The document summarizes employee experience and provides two case studies of companies implementing employee experience practices. It defines employee experience as the holistic perception employees have from their interactions with an organization throughout their employment. Both case studies describe implementing employee councils to gather feedback and designing employee experience practices considering employees' needs at all stages from recruitment to employment. They aim to create an environment where employees feel supported, engaged and able to contribute to organizational success.
Employee engagement the key to organizationaliaemedu
This document summarizes an article from the International Journal of Management about employee engagement. The article discusses the evolution of employee engagement from earlier concepts like commitment and organizational citizenship behavior. It defines employee engagement as a positive attitude held by employees towards their organization where they are aware of business context and work to improve performance for the benefit of the organization. Engaged employees have a two-way relationship with their employer. The article also explores factors that influence engagement and the impact of engagement on organizational performance indicators like profitability and productivity.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
Investigating the main factors that influence employee retention at private u...AI Publications
This study aimed to examine the main factors influencing employee retention at private universities in Kurdistan. A quantitative method was used to analyze the data in this study, the researcher prepared questionnaire and distributed in the private universities. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 28 questions regarding factors affecting employee retention. A random sampling method was used in this study. The researcher distributed 140 questionnaires, 115 questionnaires were received and being completed properly and 25 questionnaires were missing. Participants were varied as for age, gender and level of education. The findings revealed that the highest value was for job security, which demonstrates that the degree of employee retention increases by their job security factors.
This document summarizes a research paper that studied the effect of recruitment and selection on employee retention, with employee engagement as a mediating factor. The study was conducted on small and medium enterprises in Nigeria. The findings revealed that recruitment and selection alone do not have a substantial effect on retention, but combining it with employee engagement strategies can significantly improve retention. Specifically, employee engagement was found to mediate the relationship between recruitment/selection and employee retention. The document provides background on recruitment/selection, employee engagement, and retention based on previous literature.
The Qualitative Measurement towards Organizational Behaviour by using Kano Me...Dr. Amarjeet Singh
This research aims to study the organizational
behavior of the employees by using SERVQUAL and Kano
model. The usual application of SERVQUAL and Kano model
is to find out the needs of the customer but for this research, it
is used to find out the employees needs and feelings towards
the organizational. SERVQUAL used to do a gap analysis of
an organization's service quality performance against the
service quality needs of its customers. The Kano Model
classifies product attributes based on how they are perceived
by customers and their effect on customer satisfaction. The
Kano model defines various product attributes that are
considered important to customers and as a decision maker.
As result, the attributes that has the biggest factor in the
behaviour of the employees are Managers being in the office to
guide the employees, Managers helping the employees with the
job, All employees able to finish the job on time and
Employees respond towards a strict manager. These factors
will have a big impact towards the CRM.
A Literature Review on the Effects of Employee Relation on Improving Employee...Christine Williams
This document provides a literature review on the effects of employee relations on improving employee performance. It examines key components of employee relationship management such as communication, participative leadership, shared goals and values, mutual trust, and motivation. The review finds that effective employee relations that incorporate these components can positively impact employee performance. Specifically, strong communication, participative leadership, shared goals between employees and management, high levels of mutual trust, and proper employee motivation are associated with improved employee performance. However, the document notes that past research on this topic has not thoroughly addressed the effects of employee relations on performance, and more empirical research is still needed.
Employers’ expectation for soft skills as one of the criteria for undergradu...Thesigan Nadarajan
As coordinator for Bangkok University International (BUI) office of Academic and Professional development that comes under purview of the Dean of BUI, I routinely carry out partnership assessment analyses of universities in different countries. In the process, I have observed how progressive universities creatively change in their undergraduate educational structure according to the demands of the industrial and economic trends in order to remain relevant. One such industrial demand is in the form of the current trend towards the services-centred economy that places more importance on soft skills as one of the criteria for graduate employability. Having technical skills such as in Information Technology (IT) alone does not suffice anymore. Employers are beginning to expect and require the added criteria of soft skills for employment considerations. Even in Malaysia, research findings from studies by researchers like Yusof, H.S.M., Munap, R., Said, N.S.M., Ali, S.R.O., & Mat, K.A., (2017) who in their research entitled, “Employers Perspectives on Graduates Employability Skills: Soft Skills,” proved that there is a positive correlation between soft skills and employee productivity that affects employers perspective on undergraduate employability. Another study by Salleh, K.M., Sulaiman, N.L., Mohamad, M.M., & Sern, L.C., (2016) in their research entitled, “Assessing soft skills components in science and technology programs within Malaysian Technical Universities,” confirms the need for soft skills for the employability of graduates. The objective of this theoretical paper is to highlight current employers’ expectation for soft skills as one of the criteria for undergraduate employability. Therefore, this paper will examine and discuss: 1) What are the current employers’ perceptions of soft skills that undergraduates should possess; 2) What are the roles and meanings of soft skills; 3) How individual factors (gender, socioeconomic status) and contextual factors (industry, work culture, social stability) influences the development of soft skills; 4) How soft skills can be integrated as part of the formal learning cycle; 5) How soft skills can be integrated as part of individual personality development; and lastly, 6) How to measure soft skills before and after undergraduate employment. It is hoped that this paper will create awareness of the current industrial and employers’ employment expectations, and the meaning and role of soft skill as one of the criteria for undergraduate employability.
Keywords: Soft skills, integrity, communication, courtesy, responsibility, social skills, positive attitude, professionalism, flexibility, teamwork, and work ethic
An Empirical Study of Employees’ Motivation and its Influence Job SatisfactionAI Publications
Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most important aspects affecting the productivity of the company. One of the main aspects of Human Resource Management is the measurement of employee satisfaction. Companies have to make sure that employee satisfaction is high among the workers, which is a precondition for increasing productivity, responsiveness, quality, and recognitionservice. The aim of this thesis is to analyze the level of employee satisfaction and work motivation. It also deals with the effect the culture has on employee satisfaction. The theoretical framework of this thesis includes such concepts as, job satisfaction, motivation, and rewards differences. One of the biggest strength of the organization is the relationship and communication between the employees and the managers.
Employee engagement the key to organizationaliaemedu
This document summarizes an article from the International Journal of Management about employee engagement. The article discusses the evolution of employee engagement from earlier concepts like commitment and organizational citizenship behavior. It defines employee engagement as a positive attitude held by employees towards their organization where they are aware of business context and work to improve performance for the benefit of the organization. Engaged employees have a two-way relationship with their employer. The article also explores factors that influence engagement and the impact of engagement on organizational performance indicators like profitability and productivity.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
Investigating the main factors that influence employee retention at private u...AI Publications
This study aimed to examine the main factors influencing employee retention at private universities in Kurdistan. A quantitative method was used to analyze the data in this study, the researcher prepared questionnaire and distributed in the private universities. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 28 questions regarding factors affecting employee retention. A random sampling method was used in this study. The researcher distributed 140 questionnaires, 115 questionnaires were received and being completed properly and 25 questionnaires were missing. Participants were varied as for age, gender and level of education. The findings revealed that the highest value was for job security, which demonstrates that the degree of employee retention increases by their job security factors.
This document summarizes a research paper that studied the effect of recruitment and selection on employee retention, with employee engagement as a mediating factor. The study was conducted on small and medium enterprises in Nigeria. The findings revealed that recruitment and selection alone do not have a substantial effect on retention, but combining it with employee engagement strategies can significantly improve retention. Specifically, employee engagement was found to mediate the relationship between recruitment/selection and employee retention. The document provides background on recruitment/selection, employee engagement, and retention based on previous literature.
The Qualitative Measurement towards Organizational Behaviour by using Kano Me...Dr. Amarjeet Singh
This research aims to study the organizational
behavior of the employees by using SERVQUAL and Kano
model. The usual application of SERVQUAL and Kano model
is to find out the needs of the customer but for this research, it
is used to find out the employees needs and feelings towards
the organizational. SERVQUAL used to do a gap analysis of
an organization's service quality performance against the
service quality needs of its customers. The Kano Model
classifies product attributes based on how they are perceived
by customers and their effect on customer satisfaction. The
Kano model defines various product attributes that are
considered important to customers and as a decision maker.
As result, the attributes that has the biggest factor in the
behaviour of the employees are Managers being in the office to
guide the employees, Managers helping the employees with the
job, All employees able to finish the job on time and
Employees respond towards a strict manager. These factors
will have a big impact towards the CRM.
A Literature Review on the Effects of Employee Relation on Improving Employee...Christine Williams
This document provides a literature review on the effects of employee relations on improving employee performance. It examines key components of employee relationship management such as communication, participative leadership, shared goals and values, mutual trust, and motivation. The review finds that effective employee relations that incorporate these components can positively impact employee performance. Specifically, strong communication, participative leadership, shared goals between employees and management, high levels of mutual trust, and proper employee motivation are associated with improved employee performance. However, the document notes that past research on this topic has not thoroughly addressed the effects of employee relations on performance, and more empirical research is still needed.
Employers’ expectation for soft skills as one of the criteria for undergradu...Thesigan Nadarajan
As coordinator for Bangkok University International (BUI) office of Academic and Professional development that comes under purview of the Dean of BUI, I routinely carry out partnership assessment analyses of universities in different countries. In the process, I have observed how progressive universities creatively change in their undergraduate educational structure according to the demands of the industrial and economic trends in order to remain relevant. One such industrial demand is in the form of the current trend towards the services-centred economy that places more importance on soft skills as one of the criteria for graduate employability. Having technical skills such as in Information Technology (IT) alone does not suffice anymore. Employers are beginning to expect and require the added criteria of soft skills for employment considerations. Even in Malaysia, research findings from studies by researchers like Yusof, H.S.M., Munap, R., Said, N.S.M., Ali, S.R.O., & Mat, K.A., (2017) who in their research entitled, “Employers Perspectives on Graduates Employability Skills: Soft Skills,” proved that there is a positive correlation between soft skills and employee productivity that affects employers perspective on undergraduate employability. Another study by Salleh, K.M., Sulaiman, N.L., Mohamad, M.M., & Sern, L.C., (2016) in their research entitled, “Assessing soft skills components in science and technology programs within Malaysian Technical Universities,” confirms the need for soft skills for the employability of graduates. The objective of this theoretical paper is to highlight current employers’ expectation for soft skills as one of the criteria for undergraduate employability. Therefore, this paper will examine and discuss: 1) What are the current employers’ perceptions of soft skills that undergraduates should possess; 2) What are the roles and meanings of soft skills; 3) How individual factors (gender, socioeconomic status) and contextual factors (industry, work culture, social stability) influences the development of soft skills; 4) How soft skills can be integrated as part of the formal learning cycle; 5) How soft skills can be integrated as part of individual personality development; and lastly, 6) How to measure soft skills before and after undergraduate employment. It is hoped that this paper will create awareness of the current industrial and employers’ employment expectations, and the meaning and role of soft skill as one of the criteria for undergraduate employability.
Keywords: Soft skills, integrity, communication, courtesy, responsibility, social skills, positive attitude, professionalism, flexibility, teamwork, and work ethic
An Empirical Study of Employees’ Motivation and its Influence Job SatisfactionAI Publications
Human Resource Management is getting more important in the business nowadays, because people and their knowledge are the most important aspects affecting the productivity of the company. One of the main aspects of Human Resource Management is the measurement of employee satisfaction. Companies have to make sure that employee satisfaction is high among the workers, which is a precondition for increasing productivity, responsiveness, quality, and recognitionservice. The aim of this thesis is to analyze the level of employee satisfaction and work motivation. It also deals with the effect the culture has on employee satisfaction. The theoretical framework of this thesis includes such concepts as, job satisfaction, motivation, and rewards differences. One of the biggest strength of the organization is the relationship and communication between the employees and the managers.
This study aimed to identify factors of employer branding that influence employee retention of millennials at Bank XYZ in Indonesia. A survey was conducted of 96 millennial employees to determine the relationship between factors like work-life balance, appreciation, company brand strength, salary, and work environment on employee retention. The study found that these five factors had a significant influence on employee retention. Specifically, providing a good work-life balance, appreciation of employees, a strong company brand, good salary, and a positive work environment were important for retaining millennial talent at Bank XYZ. Addressing these factors through employer branding strategies could help the bank reduce its high employee turnover rates.
Significance of the training on enhancing effectiveness of communication skiIAEME Publication
This document summarizes a study on the significance of training in enhancing communication skills in the IT industry. The study found that most employees in the IT sector have received little training, with 40% attending only one training program. Those trainings focused on technical skills like networking rather than communication. However, effective communication is important for client satisfaction in the IT field. The study concluded that training is needed to develop employees' communication abilities and adapt them to changes in business environments. Providing such training could improve job performance and benefit both employees and organizations.
This study examines the role of external customer mindset (ECMS) among frontline service employees. The researchers developed a model to test the antecedents and outcomes of ECMS. They hypothesized that job autonomy, job satisfaction, and role ambiguity would influence ECMS, and that ECMS would impact work motivation and sales performance. Data were collected from frontline employees across various firms. The results supported the hypotheses, indicating that job autonomy and satisfaction positively relate to ECMS, while role ambiguity negatively relates. Higher ECMS then leads to increased work motivation and sales performance. The study provides insights into developing a customer-oriented culture throughout an organization.
Employee creativity; empowering leadership and trust in leadersAJHSSR Journal
ABSTRACT :Creativity is the basis of innovation that refers to the intellectual thought process to create new
ideas, ideas, processes, and products by individuals who work together and provide benefits to the organisation.
The purpose of this study was conducted to determine the role and influence of empowering leadership on trust
in leaders, and creativity of banking employees in East Kalimantan and North Kalimantan, Indonesia. The
sample in this study amounted to 637 banking employees with the analysis method used was SEM. The results
showed that empowering leadership, and trust in leaders had a significant positive effect on employee creativity.
It is expected that creativity is able to influence the formation of employee character to do something different
from others which will affect the company's image.
KEYWORDS: Empowering leadership; Trust in leaders; creativity
This document summarizes a research study that examined the influence of organizational culture, work environment, and work motivation on employee discipline at PT Jasa Marga (Persero) TBK in Medan, North Sumatra, Indonesia. The study found that organizational culture, work environment, and motivation all had a positive and significant influence on employee discipline. A survey of 67 employees found that these three factors together explained 61.8% of the variability in employee discipline, while other unmeasured factors explained the remaining 38.2%. The study concludes that maintaining a positive organizational culture, work environment, and motivation levels can help improve employee discipline at the company.
Effect of job design on employee satisfaction (a study of fertilizer companie...Alexander Decker
This document summarizes a research study that examined the effect of job design on employee satisfaction in fertilizer companies listed on the Lahore Stock Exchange. The study collected primary data through questionnaires distributed to 50 employees across two fertilizer companies. Job design variables like autonomy, task variety, task significance, task identity, and feedback were measured on a 5-point Likert scale. Employee satisfaction was measured on a 6-point Likert scale. Mean values, correlation analysis, and linear regression were used to analyze the relationship between job design and employee satisfaction. The results showed a strong positive correlation between job design and employee satisfaction, indicating that as job design improves, employee satisfaction increases.
THE AFFECT OF WORK ENVIRONMENT, JOB SATISFACTION, ORGANIZATION COMMITMENT ON ...pitaloka .
This study is analyzing the work environment, job satisfaction, and commitment in enhancing the organizational citizenship behavior of the internal auditor in Indonesia telecommunication industry. A conducive working environment will have a positive impact on job satisfaction and organizational commitment. Employees will feel comfortable and confident with the organization safe with their job. If employees satisfied with their work, they want to support the goals, objectives and maintain their membership in the organization. The work environment is antecedent of job satisfaction and commitment variables. Job satisfaction and commitment have a positive impact on organizational citizenship behavior. Employees who are satisfied with the job and organization are tends to perform extra roles for the organization’s benefit. High organizational commitment encourages employees exhibit a strong OCB such as high labor initiative, concerned about a co-worker in the organization interests, and prioritize the organization concerned. Work environment, job satisfaction, and organizational commitment are important in developing the behavior of OCB.
A Study on Employee Perception towards Organisational Climate and HR Practice...ijtsrd
Organization climate refers to the quality of working environment. Organizational climate is determined by member characteristics i.e., age, qualifications, experience, gender etc. Apart from this there are several other organizational variables which also influence organizational climate namely communication, support system, reward system, conflict resolution, participation in decision making. Human resource management plays an important role and largely determines a firm’s success and failure. HRM is broadly defined as the area of professional practice and organizational activities. This study reveals significant differences in employees’ perception of organizational climate and HR practices across demographic and organizational variables. This survey was passed in IT companies in Chennai. The research design used for this study is descriptive in nature. Sampling technique adopted for this study is Convince sampling, non probability sampling. Data collection is made with primary data and secondary data in this study. The primary data were collected through questionnaire by means of mailing with the employees. The source of secondary data was website, journals, and research paper. The tool used for analysing and interpreting the variables is percentage analysis, chi square test in SPSS, and regression analysis in SPSS. Dr. G. Balamurugan | K. Parthasarathi "A Study on Employee Perception towards Organisational Climate and HR Practices in it Companies at Chennai" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-5 , August 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50425.pdf Paper URL: https://www.ijtsrd.com/management/business-administration/50425/a-study-on-employee-perception-towards-organisational-climate-and-hr-practices-in-it-companies-at-chennai/dr-g-balamurugan
Contribution of Employee’s Job Satisfaction on Organization Performance: A Ca...AI Publications
In recent times, the issue of employee job satisfaction has been crucial for developing and achieving the aims and goals of organizations. This study examines contribution of employee’s job satisfaction on organization performance with particular reference to Mkombozi Bank in Dar es Salaam. Specifically, the study aimed to investigate the impact of talent development, to determine how reward influences employee job satisfaction and lastly the study examined how career promotion of employees affected Mkombozi Bank performance. Descriptive research study was carried out, the research used a sample size of 30 workers. The data for the study is largely obtained via semi-structured questionnaires. The study employed analytical descriptive statistical approaches for analyzing the relationship between the indicators of employees’ job satisfaction and organization performance. Inferential statistics, particularly correlation matrix and multi-regression were the statistical instruments employed for the study analysis. Findings of the study document a weak or no relationship between employee job satisfaction and organization performance. These findings might contravene by other background variables like age of employees, gender, experience, type of jobs, education, etc.) or measurement methods. Depending on the outcomes of this study, the management need to understand that, there is a connection between employee job satisfaction and organization performance. Even though the link has been found to be weak here, it was simply contravened by other variables and measurement methods employed. The management is advised to look at these findings as an eye opener for it to reflect and work on the employee job satisfaction factors in the efforts of improving organizational performance.
This study aims to determine the factors that influence the turnover intention of private sector
employees in East Java. This type of research is causality research, which is to determine the relationship
pattern of prophet leadership, work environment, job satisfaction, organizational commitment, compensation
and turnover intention. So that we can find out the structure of the model for the five latent variables and can be
used as a reference to reduce employee turnover intention according to the indicators that are most capable of
contributing to each latent variable that is measured. The population in this study is the entire Surabaya
community who work as private employees
This summary provides an overview of the key points from the document in 3 sentences:
The document discusses implementing human capital management strategies to improve business performance at Yonly Glass, a glass processor and applicator company in Indonesia. It examines how Yonly Glass can recruit and train skilled workers, establish corporate culture and policies around recruitment, training, performance evaluation and more. The study finds that implementing robust human resource management practices is necessary for companies in this sector to compete successfully.
This document summarizes a study that examines the relationship between human resource practices and employee performance, with employee welfare and rewards acting as mediating and moderating variables. The study was conducted on employees in manufacturing companies located in industrial areas in Tangerang, Indonesia. The study found that human resource practices positively influence employee welfare and performance, and that employee welfare mediates the relationship between human resource practices and performance. Rewards were also found to strongly correlate with and moderate the relationship between employee welfare and performance.
The purpose of this study is to demonstrate the importance of employee engagement and commitment of employees as well as its relationship with employees intention to quit the frontline bank employees in Bandung. The method used is descriptive verification, with a sampling of the population through disproportionate stratified random sampling technique, whereas for data collection questionnaire and conducted engineering. The research subjects were also as the unit of analysis in this study is the frontline employee (teller and customer service) that serve common customers, where this position is vulnerable to turnover, while in fact they are the spearhead of which is connected to the customer's bank. Samples were randomly selected from the 24 banks that are used in this study. A total of 317 respondents participated. Data were analyzed using the Smart PLS 2.0. Linear regression analysis showed no significant linear relationship, strong, and negative between the level of employee engagement and commitment of the employees on the intention to stop level.
This document contains a student's assignment responses for their Business English course. In their first response, the student provides a 3 paragraph essay on the topic of human capital and employee performance. The essay discusses how human capital refers to human resources and is a strategic factor for organizations. It also examines how human capital can improve employee performance. For their second response, the student writes a 158 word response selecting and agreeing with the statement that human capital can only be successfully implemented in developed countries. The response provides reasons for why developed nations are able to prioritize human resources and education.
Effect of Management by Objectives MBO on Organizational Productivity of Comm...ijtsrd
This study examined the effect of management by objectives MBO on organizational productivity of commercial banks in Nigeria. This study specifically, determines the effect of employee’s participation in contributing to the settings of the organizational productivity and ascertains the effect of employee compensation on attainment of organizational productivity. This study adopted survey research design. The population of the study consists of seven 7 selected commercial banks in Onitsha, Anambra State, Nigeria. The two research hypotheses were tested with ordinary least square with aid of e view 9.0. The study found that employee’s participation has contributed positively in settings organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Also, employee’s compensation has positive effect on organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Based on this, banks management should keep compensating successes achieved by their employees. This will encourage them to perform better hence lack of motivation may lead to employees less productivity. Okolocha, Chizoba Bonaventure "Effect of Management by Objectives (MBO) on Organizational Productivity of Commercial Banks in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-5 , August 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33192.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/33192/effect-of-management-by-objectives-mbo-on-organizational-productivity-of-commercial-banks-in-nigeria/okolocha-chizoba-bonaventure
Business communication is the process of communicating with the employees and the organisation. The implementation of the business communication strategies helps to build the communication skills in the employees. In this report the impact, barriers, and solutions to barriers are discussed which help to understand the overall concept of the business communication. For betterment of the organisations improvement of the communication skills is necessary. The effective communication is the management of the employees which help in the management of the employee’s behaviour. Analysis of business communication is essentially effective in determining the potential in professional aspects as well as evaluating personal skills for improvement.
The document discusses factors that affect employee efficiency, including compensation management, organizational climate, and education/training. It presents a model linking these factors to employee motivation and organizational effectiveness. A study of employees in the sales department of a mobile network operator tested three hypotheses: 1) Compensation management positively impacts employee efficiency, 2) Organizational climate impacts employee efficiency, and 3) Education/training positively impacts employee job performance and efficiency. The results supported all three hypotheses, showing relationships between the factors and increased employee and organizational outcomes. The document recommends organizations monitor employee satisfaction and address different group needs to maintain high performance.
THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND ITS ROLE IN THE ACHIEVEMENTindexPub
Human resource management is the effective and strategic management of an organization's people that helps in completing the required tasks in a timely manner to gain a competitive advantage. It helps in improving the efficiency of employees based on the quality of strategic choices made by the employer to achieve organizational goals. The following article discusses the role of human resources management in organizational development based on the implementation of tasks and processes required for effective workforce management. It can help an organization retain its employees for long-term business by completing its mission and vision objectives in a timely manner.
MOTIVATION EFFECT ANALYSIS ANDJOB DISCIPLINE ON JOB SATISFACTION AND EMPLOYEE...AJHSSR Journal
ABSTRACT : This research was conducted based on field phenomena that indicated inadequate employee
performance, allegedly caused by the weak role of work motivation, work discipline and job satisfaction. This
study aims to analyze the effect of work motivation, work discipline and job satisfaction on employee
performance. Causal associative research method with respondents all employees at PT. Pradipa Asri Karya
Denpasar as many as 58 employees. The data analysis technique used SEM-PLS 3.3 with the result that there
was an influence of work motivation, work discipline and job satisfaction on employee performance. The total
effect as a whole is 92.9% while the remaining 7.1% is explained by other variables outside of the research.
KEYWORDS: motivation, work discipline, job satisfaction, job performance
1) The document examines the influence of external bailouts on macroeconomic stability in Ghana from 2008 to 2021 using time series data and vector error correction modeling.
2) It finds that while external bailouts have no short-term impact, there is a long-term causal relationship between bailouts and macroeconomic stability as well as with foreign direct investment, GDP, and imports.
3) To improve stability, the authors recommend that Ghana reduce reliance on external bailouts, increase foreign reserves, and expand agriculture and industrialization.
- The document discusses a study on increasing brand awareness of Oranger Mobile, which is a courier service partner of PT Pos Indonesia responsible for pickups, deliveries, and direct sales.
- Brand awareness of Oranger is currently low, as the number of Oranger drivers did not meet targets in 2021 and most respondents in a survey were not familiar with the Oranger brand.
- The study uses a mixed-methods approach, collecting both qualitative data to measure brand awareness and quantitative data to analyze factors influencing awareness. The results show advertising, publicity, sponsorship, and word-of-mouth can increase Oranger's brand awareness.
This study aimed to identify factors of employer branding that influence employee retention of millennials at Bank XYZ in Indonesia. A survey was conducted of 96 millennial employees to determine the relationship between factors like work-life balance, appreciation, company brand strength, salary, and work environment on employee retention. The study found that these five factors had a significant influence on employee retention. Specifically, providing a good work-life balance, appreciation of employees, a strong company brand, good salary, and a positive work environment were important for retaining millennial talent at Bank XYZ. Addressing these factors through employer branding strategies could help the bank reduce its high employee turnover rates.
Significance of the training on enhancing effectiveness of communication skiIAEME Publication
This document summarizes a study on the significance of training in enhancing communication skills in the IT industry. The study found that most employees in the IT sector have received little training, with 40% attending only one training program. Those trainings focused on technical skills like networking rather than communication. However, effective communication is important for client satisfaction in the IT field. The study concluded that training is needed to develop employees' communication abilities and adapt them to changes in business environments. Providing such training could improve job performance and benefit both employees and organizations.
This study examines the role of external customer mindset (ECMS) among frontline service employees. The researchers developed a model to test the antecedents and outcomes of ECMS. They hypothesized that job autonomy, job satisfaction, and role ambiguity would influence ECMS, and that ECMS would impact work motivation and sales performance. Data were collected from frontline employees across various firms. The results supported the hypotheses, indicating that job autonomy and satisfaction positively relate to ECMS, while role ambiguity negatively relates. Higher ECMS then leads to increased work motivation and sales performance. The study provides insights into developing a customer-oriented culture throughout an organization.
Employee creativity; empowering leadership and trust in leadersAJHSSR Journal
ABSTRACT :Creativity is the basis of innovation that refers to the intellectual thought process to create new
ideas, ideas, processes, and products by individuals who work together and provide benefits to the organisation.
The purpose of this study was conducted to determine the role and influence of empowering leadership on trust
in leaders, and creativity of banking employees in East Kalimantan and North Kalimantan, Indonesia. The
sample in this study amounted to 637 banking employees with the analysis method used was SEM. The results
showed that empowering leadership, and trust in leaders had a significant positive effect on employee creativity.
It is expected that creativity is able to influence the formation of employee character to do something different
from others which will affect the company's image.
KEYWORDS: Empowering leadership; Trust in leaders; creativity
This document summarizes a research study that examined the influence of organizational culture, work environment, and work motivation on employee discipline at PT Jasa Marga (Persero) TBK in Medan, North Sumatra, Indonesia. The study found that organizational culture, work environment, and motivation all had a positive and significant influence on employee discipline. A survey of 67 employees found that these three factors together explained 61.8% of the variability in employee discipline, while other unmeasured factors explained the remaining 38.2%. The study concludes that maintaining a positive organizational culture, work environment, and motivation levels can help improve employee discipline at the company.
Effect of job design on employee satisfaction (a study of fertilizer companie...Alexander Decker
This document summarizes a research study that examined the effect of job design on employee satisfaction in fertilizer companies listed on the Lahore Stock Exchange. The study collected primary data through questionnaires distributed to 50 employees across two fertilizer companies. Job design variables like autonomy, task variety, task significance, task identity, and feedback were measured on a 5-point Likert scale. Employee satisfaction was measured on a 6-point Likert scale. Mean values, correlation analysis, and linear regression were used to analyze the relationship between job design and employee satisfaction. The results showed a strong positive correlation between job design and employee satisfaction, indicating that as job design improves, employee satisfaction increases.
THE AFFECT OF WORK ENVIRONMENT, JOB SATISFACTION, ORGANIZATION COMMITMENT ON ...pitaloka .
This study is analyzing the work environment, job satisfaction, and commitment in enhancing the organizational citizenship behavior of the internal auditor in Indonesia telecommunication industry. A conducive working environment will have a positive impact on job satisfaction and organizational commitment. Employees will feel comfortable and confident with the organization safe with their job. If employees satisfied with their work, they want to support the goals, objectives and maintain their membership in the organization. The work environment is antecedent of job satisfaction and commitment variables. Job satisfaction and commitment have a positive impact on organizational citizenship behavior. Employees who are satisfied with the job and organization are tends to perform extra roles for the organization’s benefit. High organizational commitment encourages employees exhibit a strong OCB such as high labor initiative, concerned about a co-worker in the organization interests, and prioritize the organization concerned. Work environment, job satisfaction, and organizational commitment are important in developing the behavior of OCB.
A Study on Employee Perception towards Organisational Climate and HR Practice...ijtsrd
Organization climate refers to the quality of working environment. Organizational climate is determined by member characteristics i.e., age, qualifications, experience, gender etc. Apart from this there are several other organizational variables which also influence organizational climate namely communication, support system, reward system, conflict resolution, participation in decision making. Human resource management plays an important role and largely determines a firm’s success and failure. HRM is broadly defined as the area of professional practice and organizational activities. This study reveals significant differences in employees’ perception of organizational climate and HR practices across demographic and organizational variables. This survey was passed in IT companies in Chennai. The research design used for this study is descriptive in nature. Sampling technique adopted for this study is Convince sampling, non probability sampling. Data collection is made with primary data and secondary data in this study. The primary data were collected through questionnaire by means of mailing with the employees. The source of secondary data was website, journals, and research paper. The tool used for analysing and interpreting the variables is percentage analysis, chi square test in SPSS, and regression analysis in SPSS. Dr. G. Balamurugan | K. Parthasarathi "A Study on Employee Perception towards Organisational Climate and HR Practices in it Companies at Chennai" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-5 , August 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50425.pdf Paper URL: https://www.ijtsrd.com/management/business-administration/50425/a-study-on-employee-perception-towards-organisational-climate-and-hr-practices-in-it-companies-at-chennai/dr-g-balamurugan
Contribution of Employee’s Job Satisfaction on Organization Performance: A Ca...AI Publications
In recent times, the issue of employee job satisfaction has been crucial for developing and achieving the aims and goals of organizations. This study examines contribution of employee’s job satisfaction on organization performance with particular reference to Mkombozi Bank in Dar es Salaam. Specifically, the study aimed to investigate the impact of talent development, to determine how reward influences employee job satisfaction and lastly the study examined how career promotion of employees affected Mkombozi Bank performance. Descriptive research study was carried out, the research used a sample size of 30 workers. The data for the study is largely obtained via semi-structured questionnaires. The study employed analytical descriptive statistical approaches for analyzing the relationship between the indicators of employees’ job satisfaction and organization performance. Inferential statistics, particularly correlation matrix and multi-regression were the statistical instruments employed for the study analysis. Findings of the study document a weak or no relationship between employee job satisfaction and organization performance. These findings might contravene by other background variables like age of employees, gender, experience, type of jobs, education, etc.) or measurement methods. Depending on the outcomes of this study, the management need to understand that, there is a connection between employee job satisfaction and organization performance. Even though the link has been found to be weak here, it was simply contravened by other variables and measurement methods employed. The management is advised to look at these findings as an eye opener for it to reflect and work on the employee job satisfaction factors in the efforts of improving organizational performance.
This study aims to determine the factors that influence the turnover intention of private sector
employees in East Java. This type of research is causality research, which is to determine the relationship
pattern of prophet leadership, work environment, job satisfaction, organizational commitment, compensation
and turnover intention. So that we can find out the structure of the model for the five latent variables and can be
used as a reference to reduce employee turnover intention according to the indicators that are most capable of
contributing to each latent variable that is measured. The population in this study is the entire Surabaya
community who work as private employees
This summary provides an overview of the key points from the document in 3 sentences:
The document discusses implementing human capital management strategies to improve business performance at Yonly Glass, a glass processor and applicator company in Indonesia. It examines how Yonly Glass can recruit and train skilled workers, establish corporate culture and policies around recruitment, training, performance evaluation and more. The study finds that implementing robust human resource management practices is necessary for companies in this sector to compete successfully.
This document summarizes a study that examines the relationship between human resource practices and employee performance, with employee welfare and rewards acting as mediating and moderating variables. The study was conducted on employees in manufacturing companies located in industrial areas in Tangerang, Indonesia. The study found that human resource practices positively influence employee welfare and performance, and that employee welfare mediates the relationship between human resource practices and performance. Rewards were also found to strongly correlate with and moderate the relationship between employee welfare and performance.
The purpose of this study is to demonstrate the importance of employee engagement and commitment of employees as well as its relationship with employees intention to quit the frontline bank employees in Bandung. The method used is descriptive verification, with a sampling of the population through disproportionate stratified random sampling technique, whereas for data collection questionnaire and conducted engineering. The research subjects were also as the unit of analysis in this study is the frontline employee (teller and customer service) that serve common customers, where this position is vulnerable to turnover, while in fact they are the spearhead of which is connected to the customer's bank. Samples were randomly selected from the 24 banks that are used in this study. A total of 317 respondents participated. Data were analyzed using the Smart PLS 2.0. Linear regression analysis showed no significant linear relationship, strong, and negative between the level of employee engagement and commitment of the employees on the intention to stop level.
This document contains a student's assignment responses for their Business English course. In their first response, the student provides a 3 paragraph essay on the topic of human capital and employee performance. The essay discusses how human capital refers to human resources and is a strategic factor for organizations. It also examines how human capital can improve employee performance. For their second response, the student writes a 158 word response selecting and agreeing with the statement that human capital can only be successfully implemented in developed countries. The response provides reasons for why developed nations are able to prioritize human resources and education.
Effect of Management by Objectives MBO on Organizational Productivity of Comm...ijtsrd
This study examined the effect of management by objectives MBO on organizational productivity of commercial banks in Nigeria. This study specifically, determines the effect of employee’s participation in contributing to the settings of the organizational productivity and ascertains the effect of employee compensation on attainment of organizational productivity. This study adopted survey research design. The population of the study consists of seven 7 selected commercial banks in Onitsha, Anambra State, Nigeria. The two research hypotheses were tested with ordinary least square with aid of e view 9.0. The study found that employee’s participation has contributed positively in settings organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Also, employee’s compensation has positive effect on organizational productivity but not statistically significant of commercial banks in Nigeria at 5 level of significance. Based on this, banks management should keep compensating successes achieved by their employees. This will encourage them to perform better hence lack of motivation may lead to employees less productivity. Okolocha, Chizoba Bonaventure "Effect of Management by Objectives (MBO) on Organizational Productivity of Commercial Banks in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-5 , August 2020, URL: https://www.ijtsrd.com/papers/ijtsrd33192.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/33192/effect-of-management-by-objectives-mbo-on-organizational-productivity-of-commercial-banks-in-nigeria/okolocha-chizoba-bonaventure
Business communication is the process of communicating with the employees and the organisation. The implementation of the business communication strategies helps to build the communication skills in the employees. In this report the impact, barriers, and solutions to barriers are discussed which help to understand the overall concept of the business communication. For betterment of the organisations improvement of the communication skills is necessary. The effective communication is the management of the employees which help in the management of the employee’s behaviour. Analysis of business communication is essentially effective in determining the potential in professional aspects as well as evaluating personal skills for improvement.
The document discusses factors that affect employee efficiency, including compensation management, organizational climate, and education/training. It presents a model linking these factors to employee motivation and organizational effectiveness. A study of employees in the sales department of a mobile network operator tested three hypotheses: 1) Compensation management positively impacts employee efficiency, 2) Organizational climate impacts employee efficiency, and 3) Education/training positively impacts employee job performance and efficiency. The results supported all three hypotheses, showing relationships between the factors and increased employee and organizational outcomes. The document recommends organizations monitor employee satisfaction and address different group needs to maintain high performance.
THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND ITS ROLE IN THE ACHIEVEMENTindexPub
Human resource management is the effective and strategic management of an organization's people that helps in completing the required tasks in a timely manner to gain a competitive advantage. It helps in improving the efficiency of employees based on the quality of strategic choices made by the employer to achieve organizational goals. The following article discusses the role of human resources management in organizational development based on the implementation of tasks and processes required for effective workforce management. It can help an organization retain its employees for long-term business by completing its mission and vision objectives in a timely manner.
MOTIVATION EFFECT ANALYSIS ANDJOB DISCIPLINE ON JOB SATISFACTION AND EMPLOYEE...AJHSSR Journal
ABSTRACT : This research was conducted based on field phenomena that indicated inadequate employee
performance, allegedly caused by the weak role of work motivation, work discipline and job satisfaction. This
study aims to analyze the effect of work motivation, work discipline and job satisfaction on employee
performance. Causal associative research method with respondents all employees at PT. Pradipa Asri Karya
Denpasar as many as 58 employees. The data analysis technique used SEM-PLS 3.3 with the result that there
was an influence of work motivation, work discipline and job satisfaction on employee performance. The total
effect as a whole is 92.9% while the remaining 7.1% is explained by other variables outside of the research.
KEYWORDS: motivation, work discipline, job satisfaction, job performance
1) The document examines the influence of external bailouts on macroeconomic stability in Ghana from 2008 to 2021 using time series data and vector error correction modeling.
2) It finds that while external bailouts have no short-term impact, there is a long-term causal relationship between bailouts and macroeconomic stability as well as with foreign direct investment, GDP, and imports.
3) To improve stability, the authors recommend that Ghana reduce reliance on external bailouts, increase foreign reserves, and expand agriculture and industrialization.
- The document discusses a study on increasing brand awareness of Oranger Mobile, which is a courier service partner of PT Pos Indonesia responsible for pickups, deliveries, and direct sales.
- Brand awareness of Oranger is currently low, as the number of Oranger drivers did not meet targets in 2021 and most respondents in a survey were not familiar with the Oranger brand.
- The study uses a mixed-methods approach, collecting both qualitative data to measure brand awareness and quantitative data to analyze factors influencing awareness. The results show advertising, publicity, sponsorship, and word-of-mouth can increase Oranger's brand awareness.
The document summarizes a study on optimizing the stock portfolio of PT XYZ, a state-owned pension fund company in Indonesia. In 2021, PT XYZ's actual stock portfolio performed poorly, with a return of 0.56% and Sharpe ratio of 2.39%, below targets. Using the Markowitz portfolio model and 5 years of stock price data, the study optimized the 2021 portfolio. The optimized portfolio increased the Sharpe ratio to 21.67% and return to 1.62%, outperforming the actual portfolio. An efficient frontier analysis identified multiple portfolio options with different risk-return profiles. The results recommend PT XYZ use the Markowitz method to improve future portfolio performance and evaluation.
The document analyzes the financial performance of 20 health sector companies in Indonesia from 2018-2021 using various financial ratios and DuPont analysis. It finds that hospital companies generally benefited during the pandemic due to increased patient numbers, while pharmaceutical companies saw mixed results depending on retail and distribution impacts. Specifically, the analysis found that one hospital, Metro Healthcare Indonesia, had the highest average return on equity of 0.26 over the period. Other key findings are also presented regarding factors influencing financial performance changes before and during the COVID-19 pandemic.
This document discusses a proposed marketing strategy for Hirka, a shoe company that makes shoes from chicken claw skin. Hirka currently markets its products through social media, e-commerce, and word of mouth. However, brand awareness and sales are still low due to a lack of marketing and advertising. The products are also currently only available for men. The study aims to identify the target market and appropriate marketing strategy to increase Hirka's brand awareness and purchase intention. A survey was conducted of 206 respondents to assess their brand recognition of and purchase intention toward Hirka's products. The results showed most respondents were unaware of the Hirka brand and had low purchase intention. Various analyses were used to develop marketing strategies,
1) The document proposes a marketing strategy to enhance customer loyalty for RAM Water, a water processor product experiencing declining sales.
2) It reviews literature on customer loyalty and satisfaction and how the marketing mix (7Ps) can impact satisfaction.
3) An analysis was conducted using SEM-PLS to evaluate the relationships between the 7Ps, customer satisfaction, and loyalty using data from 153 RAM Water users. The results showed the 7Ps significantly impacted satisfaction which significantly impacted loyalty.
This document proposes an integrated luggage storage and transportation scheme. It analyzes the current luggage storage market and compares traditional and new "Internet +" models. The proposed scheme designs functional modules like storage, transportation, tourism services and insurance. It provides solutions for different business scenarios like short/long term storage, inter-station delivery, and tourism services. The goal is to improve resource utilization and provide convenient luggage services for travelers.
- The Ecobiz.id platform was created to help farmers in Indonesia by facilitating knowledge sharing and connecting farmers to buyers. However, the platform still lacks interactivity and network effects due to poor existing content that does not meet user needs.
- This study examines how to motivate stakeholders, especially potential content creators, to actively participate and create valuable, interesting, and relevant content for users. Improving the quality and variety of content is expected to increase interactivity on the platform and provide value to users.
- Interviews and observations of stakeholders and users were conducted to understand their perspectives on existing content and how content could motivate involvement and interaction on the platform. The results will help improve content marketing strategies to better engage users.
This document analyzes strategies to increase brand awareness and intention to use PosAja, an application-based delivery service owned by PT Pos Indonesia. It conducts external and internal analyses, as well as surveys consumers to measure brand awareness and factors influencing intention to use. The survey finds low brand recognition of PosAja. Quantitative analysis shows brand logo and advertisements significantly impact brand awareness, while brand name and promotions do not. Further analysis is needed to identify strategies to improve awareness and drive more customers to use PosAja.
This document summarizes a research study that examined the effect of budgetary participation and internal control on managerial performance, with job relevant information as a moderating variable. The study was conducted at three type C regional general hospitals in Jambi Province, Indonesia that had intermediate accreditation levels. The results showed that budgetary participation and internal control positively affected managerial performance. Job relevant information was found to moderate the relationship between internal control and managerial performance, but did not moderate the relationship between budgetary participation and managerial performance. The document provides background information on the hospitals studied, discusses relevant theories, and outlines the research questions and objectives.
This document analyzes and compares environmentally friendly cryptocurrencies with the highest trading classical cryptocurrencies from July 2019 to April 2022. It finds a statistically significant correlation between the values of eco-friendly and classical cryptocurrencies, suggesting investors apply similar investment approaches to both. It also concludes the demand for eco-friendly cryptocurrencies is increasing as the world moves toward sustainability. The study uses daily closing price data from various sources to analyze 7 eco-friendly and 7 highest value classical cryptocurrencies over 34 months. Descriptive statistics of the data are presented in a table.
This document summarizes the evolution and enlightenment of global financial regulatory systems based on a comparative analysis of systems in the UK, US, and China. It finds that financial regulatory systems generally evolve from mixed/centralized models to separated/institutional models to more integrated approaches. The UK and US systems demonstrate a progression from separation to unification to twin peaks models. China's system has transitioned from the central bank as sole regulator to separated then integrated regulation. Key lessons for China include understanding the role of regulation in promoting development while preventing risks, and adapting international best practices to its national context.
This study analyzed the impact of e-service quality (e-servqual) on customer satisfaction and loyalty at Bank Negara Indonesia (BNI). A survey was conducted with 274 BNI customers who use the mobile banking app. The results of structural equation modeling showed that e-servqual has a significant positive effect on both customer satisfaction and loyalty. Customer satisfaction also has a significant positive effect on loyalty. The study concludes that improving e-servqual can increase customer satisfaction and loyalty for BNI, which is important for the bank's future success.
The document discusses intellectual effort and references. It notes that the brain is just a gateway to the mind, and the mind needs to maintain the brain to concentrate on useful thoughts. It also argues that those who do evil will not get an afterlife, and animals cannot attain infinite spiritual energy or an afterlife. The document concludes that solving problems requires analyzing causes, and that politics and total quality management will become more connected over time. Reform requires having a theory and being a bit of a philosopher.
- Evergrande Group, one of China's largest real estate developers, fell into a major debt crisis with total liabilities reaching 1.97 trillion yuan.
- The crisis was caused by deteriorating cash flow, an overreliance on high-leverage financing, and aggressive diversification into unrelated industries.
- Potential countermeasures discussed include restructuring debt through negotiations, asset sales, and government support to stabilize the real estate market and prevent wider economic impact.
- The document discusses strategies for increasing brand awareness and intention to use Pospay, a digital wallet launched by PT Pos Indonesia.
- Currently, 98.5% of Pospay users are PT Pos Indonesia employees, showing low brand awareness and usage outside the company.
- The study analyzes factors influencing brand awareness and usage intention through a literature review, value proposition canvas analysis, and survey data.
- Results show Pospay can create discounts/cashback and develop new features like inter-wallet transfers to boost awareness and intention to use.
The document proposes an integrated marketing communication strategy for KOST.ON3 Residence through benchmarking against competitors. It analyzes KOST.ON3 Residence's external environment and internal capabilities. The proposed strategy focuses on strengthening advertising using third-party platforms to improve brand awareness and reputation based on insights from an integrated marketing communication analysis and customer journey analysis. Using third-party platforms can help KOST.ON3 Residence expand its customer base by developing greater trust in its brand.
This document proposes marketing strategies to improve the performance of Wifi.id Corner, an internet access service provided by PT Telkom Indonesia. It analyzes Wifi.id Corner's external environment using PESTEL, Porter's Five Forces, and competitor and consumer analyses. An internal analysis uses STP and the 7Ps. SWOT and TOWS matrix analyses identify strengths, weaknesses, opportunities, and threats. Based on these, three strategies are proposed: using social media effectively, collaborating with the government and SMEs, and improving Wifi.id Corner's ambience. The goal is to enhance sales by creating purchase intention among consumers.
Datang International is a major Chinese power company that discloses carbon information in its social responsibility reports. The summary analyzes:
1) Datang International's carbon disclosure includes monetary information like environmental fees and subsidies, and non-monetary strategies, measures, and goals.
2) Disclosed strategies commit to green development and increasing clean energy, but some details are lacking.
3) Carbon reduction measures focus on upgrading generator units, developing clean energy, and conserving resources. However, some financial data is not reported.
This document summarizes a research article about the effect of social media marketing and quality of human resources on business development of MSMEs in Maros Regency, Indonesia. The article provides background on the importance of MSMEs to the Indonesian economy. It then reviews literature on topics like the definition of MSMEs, quality of human resources, use of social media marketing, and benefits of social media. The research aims to analyze the effect of social media marketing and quality of human resources on business development of MSMEs in Maros Regency using a quantitative survey method.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.
M5194100.pdf
1. American International Journal of Business Management (AIJBM)
ISSN- 2379-106X, www.aijbm.com Volume 5, Issue 01 (January-2022), PP 94-100
*Corresponding Author: Seda YÜKSEL NALBANTOĞLU 1
www.aijbm.com 94 | Page
EMPLOYEE EXPERIENCE AND TWO CASE STUDIES IN E-
COMMERCIAL SECTOR
Seda YÜKSEL NALBANTOĞLU1
, Mehmet KÖSE2
, Osman BAYRAKTAR3
Abstract: Employee experience is defined as the intersection and implementation of employee expectations,
needs and requests with organization design. In this study, after the literature review on employee experience,
the practices of employee experience in a business operating in the e-commerce sector are presented. The data
used in the article were obtained through interviews with managers responsible for employee experience
functions in two businesses operating in the field of e-commerce in December 2019. At the end of the study,
suggestions for researchers and professionals were given. The article is uniqueness in terms of the Turkish
field, as it is both a review of the relevant literature on the concept of work experience and presented two
examples of its application.
Keywords: Employee experience, design thinking, employee engagement.
JEL Classification: M12, M54, M59
I. Introduction
The focus area of human resource management is the management of people in the context of employer-
employee relations. This orientation, more narrowly, requires the most efficient use of people's abilities and the
satisfaction of employees' needs in order to achieve the strategic goals of the organization (Stone, 2008: 3).
Human resources management has gone through many stages after the Industrial Revolution until it came to this
goal. Qualifications such as personnel management, human resources management, and strategic human
resources management are the appearance of these stages on the basis of naming (Lundy, 1994). Morgan (2017)
describes the development of the employer-employee relationship as the stages of usefulness, productivity and
interaction in terms of mental transformation, social relations and technological development. The fact that
people have become a key player in competition has led managers to concentrate on two areas. The first is to
attract talented employees to the business, and the second is to maximize the potential of existing employees. In
recent years, “Employee Experience” (EE) is one of the concepts that has come to the fore in this context. Many
studies indicate that there is a direct link between VO and employee engagement (Choudhury, Dutta, & Dutta,
2019; Cadmus, 2012; Rampersad, 2006). According to some authors, human resources (HR) has entered a new
era called employee experience (Gheidar & Zanjani, 2020). According to Morgan (2017), this period is almost a
silent revolution for organizations. When employees have a positive experience in organizations, they feel better,
become more committed to their organizations, become more sensitive to the work they do, and increase their
productivity. EE has become a remarkable HR trend recently, with its influential reports published by global
consulting firms (Mahadevan & Schmitz, 2019).
In this article, firstly, the conceptual framework of employee experience is presented, and then the case studies of
two companies operating in the e-commerce sector in Istanbul are presented.
• How do practitioners fill in the content of the employee experience concept?
• How does the employee experience affect the human resources function?
• Is there evidence of a relationship between employee experience and employee engagement?
The data were obtained by face-to-face structured interview method with the relevant business managers. The
data were classified and evaluated according to the information presented in the theoretical framework.
II. Literature Review
EE is the holistic perception of the relations that the employee has from every point of the organization
in which he works throughout his employment (Plaskoff, 2017). EE is the sum of all the experiences an
employee has in connection with the organization, from the first moment he or she establishes a connection with
the organization as a potential candidate, to the moment he terminates his employment (Ludike, 2018). As soon
as potential candidates recognize an organization brand, they think of it as an employer and start the mental
evaluation process about that organization by imagining a career for themselves in that organization. From the
1
Doctorate Student, İstanbul Commerce University, e-mail: sedayuksel88@hotmail.comORCID:0000-0002-3378-9429
2
Doctorate Student, İstanbul Commerce University,e-mail: mkose@ebay.com, ORCID:0000-0002-3823-4895
3
Assoc. Dr., İstanbul Commerce University,e-mail: obayraktar@ticaret.edu.trORCID:0000-0003-2502-3578
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*Corresponding Author: Seda YÜKSEL NALBANTOĞLU 1
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application process to starting a job, every employee has certain expectations about daily business life that they
hope to be met (Raia, 2017).
Managers have long realized that employees are just as important as customers and deserve just as much respect.
Organizations that are aware of this are implementing many different practices in order to improve the employee
experience and maximize their potential (Bonsu, 2020). For example, IBM has developed applications that try to
understand what employees experience and feel, starting from the onset stage, in order to bring the employee
experience to life (Burrell, 2018).
Despite being close in association, the similarity between employee experience and customer
experience is rather superficial. Customer experience refers to the relationship a customer has with a brand.
Customer experience reflects the organization's outward view, while employee experience reflects its inward
view (Maylett & Wride, 2017). Employee experience is the sum of the interaction perspectives of the employees
with the organization they work for (Morgan, 2017).
Employee experience and employee interaction, although close to each other, are different concepts.
Employee interaction is short-term changes made to improve the way organizations work (Copeland, 2015).
Employee experience is the long-term redesign of the organization (Morgan, 2017).
The purpose of managers' interest in the employee experience is to create an organization in which
people will want to work. An organizational environment is remarkable for employees in three ways: physical
environment, technological environment and corporate culture (Green, 2016). The physical environment is the
physical space in which employees work. The technological environment includes everything from applications,
hardware, software, user interfaces, and design used while doing business. Elements such as video conferencing
platforms, internal social networks, business management tools, human resources software, billing systems are
all part of the technological environment. Corporate culture determines how the employees are treated in the
organization, the products or services produced, the partnerships established, and how the employees really do
their jobs (Morgan, 2017).
Employee experience also includes organizational design to meet employee expectations, needs and
desires (Morgan, 2015). In order for the design to be made, the organization must know its employees.
Experience is subjective because people have different perceptions, attitudes, and behaviors. If everyone acted
and thought the same way, it would be pretty easy for organizations to create the perfect employee experience.
Every organization has employees with different experiences. Employee experience as a very important and key
point of business difference; cannot be left to chance (Morgan, 2017: 46-37).
The concept of employee experience, which is mainly based on customer experience and partially user
experience, includes marketing and design thinking concepts as well as data and technology-oriented
approaches. Design thinking is based on an approach that enables organizations to cope with complexity and
supports innovation. This understanding can be evaluated as a human-centered systematic approach that focuses
on the end user and encourages interdisciplinary collaboration. As such, it is a suitable tool to transform HR from
the current “process developer” role to the “experience architect” role, repositioning HR to be relevant to all
aspects of the business (Mahadevan & Schmitz, 2019).
Design thinking is not just about solving problems; It is an approach to business innovation that focuses
on finding solutions and moving the organization towards ambitious goals. When looking for a solution to a
problem, people, technology and business are evaluated together. The customer or the user is always at the
center. Design thinking has been used for years to find new things and solve problems. However, its use in
human resources is a relatively new phenomenon (Bersin, Solow, & Wakefield, 2016; Elsbach and Stigliani,
2018). Design thinking; It consists of five stages: empathy, identification, comprehension, model creation and
testing (Stickdorn & Schneider, 2012).
Some authors consider the role of employee experience designer as a new tool for HR managers to establish their
legitimacy within the organization (Mahadevan & Schmitz, 2019). Employee experience design is presented as a
"game changer" in HRM.
In the literature, a close relationship is established between employee experience and employee
engagement (Bonsu, 2020; Arnold, 2018; Tucker, 2020; Lemon, 2019). Dedicated employees are more deeply
concerned with the future of the organization and try to put forward more than job descriptions for the success of
the organization. People's perceptions of the meaning of their workplace are directly linked to their level of
commitment and performance. Employees always want their work to have meaning, and when organizations do
not give them this share, they intend to leave. Committed employees make more effort to express themselves
physically, cognitively and emotionally while performing their duties (Tshukudu, 2020).
In a study conducted by in-depth interview method and trying to reveal the employee engagement
experiences of managers, the following findings were reached (Lemon, 2019): a) Employee engagement begins
with dialogue. b) Dialogue creates context and strengthens the employee engagement experience. c) Active
listening strengthens employee commitment. d) Face-to-face communication makes employee commitment more
meaningful. e) Formal intra-organizational communication with all kinds of tools adds meaning to employee
commitment.
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III. Method
3.1. Research Design
In order to see the reflection of the working experience in practice, research was conducted in two
businesses operating in the e-commerce sector in Istanbul. Due to the intensive use of technology and new
business model design, the e-commerce sector was considered as a suitable sample for such a research. The
interviews were conducted face-to-face with the manager of company A using structured questions, and written
answers were received from company B. The questions asked to the managers are:
1. How would you describe the employee experience?
2. What practices are implemented in your business within the scope of employee experience?
3. How do employees participate in employee experience management?
4. What are your tools for monitoring and measuring the employee experience process?
5. Do you have any observations about the contribution of employee experience management to the job
performance of employees?
6. What are the necessary conditions for the execution of the employee experience management process in an
enterprise?
3.2. Information About the Interviewed Businesses
Interviewed businesses are shown with A and B codes. Company A has foreign capital. The company
employs 200 people. In company A, the interview was held with the Work Experience manager. The design of
human resources applications is made by the parent company, and there is no human resources department or
human resources manager titled manager in the company in Turkey.
Company B is a domestic capital company and employs 650 people. In company B, the employee experience
function is organized under the Business Support Department. 7 people work in the unit and their titles are as
follows: Employee Experience Management and Employee Happiness Manager (1 Person), Employee
Experience Designer (1 Person), Employee Experience Management Business Partner (5 Persons). All
employees in the Business Support Department are directly or indirectly responsible for employee experience
management.
IV. Research Findings
In this section, the answers of the interviewed business managers to the research questions are given.
1. How would you describe the employee experience?
Company A:Company A was established as a Turkish company. Previously, the company had an HR
department. After joining the global company, the HR department was closed here, as in other units around the
world. People experience naming is used instead of HR.
I came here alone as the person responsible for the work experience. I discovered it by implementing employee
experience practices. People expected the services they received from HR before from me. Thereupon, I started
to form teams in the needed areas and distribute the responsibilities to the employees.
Our friends from different titles took part in the teams. Sometimes someone with a lower title became the leader
of the team, hiring people with higher titles than him. These teams turned into incubation centers. Friends grew
up in these incubation centers and developed their competencies. They learned how to make a budget, how to
follow the budget, how to organize an event. They have learned to give and receive feedback. We've started to do
that here as well. Generation Z wants initiative in business life. They have the mentality of what this company
will do not just for me, but for the society. It is a generation that takes initiative, wants to try, does not want to
stick to a single job description, and wants to have a say in different fields.
Company B:Our company aims to provide a holistic employee experience by gathering all the support functions
that the employees under the Business Support Department may need in order to show high performance.
Employee experience; It represents the total value that current employees and potential employees give to the
business as a result of their interactions with Business Support applications.
2. What practices are implemented in your business within the scope of employee experience?
Company A:We created an employee council outside of the work teams. This assembly is renewed every year
by election. We're building a ballot box here. Propaganda is being done. One or two representatives are selected
from each department, depending on its size. You can enter the parliament a maximum of two times. We meet
with employee council representatives every 15 days and discuss the problems. Our focus is on action plans
regarding the employee satisfaction survey we conduct twice a year. We write and experience a number of
procedures, if it doesn't work, we throw it away immediately. Decisions on these issues are always made by the
representatives of the parliament.
We have identified all the points we can touch, starting with the recruitment phase of people, and developed a
plan accordingly. This plan is always open to renewal according to the feedback we receive. For example, we
send a seed to the house of someone who is just starting a business. So that you can grow up with him.
In our business, matters related to wages and benefits are managed globally. We don't get into those issues in the
assembly here.
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Employee experience application also has a dimension extending to candidates. In this context, we have
developed a social responsibility project. We will start implementing this year. We will select 10 candidates who
have completed two-year schools in the field of technology and provide them with an intensive technology
training for three months within our company. At the end of the program, we will give those friends a certificate
proving that they have been trained in software programs used in company A. We plan to hire one or two of
them according to our needs.
Company B:In our employee experience management, all elements of the company culture form the basis of our
employee experience management processes. We positioned our team as the team that supports the employees in
their employee experience journey and changed the name of our team from “Human Resources Department” to
“Business Support Department”. Employee Happiness and Employer Brand Management, Corporate
Transformation Architecture, Administrative Affairs, Corporate Information Management Systems functions are
included in the "Business Support Department" to find and train a qualified workforce in line with our company's
corporate goals and strategies, and to employ these talents to create a happy and high-performing employee in
line with the company culture. It designs all its applications with the aim of living the experience. While
designing our employee experience applications as the Business Support Department, we defined our current and
potential employees as “users” interacting with the Business Support Department applications. At every step of
the project, we redesign the processes with the "User Experience (UX)" perspective. Company culture,
recruitment, internal communication, employee motivation, employee experience and employer brand
management, training, reward and wage management, performance development and talent management… At
this point, we are the solution and strategy partner of all departments.
The basis of our corporate culture is the values we create together with our employees in line with our vision and
mission. Working with talents in line with company values, raising voluntary value ambassadors for the
dissemination of culture and values, and the happiness of our employees are among our company priorities.
“In line with our vision of "creating happiness by bringing people together with their dreams", we build
environments where employees can work with high motivation. With our employee value proposition "You are
the owner", in which we place our employees at the center of all our human resources strategy by saying to our
colleagues, "You are a part of the realized successes, goals, you are the owner", we say to them, "You are the
owner of your future, success, values and life". Thus, we reshape all our processes together with our employees,
and reinterpret our values and corporate culture.
In line with these values, our employee experience processes are designed with the “Positive Psychology”
methodology. Our core competencies have been determined in line with company values, and our performance
system, which we call Rota, has been designed to measure these values.
3. How do employees participate in employee experience management?
Company A:The Employee Experience Department, which has become a department that acts with the logic of
customer service, uses a ticket system in order to follow metrics and SLA (service level agreement) in
communication with employees. Creates a ticket in the system regarding the employee question/problem, and
this ticket goes before the Employee Experience officer. Requests/experiences from employees are evaluated at
the employee council meeting, which meets every two weeks. When each ticket is closed, a survey is sent to the
employee and he is asked to evaluate the service he received on that ticket. After the activities carried out in the
company, it is tried to learn the positive and negative thoughts of the employees about the activity through the
survey.
Engaging in the employee experience happens through practice teams and employee councils.
Company B: Information and two-way communication (recognition, appreciation, acknowledgment, feedback,
etc.) form the basis of our employee experience management culture. Communication and information channels
used in our company are defined. Through these channels, our employees are free to express their ideas and
feedback, whenever they want, in any format they want, within the framework of the rules of respect. We ensure
the participation of employees in employee experience management easily, thanks to the open communication
we maintain with employees.
4. What are your tools for monitoring and measuring the employee experience process?
Company A:We have two tools for this. The first is the employee satisfaction survey we conducted ourselves.
The other is an annual independent survey conducted by Great Place to Work. For the last two years, we have
been selected as the best company in Turkey in our category. We have received many awards, especially in the
management of differences.
CompanyB:a) Face-to-face meetings, b) Instant feedback surveys, c) Periodic employee experience evaluation
surveys (annual, monthly, etc.), d) Workshops, e) Focus group studies.
5. Do you have any observations about the contribution of employee experience management to the job
performance of employees?
Company A:The most important indicator in this area is the decrease in our workforce turnover rates. We had a
very high turnover rate before. The low turnover rate is a very important indicator in an industry where
competitors are so aggressive in recruiting. We can say that there is a direct relationship between the increase in
employee experience and company performance.
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CompanyB:At Company A, we design every application we implement for our employees with the perspective
of employee experience, with our corporate culture that focuses on "people" and "trust". By shaping all our
processes together, we build environments where our employees can work happily with high motivation. Happy
employees create more value. More innovative ideas, less error rate, etc… This is directly reflected in the
business results. In this way, the company provides a sustainable competitive advantage by increasing its
profitability. It also creates a strong employer brand for potential employees thanks to its happy employees. A
strong employer brand also helps to attract and retain high potential talent.
6. What are the necessary conditions for the execution of the employee experience management process
in an enterprise?
Company A:First of all, it is very important for the managers to internalize and support the application. The
second condition is employee ownership. So you need to spread it on the base. It has to come from there. You
need to talk to him. The things that are called "do this" from the top don't work very well in companies like us
anymore.
Company B:Employee experience is a set of relationships and experiences that encompasses the entire
company. In this sense, the employer brand promise should be determined in parallel with the company's
mission, vision and strategy, and all employee experience practices should be designed with high participation of
employees in a way that will serve the brand promise. Universal human values such as physical working
conditions, ways of doing business, managerial climate of the company, internal communication culture,
participation in decisions, supporting creativity and development, self-expression of individuals, internal social
structures, reliability, team spirit, fairness, respect and pride. care and maintenance, etc. It is a multidimensional
process.
V. Conclusion and Discussion
In this article, the concept of employee experience, which is one of the new topics in the human
resources literature, is emphasized and the practices of two companies from the e-commerce sector are included.
From the point of view of scientific literature, it cannot be said that enough data has yet been accumulated to
state the impact of the employee experience approach on human resources. However, it is seen that the
understanding of employee experience is adopted by businesses that use high technology and have the obligation
to adapt quickly to change. Company A, one of the two companies where information is gathered through the
interview method, has foreign capital, and human resources functions such as recruitment, remuneration and
performance evaluation are carried out by the company's headquarters. The name of the human resources unit in
company B was changed to the Business Support Department. Seven employees are employed in the department
who are interested in employee experience.
Both businesses, in accordance with the framework determined in the theoretical study, try to monitor
and understand the employee experience at every point where the person can have experience within the
company, by handling it from the start-up phase. Company A stated that teams that bring together people from
different titles are formed in every required field, that these teams prepare and manage their own budgets, and
that there is an elected employee council within the company. The main task of this council is stated to be to
evaluate the initiatives taken according to the employee satisfaction survey and the experiences from the
employees. It has been emphasized that this working style is in line with the expectations of the Z generation.
Company B stated that they redesigned all business processes in the company, focusing on the employee, from
an employee experience perspective. The positive psychology method is used in the redesign of the processes.
Informing the employees; A two-way communication system consisting of recognition-appreciation-
acknowledgment and feedback stages is used. Employees can explain their experiences at every stage in
accordance with the determined format.
Company A stated that they measure the effectiveness of the employee experience process with an
employee satisfaction survey that is repeated twice a year and a survey they make once a year with an
independent firm. Company B uses face-to-face interviews, instant feedback surveys, periodic employee
experience surveys, workshops, and focus group work for this purpose.
Firm A showed that the employee experience application was reflected in the job performance as the
most obvious criterion, which showed that the turnover rate was very low in a highly competitive environment.
Company A stated that they observed a positive relationship between employee experience score increase and
job performance. Company B states that they put the happiness of their employees at the center within the scope
of employee experience, and that happy employees will create more added value with high motivation.
Company A stated that the two conditions for the success of the employee experience process are the support of
the top management and the ownership of the employees. Company B stated that the success of employee
experience implementation depends on the existence of a corporate culture that supports this purpose and the
structuring of physical working conditions and business processes accordingly.
At the end of the study, the answers to the research questions were formed as follows:
• Practitioners start the concept of employee experience from the recruitment phase, as stated in the literature,
and consider all processes and areas that the person touches during work.
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• Two businesses implementing employee experience restructured their human resources function, starting with
their names. Depending on the feedback received from the employee experience, businesses can make changes
more rapidly in areas that concern employee satisfaction and happiness.
• Both companies interviewed aim to create an environment where employees are happy and restructure their
business processes in line with the feedback they receive. Many studies have found a relationship between
employee satisfaction and work engagement (Choudhury, Dutta, & Dutta, 2019; Cadmus, 2012; Rampersad,
2006). Therefore, it can be said that there is a direct relationship between employee engagement and employee
experience.
The limitation of the study is that it was conducted with data from only two enterprises. It is not
possible to generalize these findings, which are case studies, to the e-commerce sector. Other researchers may
replicate similar research with data from at least five representative companies of the industry.
From the point of view of practitioners, employee experience is seen as a topic that HR professionals should put
on their agenda due to employee happiness, the rapid change in business processes, and the different values of
the new generations that join the working life.
Employee experience is a current issue in terms of human resources. Theoretical studies and field studies on the
subject will determine whether this concept has a permanent value in terms of human resources.
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