The Comparison of the Individual Performance Levels Between Full-time and Part-time Employees: The Role of Job Satisfaction

Al, Ali Doğan; Anıl, İbrahim

doi:10.1016/j.sbspro.2016.11.048

Cited by 14 publications

(13 citation statements)

References 14 publications

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“…Flexible working hours allow workers to adjust their work schedule to meet personal and work needs [4]. Several studies have suggested that flexible working hours improve OP [14,15], whereas some studies have revealed a negative relationship between flexible work schedules and OP [16,17]. Thus, previous studies have reported inconsistent findings on the relationship between flexible working hours and OP.…”

Section: Flexible Working Hoursmentioning

confidence: 99%

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How Is Work–Life Balance Arrangement Associated with Organisational Performance? A Meta-Analysis

Wong

Chan

Teh

2020

IJERPH

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The impacts of the work–life balance arrangement on organisational performance is a growing concern amongst researchers and practitioners. This study synthesised 202 records from 58 published papers to evaluate the relationship between the work–life balance arrangement and organisational performance by means of a meta-analysis. The organisational performance was measured based on six perspectives, including career motivation, employee attendance, employee recruitment, employee retention, organisational commitment, and productivity. The results showed a positive relationship between the work–life balance arrangement and organisational performance (OR: 1.181, 95% CI: 1.125–1.240, p < 0.001). Of the six perspectives, only career motivation, employee attendance, employee recruitment, and employee retention were significantly associated with the work–life balance arrangement. The moderators affecting the relationship between the work–life balance arrangement and organisational performance were gender, sector, and employee hierarchy. The results provide theoretical suggestions on the effectiveness of the work–life balance arrangement in terms of the six perspectives related to organisational performance.

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Section: Flexible Working Hoursmentioning

confidence: 99%

“…Several studies have found that workers with a high level of autonomy perform better [22,23]. Conversely, the study of Al et al [14] investigating salespeople in Istanbul has reported no relationship between incentive programs and OP. Thus, findings on the effects of incentive programs on OP have been inconclusive.…”

Section: Incentive Programmentioning

confidence: 99%

How Is Work–Life Balance Arrangement Associated with Organisational Performance? A Meta-Analysis

Wong

Chan

Teh

2020

IJERPH

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“…Job satisfaction is gratification or positive emotional state resulting from a review of one's job or job experience (Akdol and Arikboga, 2015). Moreover, Dogan (2016) found that job satisfaction could be improved by communication among colleagues. The author added that good rewarding system, working environment, organizational governance, job security and promotion can also make the employees satisfied.…”

Section: Job Satisfactionmentioning

confidence: 99%

“…The most dangerous factor for all the professions is dissatisfaction. And it is even more miserable if it is in the profession of teaching (Dogan, 2016). The most crucial thing is to be dissatisfied with your job and environment or place where you are working.…”

Section: Introductionmentioning

confidence: 99%

Does A Human Resource Effect of Job Satisfaction of Teachers? A Case Study of Education Institutions in Punjab, Pakistan

Saif¹,

Javed²,

Mirza³

et al. 2019

IJCE

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The aim of this paper is to find the impact of pay & promotion, work load a teacher’s job satisfaction. This study was used SPSS and SMART-PLS to analyze a data using quantitative research method. The research to which have distributed the question among teachers, graduates and a different professional. This study is significant for universities, colleges and schools, academic and non-academic staffs. Because this study have helpful for the administration in institute to better understand needs and demands of their teachers and what will be the factors which could make them satisfied. This study have conducted in Multan, Khanewal, Vehari, Bahawalpur G.D khan and it is targeting to cover approximately 7721 population with the sample of 350 as defined by Sekaran (2012) that for 7000 to 8000 required samples sized is 372. This research also examines the influence of compensation and promotion upon job satisfaction at educational institution level. The reveals that pay and promotion not significant impact on job satisfaction of teacher. (Yee 2018) investigate in his study that pay and promotion are insignificant. Work load can also be significant association with job satisfaction of teachers. Raza et al (2015) investigate that work load significant impact on job satisfaction. The influence of these factors calls for the further research. There is also need to carry out a similar but comparative study in rural setting.

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“…The research results of Farooqui and Nagendra (2014) confirm that person who is organisationally fit (compatibility between employees and their organisations) related positively to job performance. Job safety also determines employee performance: employees in the sales company that have part-time jobs have higher performance comparing to those in full-time employment (Al & Anıl, 2016). The research of Hatane (2015) conducted at 33 manufacturing companies and 34 non-manufacturing company shows that employees intellectual resources and their organisational knowledge could improve the companys financial performances.…”

Section: Introductionmentioning

confidence: 99%

Employee Perception of Financial and Non-financial Reward as Elements of Job Performance Evaluation

2018

Int. j. bus. adm. stud

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Job evaluation methods are used for creating criteria for increasing employee motivation and raising job performance levels. There are different types of financial and non-financial rewards and benefits. The number of 196 employees in the tertiary sector of the economy were asked to evaluate the importance of job performance measurement. They were asked to evaluate their own experiences of receiving financial and non-financial benefits and elements of positive and negative motivation. Employee feedback was collected using an FNFRP Questionnaire which was designed for this research. Results show that employees consider job evaluation as an important part of receiving financial and non-financial benefits. Although employees considered job evaluation an important part of increasing job performance, most employees dont have very little personal experience in receiving a financial or non-financial reward. Employees reported that they faced the following factors for job motivation: independent working, a positive working environment, good technical equipment, opportunities to be creative, participating in decision-making, and receiving praise from their supervisors. These results could be implemented into company strategies for creating rewards and benefits as factors of job motivation.

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The Comparison of the Individual Performance Levels Between Full-time and Part-time Employees: The Role of Job Satisfaction

Cited by 14 publications

References 14 publications

How Is Work–Life Balance Arrangement Associated with Organisational Performance? A Meta-Analysis

How Is Work–Life Balance Arrangement Associated with Organisational Performance? A Meta-Analysis

Does A Human Resource Effect of Job Satisfaction of Teachers? A Case Study of Education Institutions in Punjab, Pakistan

Employee Perception of Financial and Non-financial Reward as Elements of Job Performance Evaluation

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