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Quality of Work Life (QWL) is a philosophy on employees’ organizational life satisfaction. Retention of experienced and trained employees is a challenging task for all
organizations, especially for banking organizations. This research paper aims at identifying underlying dimensions of QWL program that shape employees’ retention strategy in Private...
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In the today’s competitive environment, employee retention is a challenge faced by many industries. This work aims to identify the factors that influence employee retention. This is done using employees’ feedback and various computational techniques. A survey is conducted within multiple sectors to collect data. The questionnaire is divided into tw...
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The banking sectors are optimistic that electronic banking (E-banking) will help them provide better customer service and strengthen customer relationships. Despite this, a relatively low priority has been given to the level of satisfaction that E-banking users in Bangladesh have regarding the quality of the services they receive and their overall experiences. Consequently, this study aims to determine the effect of service quality and customer experiences on the level of satisfaction perceived by E-banking customers in Bangladesh. Using a convenience sampling technique and a self-administered questionnaire, we gathered data from 315 E-banking customers. The independent variable (service quality and customer experience) and dependent variable (customer satisfaction) on a five-point “Likert-Type Scale” explain the degree to which participants agree or disagree with the questionnaire’s statements. Covariance-based structural equation modeling (CB-SEM) was utilised to analyse the gathered data. The findings of this study indicate that service quality and customer experience significantly positively affect E-banking customer satisfaction in Bangladesh. The outcomes of this study will urge the banking authorities to prioritize service quality to boost customer satisfaction by suggesting several steps to improve the efficiency, effectiveness, and security of the E-banking system.
Background:
Improving the labor productivity of small and medium-sized enterprises (SMEs) is essential because of the aging population and predicted reduction in the labor force. Therefore, it is necessary to ensure that employees are in good health to work for long times. In this regard, the purpose of the study is to investigate the relationship between work engagement (WE) and related variables among SME employees.
Methods:
A cross-sectional study was conducted using the baseline data of the prospective cohort study, which included 377 employees from three SMEs headquartered in Hiroshima Prefecture, Japan.
Results:
A multiple regression analysis was performed to see the associations between Utrecht Work Engagement Scale (UWES) scores and other variables. Significant associations were found with job satisfaction, age, health literacy (HL), and quality of sleep (all, p < 0.05). Additionally, there was a statistically significant difference observed in WE, quality of sleep, concern for own body, job satisfaction, and family life satisfaction (all, p < 0.001) with respect to high and low HL levels.
Conclusions:
The results of this study reveal that while implementing health and productivity management in SMEs to increase WE, it is best to concentrate on raising HL, job satisfaction, and sleep quality. To increase generalizability, further research could be conducted with more SMEs companies.
One strategy that can integrate the interests of the company and the interests of employees is the implementation of Quality of Work Life (QWL). This study aimed to construct a new theory of QWL from the psychological perspective and develop its standardized measuring instrument that can be used to assess the implementation of QWL as a strategy to improve employee well-being and, at the same time, increase productivity. This study was conducted in two steps. First, meta-ethnography was adopted to construct the psychological elements of QWL. Further in the second step, Confirmatory Factor Analysis (CFA) was conducted to test the construct validity of the QWL instrument. Five basic psychological constructs that represent QWL were obtained from the meta-ethnography: “trust”, “care”, “respect”, “learn”, and “contribute”, and for each construct was measured by five items. CFAof these five constructs involving 675 employees showed that the QWL instrument is valid and reliable. SEM model with five aspects consisting of five items each, fit with the research data (CFI= 0.89, RMSEA= 0.07). The QWL measuring instrument in this study is suggested to be studied further as a predictor of variables related to organizational behavior, such as job satisfaction, OCB, and work engagement.
Extreme workloads and strict work schedules make an individual cut their time and energy from their family domain, which may create a conflict, and this situation is called Work–Family Conflict (W‐FC). Besides this, Work Family Balance (WFB) and Job Satisfaction (JS) issues are significant for academics because they have to play two roles (Job and Family) at the same time. This paper's fundamental objective was to investigate the indirect effect (mediation) of WFB through both forms of W‐FC and JS. Following the convenience sampling technique, 250 married academicians from different private universities were considered for the sample size. Analysis of Moment Structures (AMOS) and Statistical Package for the Social Sciences (SPSS) was used to complete the data analyses. The outcomes of this study showed that out of the two forms, only W to F has significant adverse effects on JS. Also, it was found that to some extent, WFB showed a partial mediating effect only between W to FC and JS, whereas there was no mediating effect through F to WC and JS. These findings will help both academicians and higher authorities of private universities in Bangladesh. The higher authorities and decision‐makers of the private universities in Bangladesh can identify the sources of W‐FCs and take the necessary steps to mitigate the level of W‐FCs.
The focus of this study is to gain an insight into the current HRM practices in Bangladesh, as well as the future challenges the country faces. The data was collected from secondary sources such as, journal article, books, and websites. Based on secondary sources, we explain the organizational contexts of the four primary generic HRM functions: HR planning, recruitment and selection, training and development and industrial relations practices. Here, we too highlight recent advancements and future challenges with respect to HRM practices. Whereas valid research on HRM practices in Bangladesh is still uncommon, this study will be useful to researchers and HRM specialists curious about Bangladesh and other developing nations and, we trust, will empower future research.
Employee motivation and continual productivity largely come from employee job satisfaction. The concept of job satisfaction in the workplace is still a burning and researching issue in the field of Human Resource Management (HRM) and Organizational Behavior. This research aims at describing employee perceived experience on HRM practices of three sectors within commercial banks in Bangladesh and their linkage with employee job satisfaction. A cross-sectional survey has been conducted on 150 employees at 30 bank branches by a structured self-administered questionnaire. Independent and dependent variables were measured by the Five-Point Likert-Type scale. Various statistical measures and tests like descriptive statistics, Duncan's Multiple Range Mean test, correlation and multiple regression analysis were conducted too for the expected findings. Results proved that seven HRM practices out of nineteen e.g., training and development, creativity and innovation, benefits and services, manpower planning, promotional opportunity, the attitude of management, and work environment were found to be significant as predictors to banks' employee job satisfaction and no distinct HRM practice was found as a significant predictor of job satisfaction for all three categories of the bank. So, the policymakers of commercial banks should consider these HRM policies and practices for employee better job satisfaction. JEL Classification: M54, M55
