Employee Satisfaction

The study was carried out to examine the effect of employees’ nonmonetary motivational factors on job performance in Arusha City Council. This study used quantitative approach and descriptive survey design was used as research design. Simple random sampling method was used in this research to guarantee fair representation and widespread results for the general population. The type of data collected was primary data and the collection tool was a self-administered questionnaire given to selected sample respondents from Arusha City Council. Data was analyzed and presented in tables and figures with the help of descriptive analysis under SPSS version 25. The findings revealed positive relationship between Recognition and Rewards and Job Performance. The findings showed positive relationship between Job Security and Job Performance. Also, the study unveiled that there is significant relationship between Training and Job Performance. This study recommends that Tanzania's government formulate labor policies to ensure that employees in the organizations for which they are working are treated with utmost importance and to address their requirements not only for money, but also nonmonetary by their organizations, which recognize them and allow their autonomy.

In this paper, we examine the characteristics of organizational culture in Ernst Young Serbia. Employee perceptions of organizational culture were compared with the proclaimed company values. Interviews were conducted with 16 employees using the standardized questionnaire while the survey provided demographic and socioeconomic profile of informants. Other research methods such as observation and participant observation were also used in the study. Based on the premise that organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations, we noticed a variety of employee perceptions including the collection of interpersonal relations, values, beliefs, attitudes, practices, rituals, rules and procedures. Ernst Young company defines its organizational culture in relation to the three core elements: inclusiveness, development and engagement. Proclaimed values of the company represent the desired employee behavior dimensions derived from above mentioned elements. These are: a) Integrity, respect, and teaming; b) Energy, enthusiasm, and the courage to lead; c) Building of relationships based on doing the right thing. Research has shown that the value system of the company has been successfully implemented in Serbia.
У раду су истражене карактеристике организационе културе компаније Ernst Young у Србији. Перцепције запослених у вези са организационом културом су упоређене са прокламованим вредностима компаније, тј. оним што руководство сматра пожељним када су у питању веровања и понашања запослених. Интервјуи су спроведени са шеснаест запослених путем стандардизованог упитника, док је анкета омогућила добијање демографског и социо-економског профила испитаника. Друге истраживачке методе које су коришћене у овом раду су опсервација и посматрање са учествовањем. Полазећи од претпоставке да се организациона култура односи на систем дељених значења код људи у организацији, који разликује њихову организацију у односу на друге, уочили смо мноштво перцепција запослених, укључујући скуп међуљудских односа, вредности, веровања, ставова, пракси, ритуала, правила и процедура. Компанија Ernst Young дефинише своју организациону културу у односу на три кључна елемента: инклузивност, развој и ангажман. Прокламоване вредности компаније представљају пожељне димензије понашања запослених које проистичу из наведених елемената организационе културе. То су: а) интегритет, поштовање и тимски рад; б) ентузијазам, енергија и храброст у руковођењу и в) грађење односа заснованих на чињењу исправних ствари. Oпшти је налаз да су запослени у компанији Ernst Young у Србији привржени њеном пословању кроз организациону културу ради обављања радних задатака, тј. да вредности компаније одређују веровања и понашања запослених.

Purpose – The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.
Design/methodology/approach – This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures.
Findings – The authors conclude that HRM practitioners need to move beyond the routine
administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development.
Practical implications – The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage.
Originality/value – The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.