RELATIONSHIP BETWEEN THE LEVEL OF JOB SATISFACTION AND THE LEVEL OF JOB PERFORMANCE

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Examining the relationship between emotional intelligence, job satisfaction and perceived job performance among school teachers in Malaysia

Examining the relationship between emotional intelligence, job satisfaction and perceived job performance among school teachers in Malaysia

While demonstrating that emotional intelligence measures predict job performance is only the first step, there is still a lack of understanding o f how emotional intelligence is related to job performance (Brunetto, Teo, Shacklock, & Farr-Wharton, 2012; Cote & Miners, 2006). Thus, this study used the job satisfaction as a mediator on the relationship between emotional intelligence and job performance. Teaching profession is facing problems related to tearchers' job satisfaction (Abdullah, Uli, & Parasuraman, 2009; Lytle, 2013). There has been substantial empirical researches on teacher turnover or drop out syndrome in the teaching profession due to the job dissatisfaction (Gonzalez, Brown, & Slate, 2008; Lytle, 2013). Teaching as a profession is sometimes perceived as the last resort when effort to enter to other lucrative careers has failed (Anari, 2012). Even if dissatisfied teachers stay in the profession, they are hardly motivated to do their best (Skaalvik & Skaalvik, 2011). Hence, the importance role o f job satisfaction on school teachers should not be ignored (Ghenghesh, 2013; Sara, 2012).
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The Relationship Between Job Stress Level And Job Satisfaction Level Of Teachers : A Case Study At Sek. Men. Kebangsaan Sri Muar, Johor

The Relationship Between Job Stress Level And Job Satisfaction Level Of Teachers : A Case Study At Sek. Men. Kebangsaan Sri Muar, Johor

This chapter highlights the literature review of the job stress levels and job satisfaction levels of teachers in the Sek. Men. Kebangsaan Sri Muar, Johor. This study also aims to understand the relationship between the job stress level and job satisfaction level of teachers. This study used various reference materials as a guideline such as journals, books, thesis and other printed medium. The information from this research can be used to strengthen the understanding and conceptualized research framework.
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Relationship between Professional Commitment, Job Satisfaction and Professional Roles’ Practice Level of Medical Social Workers

Relationship between Professional Commitment, Job Satisfaction and Professional Roles’ Practice Level of Medical Social Workers

Literature review showed a gap in the correlation between the three variables in general, and it is deeper in medical social work in particular. Many researches defined links between job satisfaction and level of performance: Zayed and Ali, (2011): training program to develop professional performance skills led to the acquisition of scientific knowledge that enhanced the career, empowered the professional expertise and reinforced the positive trends for the care of persons with special needs, and led to the achievement of job satisfaction at a high degree. Shier and Graham (2010): factors associated with work environment (physical, cultural, regulatory, internal and external environment)/relationships at work (with clients, colleagues and supervisors)/specific forms of function (type and volume of work, flexibility, changes, determinants, perceptions of work) affect social work practitioners/ it is necessary to provide a supportive professional work environment to social workers and social work practice. So, the present study is intended to fill the gap in the literature and to study the relationship between professional commitment, job satisfaction and the level of professional role’s practice of medical social worker in Riyadh, Saudi Arabia.
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Relationship Between Selected Factors of Job Satisfaction and Job Performance Among Workers at Palm Oil Industries

Relationship Between Selected Factors of Job Satisfaction and Job Performance Among Workers at Palm Oil Industries

be rejected. The table showed that the mean of supervision was 3.478 and standard deviation was 0.933, while the mean of job performance was 3.570 and standard deviation was 0.644. Based on Table 5, the value of coefficient, r = 0.441 while value of significant, ρ = 0.000. Hence, there was a significant relationship between the supervision and job performance because the value of significant, ρ = 0.000 at ρ < 0.01. Although there was a significant relationship between the two variables, but the relationship was moderate because the r – value was in the range of 0.40 until 0.59, which was the moderate category. Thus, there was a significant moderate positive relationship between the supervision and job performance. This finding was supported with previous study done by previous researchers which revealed that there was positive relationship between supervision and job performance (Arham et al., 2011; Haslina Binti Bujang, 2011; Fiaz Mahmood Qamar & Qadar Bakhsh Baloch, 2011; Edwards et al., 2008). A study done by Shokron and Naami (2009) found out that there was a positive relationship between supervision and job performance. Those researchers stated that the employees could perform better and be more satisfied with their tasks when they received clear guidance from their supervisor. The finding of this research also consistent with the study done by Diab Al – Badayneh and Sonad (1993), the significant positive relationship found between supervision and job performance can be due to the quality of supervisor to guide the related task work by providing technical and social support. Therefore, leadership styles or supervision was significant in influencing job satisfaction and job performance.
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The Relationship of Teachers’ Perception Towards Their Leadership Capacity and Their Level of Job Satisfaction in An International School in Bangkok

The Relationship of Teachers’ Perception Towards Their Leadership Capacity and Their Level of Job Satisfaction in An International School in Bangkok

Abstract: The purpose of this research was to study the relationship of the teachers’ perception towards their leadership capacity and their level of job satisfaction in an international school in Bangkok during the academic year 2016-2017. This researcher used the high capacity leadership instrument adopted from Pierce (2007) based on Lambert’s (2003) leadership capacity school survey (LCSS), as well as the job satisfaction survey adopted from Drukpa (2004). The results showed there was a significant relationship between the teachers’ perception towards their leadership capacity and their level of job satisfaction in this international school. The correlation analysis result showed there was a strong positive relationship between teachers’ perception towards their leadership capacity and their level of job satisfaction. The findings were discussed and the research confirmed that sustained school improvement can be facilitated with increased teacher leadership capacity resulting in increased levels of job satisfaction among teachers as they experience improved student outcomes. The study recommended the school leaders and teachers to sustain and further develop their leadership capacity and skills so as to maintain the high level of job satisfaction.
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The relationship between job satisfaction and job performance among employees in beverage industries in Negeri Sembilan

The relationship between job satisfaction and job performance among employees in beverage industries in Negeri Sembilan

This study was conducted in order to find any relationship between job satisfaction and job performance among employees in beverages industries in Negeri Sembilan. The job satisfaction dimensions that were surveyed in this study are promotion, salary, performance appraisal system and training and developmental programme. Vitaton (M) Sdn.Bhd, Bioton Corporation Sdn.Bhd, Vitatrade (M) Sdn.Bhd and Vita-Cool (M) Sdn.Bhd’s employees were the respondent of this study. The respondents were obtained from the human resource department of the said organisations. A total of 253 questionnaires were distributed to obtain the primary data used for this study. Both descriptive and inferential statistics were employed by researcher to find results. The results show that, training and developmental programme have very high influence on employee’s job performance and followed by performance appraisal system, salary and promotion. The R square value in model summary, researcher find that, job satisfaction dimension only influence 66.40% towards employee’s performance while remaining 33.60% were influence by other factors which is not discussed in this study. Recommendations for future study are to focus on other factors that might influence on employee’s job performance. Keywords: Job Satisfaction’s dimensions (promotion, salary, performance appraisal system and training and developmental programme), Job Performance.
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Exploring the Relationship between Ethical Leadership and Job Satisfaction with the Mediating Role of the Level of Loyalty to Supervisor

Exploring the Relationship between Ethical Leadership and Job Satisfaction with the Mediating Role of the Level of Loyalty to Supervisor

Ciulla, (2004) [as cited in Ponnu & Tennakoon, 2009: 22] has stated that “fundamentally, ethical leadership involves leading in a manner that respects the rights and dignity of others”. Brown et al. (2005: 120) has defined ethical leadership as “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making”. In their study Avey et al. (2012: 21) have asserted that the character of an individual leader is important for positive outcomes in organizations particularly associated with their employees such as trust and job satisfaction and Neubert et al. (2009) have indicated that there is a relationship between ethical leadership behaviour and job satisfaction in traditional organisations. Okpara & Wynn (2008: 935) have revealed that there is a relationship between organizational ethical climate and job satisfaction. Thus, they also have concluded in their study that favourable organizational ethical climate would encourage commitment and job satisfaction. So, it is understood that employee job satisfaction is a central construct in organizational studies and is more likely influenced by ethical behaviours of a leader (Avey et al., 2012: 22). An ethical leader who has behaviours such as honesty, trustworthiness, caring and concern for others has positive effects on the attitudes of employees (Brown & Treviño, 2006; Brown et al., 2005; Kanungo, 2001).
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The Relationship between Personality Traits and Job Satisfaction

The Relationship between Personality Traits and Job Satisfaction

The current study was designed to investigate the Relationship between Personality Traits and Job Satisfaction. A positive relationship between different traits of personality and job satisfaction was assumed. It was also hypothesized that there is significant difference between the level of Satisfaction of the men and the women. In this study Gordon Personal Inventory and Job Satisfaction Scale by Wysocki, and Kromm were used to measure the Personality Traits and Job Satisfaction of the workers. The Gordon Personality Inventory contains four different aspects of the Personality. The People with the different aspects shown in their personality show different levels of the job satisfaction. These four factors were Cautiousness, Original thinking, Personal relations and Vigor. These are the Personality factors which are relevant with the job satisfaction of the employees. Locke (1976) defined that Personality also has been linked to job satisfaction. There are five factors of Personality which are directly related with the issue of job satisfaction of the employees in any kind of Organization. These factors include, (1) Negative emotionality, (2) Extraversion, (3) Openness, (4) Agreeableness, (5) Conscientiousness. Job satisfaction very much depends upon the Personality of the employees.
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Relationship Between Job Satisfaction And Firms Death

Relationship Between Job Satisfaction And Firms Death

Among other things, the employee’s set of skills is an inimitable and irreplaceable resource which, over time, gives sustainable competitive advantage to the firm, resulting in increased business performance (Choi & Wang, 2009). In this sense, the retention of qualified employees improves productivity and encourages its link with business objectives, avoiding certain behaviors, such as strikes, boycotts, and so on. Also, it is a unique and inimitable resource that gives better firm reputation, positively affecting the positioning of the latter on the market and therefore its performance (Hendriks, 2008; Ruf et al., 2001). In addition, a good relationship between managers and employees plays an essential role in the processes of business failure because it gives to the firm the ability to achieve certain concessions (wage cuts, reduced overtime, reduced allowances, and so on) and leads employees to develop certain favorable attitudes (willingness to compromise, lack of interest in the call for strikes or strikes, efforts to improve productivity, and so on) that promote the recovery of a firm in adverse economic and financial conditions (Jones, 1995). Otherwise, the lack of a good relationship between managers and employees could contribute to the deterioration of the company (Zatzick & Iverson, 2006). As an example, the necessary restructuration of a firm in difficulty could concern negatively the morality of the employee or his level of commitment, contributing to the demotivation and escape of the employees with more talent, as revealed in Greenhalgh (1983), Sutton et al. (1986) and Hardy (1987). In the long term, this situation can unleash, in turn, a fall in sales, exacerbating the financial problems of the company. However, if there was a good relationship between manager and employee, these adverse effects would be minimized.
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Relationship between performance appraisal communication,

procedural justice and job satisfaction

Relationship between performance appraisal communication, procedural justice and job satisfaction

members (Monappa & Saiyadain, 1997). In 1883 before World War I, New York City Civil Service introduced a formal appraisal programme to eva luate their employees’ performance. Military and government organizations used performance appraisal primarily because of the necessity to recognize the top performers to higher organizational level, large size, hierarchical structure and geographic dispersal in the late nineteenth and early twentieth century (Wiese & Buckley, 1998). In Malaysia, the implementation of performance appraisal began a couple of decades ago. In 1992, new performance appraisal system was introduced in Malaysia that focusing on public sector to achieve higher productivity and education quality (Phin, 2015). Many researchers give more attention on the progress of performance appraisal in Malaysia such as Poon (2004), study about effect of performance rating manipulated by the raters will decrease in job satisfaction and then led to intention to quit the jobs. Other example is Ismail et al. (2014) study found that employees’ feels satisfied whenever the managers provide clear explanation appraisal practices and adequate feedback in determining performance score. Others studies such as Ismail et al. (2011, 2013) found out that performance appraisal effect on individuals behaviours and attitudes (e.g. job satisfaction, procedural justice).
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Relationship between job satisfaction and organisational performance

Relationship between job satisfaction and organisational performance

In the discussions on organisational success, managers often say that employees’ morale is one of the crucial factors for success. Even Napoleon said: ‘The effectiveness of the army depends on its size, training, experience and morale, and morale is worth more than all the other factors together.’ Focusing on recent times, it could be stated generally that man- agers want to have satisfied employees who feel good in their workplace; they prefer to work with people who have a positive view of the job. Workers who have a high level of job satisfaction generally love their job; they feel justice in an environment in which they work, and feel that their job gives them some positive features such as variety, challenge, good pay and security, autonomy, pleasant co-workers, etc. Workers who are happy at work will even devote private time to their work activities, they will be creative and committed, they will seek a way to cross any obstacle which might exist in the realisation of their jobs, and they will assist their colleagues and superiors. These workers will have extraordinary performance, and the companies with these kinds of workers will be successful. But, is this always the case? Is job satisfaction such a crucial factor in organisational behaviour? The general answer to this question is ‘yes’. However, it is important to emphasise that the relationship between job satisfaction and organisational performance or organisational success is far from simple and direct.
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Role of Employees’ Job Satisfaction on the Relationship Between Organizational Identification and Job Autonomy

Role of Employees’ Job Satisfaction on the Relationship Between Organizational Identification and Job Autonomy

The last finding of this study showed that job satisfaction mediates the job autonomy-organizational identification relationship, as assumed in Hypothesis 4. This suggests that autonomous employees have a greater sense of organizational identification and such effect of autonomy at work becomes insignificant when the employees are satisfied with their job. This finding supports prior research on the positive employee behaviors of job satisfaction (e.g. Rehman & Waheed, 2011; Wegge et al., 2007). Since satisfaction was defined as an affective commitment to the organizational role (Lease, 1998), it is reasonable that employees identify themselves with their organization when they are satisfied at work. In light of the findings of the present study, we recommend organizations to provide their employees with autonomy in order to allow their individual development and enhance their sense of responsibility, which would result in better performance. Human resources departments may conduct regular surveys to measure the extent to which the employees feel autonomous and take corrective actions to increase such extent. Organizations are also advised to pay attention to what is considered important by their employees since such factors have impact both on job satisfaction and organizational identification. As employees with a sense of organizational identification produces many positive outcomes at the organizational level, such as increased organizational commitment and loyalty, less turnover and better performance, human resources departments may conduct periodical events to clarify and emphasize the organizational goals and to boost the collective spirit. In future studies, organizational identification can be explored in different business sectors to reveal if there are occupational differences, or the effects of different variables such as tenure, age and educational background on organizational identification can be studied.
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THE IMPACT OF JOB SATISFACTION ON JOB PERFORMANCE

THE IMPACT OF JOB SATISFACTION ON JOB PERFORMANCE

The most important demographic variable that receives huge attention in job satisfaction research is sex. A number of empirical studies on job satisfaction have suggested that female workers have lower level of job satisfaction than their male counterparts because male officials dominate most of the public organizations. Another common demographic variable studied is educational level. Most of the researches on the relationship between education level and job satisfaction yield consistent findings. Especially Griffin, Dunbar & McGill (1978) found that workers with higher educational level would tend to be more satisfied with their job than workers with lower educational level. The third commonly identified variable in the research on demographic characteristics is age. Worker’s age has been found to have a negative impact on worker’s job satisfaction (Buzawa, 1984). This means that younger workers are more satisfied with their jobs than their senior counterparts. The fourth and final variable is the job assignment of a public official. Public officials have many different interests, and these are sometimes satisfied on the job. However, the more public officials find that they can fulfil their interests while on the job; the more satisfied they will be with those jobs. For example, a recent study results showed that university graduates were more satisfied with their jobs when these were consistent with their university majors than when these fell outside their fields of interest (Vandenberg & Lance, 1992).
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Job Satisfaction and Employee Turnover: A Firm-Level Perspective

Job Satisfaction and Employee Turnover: A Firm-Level Perspective

For the subgame perfect Nash equilibrium in the infinitely repeated game to exist, the survey information must be valuable to the firm when used at an aggregate level and even more valuable when applied at the level of the individual employee. For this reason, it is important to determine empirically how valuable aggregate and individual level survey information is to the firm. I will do this in the context of a quit analysis. The idea is to compare the firm’s ability to predict quits in three situations: 1) using the information conveyed in personnel records, 2) using the information conveyed in personnel records and aggregate employee job satisfaction scores, and 3) using the information conveyed in personnel records and individual employee job satisfaction scores. Besides providing evidence for the relevance of the economic model such results are also important for other reasons: They provide new insights into the value of having employee surveys conducted, and they shed light on how much profit the firm is willing to give up in the short term to be able to sustain a long-term cooperative relationship with its employees.
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Relationship between Job Performance and Agreeableness

Relationship between Job Performance and Agreeableness

An agreeable person is fundamentally selfless, kind to others and excited to help them, and in return believes that others will be uniformly cooperative. Salgado (1997) found that agreeableness is related to instruction sensation. Being agreeable means being participative, cooperative, accommodating, and inclined to interrelate with others pleasantly. The supportive nature of agreeable folks may lead to success in occupations where joint effort and client service are appropriate (Judge et al. 1999). Agreeableness is a major forecaster of job performance. Working with occasionally disagreeable clients is keeping a higher level of morals and responsibility as compared to other workers in many other positions. The main center of attention of the study is what contact agreeableness causes on the workers’ job performance.
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The Relationship Between Job Satisfaction and Social Skill

The Relationship Between Job Satisfaction and Social Skill

Emotional Intelligence (EI) which can be defined as emotion regulations dimension becomes an essential element needed by an employee in achieving the organizational goals. It is also found that there is a strong relationship between emotional intelligence and job satisfaction. Job satisfaction is one of the elements which had been eagerly discussed, however there is a limited number in study focusing on the relationship between job satisfaction and the dimension in emotional intelligence which is social skill. This study is focusing on the sport organization employees, 148 respondents had giving their cooperation by answering the developed questionnaire. The findings show that, social skill had a positive and significant relationship with job satisfaction. With p<0.005, this shows that there is a significant relationship not to be forgotten the value of correlation is .857 which classified as high level of correlation. This shows that social skill will positively affects the job satisfaction for employees in sport organization.
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The relationship between person organization fit and job satisfaction

The relationship between person organization fit and job satisfaction

have higher supervisor support. Since turnover results from a lack of job satisfaction and turnover causes significant expense to an organization, this interaction has important implications for organizations (Tett & Meyer, 1993). Supervisor support is valuable resources and can serve as direct antidotes to burnout (Lee & Ashforth, 1996). Our results are in line with our hypotheses in the sense that people experience most job stress when they experience low fit and experience no supervisor support. Having supervisor support in the case of low fit can clearly decrease the level of stress. When supervisor support is low, P-O fit has a negative relationship with job stress; when supervisor support is high, P-O fit has a non- significant relationship with job stress. This means that P-O fit is not related to job stress as long as the supervisor supports the employees. These results are in line with the reasoning of the paper and in line with COR theory. Only through effective relationships with leaders, organizations may eliminate the negative effects of low value congruence (Erdogan, Kraimer, & Liden, 2004). The study has addressed the call for research examining new mechanisms and boundary conditions between P-O fit and job satisfaction.
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The relationship between nurses’ personality type and job satisfaction

The relationship between nurses’ personality type and job satisfaction

Methods: In this correlational study, personality type and job satisfaction were evaluated, using Friedman & Rosenman questionnaire and Varo questionnaire, respectively. Overall, 142 nurses were selected via stratified random sampling from Bu-Ali Sina Treatment and Educational Center of Sari, Iran. For data analysis, t-test, Pearson’s correlation test and ANOVA were performed, using SPSS version 14. Results: As the results indicated, the majority of samples were female (90.1%) and staff nurses (81.7%); also, 92.3% of the participants had bachelor's degrees. Overall, the mean score of job satisfaction was estimated at 48±10. The findings suggested a significant relationship between personality type and job satisfaction (P=0.032). Also, subjects with type B personality were more satisfied with their careers, compared to those with type A personality; the observed difference was statistically significant (P=0.035). Additionally, nurses’ job satisfaction was significantly associated with their educational level (P=0.025).
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Relationship Between Safety Climate, Job Tenure, and Job Satisfaction Among Railroad Workers

Relationship Between Safety Climate, Job Tenure, and Job Satisfaction Among Railroad Workers

Behm (2009) reported that industrial safety and decreased injuries on the job are key factors in ensuring a high level of worker job satisfaction in manufacturing and transportation fields. Employees feel dissatisfied if the level of organizational support does not effectively attenuate accidents. Behm determined that companies with higher reputations for safety and stronger safety records tended to have increased employee job satisfaction compared to companies with more negative reputations for safety. Using a survey based on the Great Place to Work Index, Edman (2012) similarly demonstrated a clear connection between safety climate and job satisfaction. Organizations that scored high in safety tended to have more positive survey responses from their respective employees. By analyzing employees’ survey responses, Lauver, Trank, and Huy (2011) concluded that employee dissatisfaction causes an increase in employee turnover rates within the railroad industry. The authors’ conclusion supported the proposition of the JCT that job characteristics closely link to both employee job satisfaction and turnover. Importance of Experience
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Consequence of Job Satisfaction Factors on the Productivity Level of Operating Core

Consequence of Job Satisfaction Factors on the Productivity Level of Operating Core

The most important demographic variable that receives huge attention in job satisfaction research is sex. A number of empirical studies on job satisfaction have suggested that female workers have lower level of job satisfaction than their male counterparts because male officials dominate most of the public organizations. Another common demographic variable studied is educational level (Hameed & Soomro, 2014). Most of the researches on the relationship between education level and job satisfaction yield consistent findings (Iqbal, Hameed & Devi, 2012). Especially Griffin, Dunbar & McGill (1978) found that workers with higher educational level would tend to be more satisfied with their job than workers with lower educational level. The third commonly identified variable in the research on demographic characteristics is age. Worker’s age has been found to have a negative impact on worker’s job satisfaction (Buzawa, 1984). This means that younger workers are more satisfied with their jobs than their senior counterparts. For example, a recent study results showed that university graduates were more satisfied with their jobs when these were
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