Impact of employee participation on job satisfaction, employee commitment and employee productivity

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Impact of Employee Participation On Job Satisfaction

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international Review of business Research Papers June 2007, Pp. 54 - 68 54 Impact Of Employee Participation On Job Satisfaction , Employee commitment And Employee Productivity Komal Khalid Bhatti* and Tahir Masood Qureshi** It is widely believed that the Employee Participation may affect Employee s job Satisfaction ; Employee productivity, Employee commitment and they all can create comparative advantage for the organization. The main intention of this study was to find out relationship among Employee Participation , job Satisfaction , Employee productivity and Employee commitment . For the matter 34 organizations from Oil & Gas, Banking and Telecommunication sectors were contacted, of which 15 responded back. The findings of this study are that Employee Participation not only an important determinant of job Satisfaction components.

International Review of Business Research Papers Vol.3 No.2 June 2007, Pp. 54 - 68 54 Impact Of Employee Participation On Job Satisfaction, Employee Commitment And Employee Productivity

International Review of Business Research Papers June 2007, Pp. 54 - 68 54 Impact Of Employee Participation On Job Satisfaction , Employee commitment And Employee Productivity Komal Khalid Bhatti* and Tahir Masood Qureshi** It is widely believed that the Employee Participation may affect Employee s job Satisfaction ; Employee productivity, Employee commitment and they all can create comparative advantage for the organization. The main intention of this study was to find out relationship among Employee Participation , job Satisfaction , Employee productivity and Employee commitment .

International Review of Business Research Papers Vol.3 No.2 June 2007, Pp. 54 - 68 54 Impact Of Employee Participation On Job Satisfaction, Employee Commitment And Employee Productivity

This research investigates the determining effects of human resource management (HRM) practices on employee service quality in Thailand's chained-brand hotels located in Bangkok, Thailand. Eleven hypotheses have been developed that point to possible positive and negative relationships between HRM practices, mediating variables and employee service quality as employee performance. A total of 450 managers, consisting of top management, HR leader, and Line Hotel Operation manager that include Restaurant manager, Engineering & Service Maintenance manager, Executive Chef were examined and then empirically tested using SPSS AMOS for Path Analysis. The results show that HRM practices have no direct relationship with Employee service quality as employee performance. But they have an indirect association, meaning employee service quality cannot be determined solely by the use of HRM practices. Out of the five mediating variables in this study, the one that has the most substantial effect on employee performance is employee motivation.

Knowledge Management and Business Performance: Mediating Effect of Innovation

1Makerere University Business School, Kampala, Uganda

Journal of Business and Management Sciences. 2016, Vol. 4 No. 4, 82-92
DOI: 10.12691/jbms-4-4-2
Copyright © 2016 Science and Education Publishing

Cite this paper:
Eugenie Byukusenge, John Munene, Laura Orobia. Knowledge Management and Business Performance: Mediating Effect of Innovation. Journal of Business and Management Sciences. 2016; 4(4):82-92. doi: 10.12691/jbms-4-4-2.

Correspondence to: Eugenie  Byukusenge, Makerere University Business School, Kampala, Uganda. Email:

Abstract

The purpose of this study was to examine the mediating effect of innovation in the relationship between knowledge management and business performance of SMEs in Rwanda. A cross-sectional survey and quantitative methodological approach were used to collect data used to carry out mediation test. The study results revealed that innovation had a positive effect on business performance. However, there was no direct effect of knowledge management on business performance, except through the full mediation of innovation. This implies that without innovation, Rwandan SMEs may not achieve an improved business performance. This study contributes to existing body of knowledge management on the improvement of business performance of SMEs through innovation. The results could help business owners to make use of the available knowledge resources by transforming them into new products, new processes and new markets to boost their business performance. This study used a cross sectional research design and was limited to investigate the effect of knowledge management and innovation on business performance. Future researchers could employ a longitudinal method to investigate any possibility for variations in the results. Qualitative studies could equally be used to supplement the quantitative findings. Lastly, this study focused on manufacturing SMEs only. Future research might focus on other types of businesses.

Keywords

How does employee satisfaction affect productivity?

What is the relationship between employee commitment and employee satisfaction?

What are the effects of employee participation?

What is the role of employee participation in decision making and organizational commitment?