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Comparative analysis of management a...

Andrews, Charles Glenn.

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Comparative analysis of management and employee job satisfaction and policy perceptions.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Comparative analysis of management and employee job satisfaction and policy perceptions./
作者:	Andrews, Charles Glenn.
面頁冊數:	98 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-06, Section: A, page: 2158.
Contained By:	Dissertation Abstracts International64-06A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3095338

Comparative analysis of management and employee job satisfaction and policy perceptions.
Andrews, Charles Glenn.

Comparative analysis of management and employee job satisfaction and policy perceptions. - 98 p.

Source: Dissertation Abstracts International, Volume: 64-06, Section: A, page: 2158.

Thesis (Ph.D.)--University of North Texas, 2003.

The purpose of the study was to investigate the perceptions of job satisfaction as defined by management and nonmanagement employees and to compare both parties' perceptions of organizational benefits to a list prepared by the organization's benefit personnel.Subjects--Topical Terms:

626628
Business Administration, Management.

Comparative analysis of management and employee job satisfaction and policy perceptions.
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100 1 $a Andrews, Charles Glenn. $3 1949961
245 1 0 $a Comparative analysis of management and employee job satisfaction and policy perceptions.
300 $a 98 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-06, Section: A, page: 2158.
500 $a Major Professor: Jeff M. Allen.
502 $a Thesis (Ph.D.)--University of North Texas, 2003.
520 $a The purpose of the study was to investigate the perceptions of job satisfaction as defined by management and nonmanagement employees and to compare both parties' perceptions of organizational benefits to a list prepared by the organization's benefit personnel.
520 $a Turnover is costly to the organization, both in money and in the impact it has on those individuals remaining with the organization. Every effort should be undertaken to reduce the amount of turnover within the organization. A contributing factor leading to turnover may be a gap between what the employees believe is important to them and what management believes is important to the employees. The boundaries of the gap need to be identified before any effort can be made to reduce or bridge the gap. Once the boundaries are identified, policies can be analyzed and the possibility of reducing the gap investigated. Management as a whole must be aware of the needs and wants of their employees before any attempt to develop a retention strategy is undertaken. This knowledge can be acquired only through two-way communication with the employee. The communication process includes the simple process of asking employees for this information and then listening to how they respond.
520 $a This study suggests that little difference exists in perception of job satisfaction importance for gender, age group, length of time with the organization, topic training hours, and between management and nonmanagement employees. However, perception gaps exist between the job satisfaction items addressed by organizational policies and procedures and those perceived by employees. Additional studies that include a number of varied organizations are needed before extensive generalizations can be made.
590 $a School code: 0158.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Psychology, Industrial. $3 520063
650 4 $a Education, Industrial. $3 1017516
690 $a 0454
690 $a 0624
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710 2 0 $a University of North Texas. $3 1017396
773 0 $t Dissertation Abstracts International $g 64-06A.
790 1 0 $a Allen, Jeff M., $e advisor
790 $a 0158
791 $a Ph.D.
792 $a 2003
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