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employees</title> <meta name="description" content="Search results for: employees"> <meta name="keywords" content="employees"> <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 class="d-block d-lg-none navbar-toggler ml-auto" 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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="employees"> <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> 1174</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: employees</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">1174</span> Effect of Communication Pattern on Agricultural Employees' Job Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20G.%20Abiona">B. G. Abiona</a>, <a href="https://publications.waset.org/abstracts/search?q=E.%20O.%20Fakoya"> E. O. Fakoya</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20O.%20Adeogun"> S. O. Adeogun</a>, <a href="https://publications.waset.org/abstracts/search?q=J.%20O.%20Blessed"> J. O. Blessed </a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study assessed the influence of communication pattern on agricultural employees’ job performance. Data were collected from 61 randomly selected respondents using a structured questionnaire. Perceived communication pattern that influence job performance include: the attitude of the administrators (x̅ = 3.41, physical barriers to communication flow among employees (x̅ = 3.21). Major challenges to respondents’ job performance were different language among employees (x̅ = 3.12), employees perception on organizational issues (x̅ = 3.09), networking (x̅ = 2.88), and unclear definition of work (x̅ = 2.74). A significant relationship was found between employees’ perceived communication pattern (r = 0.423, p < 0.00) and job performance. Information must be well designed in such a way that would positively influence employees’ job performance as this is essential in any agricultural organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=communication%20pattern" title="communication pattern">communication pattern</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=agricultural%20employees" title=" agricultural employees"> agricultural employees</a>, <a href="https://publications.waset.org/abstracts/search?q=constraint" title=" constraint"> constraint</a>, <a href="https://publications.waset.org/abstracts/search?q=administrators" title=" administrators"> administrators</a>, <a href="https://publications.waset.org/abstracts/search?q=attitude" title=" attitude "> attitude </a> </p> <a href="https://publications.waset.org/abstracts/31891/effect-of-communication-pattern-on-agricultural-employees-job-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/31891.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">361</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">1173</span> The Impacts of Internal Employees on Brand Building: A Case Study of Cell Phone</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Adnan%20Gohar">Adnan Gohar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research work aims the importance of internal employees in the making of a brand (cell phone) through customer satisfaction which basically explains the connection of internal employees with external customers. This research is designed to measure the satisfaction level of internal employees which further connects to the product evolution as a brand leaving a brand image in the eye of the external customer. The main focus is that internal employees are as important as external customers for the uplift of the product resulting in the brand. Internal employees are individual organization employees, vendors, departments, and distributors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20building" title="brand building">brand building</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20satisfaction" title=" customer satisfaction"> customer satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=internal%20employees" title=" internal employees"> internal employees</a>, <a href="https://publications.waset.org/abstracts/search?q=mobile%20franchise" title=" mobile franchise"> mobile franchise</a> </p> <a href="https://publications.waset.org/abstracts/76889/the-impacts-of-internal-employees-on-brand-building-a-case-study-of-cell-phone" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/76889.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">257</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">1172</span> Influence of Leadership Roles on Agricultural Employees’ Job Satisfaction</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20G.%20Abiona">B. G. Abiona</a>, <a href="https://publications.waset.org/abstracts/search?q=E.%20O.%20Fakoya"> E. O. Fakoya</a>, <a href="https://publications.waset.org/abstracts/search?q=D.%20O.%20Alabi"> D. O. Alabi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Influence of leadership roles on agricultural employees’ job satisfaction was studied. Data were from 68 randomly selected respondents. Major leadership roles include supervision of employees work (x̄=3.67), leaders were goal oriented (x̄=3.39), dissemination of information among the employees (x̄=3.35). Major employees’ satisfaction was: Employees work together with their colleagues (x̄=3.54) and also interact freely with their colleagues (x̄=3.51). Major challenges affecting employees job satisfaction were inadequate funding (x̄=3.30), irregular leave bonus (x̄=3.29), climate and weather condition (x̄=3.08) and inadequate incentive (x̄=3.02). Regression analysis showed a positive significant coefficient (P<0.05) exist between religion (p<0.05), educational status(p<0.05), year of service(p<0.05), leadership roles (p<0.005), challenges faced by respondents(P<0.05), and employees’ job satisfaction. For adequate leadership role, organization should pay attention to disbursement of training funds, availability of adequate incentive and leadership recognition. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20roles" title="leadership roles">leadership roles</a>, <a href="https://publications.waset.org/abstracts/search?q=agricultural%20employees%E2%80%99" title=" agricultural employees’"> agricultural employees’</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=institute" title=" institute"> institute</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a> </p> <a href="https://publications.waset.org/abstracts/46818/influence-of-leadership-roles-on-agricultural-employees-job-satisfaction" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46818.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">1171</span> Influence of Human Resource Management Practices on Agricultural Employees’ Behavior</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20G.%20Abiona">B. G. Abiona</a>, <a href="https://publications.waset.org/abstracts/search?q=O.%20E.%20Fapojuwo"> O. E. Fapojuwo</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20Akinlawon"> T. Akinlawon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study assessed the influence of human resource management practices on agricultural employees’ behavior. Data were collected from 75 randomly selected respondents using a well-structured questionnaire. The mean age of the employees’ was 43.2 years. Major human resource management practices that influence employees behaviors were: In-service training are given to employees on a regular basis (average value of x=3.44), management reward employees who are committed to their job (average value of x =3.41) and reward are designed to encourage wide participation and activity (average value of x=3.41). Also, major employees’ behavior include: Managers and employees’ wants to create better job performance (average value of x=3.13) and administrator provides praise and recognition for effective performance and show appreciation for special effort (average value of x=3.05). Major factors affecting employees’ behavior were: inadequate training (average value of x=2.93), inadequate local and international training (average value of x=2.87), inadequate grants for training programmes (average value of x= 2.81). A significant relationship was found between gender (χ2 = 37.204, P<0.05), educational qualification (χ2 = 59.093, P<0.05), income (r =0.122, P<0.05) and human resource management practices (r = 0.573, P< 0.05) of the respondents and employees’ behavior. Management should encourage employees who are committed to their job through awards and recognition. <p class="card-text"><strong>Keywords:</strong> <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=agricultural%20employees" title=" agricultural employees"> agricultural employees</a>, <a href="https://publications.waset.org/abstracts/search?q=behaviour%20research%20institutes" title="behaviour research institutes">behaviour research institutes</a>, <a href="https://publications.waset.org/abstracts/search?q=Nigeria" title=" Nigeria"> Nigeria</a> </p> <a href="https://publications.waset.org/abstracts/45218/influence-of-human-resource-management-practices-on-agricultural-employees-behavior" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45218.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">253</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">1170</span> Employees’ Satisfaction and Engagement in UAE: Antecedents and Outcomes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sareh%20Rajabi">Sareh Rajabi</a>, <a href="https://publications.waset.org/abstracts/search?q=Taha%20Anjamrooz"> Taha Anjamrooz</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Hassan%20%20Almarzooqi"> Ahmed Hassan Almarzooqi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee satisfaction, engagement, and performance are crucial for successful organizations. The performance of the employees now depends on their satisfaction level and whether they are satisfied with the management. Due to this fact, the organizations are now measuring the satisfaction level of their employees to increase profitability, productivity, and turnover. The aim of this research is to inspect the antecedents which direct in the direction of significant employee engagement and good job fit by finding the relationship between employee satisfaction and engagement. Based on an inclusive literature review on the employees’ satisfaction, engagement and performance, this research will conduct a study and survey in the UAE organizations in order to develop a framework for evaluating the impact of factors like employee satisfaction and engagement on the operation as an outcome by using statistical analysis. This study will allow in understanding the advantages of containing satisfied employees and how they perform in their peak motivation to make the company more profitable and competitive. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20satisfaction" title="employees’ satisfaction">employees’ satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20engagement" title=" employees’ engagement"> employees’ engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=antecedents" title=" antecedents"> antecedents</a>, <a href="https://publications.waset.org/abstracts/search?q=outcomes" title=" outcomes"> outcomes</a> </p> <a href="https://publications.waset.org/abstracts/128752/employees-satisfaction-and-engagement-in-uae-antecedents-and-outcomes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/128752.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">151</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">1169</span> A Comparative Study to Employees' Work Stress of the Casino Hotels and Non-Casino Hotels</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xiaohong%20Wu">Xiaohong Wu</a>, <a href="https://publications.waset.org/abstracts/search?q=Tao%20Zhang"> Tao Zhang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Since Macau opened its door to international gambling firms in 2002, Macau casino hotel industry has been booming. Casino hotels are different from the non-casino hotels in the main profit source and services. The paper aims to analyze differences in employees’ work stress and job satisfaction across the casino hotels and the non-casino hotels. Through questionnaires, the paper investigates 200 employees from casino hotels and 200 employees from non-casino hotels. Work stress and job satisfaction of employees in casino hotels and non-casino hotels are compared. Statistic techniques such as descriptive statistics and one-way analysis of variance (one-way ANOVA) are applied. The paper tries to achieve the below aims: Firstly, explore and compare the impact of gender, job position, marital status and fertility status on employees’ work stress and job satisfaction. Secondly, explore the perception of work stress and job satisfaction across casino hotel and non-casino hotel employees. Thirdly, explore the relationship between work stress and job satisfaction. The result indicates there are not significant differences in employees’ work stress and job satisfaction perception between different genders, positions, marital situations and fertility situations. The result confirms there are significant differences in employees’ work stress and job satisfaction perception between casino and non-casino employees. Moreover, Work stress negatively influences job satisfaction. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=casino" title="casino">casino</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%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20stress" title=" work stress"> work stress</a> </p> <a href="https://publications.waset.org/abstracts/71819/a-comparative-study-to-employees-work-stress-of-the-casino-hotels-and-non-casino-hotels" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71819.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">317</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">1168</span> [Keynote Talk]: Role of Leaders in Managing Employees’ Dysfunctional Behavior at Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Aya%20Maher">Aya Maher</a>, <a href="https://publications.waset.org/abstracts/search?q=Pakinam%20Youssef"> Pakinam Youssef</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this theoretical study is to explore in depth the role of leaders in managing employees’ dysfunctional behavior at workplace in an effort to recommend strategies and solutions for these destructive behaviors that affect employees’ performance. The significance of the study lies in the fact that dysfunctional behavior has been widely spread in almost all organizations, public and private, with its very destructive manifestations. Dysfunctional behavior may be classified into thefts, sabotage, sexual harassment, jealousy, envy, revenge, vulgarity all of which affect employees’ moral, self-esteem and satisfaction level drastically which will be reflected negatively on their performance and productivity. The main research question will focus on the role of leaders in managing employees’ dysfunctional behavior effectively at the workplace through the different strategies and control measures. In this study, the data will be collected from different academic literature and through some primary data by conducting interviews with some public and private employees from different managerial levels and fields. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=dysfunctional%20behavior" title="dysfunctional behavior">dysfunctional behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%20deviant%20behavior" title=" employees deviant behavior"> employees deviant behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%20moral" title=" employees moral"> employees moral</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders%20role" title=" leaders role"> leaders role</a> </p> <a href="https://publications.waset.org/abstracts/44126/keynote-talk-role-of-leaders-in-managing-employees-dysfunctional-behavior-at-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44126.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">349</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">1167</span> An Examination of the Role of Perceived Leadership Styles on Job Satisfaction among Selected Bank Employees</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Solomon%20Ojo">Solomon Ojo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study set out to investigate the role of perceived leadership style on achievement motivation of selected bank employees. The study was a cross-sectional survey. A total of 585 bank workers took part in the study; 283 (48.4%) were males while 302% (51.6%) were females. Mean age of 31.8 yrs (SD = 7.8 yrs) was reported for the participants for the study. Questionnaires were used for data collection. Data was analyzed using both descriptive and inferential statistic. The t- test for independent measures was used to test all the hypotheses, using the statistical package for social sciences version 21.0. The results in the study revealed that bank employees who perceived their leaders as high on consideration style of leadership reported more job satisfaction than bank employees who perceived their leaders as low on consideration style of leadership [t(583) = 16.43, p<.001]; bank employees who perceived their leaders as high in initiating structure style reported more job satisfaction than bank employees who perceived their leaders as low in initiating structure style [t(583)=12.06, p<.01]. The results showed further the influence of perceived leadership styles on all measures of job satisfaction. First, the result showed that bank employees who perceived their leaders as high on consideration style reported more satisfaction with hours worked each day than bank employees who perceived their leaders as low on consideration style [t(583) = 9.23, p<.01]. Second, the results revealed that bank employees who perceived their leaders as high on consideration style reported more satisfaction with flexibility in scheduling than bank employees who perceived their leaders as low on consideration style [t(583) = 8.80, p<.01]. Third, it was shown that bank employees who perceived their leaders as high on consideration style reported more satisfaction with location of work than bank employees who perceived their leaders as low on consideration style [t(583) = 14.17, p<.01] e.t.c. The results were extensively discussed in relation to relevant body of literature. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title="leadership styles">leadership styles</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=bank%20employees" title=" bank employees"> bank employees</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived" title=" perceived"> perceived</a> </p> <a href="https://publications.waset.org/abstracts/90474/an-examination-of-the-role-of-perceived-leadership-styles-on-job-satisfaction-among-selected-bank-employees" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/90474.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">219</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">1166</span> An Investigation of Service Quality in Tourism: An Experience of International Tourists in Bangkok, Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sakul%20Jaariyachamsit">Sakul Jaariyachamsit</a>, <a href="https://publications.waset.org/abstracts/search?q=Kevin%20Wongleedee"> Kevin Wongleedee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objectives of this research were to study five perceptions of service quality from international tourists who visited Bangkok, Thailand. The independent variables included gender, age, levels of education, occupation, and income while the dependent variables included their opinion on the service provided by employees in Thai tourism. An accidental random sampling method was utilized to get 215 respondents. The respondents were both male and female in the same proportion and most were between 21-40 years old. Most were married and had a graduate degree. The average income of the respondents was between $20,000-40,000. The findings revealed that the majority of respondents came to Thailand for the first time and spent about 6-8 days in Thailand and preferred to travel in small groups with no children. The five service perceptions of employees in tourism by the international tourists in descending order according to mean were reliable employees, neat and clean employees, polite employees, timely employees, and competent employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=experience" title="experience">experience</a>, <a href="https://publications.waset.org/abstracts/search?q=international%20tourists" title=" international tourists"> international tourists</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20quality" title=" service quality"> service quality</a>, <a href="https://publications.waset.org/abstracts/search?q=Thailand" title=" Thailand"> Thailand</a> </p> <a href="https://publications.waset.org/abstracts/9147/an-investigation-of-service-quality-in-tourism-an-experience-of-international-tourists-in-bangkok-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9147.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">303</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">1165</span> Customers’ Acceptability of Islamic Banking: Employees’ Perspective in Peshawar</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tahira%20Imtiaz">Tahira Imtiaz</a>, <a href="https://publications.waset.org/abstracts/search?q=Karim%20Ullah"> Karim Ullah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper aims to incorporate the banks employees’ perspective on acceptability of Islamic banking by the customers of Peshawar. A qualitative approach is adopted for which six in-depth interviews with employees of Islamic banks are conducted. The employees were asked to share their experience regarding customers’ acceptance attitude towards acceptability of Islamic banking. Collected data was analyzed through thematic analysis technique and its synthesis with the current literature. Through data analysis a theoretical framework is developed, which highlights the factors which drive customers towards Islamic banking, as witnessed by the employees. The practical implication of analyzed data evident that a new model could be developed on the basis of four determinants of human preference namely: inner satisfaction, time, faith and market forces. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customers%E2%80%99%20attraction" title="customers’ attraction">customers’ attraction</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20perspective" title=" employees’ perspective"> employees’ perspective</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20banking" title=" Islamic banking"> Islamic banking</a>, <a href="https://publications.waset.org/abstracts/search?q=Riba" title=" Riba"> Riba</a> </p> <a href="https://publications.waset.org/abstracts/49687/customers-acceptability-of-islamic-banking-employees-perspective-in-peshawar" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/49687.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">1164</span> Employees' Attitude towards Corporate Governance without Unions</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bamidele%20Olufemi%20Ifenowo">Bamidele Olufemi Ifenowo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study examined the practice of managing business organizations in Nigeria today without unions. It explored how this phenomenon evolved and became popular in the newly emerging mega banks in Nigeria. Attitudes of selected banks' employees to this phenomenon were surveyed.Simple statistical tools were used for data analysis. The findings revealed that most new employees who form the bulk of the sample never really cared about unionism. On the other hand, old and experienced employees were positively disposed towards unionism. This category of employees abhorred the current display of authoritarianism cum paternalism which seemed to characterize the managerial practice of most new generation banks in Nigeria today. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=authoritarianism" title="authoritarianism">authoritarianism</a>, <a href="https://publications.waset.org/abstracts/search?q=corporate%20governance" title=" corporate governance"> corporate governance</a>, <a href="https://publications.waset.org/abstracts/search?q=deunionisation" title=" deunionisation"> deunionisation</a>, <a href="https://publications.waset.org/abstracts/search?q=unionization" title=" unionization"> unionization</a>, <a href="https://publications.waset.org/abstracts/search?q=paternalism" title=" paternalism"> paternalism</a> </p> <a href="https://publications.waset.org/abstracts/43537/employees-attitude-towards-corporate-governance-without-unions" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43537.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">264</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">1163</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">1162</span> Employees Retention through Effective HR Practices </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Choi%20Sang%20Long">Choi Sang Long</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is vital for Human Resource (HR) managers to address and overcome employees’ turnover intention in their organization. Ability to keep good employees is critical for ensuring success of the organization in future. People are seeking many ways of live that is meaningful and less complicated and this new lifestyle actually has an impact on how an employee must be motivated and managed. Therefore, this paper discusses extensively on the impact of human resource practices that can alter the negative effect on the organization due to high employees’ turnover. These critical practices are employees’ career development, performance management, training and a fair compensation scheme. <p class="card-text"><strong>Keywords:</strong> <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=career%20development" title=" career development"> career development</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management" title=" performance management"> performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation" title=" compensation"> compensation</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=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/14427/employees-retention-through-effective-hr-practices" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14427.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">493</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">1161</span> Effects of Workplace Power on Employees’ Job Performance in Selected Federal Universities of Agriculture in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20G.%20Abiona">B. G. Abiona</a>, <a href="https://publications.waset.org/abstracts/search?q=T.%20D.%20Odetayo"> T. D. Odetayo</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20O.%20Adeogun"> S. O. Adeogun</a>, <a href="https://publications.waset.org/abstracts/search?q=O.%20E.%20Fakoya"> O. E. Fakoya</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study determined the effects of workplace power on employees’ job performance in selected federal universities of agriculture in Nigeria. Two hundred and twenty-seven (227) employees were randomly drawn from the selected universities through a multistage sampling procedure. The mean age of the employees was 38 years, mostly (60.8%) male. Results indicated that the overall job performance was significantly influenced by an expert (b = 0.287, p<0.01) and legitimate power (b = -0.279, p<0.05). The findings clearly showed that supervisor has considerable professional experience to draw from in helping subordinates to do their work better because they have specialized training in their field of study, and subordinates prefer to do what the supervisor suggests because of their professional expertise, which greatly influences employees’ job performance. A policy that will ensure transparency in all administrative procedures, with a formal line of authority that will enhance the thriving of legitimate power, should be established within organisation is recommended. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=workplace%20power" title="workplace power">workplace power</a>, <a href="https://publications.waset.org/abstracts/search?q=employees" title=" employees"> employees</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=agricultural%20unversities" title=" agricultural unversities"> agricultural unversities</a> </p> <a href="https://publications.waset.org/abstracts/165985/effects-of-workplace-power-on-employees-job-performance-in-selected-federal-universities-of-agriculture-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165985.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">90</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">1160</span> Appraisal of Incentive Schemes for Employees: A Case of Construction Smes </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20M.%20Arthur-Aidoo">B. M. Arthur-Aidoo</a>, <a href="https://publications.waset.org/abstracts/search?q=C.%20O.%20Aigbavboa"> C. O. Aigbavboa</a>, <a href="https://publications.waset.org/abstracts/search?q=W.%20D.%20Thwala"> W. D. Thwala</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The performance of construction employees cannot be underestimated if the success of construction projects are to be achieved. This is because the construction industry has been characterised as labour oriented sector, which most of its activities being executed by labour. In the construction sector, employees are driven by incentive schemes which perform encourage and motivate workers for higher efficiency and higher output. The construction sector, however, depends mainly on its labour. In view of the sector's high dependency on its employees, that there must be a significant incentive scheme which must be established to act as a stimulus to drive high performance from employees among the various known incentive packages. This study, therefore, seeks to appraise the incentive packages adopted by construction SMEs. To establish reliable findings that will contribute to knowledge, the study utilised an exploratory approach via semi-structured interviews among sampled construction professionals with the requisite expertise on employees' incentive schemes. The study further established that although incentive schemes are classified in various ways and mediums that act as stimuli to encourage high performance among employees, some are more influential and impacts performance than others. Additionally, the study concludes that medical allowance, holiday with pay, free working tools, and training for employees were ranked the most influential incentives that promote high outputs by workers within the construction SME sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=appraisal" title="appraisal">appraisal</a>, <a href="https://publications.waset.org/abstracts/search?q=construction" title=" construction"> construction</a>, <a href="https://publications.waset.org/abstracts/search?q=employees" title=" employees"> employees</a>, <a href="https://publications.waset.org/abstracts/search?q=incentive" title=" incentive"> incentive</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20and%20medium-sized%20enterprises" title=" small and medium-sized enterprises"> small and medium-sized enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/abstracts/130500/appraisal-of-incentive-schemes-for-employees-a-case-of-construction-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/130500.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">137</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">1159</span> The Relationship between the Application of Sufficiency Economy Philosophy and Work Morale of the Employees of Suan Sunandha Rajabhat University</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nantida%20Otakum">Nantida Otakum</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of the study is to study the level of the application of sufficiency economy philosophy among the employees of Suan Sunandha Rajabhat University. This research also investigates the relationship between the application of sufficiency economy philosophy and work morale of the employees. The research methodology employed a self-administered questionnaire as a quantitative method. The respondents were employees who are working for Suan Sunandha Rajabhat University. Totally, 365 usable questionnaires were returned. Descriptive and inferential statistics were applied in data analysis. The results showed that the level of the application of sufficiency economy philosophy among the employees was at a good level. The results also indicated that the application of sufficiency economy philosophy was positively correlated with work morale of the employees of Suan Sunandha Rajabhat University. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employees" title="employees">employees</a>, <a href="https://publications.waset.org/abstracts/search?q=Suan%20Sunandha%20Rajabhat%20University" title=" Suan Sunandha Rajabhat University"> Suan Sunandha Rajabhat University</a>, <a href="https://publications.waset.org/abstracts/search?q=sufficiency%20economy%20philosophy" title=" sufficiency economy philosophy"> sufficiency economy philosophy</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20morale" title=" work morale"> work morale</a> </p> <a href="https://publications.waset.org/abstracts/45783/the-relationship-between-the-application-of-sufficiency-economy-philosophy-and-work-morale-of-the-employees-of-suan-sunandha-rajabhat-university" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45783.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">264</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">1158</span> Collective Bargaining Agreement with Its Related Factors and Employees’ Perceived Productivity: The Case of an Academic Institution in Davao City, Philippines</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amylyn%20F.%20Labasano">Amylyn F. Labasano</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20S.%20Econ"> M. S. Econ</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study predicts the impact of collective bargaining agreement and its related factors on employees’ perceived productivity in terms of union-management relation’s climate, income, fringe benefits, and job satisfaction of the employees. It also determines whether there are significant differences in the employees’ perceived productivity based on the demographic characteristics of the respondents. The results revealed that the relationship climate which exists between the union and the management is found to have significant adverse effect on the average unpaid hours spent by employees working within the college. On the other hand, the total monthly wage earnings of employees have negative effect on the average hours an employee spent in bringing his work home while job satisfaction positively influences the overall productivity level of employees. The result further shows significant differences in the productivity level of employees across civil status and current designation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=perceived%20productivity" title="perceived productivity">perceived productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=collective%20bargaining%20agreement" title=" collective bargaining agreement"> collective bargaining agreement</a>, <a href="https://publications.waset.org/abstracts/search?q=union" title=" union"> union</a>, <a href="https://publications.waset.org/abstracts/search?q=union-management%20relations%20climate" title=" union-management relations climate"> union-management relations climate</a>, <a href="https://publications.waset.org/abstracts/search?q=income" title=" income"> income</a>, <a href="https://publications.waset.org/abstracts/search?q=fringe%20benefits" title=" fringe benefits"> fringe benefits</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a> </p> <a href="https://publications.waset.org/abstracts/12050/collective-bargaining-agreement-with-its-related-factors-and-employees-perceived-productivity-the-case-of-an-academic-institution-in-davao-city-philippines" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12050.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">332</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">1157</span> Emotional Intelligence: Key to Job Satisfaction - A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arpita%20Sabath">Arpita Sabath</a>, <a href="https://publications.waset.org/abstracts/search?q=Jytoika%20Samuel"> Jytoika Samuel</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Emotional Intelligence is conceptualized as a confluence of learned abilities resulting in wise behavior, high achievement and mental health. This case study is done on IT Sector employees of CAREERNET consultancy at Bangalore. Thus the present study intends to find out the difference in different dimensions of El and Js Scales among male and female employees and the existing relationship between emotional intelligence and job satisfaction for the beginner age group of employees (25 yrs - 40 yrs) in order to enhance the employees productivity level in the present scenario of recession in employment. It is observed that all promotions and increment are achieved at these 25 yrs - 40 yrs age group employees. Therefore, the sample is selected randomly and grouped. Survey method with the administration of Emotional Intelligence Scale and opinionScedule is used. The findings of the study has revealed that there is a positive relationship between emotional intelligence and performance excellence. The study is concluded with a remark that the relevance of this study should be followed by the administrative body of IT sectors to motivate them and to get more productive work from their employees <p class="card-text"><strong>Keywords:</strong> <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=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organisational%20behavior" title=" organisational behavior"> organisational behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20sector" title=" IT sector"> IT sector</a> </p> <a href="https://publications.waset.org/abstracts/11378/emotional-intelligence-key-to-job-satisfaction-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11378.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">619</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">1156</span> An Empirical Study on Employees’ Theft Behavior in Insurance Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=B.%20Khorsandi%20Talab">B. Khorsandi Talab</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Kordi"> M. Kordi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> It is highly deplorable that every year, theft behavior among employees of the insurance industry is growing throughout the world. A very significant source of contraction (despite many costly technological and widespread security measures) needs to be addressed and prevented. Employee and agent theft cannot be ignored as it causes significant losses to employers. This study investigates the workplace factors that affect the insurance employee and agent theft behavior. Although identifying theft is difficult, this study will help employers to further understand employees’ theft behavior. This study was conducted in two service small and medium organizations (two branches of insurance companies) in ALBORZ’s capital city, KARAJ. Data has been collected via questionnaire from 30 employees and agents consisting employees and supervisors of branches and agencies. According to the results, it must be acknowledged that compensation, organizational justice, internal control systems, penalties and personal characteristics were associated with employees' theft behavior, it is despite the fact that, no effect could be assumed for organizational ethics and requirement in this case. Nevertheless, poor financial status cannot be considered as the driving factor in pushing employees to steal property as well as increasing their theft behavior. As mentioned earlier, the purpose of this study was to determine the factors contributing to employees’ theft (insurance employees and agencies) behavior in insurance organizations in Karaj. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=service%20theft" title="service theft">service theft</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20theft%20behavior" title=" employee theft behavior"> employee theft behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20theft" title=" work theft"> work theft</a>, <a href="https://publications.waset.org/abstracts/search?q=insurance%20agency" title=" insurance agency"> insurance agency</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/abstracts/26440/an-empirical-study-on-employees-theft-behavior-in-insurance-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26440.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">437</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">1155</span> Factors Associated with Hotel Employees’ Loyalty: A Case Study of Hotel Employees in Bangkok, Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Kevin%20Wongleedee">Kevin Wongleedee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research paper was aimed to examine the reasons associated with hotel employees’ loyalty. This was a case study of 200 hotel employees in Bangkok, Thailand. The population of this study included all hotel employees who were working in Bangkok during January to March, 2014. Based on 200 respondents who answered the questionnaire, the data were complied by using SPSS. Mean and standard deviation were utilized in analyzing the data. The findings revealed that the average mean of importance was 4.40, with 0.7585 of standard deviation. Moreover, the mean average can be used to rank the level of importance from each factor as follows: 1) salary, service charge cut, and benefits, 2) career development and possible advancement, 3) freedom of working, thinking, and ability to use my initiative, 4) training opportunities, 5) social involvement and positive environment, 6) fair treatment in the workplace and fair evaluation of job performance, and 7) personal satisfaction, participation, and recognition. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=hotel%20employees" title="hotel employees">hotel employees</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty" title=" loyalty"> loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=reasons" title=" reasons"> reasons</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a> </p> <a href="https://publications.waset.org/abstracts/12055/factors-associated-with-hotel-employees-loyalty-a-case-study-of-hotel-employees-in-bangkok-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12055.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">402</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">1154</span> Personality as a Predictor of Knowledge Hiding Behavior: Case Study of Alpha Electronics</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sadeeqa%20Khan">Sadeeqa Khan</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Usman"> Muhammad Usman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employees’ knowledge hiding behaviors can be detrimental to employees’ interpersonal relationships and individual and organizational learning and creativity. However, to the best of the authors’ knowledge, the literature on the contingencies, antecedents and outcomes of employees’ knowledge hiding behaviors is still in its infancy. On the other hand, not everyone who hides knowledge hides it the same way, as individuals are different, so do their behaviors. This study explores the links between employees’ personality traits and their knowledge hiding behaviors. By using a single case study as a research methodology and collecting data through 28 semi-structured interviews from employees working in Alpha Electronics (the pseudo name of the company to ascertain anonymity) operating in Pakistan, we foreground the patterns of relationships between employees’ personality traits and knowledge hiding behaviors – rationalized hiding, evasive hiding and playing dumb. Our findings suggest that employees high on extraversion involve in evasive knowledge hiding; while employees low on extraversion (introverts) demonstrate rationalized hiding. Moreover, both extrovert and introvert employees involve in playing dumb in situations that involve risk for their jobs and careers. For instance, when knowledge is requested from their managers, both extrovert and introvert employees tend to play dumb, as in such cases, evasive and rationalized hiding can be harmful to their job and career-related interests and motives. Other than theoretical contributions, the study offers important implications for organizations faced with the challenges of shortage of skills and knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20hiding" title="knowledge hiding">knowledge hiding</a>, <a href="https://publications.waset.org/abstracts/search?q=personality" title=" personality"> personality</a>, <a href="https://publications.waset.org/abstracts/search?q=rationalized%20hiding" title=" rationalized hiding"> rationalized hiding</a>, <a href="https://publications.waset.org/abstracts/search?q=playing%20dumb" title=" playing dumb"> playing dumb</a>, <a href="https://publications.waset.org/abstracts/search?q=evasive%20hiding" title=" evasive hiding"> evasive hiding</a> </p> <a href="https://publications.waset.org/abstracts/95392/personality-as-a-predictor-of-knowledge-hiding-behavior-case-study-of-alpha-electronics" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/95392.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">215</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">1153</span> Quality Management and Employees' Attitudes: An Example from Certified Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ala%20Hanetite">Ala Hanetite</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to investigate the implications of quality management system (QMS) practices in employees' attitudes relating to job involvement, job satisfaction, career satisfaction, and organizational commitment. Design/methodology/approach: This study was accomplished through the use of a questionnaire. Twenty hypotheses related to QMS practices and the employees' attitudes were formulated and tested. Findings: The results indicate that responsibility and teamwork have a significant and positive correlation with job involvement, job satisfaction, career satisfaction, as well as organizational commitment. Ongoing improvement and problem solving have significant implications in organizational commitment. In addition, training and education, as well as customer focus, did not demonstrate any favorable contribution to the employees' attitudes. Originality/value: The study recommends that management should be more committed to the development of quality practices to sustain and enhance employees' positive attitudes toward their job. Such practices are a competitive strategy to attract and retain competent employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitudes" title="attitudes">attitudes</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=quality%20management%20system" title=" quality management system"> quality management system</a>, <a href="https://publications.waset.org/abstracts/search?q=competitive%20strategy" title=" competitive strategy"> competitive strategy</a> </p> <a href="https://publications.waset.org/abstracts/14933/quality-management-and-employees-attitudes-an-example-from-certified-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14933.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">276</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">1152</span> Gender and Seniority Differences among Service Organizations' Employees: Motivation, Commitment, and Burnout</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Michael">K. Michael</a>, <a href="https://publications.waset.org/abstracts/search?q=G.%20Yanay-Ventura"> G. Yanay-Ventura</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objectives: It is well established that employees are the essence of the organization. Employees' personal characteristics and emotional state may decrease or increase organizational performance. Therefore, organizations should enhance employees' well-being. The present study examined gender and seniority differences in three factors of employees' well-being: motivation, commitment, and burnout. Methods: Participants in this quantitative cross-sectional study were 400 service organization employees aged 19-71 (Mean=29.94; SD=10.25). Regarding gender, 59.7% were women, and regarding seniority, 66.9% were less than two years in the organization. All participants completed questionnaires evaluating motivation, sense of organizational commitment (affective, continuance), and level of burnout (emotional exhaustion, depersonalization, personal accomplishment). Data were analyzed using IBM-SPSS (version 25) through independent-sample t-tests. Results: Women were less motivated and felt less affective commitment toward the organization than men. They also felt more burnout than men in terms of emotional exhaustion and depersonalization. Additionally, employees in lower seniority levels felt less affective commitment toward the organization than employees in higher seniority levels. They also felt more burnout than employees in higher seniority levels in terms of emotional exhaustion, depersonalization, and personal accomplishment. Conclusions: The findings suggest that women and employees in lower seniority levels experience more vulnerable emotions in service organizations. Therefore, strategies for enhancing their well-being are recommended. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=burnout" title="burnout">burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=gender%20and%20seniority%20differences" title=" gender and seniority differences"> gender and seniority differences</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a> </p> <a href="https://publications.waset.org/abstracts/127732/gender-and-seniority-differences-among-service-organizations-employees-motivation-commitment-and-burnout" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/127732.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">132</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">1151</span> Empirical Study on the Organizational Role Stress and its Effect on Private and Government Sector Employees</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rashmi%20Shahu">Rashmi Shahu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This is a comparative study of the Organizational Role Stress among the private and government sector employees. There was no known similar kind of Organizational Role Stress study in the field area i.e. Nagpur city. Hence, in order to understand the ORS level pertaining to the government and private sector employees in various offices it was taken as the subject for this study. The Method used for this study was the incidental sampling method. The Organizational Role Scale containing 50 statements related to the ten different ORS areas was used for observations. All 60 participants were tested. The results of the study show that there was a significant difference in only one area of ORS i.e. Personal Inadequacy for the participants. The employees from the private sector showed higher Personal Inadequacy than the government employees. Rest of the ORS areas showed no significant difference meaning that the employees were well adjusted in the respective areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organozational%20role%20stress" title="organozational role stress">organozational role stress</a>, <a href="https://publications.waset.org/abstracts/search?q=private%20sector" title=" private sector"> private sector</a>, <a href="https://publications.waset.org/abstracts/search?q=government%20sector" title=" government sector"> government sector</a>, <a href="https://publications.waset.org/abstracts/search?q=personal%20inadequacy" title=" personal inadequacy"> personal inadequacy</a> </p> <a href="https://publications.waset.org/abstracts/19614/empirical-study-on-the-organizational-role-stress-and-its-effect-on-private-and-government-sector-employees" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19614.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">364</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">1150</span> A Study on Measuring Emotional Labor and Burnout Levels of Shopping Mall Employess: The Case of the Province of Konya</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ilknur%20%C3%87evik%20Tekin">Ilknur Çevik Tekin</a>, <a href="https://publications.waset.org/abstracts/search?q=Serdar%20%C3%96ge"> Serdar Öge</a> </p> <p class="card-text"><strong>Abstract:</strong></p> As a result of globalization and changing consumer preferences, the number of shopping malls has increased significantly in recent years. Consumers prefer shopping malls to both do comfortable shopping in a short time and benefit from the social facilities there. Employees, who are obliged to behave to the consumers in the way the company wants them to do, often spend intensive emotional effort because companies buy the emotions the employees must display to customers in order to ensure customer satisfaction. The emotions the employees constantly try to contain may lead to the phenomenon of burn-out in time. This study was conducted to reveal the relationship between the emotional labor and burn-out levels of shopping mall employees, who work in shopping malls and are supposed to reflect the corporate culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20labor" title="emotional labor">emotional labor</a>, <a href="https://publications.waset.org/abstracts/search?q=burnout" title=" burnout"> burnout</a>, <a href="https://publications.waset.org/abstracts/search?q=shopping%20mall%20employees" title=" shopping mall employees"> shopping mall employees</a> </p> <a href="https://publications.waset.org/abstracts/18703/a-study-on-measuring-emotional-labor-and-burnout-levels-of-shopping-mall-employess-the-case-of-the-province-of-konya" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/18703.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">338</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">1149</span> A Study on Exploring Employees' Well-Being in Gaming Workplaces Prior to and after the Chinese Government Crackdowns on Corruption</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ying%20Chuan%20Wang">Ying Chuan Wang</a>, <a href="https://publications.waset.org/abstracts/search?q=Zhang%20Tao"> Zhang Tao</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this article intends to explore the differences of well-being of employees in casino hotels before and after the Chinese government began to fight corruption. This researcher also attempted to find out the relationship between work pressure and well-being of employees in gambling workplaces before and after the Chinese government crackdowns the corruption. The category of well-being including life well-being, workplace well-being, and psychological well-being was included for analyzing well-being of employees in gaming workplaces. In addition, the psychological pressure classification was applied into this study and the Job Content Questionnaire (JCQ) would be adopted on investigating employees’ work pressure in terms of decision latitude, psychological demands, and workplace support. This study is a quantitative approach research and was conducted in March 2017. A purposive sampling was used in this study. A total of valid 339 responses were collected and the participants were casino hotel employees. The findings showed that decision latitude was significantly different prior to and after Chinese government crackdowns on corruption. Moreover, workplace support was strongly significantly related to employees’ well-being before Chinese government crackdowns. Decision latitude was strongly significantly related to employees’ well-being after Chinese government crackdowns. The findings suggest that employees’ work pressure affects their well being. In particular, because of workplace supports, it may alleviate employees’ work pressure and affect their perceptions of well-being but only prior to fighting the crackdowns. Importantly, decision latitude has become an essential factor affecting their well-being after the crackdown. It is finally hoped that the findings of this study provide suggestion to the managerial levels of hospitality industries. It is important to enhance employees’ decision latitude. Offering training courses to equip employees’ skills could be a possible way to reduce work pressure. In addition, establishing career path for the employees to pursuit is essential for their self-development and the improvement of well being. This would be crucial for casino hotels’ sustainable development and strengthening their competitiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=well-being" title="well-being">well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20pressure" title=" work pressure"> work pressure</a>, <a href="https://publications.waset.org/abstracts/search?q=Casino%20hotels%E2%80%99%20employees" title=" Casino hotels’ employees"> Casino hotels’ employees</a>, <a href="https://publications.waset.org/abstracts/search?q=gaming%20workplace" title=" gaming workplace"> gaming workplace</a> </p> <a href="https://publications.waset.org/abstracts/74585/a-study-on-exploring-employees-well-being-in-gaming-workplaces-prior-to-and-after-the-chinese-government-crackdowns-on-corruption" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/74585.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">224</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">1148</span> Factors Affecting the Work Efficiency of Employees of Suan Sunandha Rajabhat University</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Unnop%20Panpuang">Unnop Panpuang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objectives of this project are to study on the work efficiency of the employees, sorted by their profiles, and to study on the relation between job attributes and work efficiency of employees of Suan Sunandha Rajabhat University. The samples used for this study are 292 employees. The statistics used in this study are frequencies, standard deviations, One-way ANOVA and Pearson’s correlation coefficient. Majority of respondent were male with an undergraduate degree, married and lives together. The average age of respondents was between 31-41 years old, married and the educational background are higher than bachelor’s degree. The job attribute is correlated to the work efficiency with the statistical significance level of .01. This concurs with the predetermined hypothesis. The correlation between the two main factors is in the moderate level. All the categories of job attributes such as the variety of skills, job clarity, job importance, freedom to do work are considered separately. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employees" title="employees">employees</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20attributes" title=" job attributes"> job attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20efficiency" title=" work efficiency"> work efficiency</a>, <a href="https://publications.waset.org/abstracts/search?q=university" title=" university"> university</a> </p> <a href="https://publications.waset.org/abstracts/8127/factors-affecting-the-work-efficiency-of-employees-of-suan-sunandha-rajabhat-university" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/8127.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">354</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">1147</span> Corporate Cultures Management towards the Retention of Employees: Case Study Company in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Duangsamorn%20Rungsawanpho">Duangsamorn Rungsawanpho</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objectives of this paper are to explore the corporate cultures management as determinants of employee retention company in Thailand. This study using mixed method methodology. Data collection using questionnaires and in-depth interviews. The statistics used for data analysis were percentage, mean, standard deviation and inferential statistics will include. The results show that the corporate management culture is perfect for any organization but it depends on the business and the industry because the situations or circumstances that corporate executives are met is different. Because the finding explained that the employees of the company determine the achievement of value-oriented by the corporate culture and international relations is perceived most value for their organizations. In additional we found the employees perceiving with participation can be interpreted as a positive example, many employees feel that they are part of management because they care about their opinions or ideas related with their work. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=corporate%20culture" title="corporate culture">corporate culture</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20retention" title=" employee retention"> employee retention</a>, <a href="https://publications.waset.org/abstracts/search?q=retention%20of%20employees" title=" retention of employees"> retention of employees</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20approaches" title=" management approaches"> management approaches</a> </p> <a href="https://publications.waset.org/abstracts/55733/corporate-cultures-management-towards-the-retention-of-employees-case-study-company-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55733.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">303</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">1146</span> Employer Branding and Its Influence in Employee Retention in the Non Governmental Organizations in Jordan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wasfi%20Alrawabdeh">Wasfi Alrawabdeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Abstract The prime purpose of this study was to investigate whether employers use branding in their organizations, and how employer branding influence the attraction and retention of employees in the Non Governmental Organizations (NGOs) in Jordan. The descriptive survey design was adopted for the study. 500 random NGOs employees', including junior and senior staff were conveniently sampled for the study. Data was analyzed using both descriptive and inferential statistics. The results of the study suggest that organizations use employer-branding processes in their business to attract employees and customers. It was also found that brand names of organizations might significantly influence the decision of employees to join and stay in the organizations. It was therefore suggested that employers need to create conducive work environment with conditions to enable employees feel comfortable and remain in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Employer%20branding" title="Employer branding">Employer branding</a>, <a href="https://publications.waset.org/abstracts/search?q=Employee%20attraction" title=" Employee attraction "> Employee attraction </a>, <a href="https://publications.waset.org/abstracts/search?q=and%20retention" title=" and retention "> and retention </a>, <a href="https://publications.waset.org/abstracts/search?q=Trust" title=" Trust "> Trust </a>, <a href="https://publications.waset.org/abstracts/search?q=Satisfaction." title=" Satisfaction. "> Satisfaction. </a> </p> <a href="https://publications.waset.org/abstracts/123256/employer-branding-and-its-influence-in-employee-retention-in-the-non-governmental-organizations-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/123256.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">161</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">1145</span> Consequences of Employees' Perception of Political Behavior in Kuwaiti Business Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Muhammad">Ali Muhammad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study is to examine the effect of employees’ perception of political behavior on their behavior and attitudes. The model tested in this study suggests that employees’ perception of political behavior in their organizations leads to lower levels of job satisfaction, and organizational commitment, and higher levels of work-related stress, and intentions to leave the organization. A sample of 182 employees working in six Kuwaiti business organizations were surveyed using a questionnaire, and data was analyzed using correlation analysis, regression analysis, and non-parametric tests. Results reveal that employees’ perception of political behavior is negatively associated with job satisfaction and organizational commitment, and positively associated with work-related stress and employees’ intentions to leave the organization. The results of the current study are discussed and are compared to the results of previous studies in this area. Finally, the directions for future research are suggested. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=perceptions%20of%20political%20behavior" title="perceptions of political behavior">perceptions of political 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=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=intention%20to%20leave" title=" intention to leave"> intention to leave</a> </p> <a href="https://publications.waset.org/abstracts/63036/consequences-of-employees-perception-of-political-behavior-in-kuwaiti-business-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/63036.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">353</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employees&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employees&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employees&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employees&page=5">5</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employees&page=6">6</a></li> <li class="page-item"><a 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