Value Of Employee Satisfaction Research Articles

The Value of Employee Satisfaction in Disastrous Times: Evidence from COVID-19

Employee treatment is an important but challenging element of corporate environmental, social, and governance policies. Satisfying employee needs can increase corporate productivity, but is also costly to shareholders. Using unique data of Chinese publicly listed firms, we show that having satisfied employees is valuable to the firm. Specifically, firms with higher employee satisfaction scores withstand COVID-19 better, in terms of stock market performance. Such an effect is more pronounced for firms with more intangible assets and in knowledge-based industries. Moreover, higher employee satisfaction scores predict better operating performance. While not fully revealed in tranquil times, the effect of employee satisfaction is materialized when the firms experience negative shocks, such as COVID-19. Our findings suggest that firms can do well in crisis periods by doing good in normal times.

The Value of Employee Satisfaction in Disastrous Times: Evidence from COVID-19

Employee treatment is a dilemma for many business owners and executives: while everyone prefers a pleasant working environment, satisfying employee needs can be costly to shareholders. Given such costs, is it still worthwhile to make employees happy on a daily basis? This study provides evidence supporting a positive answer: firms with more satisfactory employees heading into the COVID-19 withstand the crisis better according to stock price reaction. Such outperformance by high-employee-satisfaction firms is more pronounced for financially weaker firms, for knowledge-based industries, and for FinTech-developed cities. Moreover, the result is not driven by state ownership, information asymmetry, or insider propping. Our findings show the importance of employee morale during crisis period and that firms can do well by doing good.

IMPACT OF JOB SATISFACTION ON JOB PERFORMANCE

Basically, performance is something that is individual because each employee has a different level of ability to do their jobs. Performance depends on the combination of ability, effort, and opportunity obtained. Employee performance is capital for companies to survive and develop in responding to business and business competition today, advanced and developing companies are very dependent on reliable human resources so that the output is high performance on employee performance which will later affect the company's performance. However, it is not easy to maintain and improve employee performance. There are many factors that can affect performance. Many employee turnovers occur due to a lack of satisfaction with work. Employee performance is very dependent on the value of employee satisfaction in the workplace. The fulfillment of employee rights greatly affects the performance of the organization. So, in this study the focus of the study would like to see the extent of the influence of job satisfaction on employee performance in a national company engaged in oil palm plantations. The results showed that there was an effective contribution from the influence of employee satisfaction on employee performance. The research data was taken from 55 employees engaged in oil palm plantations in an office in the city of Jakarta.

Employee Satisfaction, Career Concerns, and Acquirer Performance

Employees are the most valuable asset of a firm. To test whether this statement is more than rhetoric, we assemble a novel social media dataset that captures the level of employee satisfaction in S&P 500 firms, and explore its relationship with stock returns in the aftermath of mergers and acquisitions. Our results show that employee satisfaction has a strong long-run positive effect on acquirers’ stock performance, even though its short-run effect on cumulative abnormal returns is largely insignificant. This is in contrast with previous studies wherein the external evaluations of corporate social responsibility have had significant short-run but weaker long-run effects on equity prices. Our results suggest that the stock market is unable to fully incorporate the value of employee satisfaction.

Sistem Informasi Pengukuran Kinerja Pada Perkebunan Kelapa Sawit Dengan Menggunakan Metode Balanced Scorecard

Palm oil plantations is one of the sub-sectors of agriculture crops in Indonesia, which is the main source of food and economic growth. The Balanced Scorecard (BSC) into a model of performance measurement system that can provide a solution within the framework of an integrated performance measurement using financial and non financial aspects. This study aims to develop information systems to measure the performance of oil palm plantations using the Balanced Scorecard method. Measurement of performance using four perspectives, that is: financial, customer, internal business processes and learning and growth. Nine indicators were used, that is: value of employee satisfaction, employee loyalty value, Return on Assets (ROA), solvency, crop maintenance, harvesting TBS, increasing the foreman and administrative competence in the garden, orchard manager guidance to employees and provide a special budget for training. This study resulted in an information system that can determine the weights of indicators and performance assessment scores will then be known to the achievement of performance measurement in oil palm plantations. This study was carried out on the Bina Karya plantation, obtained performance tends to be stable from 2009 to 2013. In 2011 the highest performance values ​​obtained at 68.34% and the lowest was in 2009 at 60.84%. Keywords : Performance Measurement; Balanced scorecard; Key Performance Indicator ; Information System; Palm oil

Performance Measurement and Business Results

The authors claim that a new and much more holistic measurement system is required in the modern company. Today, the reported equity in a company is usually very different from the actual equity. This is demonstrated in this paper through an empirical analysis of the American stock market. Many analysts believe that the difference is due to the value of intangible assets such as corporate reputation, employee satisfaction and customer satisfaction. In this paper, through a number of cases, we demonstrate the value of employee satisfaction and customer satisfaction and we show that the effect of these intangibles is complex, which calls for a careful interpretation of a balanced scorecard when this is used for managerial purposes.