and-employee-engagement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/34226.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">333</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9776</span> The Effect of Family Support on Employee Satisfaction and Perception of Work-Family Conflict: The Case of Oil Sector Employees in Kuwait</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20H.%20Muhammad">Ali H. Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper investigates both instrumental and emotional family support on employee job satisfaction and perception of work-family conflict. Instrumental family support is manifested in family behavior that contributes to the reduction of employee’s family responsibilities and keeping the physical home environment in a proper shape. Emotional family support includes the encouragement and praise that the employee receives from his family and families for the employee’s work problem and their role in assisting the employees in dealing with these problems. The paper suggests that instrumental and emotional family support increases employee’s job satisfaction. Furthermore, the study proposes that family support decreases employee’s perception of work-family conflict. In addition, this study examines the reliability and validity of the family support index developed by Lynda King and her colleagues in 1995. Confirmatory factor analysis is used to test the validity of the instrument in an Arab business setting. A paper-pencil questionnaire was used to collect data from a random sample of 70 Kuwaiti employees working in the oil sector. Data were analyzed using factor analysis, reliability tests, and regression analysis. Results confirmed the research hypothesis. Family support had a positive effect on job satisfaction. Furthermore, family support significantly contributed to the reduction of employee perception of work-family conflict. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=family%20support" title="family support">family support</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=work-family%20conflict" title=" work-family conflict"> work-family conflict</a>, <a href="https://publications.waset.org/abstracts/search?q=Kuwait%20oil%20sector" title=" Kuwait oil sector"> Kuwait oil sector</a> </p> <a href="https://publications.waset.org/abstracts/115168/the-effect-of-family-support-on-employee-satisfaction-and-perception-of-work-family-conflict-the-case-of-oil-sector-employees-in-kuwait" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/115168.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">133</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9775</span> Affectness of Emotional Intelligence on Employee Profesionalism</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vanisa%20Damayanti%20Yuningsih">Vanisa Damayanti Yuningsih</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee professionalism is certainly the hope for every company to create a good working environment. Emotional intelligence is one of the factors that determine the success of professionalism, for, in emotional intelligence, an employee can control his ego and can understand and understand his coworkers and thus create a dynamic environment in which to work. Each employee is encouraged to have professionalism in order to optimize his resources. This professionalism is shown by employees being able to do their work and taking responsibility in their profession by involving controlled feelings and emotions. The problem which is drawn from this research is how emotional intelligence can affect the professional attitudes of employees. The purpose of this research is to find out how far emotional intelligence goes in the professional manner of employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=professionalism" title="professionalism">professionalism</a>, <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title=" emotional intelligence"> emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20environment" title=" work environment"> work environment</a>, <a href="https://publications.waset.org/abstracts/search?q=company" title=" company"> company</a> </p> <a href="https://publications.waset.org/abstracts/145394/affectness-of-emotional-intelligence-on-employee-profesionalism" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/145394.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">162</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9774</span> Motivational Factors on Non-Academic Staff of Higher Education</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Atya%20Nur%20Aisha">Atya Nur Aisha</a>, <a href="https://publications.waset.org/abstracts/search?q=Pamoedji%20Hardjomidjojo"> Pamoedji Hardjomidjojo</a>, <a href="https://publications.waset.org/abstracts/search?q=Yassierli"> Yassierli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Motivation is an important aspect which affects employee behavior to achieve performance. Working motivation tend to be unstable, it easily changing. This condition could be affected by individual factors, namely working ability, and organizational factors, such as working condition and incentives system. The purpose of this study was to examine the impact of individual and organizational factors on non-academic staff motivation. A questionnaire was designed and distributed to 150 non-academic staff of a university in Indonesia. Regression analysis was used to identify the relationship. Results revealed that individual working ability and incentives system had a positive impact on non-academic staff motivation (sig 0.001). This study provides information about practical implication for university authorities and theoretical implications for researchers who interested in exploring motivational and employee performance in a higher education context. It was proposed to increase productivity and work motivation of non-academic staff, university authorities should maintain equality and feasibility of incentives system and design a human resource development to improve employee ability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=motivation" title="motivation">motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=incentives" title=" incentives"> incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=working%20ability" title=" working ability"> working ability</a>, <a href="https://publications.waset.org/abstracts/search?q=non-academic%20staff" title=" non-academic staff"> non-academic staff</a> </p> <a href="https://publications.waset.org/abstracts/39687/motivational-factors-on-non-academic-staff-of-higher-education" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39687.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">410</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9773</span> Analysis of Influence of Intrinsic Motivation on Employee Affective Commitment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yashar%20Ibragimov">Yashar Ibragimov</a>, <a href="https://publications.waset.org/abstracts/search?q=Nino%20Berishvili"> Nino Berishvili</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technological, economic and other innovation-related advances of the 21st century have influenced the old, traditional business models. Presently, organizational change has become an integral part of corporate strategy for the majority of businesses. Such shifts have resulted in both new challenges and opportunities. The expansion of the use of information and communication technologies has driven fundamental shifts towards digital change. Organizations are being forced to revise processes, goals and overall mission in order to stay competitive in the marketplace. However, the implementation of digital transformation brings uncertainty, causes stress and raises concerns about future jobs. The study employs systematic literature review to fill the gap in understanding relationship between employee motivation and commitment during the transformation. A conceptual model proposes the antecedents (OCB and Leader Member Exchange) of employee motivation and investigates its impact on employee commitment to change. The utilized model elucidates how to maintain employee motivation and commitment in the context of organizational transformation and sets the ground for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20motivation" title="employee motivation">employee motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20commitment" title=" change commitment"> change commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=change%20management" title=" change management"> change management</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20member%20exchange" title=" leader member exchange"> leader member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behavior" title=" organizational citizenship behavior"> organizational citizenship behavior</a> </p> <a href="https://publications.waset.org/abstracts/169126/analysis-of-influence-of-intrinsic-motivation-on-employee-affective-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/169126.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9772</span> Engaged Employee: Re-Examine the Effects of Psychological Conditions on Employee Outcomes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muncharee%20Phaobthip">Muncharee Phaobthip</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this research, the researcher re-examine the mediating effect of employee engagement between its antecedents and consequences for investigates the relation of leadership practices, employment branding and employee engagement based on social exchange theory. As such the researcher has four objectives as follows: First, to study the effects of leadership practices on employment branding, employee engagement and work intention; second, to examine the effects of employer brand perception on employee engagement and work intention; third, to examine the effects of employee engagement on work intention; and last, forth, the researcher inquires into the respondence of work intention. The researcher constituted a sample population of 535 employees of a Thai hotel chain located in four regions of the Kingdom of Thailand (Thailand). The researcher utilized a mixed-methods approach divided into quantitative and qualitative research investigatory phases, respectively. In the quantitative phase of research investigation, the researcher collected germane data from the 535 members of the sample population through the use of a questionnaire as a research instrument. In the qualitative phase of research investigation, relevant data were obtained through carrying out in-depth interviews with three subgroups of members of the sample population. These three subgroups consisted of twelve hotelier experts, six employees at the administrator level, and operational level employees. Focus group discussions were held with discussants from these three subgroups. Findings are as follows: Leadership practices showed positive effects on employment branding, employee engagement, and work intention. Employment branding displayed positive effects on employee engagement and work intention. Employee engagement had positive effects on work intention. However, in the analysis of the equation, the researcher confirmed that the important role of employee engagement is mediator factor between its antecedent and consequence factors. This provides benefits, in that it augments the body of knowledge devoted to the fostering of employee engagement in respect to psychological conditions. In conclusion, the researcher found that the value co-creation between leaders, employers and employees had positive effects on employee outcomes for lead to business outcomes according to reciprocal rule. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=antecedents" title="antecedents">antecedents</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20conditions" title=" psychological conditions"> psychological conditions</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20intention" title=" work intention"> work intention</a> </p> <a href="https://publications.waset.org/abstracts/104979/engaged-employee-re-examine-the-effects-of-psychological-conditions-on-employee-outcomes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/104979.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">111</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9771</span> Moderating Role of Fast Food Restaurants Employees Prior Job Experience on the Relationship between Customer Satisfaction and Loyalty</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammed%20Bala%20Banki">Mohammed Bala Banki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines the relationship between employee satisfaction, customer satisfaction and loyalty in fast food restaurants in Nigeria and ascertains if prior job experience of employees before their present job moderate the relationship between customer satisfaction and loyalty. Data for this study were collected from matched pairs of employees and customers of fast restaurants in four Nigerian cities. A Structural Equation Modelling (SEM) was used for the analysis to test the proposed relationships and hierarchical multiple regression was performed in SPSS 22 to test moderating effect. Findings suggest that there is a direct positive and significant relationship between employee satisfaction and customer satisfaction and customer satisfaction and loyalty while the path between employee satisfaction and customer loyalty is insignificant. Results also reveal that employee’s prior job experience significantly moderate the relationship between customer satisfaction and loyalty. Further analysis indicates that employees with more years of experience provide more fulfilling services to restaurants customers. This paper provides some theoretical and managerial implications for academia and practitioners. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20satisfaction" title="employee’s satisfaction">employee’s satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%E2%80%99s%20satisfaction" title=" customer’s satisfaction"> customer’s satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty" title=" loyalty"> loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20prior%20job%20experience" title=" employee’s prior job experience"> employee’s prior job experience</a>, <a href="https://publications.waset.org/abstracts/search?q=fast%20food%20industry" title=" fast food industry"> fast food industry</a> </p> <a href="https://publications.waset.org/abstracts/111121/moderating-role-of-fast-food-restaurants-employees-prior-job-experience-on-the-relationship-between-customer-satisfaction-and-loyalty" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/111121.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">175</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9770</span> Factors Affecting Employee’s Effectiveness at Job in Banking Sectors of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sajid%20Aman">Sajid Aman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Jobs in the banking sector in Pakistan are perceived as very tough, due to which employee turnover is very high. However, the managerial role is very important in influencing employees’ attitudes toward their turnout. This paper explores the manager’s role in influencing employees’ effectiveness on the job. The paper adopted a pragmatic approach by combining both qualitative and quantitative data. The study employed an exploratory sequential strategy under a mixed-method research design. Qualitative data was analyzed using thematic analysis. Five major themes, such as the manager’s attitude towards employees, his leadership style, listening to employee’s personal problems, provision of personal loans without interest and future career prospects, emerged as key factors increasing employee’s effectiveness in the banking sector. The quantitative data revealed that a manager’s attitude, leadership style, availability to listen to employees’ personal problems, and future career prospects and listening to employee’s personal problems are strongly associated with employees’ effectiveness at the job. However, personal loan without interest was noted as having no significant association with employee’s effectiveness at the job. The study concludes manager’s role is more important in the effectiveness of the employees at their job in the banking sector. It is suggested that managers should have a positive attitude towards employees and give time to listening to employee’s problems, even personal ones. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=banking%20sector" title="banking sector">banking sector</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20effectiveness" title=" employee’s effectiveness"> employee’s effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=manager%E2%80%99s%20role" title=" manager’s role"> manager’s role</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20style" title=" leadership style"> leadership style</a> </p> <a href="https://publications.waset.org/abstracts/187054/factors-affecting-employees-effectiveness-at-job-in-banking-sectors-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187054.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">32</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9769</span> Acceptance of Big Data Technologies and Its Influence towards Employee’s Perception on Job Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jia%20Yi%20Yap">Jia Yi Yap</a>, <a href="https://publications.waset.org/abstracts/search?q=Angela%20S.%20H.%20Lee"> Angela S. H. Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the use of big data technologies, organization can get result that they are interested in. Big data technologies simply load all the data that is useful for the organizations and provide organizations a better way of analysing data. The purpose of this research is to get employees’ opinion from films in Malaysia to explore the use of big data technologies in their organization in order to provide how it may affect the perception of the employees on job performance. Therefore, in order to identify will accepting big data technologies in the organization affect the perception of the employee, questionnaire will be distributed to different employee from different Small and medium-sized enterprises (SME) organization listed in Malaysia. The conceptual model proposed will test with other variables in order to see the relationship between variables. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=big%20data%20technologies" title="big data technologies">big data technologies</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=questionnaire" title=" questionnaire"> questionnaire</a> </p> <a href="https://publications.waset.org/abstracts/59432/acceptance-of-big-data-technologies-and-its-influence-towards-employees-perception-on-job-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59432.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">298</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9768</span> Improving the Employee Transfer Experience within an Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Drew%20Fockler">Drew Fockler</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research examines how to improve an employee’s experience when transferring between departments within an organization. This research includes a historical review of a Canadian retail organization. Based on this historical review, gaps are identified between current and future visions to show where problems with existing training and development practices need to be resolved to reduce front-line employee turnover within an organization. The strategies within this paper support leaders through the LEAD: Listen, Explore, Act and Develop, Change Management Model. The LEAD Change Management Model supports the change process. This research proposes three possible solutions to improve an employee who is transferring between departments. The best solution to resolve the problem of improving an employee moving between departments experience is creating a Training Manager position within the retail store. A Training Manager position could support both employees and leadership with training and development of staff who are moving between departments. Within this research, an implementation plan using the TransX Model was created. The TransX Model is a hybrid of Leader-Member Exchange Theory and Transformational Leadership Theory to facilitate this organizational change within an organization by creating a common vision. Finally, this research provides the next steps as well as future considerations to enhance the training manager role within an organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20transfers" title="employee transfers">employee transfers</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20induction" title=" employee induction"> employee induction</a>, <a href="https://publications.waset.org/abstracts/search?q=TransX%20model" title=" TransX model"> TransX model</a>, <a href="https://publications.waset.org/abstracts/search?q=lead%20change%20management%20model" title=" lead change management model"> lead change management model</a> </p> <a href="https://publications.waset.org/abstracts/165103/improving-the-employee-transfer-experience-within-an-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165103.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">77</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9767</span> Employees and Their Perception of Soft Skills on Their Employability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sukrita%20Mukherjee">Sukrita Mukherjee</a>, <a href="https://publications.waset.org/abstracts/search?q=Anindita%20Chaudhuri"> Anindita Chaudhuri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Soft skills are a crucial aspect for employees, and these skills are not confined to any particular field rather, it guarantees further career growth and job opportunities for employees who are seeking growth. Soft skills are also regarded as personality-specific skills that are observable and are qualitative in nature, which determines an employee’s strengths as a leader. When an employee intends to hold his job, then the person must make effective use of his personal resources, that, in turn, impacts his employability in a positive manner. An employee at his workplace is expected to make effective use of his personal resources. The resources that are to be used by the employee are generally of two types. First type of resources are occupation related, which is related with the educational background of the employee, and the second type of resources are the psychological resources of the employee, such as self-knowledge, career orientation awareness, sense of purpose and emotional literacy, that are considered crucial for an employee in his workplace. The present study is a qualitative study which includes 10 individuals working in IT Sector and Service Industry, respectively. For IT sector, graduate people are considered, and for the Service Industry, individuals who have done a Professional course in order to get into the industry are considered. The emerging themes from the findings after thematic analysis reveal that different aspect of Soft skills such as communication, decision making, constant learning, keeping oneself updated with the latest technological advancement, emotional intelligence are some of the important factors that helps an employee not only to sustain his job, but also grow in his workplace. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employabiliy" title="employabiliy">employabiliy</a>, <a href="https://publications.waset.org/abstracts/search?q=soft%20skils" title=" soft skils"> soft skils</a>, <a href="https://publications.waset.org/abstracts/search?q=employees" title=" employees"> employees</a>, <a href="https://publications.waset.org/abstracts/search?q=resources" title=" resources"> resources</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace" title=" workplace"> workplace</a> </p> <a href="https://publications.waset.org/abstracts/171958/employees-and-their-perception-of-soft-skills-on-their-employability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/171958.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">63</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9766</span> Impact of Human Resources Accounting on Employees' Performance in Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hamid%20Saremi">Hamid Saremi</a>, <a href="https://publications.waset.org/abstracts/search?q=Shida%20Hanafi"> Shida Hanafi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In an age of technology and economics, human capital has important and axial role in the organization and human resource accounting has a wide perception to key resources of organization i.e. human resources. Human resources accounting is new branch of accounting that has Short-lived and generally deals to a range of policies and measures that are related to various aspects of human resources and It gives importance to an organization's most important asset is its human resources and human resource management is the key to success in an organization and to achieve this important matter must review and evaluation of human resources data be with knowledge of accounting based on empirical studies and methods of measurement and reporting of human resources accounting information. Undoubtedly human resource management without information cannot be done and take decision and human resources accounting is practical way to inform the decision makers who are committed to harnessing human resources,, human resources accounting with applying accounting principles in the organization and is with conducting basic research on the extent of the of human resources accounting information" effect of employees' personal performance. In human resource accounting analysis and criteria and valuation of cost and manpower valuating is as the main resource in each Institute. Protection of human resources is a process that according to human resources accounting is for organization profitability. In fact, this type of accounting can be called as a major source in measurement and trends of costs and human resources valuation in each institution. What is the economic value of such assets? What is the amount of expenditures for education and training of professional individuals to value in asset account? What amount of funds spent should be considered as lost opportunity cost? In this paper, according to the literature of human resource accounting we have studied the human resources matter and its objectives and topic of the importance of human resource valuation on employee performance review and method of reporting of human resources according to different models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title="human resources">human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=accounting" title=" accounting"> accounting</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title=" human capital"> human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=valuation%20and%20cost%20of%20human%20resources" title=" valuation and cost of human resources"> valuation and cost of human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=employees" title=" employees"> employees</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization "> organization </a> </p> <a href="https://publications.waset.org/abstracts/25072/impact-of-human-resources-accounting-on-employees-performance-in-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25072.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">548</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9765</span> Do Formalization and Centralization Influence Self-Efficacy and Its Outcomes? A Study of Direct and Moderating Effects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghulam%20Mustafa">Ghulam Mustafa</a>, <a href="https://publications.waset.org/abstracts/search?q=Richard%20Glavee-Geo"> Richard Glavee-Geo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined the relationship between traditional variables of organizational structure (formalization and centralization), employee work related self-efficacy and employee subjective performance. The study further explored the moderating role of formalization and centralization on the link between employee self-efficacy and job performance. Five hypotheses were tested using a sample of employees from a large public organization in Pakistan. The results indicated a significant positive relationship between employee self-efficacy and job performance. Regarding the direct effects of formalization and centralization on self-efficacy, the results showed that formalization relates positively while centralization has a negative impact on self-efficacy. However, the results revealed no empirical evidence to confirm the hypotheses that formalization and centralization strengthen or weaken the relationship between self-efficacy and job performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=centralization" title="centralization">centralization</a>, <a href="https://publications.waset.org/abstracts/search?q=formalization" title=" formalization"> formalization</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=self-efficacy" title=" self-efficacy"> self-efficacy</a> </p> <a href="https://publications.waset.org/abstracts/32223/do-formalization-and-centralization-influence-self-efficacy-and-its-outcomes-a-study-of-direct-and-moderating-effects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32223.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9764</span> Role of Green Ecology in Business Development</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ashfaq%20Ahmed%20Kharal">Ashfaq Ahmed Kharal</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study asserts that environment-friendly practices are increasingly being used by businesses throughout the world. Today, there is a great deal of interest in green management from both practitioners and academics. People expect managers to use resources intelligently and responsibly and to minimize the use of water, minerals, and other components in the finished products, as a crucial factor in this passion. The ethical or moral relevance of green management cannot be overstated. Employee Green Behavior (EGB) and environmental sustainability were shown to be significantly influenced by green human resource management (GHRM) in this study. Environmental issues, such as climate change, global warming, and resource conservation have a direct impact on business activities. The environment, society, and economy all suffer as a result of such obstacles. The depletion of natural resources needs immediate replenishment. As a result of government, non-governmental organizations (NGOs), environmental activists, and labor unions putting pressure on businesses and firms are now required to operate in ecologically responsible ways. Organizations are increasingly concerned about environmental sustainability in light of contemporary environmental circumstances and commercial marketplaces. Companies that emphasize long-term viability will benefit from integrating green employee behavior, green human resource management techniques, and environmental sustainability. Competition drives firms to respond to external causes, adapt, and evolve in response to changing conditions in the marketplace. Organizations develop strategic capabilities to transform their resources and acquire a competitive edge while implementing a business plan. The study of GHRM's function is being prioritized since environmental sustainability is becoming a more important strategic goal. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=EGB" title="EGB">EGB</a>, <a href="https://publications.waset.org/abstracts/search?q=GHRM" title=" GHRM"> GHRM</a>, <a href="https://publications.waset.org/abstracts/search?q=environment%20sustainability" title=" environment sustainability"> environment sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=green%20ecology" title=" green ecology"> green ecology</a> </p> <a href="https://publications.waset.org/abstracts/146437/role-of-green-ecology-in-business-development" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146437.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">105</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9763</span> Effect of Recruitment and Selection on Employee Performance in Hospitality Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yusuf%20A.%20Bako">Yusuf A. Bako</a>, <a href="https://publications.waset.org/abstracts/search?q=Olubunmi%20O.%20Kolawole"> Olubunmi O. Kolawole</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study sought to establish the effect of recruitment and selection on the employee performance in hospitality industries. The success of any organization in this modern business environment depends on the caliber of the manpower that steer the affairs of the organization. History has shown that recruitment and selection as a function of human resources management practices have a pivotal role in determining the level of employee performance in an organization. The hospitality industries have been faced with challenges of performance due to unconventional selection and placement practices in terms of poor policy in selecting candidate, inconsistency in selection process, sidetracking employment test and interview, godfatherism and regional selection process etc. The overall objective of the study was to determine how recruitment and selection affect employee performance in hospitality industry in Ogun State, Nigeria. This study adopts descriptive and inferential research design while population was drawn from leading hotels in Ogun State, Nigeria. The samples size was 100 employees and questionnaire was used to collect data while Cronbach alpha was used to test the instrument. The result of the study reveals that correlation between employee performance and recruitment and selection were highly significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=practices" title=" practices"> practices</a>, <a href="https://publications.waset.org/abstracts/search?q=recruitment" title=" recruitment"> recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=selection" title=" selection"> selection</a> </p> <a href="https://publications.waset.org/abstracts/43616/effect-of-recruitment-and-selection-on-employee-performance-in-hospitality-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43616.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">379</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9762</span> Perceived Organizational Justice, Trust and Employee Engagement in Bank Managers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seemal%20Mazhar%20Khan">Seemal Mazhar Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Tahira%20Mubashar"> Tahira Mubashar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present research aimed to investigate the relationship in perceived organizational justice, organizational trust and employee engagement in bank employees. It was hypothesized: there is likely to be a relationship in perceived organizational justices, organizational trust and employee engagement; perceived organizational justice and organizational trust are likely to predict employee engagement; there is likely to be effect of bank type and designation on perceived organizational justice, organizational trust and employee engagement. The sample consisted of 150 bank employees (50 from government, 50 from private and 50 from privatized banks) selected from different banks in Lahore, Pakistan. Correlational research design was used to conduct this study. Perceived Organizational Justices Questionnaire, Organizational Trust Questionnaire and Employee Engagement Scale were used for assessment. Pearson product moment correlation, hierarchical regression and multivariate analysis of covariance were applied. Results showed a positive significant relationship in perceived organizational justice and organizational engagement and there were also a positive significant relation between organizational trust and job and organizational engagement. Results showed that organizational trust predicts organizational engagement after controlling the effect of age, marital status and socio-economic status and there is a significant interaction effect of bank type and designation level on organizational trust in bank employees. The findings of the research can serve as a platform for the awareness of important antecedents of employee engagement and organizations can inculcate trust for better and improved engagement of its employees, thereby, enhancing the productivity of their employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bank%20employees" title="bank employees">bank employees</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20engagement" title=" organizational engagement"> organizational engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20justice" title=" perceived organizational justice"> perceived organizational justice</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/38155/perceived-organizational-justice-trust-and-employee-engagement-in-bank-managers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/38155.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">397</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9761</span> French Managers and Their Subordinates’ Well-Being</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20Gangloff">B. Gangloff</a>, <a href="https://publications.waset.org/abstracts/search?q=N.%20Malleh"> N. Malleh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Well-being at work has many positive aspects. Our general hypothesis is that employees who feel well-being at work will be positively valued by their superiors, and that this positive value, which evokes the concept of social norms, allows us to assign to well-being at work a normative status. Three populations (line managers, students destined to become human resource managers, and employees) responded to a well-being questionnaire. Managers had to indicate, for each item, if they appreciated (or not) an employee feeling the well-being presented in the item; students had to indicate which items an employee should check if s/he wants to be positively (versus negatively) appreciated by his/her superior; and employees had to indicate to what degree each item corresponded to the well-being they used to feel. Three hypotheses are developed and confirmed: Managers positively value employees feeling some sense of well-being; students are aware of this positivity; spontaneously employees show a state of well-being, which means, knowing that spontaneous self-presentation is often produced by social desirability, that employees are aware of the well-being positivity. These data are discussed under a conceptual and applied angle. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=normativity" title="normativity">normativity</a>, <a href="https://publications.waset.org/abstracts/search?q=well-being%20at%20work" title=" well-being at work"> well-being at work</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=evaluation" title=" evaluation"> evaluation</a> </p> <a href="https://publications.waset.org/abstracts/52639/french-managers-and-their-subordinates-well-being" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/52639.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">267</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9760</span> Comparison the Anchoring Effect Application in Employee Management in Silesian Voivodeship with Prague, Moravian-Silesian Region and Vysočina Region</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Omar%20Ameir">Omar Ameir</a>, <a href="https://publications.waset.org/abstracts/search?q=Jakub%20Chlopeck%C3%BD"> Jakub Chlopecký</a>, <a href="https://publications.waset.org/abstracts/search?q=Jaroslav%20Hub%C3%A1%C4%8Dek"> Jaroslav Hubáček</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Behavioral aspects are very important for successful human resource management. This fact is becoming more and more apparent. Therefore, the paperdeals with behaviora leconomics, human resource management, and theenterpriseswith 100+ employees. More precisely, thepaperfocuses on the degree of the anchoring effect, i.e. the degree of the use of the instruments for influencing and persuasionthatmanagersapply to manage their employees. This paper builds on the results of previous researches and further develops these results. The authors used the questionnaire to identify how much the anchoring effect is applied in enterprise with 100+ employees. The main goal of the paper is to compare the anchoring effect application in employee management in SilesianVoivodeship (Polish region) with three Czech regions which are Prague, Moravian-Silesian region, and Vysočina region. The comparison applies to enterprises with 100+ employees. The second goal of the paper is to find out how tentheanchoring effectisused in the SilesianVoivodeship. The authors set one hypothesis and the result soft the paper rejected it. The basic assumption led the authors of this paper to this research. The authors predicted that managers of SilesianVoivodeshipcompanies use anchoring methods less often than the three regions mentioned above, i.ethemanagersof Prague companies, themanagersofMoravian-Silesian region companies, and themanagersofVysočina region companies. Confirmation or rejection of the above mentioned assumptions discussed in more detail. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=anchoring%20effect" title="anchoring effect">anchoring effect</a>, <a href="https://publications.waset.org/abstracts/search?q=behavioral%20economics" title=" behavioral economics"> behavioral economics</a>, <a href="https://publications.waset.org/abstracts/search?q=enterprises%20with%20100%2B%20employees" title=" enterprises with 100+ employees"> enterprises with 100+ employees</a>, <a href="https://publications.waset.org/abstracts/search?q=nescience%20of%20the%20anchoring" title=" nescience of the anchoring"> nescience of the anchoring</a> </p> <a href="https://publications.waset.org/abstracts/141960/comparison-the-anchoring-effect-application-in-employee-management-in-silesian-voivodeship-with-prague-moravian-silesian-region-and-vysocina-region" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/141960.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">177</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9759</span> Ethical Leadership and Employee Creative Behaviour: A Case Study of a State-Owned Enterprise in South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Krishna%20Kistan%20Govender">Krishna Kistan Govender</a>, <a href="https://publications.waset.org/abstracts/search?q=Alex%20Masianoga"> Alex Masianoga</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this explanatory study was to critically understand how ethical leadership impacts employee creative behaviour, as well as the creative behaviour dimensions, in a South African transport and logistics SOE. A quantitative study was conducted using a pre-developed questionnaire, and data for 160 middle and executive managers was analysed through structural equation modelling and multiple regression techniques conducted with the Smart PLS statistical software. All five hypothesized relationships were supported, and it was confirmed that ethical leadership has a significant positive influence on employee creative behaviour, as well as on each of the creative behaviour dimensions, namely: idea exploration, idea generation, idea championing, and idea implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ethical%20leaders" title="ethical leaders">ethical leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20creative%20behaviour" title=" employee creative behaviour"> employee creative behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=state-owned%20enterprises" title=" state-owned enterprises"> state-owned enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=South%20Africa" title=" South Africa"> South Africa</a> </p> <a href="https://publications.waset.org/abstracts/158053/ethical-leadership-and-employee-creative-behaviour-a-case-study-of-a-state-owned-enterprise-in-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/158053.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">126</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9758</span> The Influence of Workplace Aggression on Employee Turnover Intention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nimra%20Parvez">Nimra Parvez</a>, <a href="https://publications.waset.org/abstracts/search?q=Nawaz%20Ahmed"> Nawaz Ahmed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Workplace aggression not only is a proven safety and health issue but it also is a problem witnessed at workplace which has far-reaching consequences. It hinders the overall productivity of the organizations and individual employees. The current study examined employee turnover intentions as a result of workplace aggression. The study was conducted on employees from the private sector. Self-report questionnaires that measured the workplace aggression and turnover intentions of employees were used to target a sample size of 200 employees. In the hypothesis, it was assumed that high levels of workplace aggression at any organization will result in subsequent high levels of employee turnover intentions. It was therefore identified that there has been a relationship between workplace aggression and employee turnover intentions. The results determined a positive relationship between the workplace bullying behaviors towards the individuals and the turnover intention. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=bullying" title="bullying">bullying</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title=" turnover intention"> turnover intention</a>, <a href="https://publications.waset.org/abstracts/search?q=workplace%20aggression" title=" workplace aggression"> workplace aggression</a> </p> <a href="https://publications.waset.org/abstracts/75832/the-influence-of-workplace-aggression-on-employee-turnover-intention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/75832.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">265</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9757</span> The Influence of Organisational Culture on the Implementation of Enterprise Resource Planning</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Redha%20M.%20Elhuni">Redha M. Elhuni</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The critical key success factors, which have to be targeted with appropriate change management, are the user acceptance and support of a new Enterprise Resource Planning (ERP) system at the early implementation stages. This becomes even more important in Arab context where national and organisational culture with a different value and belief system, resulting in different management styles, might not complement with Western business culture embedded in the predefined standard business processes of existing ERP packages. This study explains and critically evaluates research into national and organizational culture and the influence of different national cultures on the implementation and reengineering process of ERP packages in an Arab context. Using a case study, realized through a quantitative survey testing five of Martinsons’s and Davison’s propositions in a Libyan sample company, confirmed the expected results from the literature review that culture has an impact on the implementation process and that employee empowerment is an unavoidable consequence of an ERP implementation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=enterprise%20resource%20planning" title="enterprise resource planning">enterprise resource planning</a>, <a href="https://publications.waset.org/abstracts/search?q=ERP%20systems" title=" ERP systems"> ERP systems</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20culture" title=" organisational culture"> organisational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=Arab%20context" title=" Arab context"> Arab context</a> </p> <a href="https://publications.waset.org/abstracts/53626/the-influence-of-organisational-culture-on-the-implementation-of-enterprise-resource-planning" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53626.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">316</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9756</span> Enhancing Employee Innovative Behaviours Through Human Resource Wellbeing Practices</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jarrod%20Haar">Jarrod Haar</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Brougham"> David Brougham</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present study explores the links between supporting employee well-being and the potential benefits to employee performance. We focus on employee innovative work behaviors (IWBs), which have three stages: (1) development, (2) adoption, and (3) implementation of new ideas and work methods. We explore the role of organizational support focusing on employee well-being via High-Performance Work Systems (HPWS). HPWS are HR practices that are designed to enhance employees’ skills, commitment, and ultimately, productivity. HPWS influence employee performance through building their skills, knowledge, and abilities and there is meta-analytic support for firm-level HPWS influencing firm performance, but less attention towards employee outcomes, especially innovation. We explore HPWS-wellbeing being offered (e.g., EAPs, well-being App, etc.) to capture organizational commitment to employee well-being. Under social exchange theory, workers should reciprocate their firm's offering of HPWS-wellbeing with greater efforts towards IWBs. Further, we explore playful work design as a mediator, which represents employees proactively creating work conditions that foster enjoyment/challenge but don’t require any design change to the job itself. We suggest HPWS-wellbeing can encourage employees to become more playful, and ultimately more innovative. Finally, beyond direct effects, we examine whether these relations are similar by gender and ultimately test a moderated mediation model. Using N=1135 New Zealand employees, we established measures with confirmatory factor analysis (CFA), and all measures had good psychometric properties (α>.80). We controlled for age, tenure, education, and hours worked and analyzed data using the PROCESS macro (version 4.2) specifically model 8 (moderated mediation). We analyzed overall IWB, and then again across the three stages. Overall, we find HPWS-wellbeing is significantly related to overall IWBs and the three stages (development, adoption, and implementation) individually. Similarly, HPWS-wellbeing shapes playful work design and playful work design predicts overall IWBs and the three stages individually. It only partially mediates the effects of HPWS-wellbeing, which retains a significant indirect effect. Moderation effects are supported, with males reporting a more significant effect from HPWS-wellbeing on playful work design but not IWB (or any of the three stages) than females. Females report higher playful work design when HPWS-wellbeing is low, but the effects are reversed when HPWS-wellbeing is high (males higher). Thus, males respond stronger under social exchange theory from HPWS-wellbeing, at least towards expressing playful work design. Finally, evidence of moderated mediation effects is found on overall IWBs and the three stages. Males report a significant indirect effect from HPWS-wellbeing on IWB (through playful work design), while female employees report no significant indirect effect. The benefits of playful work design fully account for their IWBs. The models account for small amounts of variance towards playful work design (12%) but larger for IWBs (26%). The study highlights a gap in the literature on HPWS-wellbeing and provides empirical evidence of their importance towards worker innovation. Further, gendered effects suggest these benefits might not be equal. The findings provide useful insights for organizations around how providing HR practices that support employee well-being are important, although how they work for different genders needs further exploration. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20practices" title="human resource practices">human resource practices</a>, <a href="https://publications.waset.org/abstracts/search?q=wellbeing" title=" wellbeing"> wellbeing</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=playful%20work%20design" title=" playful work design"> playful work design</a> </p> <a href="https://publications.waset.org/abstracts/163025/enhancing-employee-innovative-behaviours-through-human-resource-wellbeing-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163025.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">81</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9755</span> The Relationship of Employee’s Job Satisfaction and Job Performance in Service Sector in Bangkok</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vithaya%20Intaraphimol">Vithaya Intaraphimol</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates the relationship between employee’s job satisfaction and job performance of hotel’s employees in five-star hotels in Bangkok. This study used self-administration data collection from a sample of 400 employees of five-star hotels in Bangkok. The results indicated that there was a relationship between job satisfaction and job performance. In addition, dysfunctional conflict was related negatively to job satisfaction; meanwhile, functional conflict was related positively to job satisfaction. Moreover, there was a positive relationship between integrating, obliging, avoiding and compromising style and job satisfaction; however; dominating style had a negative relationship with job satisfaction and proved that job satisfaction tend to increase the positive emotion on job satisfaction in the service setting, consequently, employee has ability to deal with problems with more effectively and predictor of job satisfaction due to employee who satisfied with the job seems to remain in the organization and appearing to gain rewarding beneficial. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=conflict%20management" title="conflict management">conflict management</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20sector" title=" service sector"> service sector</a> </p> <a href="https://publications.waset.org/abstracts/55227/the-relationship-of-employees-job-satisfaction-and-job-performance-in-service-sector-in-bangkok" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55227.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">275</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9754</span> The Impact of Effective Employee Retention Strategies to the Success of the Hotel Industry of Rwanda</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ange%20Meghane%20Hakizimana">Ange Meghane Hakizimana</a>, <a href="https://publications.waset.org/abstracts/search?q=Landry%20Ndikuriyo"> Landry Ndikuriyo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Retention of employees in the hospitality industry is a recurrent agenda in the organization involving all the combined efforts to maintain the best available laborer. The general objective of this research is to assess the impact of effective employee retention strategies on the success of the hotel industry at Galileo Hotel, Huye District in Rwanda, for the period of 2019-2021. Herzberg Two Factor Theory and Equity Theory were used. The study adopted a descriptive research design. Descriptive research design allowed us to study the elements in their natural form without making any alterations to them. Secondary data and primary data and the data collected were sorted and entered into the statistical packages for social sciences for analysis (SPSS) version 26. Frequencies, descriptive statistics and percentages were used to analyze and establish extent to which employee retention strategies impact the success of the hotel industry of Rwanda and this was analyzed using regression and correlation analysis. The results revealed that employee training and development had an influence of 24.8% on the success of the hotel industry in Rwanda. According to the results of our study, the employee reward system contributes 20.7% to the success of the hotel industry in Rwanda, the value of t is 3.475 and this is greater than the standard t value score of 1.96, p-value is 0.002. Therefore the employee reward system has a great positive impact on the success of the hotel industry in Rwanda. The results also show that 15.7% of the success of the hospitality industry in Rwanda is due to the work environment of employees. With a t-value of 4.384 and a p-value of 0.000, the above statistics show a positive impact of the employees' working environment on success of the hospitality industry in Rwanda. A priority to the retention of their employees should be given by the hotel industry and its managers because it has already been proven that it is an effective approach to offering good customer service. In addition, employee retention reduces expenses associated with employee recruitment and turnover. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=success" title="success">success</a>, <a href="https://publications.waset.org/abstracts/search?q=hotel%20industry" title=" hotel industry"> hotel industry</a>, <a href="https://publications.waset.org/abstracts/search?q=training%20and%20development" title=" training and development"> training and development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20reward%20system" title=" employee reward system"> employee reward system</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20work%20environment" title=" employee work environment"> employee work environment</a> </p> <a href="https://publications.waset.org/abstracts/165527/the-impact-of-effective-employee-retention-strategies-to-the-success-of-the-hotel-industry-of-rwanda" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165527.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">96</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">9753</span> The Evaluation and Performance of SSRU Employee’s that Influence the Attitude towards Work, Job Satisfaction and Organization Commitment </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bella%20Llego">Bella Llego </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to explain and empirically test the influence of attitude towards work, job satisfaction and organizational commitment of SSRU employee’s evaluation and performance. Data used in this study was primary data which were collected through Organizational Commitment Questionnaire with 1-5 Likert Scale. The respondent of this study was 200 managerial and non-managerial staff of SSRU. The statistics to analyze the data provide the descriptive by the mean, standard deviation and test hypothesis by the use of multiple regression. The result of this study is showed that attitude towards work have positive but not significant effect to job satisfaction and employees evaluation and performance. Different with attitude towards work, the organizations commitment has positive and significant influence on job satisfaction and employee performance at SSRU. It means every improvement in organization’s commitment has a positive effect toward job satisfaction and employee evaluation and performance at SSRU. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitude%20towards%20work" title="attitude towards work">attitude towards work</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20evaluation%20and%20performance" title=" employee’s evaluation and performance"> employee’s evaluation and performance</a>, <a href="https://publications.waset.org/abstracts/search?q=jobs%20satisfaction" title=" jobs satisfaction"> jobs satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20commitment" title=" organization commitment "> organization commitment </a> </p> <a href="https://publications.waset.org/abstracts/17781/the-evaluation-and-performance-of-ssru-employees-that-influence-the-attitude-towards-work-job-satisfaction-and-organization-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17781.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">454</span> </span> </div> </div> <ul class="pagination"> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20resource%20groups&page=2" rel="prev">&lsaquo;</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20resource%20groups&page=1">1</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20resource%20groups&page=2">2</a></li> <li class="page-item 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