Literature ReviewThe introduction t

Literature Review
The introduction to the literature review outlines theoretical link between job satisfaction, employee motivation and customer satisfaction. Job satisfaction can be seen to be a complex and multifaceted concept, and is thought not to be easily measured in an objective manner. In the experience of the author, something that satisfies one person does not necessarily fulfil the next.

According to Fisher (2007), the purpose of literature review is to take a wider prospective and also to eliminate the necessity to revitalize knowledge that has already been reported. In the literature review section of this dissertation the author will illustrate the readers’ attention to significant results and conclusions of other studies, related data, and trends from preceding researches completed by different authors in similar subjects. The Literature review will illuminate the principles of work motivation and how employee satisfaction can guarantee customer satisfaction and growth of business.

“To interact effectively (present ourselves and communicate appropriately, influence others, work with them in relationships and groups or lead them) we must have a grasp of what others are thinking and feeling including their motives, beliefs, attitudes and intentions.”

(Guirdham, 2002 in Mullins, 2005, p. 434)

According to Mullins (2005), “Satisfaction is not the same as motivation” Job satisfaction is often linked with motivation, but the nature of this relationship is not clear. The difficult part of job satisfaction is describing the exact meaning of its terminology:

“Job satisfaction is more of an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative.”

(Mullins, 2005, pp700)

Tosi et. al. (2000) feels that, job satisfaction is all about emotions. It comes from the conceptions of fair outcomes, treatment, and procedures. If the employee is not satisfied by associated colleagues, organisational procedures, incentives, or pay, satisfaction is likely to suffer significantly. Employees’ will give the best output only when they feel that the processes and outcomes of that organisation are fair.

“When you trust your employer, you are more willing to voluntarily engage in behaviours that go beyond your formal requirements.”

(Tosi, 2000, p. 68)

Tack (1999) agrees with Tosi (2000) by stating that, satisfied employees are confident and work with positive attitude in an organisation. They will always be ready to help others and take challenges confidently beyond expectations. Satisfied employees would be prone to go beyond their normal duties because they want to reciprocate their positive experiences. According to research carried out by Herzberg, et. al. (2003), an employee can derive job satisfaction from being given responsibility for their own work, that of others or a new responsibility.

In a latest research on organisational commitment and job satisfaction carried out by Paik, et. al., (2007) results to the coloration that when managers and employees have a mutual understanding of what factors employees feel are most important when motivating themselves, organisational commitment, job satisfaction and performance is likely to increase.

The development of motivational theories took place from 1950 to 1970. Although they are heavily criticised and questioned in terms of their validity, they are probably still the best known theories available which provide clear understandings of employee motivation and job satisfaction, as they both could relate to customer satisfaction. They laid down the foundation and gave the basic understanding of the motivation concept to the contemporary theories which have grown in modern time and are still in use by many management establishments to measure staff performance. (Robbins, 2003)

When Herzberg (2003) researched constructed a two-dimensional paradigm of factors affecting people's attitudes about work. He concluded that such factors as company policy, supervision, interpersonal relations, working conditions, and salary are hygiene factors rather than motivators. According to the theory, the absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction. In contrast, he determined from the data that the motivators were elements that enriched a person's job; he found five factors in particular that were strong determiners of job satisfaction: achievement, recognition, the work itself, responsibility, and advancement. These motivators (satisfiers) were associated with long-term positive effects in job performance while the hygiene factors (dissatisfiers) consistently produced only short-term changes in job attitudes and performance, which quickly fell back to its previous level.

Maslow (1943, 1954, 1971 in Buchanan and Huczynski 2004) believes that human motivation and satisfaction can easily be gained through 9 basic needs. He further mentioned that, “a satisfied need is not a motivator” a motive to satisfy the need could result to job satisfaction, for example if a person is well fed and safe, it would be difficult to motivate him with offers of food and shelter. Employee motivation theory is also divided into cognitive theory and process theories. Cognitive theory is based on Maslow’s hierarchy of needs which states that employees’ behavior will focus on satisfying lower needs in order to be able to reach a higher level on the hierarchy of needs. It is also assumed that if the individuals’ needs are unsatisfied it will change its behavior to achieve self-satisfaction which can result in inadequate work performance. Therefore, managers have to recognize that the individual needs depend on where they find themselves in the hierarchy of needs (Udechukwu, 2009)

McGregor (1960 in Torrington, et. al., 2005) has described human nature in his X and Y theory. According to his theory ‘X’ human nature is characterised by avoidance, where efforts are only seen when pushed or monitored. Theory ‘Y’ identifies humans who enjoy satisfaction by good performance, and as being naturally committed and motivated by giving their best on the job. He further explains that pay and incentives should be related to increase the output of the employees, which belong to theory ‘X’ and in contrast theory ‘Y’ tends to trust employees to produce the best possible output and will achieve rewards and motivation in terms of recognition for their achievement.

Lawler, 1973; Porter and Lawler, 1968; Vroom, 1964 (in Meudell and Rodham, 1998) suggested that money will motivate to the extent that it is seen as being able to satisfy an individual’s personal goals and is perceived as being dependent on performance criteria. Motivation within a job could be a reason which may lead to job satisfaction, and satisfaction in job may motivate an employee to achieve high level of work performance.

According to Barnes (2000), satisfied guests will not only continue to do business with the company but will also support it with strong enthusiasm. Guests today are aware of the industry and have high expectations from big brands, when these expectations are not satisfied they develop negative perceptions about that company. On the other hand if a guest’s expectations are exceeded they are more likely to express high levels of satisfaction. In 21st century where the competition is at its peak companies can only succeed by creating an astonishing experience for their guests. Schmitt (2003) also agrees with Barnes (2000) and suggests that achieving highest level of guest satisfaction should be the key goal of any company. In this era of competition companies should aim to achieve ‘Total Customer Satisfaction’ to achieve customer retention and loyalty.

In an article by Ekinci (2003) he has mentioned that guest satisfaction is achieved by fulfilling guests desired service expectation. Desired service expectation is the standard of service a guest expects to receive in an establishment. It corresponds to a combination of what a guest believes the level of performance could be and should be. Hence, it is necessary for an organisation to recognise and exceed guest’s desired service expectations to create an outstanding image in the market.

3. Methodology
According to Saunders et al, he explains the research philosophy you adopt contain important assumption about the way in which you view the world. These assumptions will underpin your research strategy and the method you choose as part of the strategy. As Johnson and Clark (2006) ‘note as business and management researchers we need to be aware of the philosophical commitment we make through our choice of research strategy since this has significant impact not only on what we do but we understand what it is we are investigating’

There are 3 approaches how research can be done

Positivism

Realism

Interpretivism

Positivism: working in the tradition of the natural scientist

According to Remenyi et al. 1998:32 was site in Saunder’s, 2009 he states that working with an observable social reality and that the end product of such research can be law-like generalisation similar to those produces by the physical and natural scientist. Another important factor is research is taken to extend to of it end and in a value-free way. This is an independent way of research with no obligation and neither affects nor is affected by the subject of the research as per Remenyi et al. 1998:33.

‘It is frequently advocated that the positivist researcher will be likely to use a highly structured methodology in order to facilitate replication.’

(Gill and Johnson 2002)

Realism: do objects exist independently of our knowledge of their existence

The philosophy of realism is that when the senses show us, as reality is the truth and at the same time object have an existence of an independent human mind. Realism is a give the co

ผลลัพธ์ (ไทย) 1:

การทบทวนวรรณกรรมแนะนำการทบทวนวรรณกรรมสรุปทฤษฎีเชื่อมโยงระหว่างงานความพึงพอใจ แรงจูงใจพนักงาน และลูกค้าพึงพอใจ ความพึงพอใจในงานสามารถดูได้ให้ แนวคิดแผน และซับซ้อน และเป็นความคิดที่ไม่ได้วัดอย่างผิดวัตถุประสงค์ ในประสบการณ์ของผู้เขียน สิ่งที่เป็นไปตามที่คนไม่จำเป็นต้องตอบสนองต่อไปตาม Fisher (2007), วัตถุประสงค์ของการทบทวนวรรณกรรมคือ จะกว้างกว่าความคาดหวัง และ การกำจัดความจำเป็นการฟื้นฟูความรู้ที่มีการรายงาน ในการทบทวนวรรณกรรม ส่วนของวิทยานิพนธ์นี้ผู้เขียนจะแสดงความสนใจของผู้อ่านผลลัพธ์สำคัญและบทสรุปของการศึกษา ข้อมูลที่เกี่ยวข้อง และอื่น ๆ แนวโน้มจากงานวิจัยก่อนหน้านี้เสร็จสมบูรณ์ โดยผู้เขียนแตกต่างกันในเรื่องที่คล้ายกัน ทบทวนวรรณกรรมจะเห็นถึงหลักการของแรงจูงใจในการทำงานและวิธีการความพึงพอใจของพนักงานสามารถรับประกันความพึงพอใจของลูกค้าและการเติบโตของธุรกิจ"การโต้ตอบได้อย่างมีประสิทธิภาพ (นำเสนอตนเอง และสื่อสารอย่างเหมาะสม มีอิทธิพลต่อผู้อื่น ทำงานกับพวกเขาในความสัมพันธ์และกลุ่ม หรือนำพวกเขา) เราต้องมีความเข้าใจว่าผู้อื่นคิด และรู้สึกรวมถึงการไม่สนคำครหา ความเชื่อ ทัศนคติ และความตั้งใจ"(Guirdham, 2002 ใน Mullins, 2005, p. 434)According to Mullins (2005), “Satisfaction is not the same as motivation” Job satisfaction is often linked with motivation, but the nature of this relationship is not clear. The difficult part of job satisfaction is describing the exact meaning of its terminology:“Job satisfaction is more of an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative.”(Mullins, 2005, pp700)Tosi et. al. (2000) feels that, job satisfaction is all about emotions. It comes from the conceptions of fair outcomes, treatment, and procedures. If the employee is not satisfied by associated colleagues, organisational procedures, incentives, or pay, satisfaction is likely to suffer significantly. Employees’ will give the best output only when they feel that the processes and outcomes of that organisation are fair.“When you trust your employer, you are more willing to voluntarily engage in behaviours that go beyond your formal requirements.”(Tosi, 2000, p. 68)Tack (1999) agrees with Tosi (2000) by stating that, satisfied employees are confident and work with positive attitude in an organisation. They will always be ready to help others and take challenges confidently beyond expectations. Satisfied employees would be prone to go beyond their normal duties because they want to reciprocate their positive experiences. According to research carried out by Herzberg, et. al. (2003), an employee can derive job satisfaction from being given responsibility for their own work, that of others or a new responsibility.In a latest research on organisational commitment and job satisfaction carried out by Paik, et. al., (2007) results to the coloration that when managers and employees have a mutual understanding of what factors employees feel are most important when motivating themselves, organisational commitment, job satisfaction and performance is likely to increase.The development of motivational theories took place from 1950 to 1970. Although they are heavily criticised and questioned in terms of their validity, they are probably still the best known theories available which provide clear understandings of employee motivation and job satisfaction, as they both could relate to customer satisfaction. They laid down the foundation and gave the basic understanding of the motivation concept to the contemporary theories which have grown in modern time and are still in use by many management establishments to measure staff performance. (Robbins, 2003)When Herzberg (2003) researched constructed a two-dimensional paradigm of factors affecting people's attitudes about work. He concluded that such factors as company policy, supervision, interpersonal relations, working conditions, and salary are hygiene factors rather than motivators. According to the theory, the absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction. In contrast, he determined from the data that the motivators were elements that enriched a person's job; he found five factors in particular that were strong determiners of job satisfaction: achievement, recognition, the work itself, responsibility, and advancement. These motivators (satisfiers) were associated with long-term positive effects in job performance while the hygiene factors (dissatisfiers) consistently produced only short-term changes in job attitudes and performance, which quickly fell back to its previous level.Maslow (1943, 1954, 1971 in Buchanan and Huczynski 2004) believes that human motivation and satisfaction can easily be gained through 9 basic needs. He further mentioned that, “a satisfied need is not a motivator” a motive to satisfy the need could result to job satisfaction, for example if a person is well fed and safe, it would be difficult to motivate him with offers of food and shelter. Employee motivation theory is also divided into cognitive theory and process theories. Cognitive theory is based on Maslow’s hierarchy of needs which states that employees’ behavior will focus on satisfying lower needs in order to be able to reach a higher level on the hierarchy of needs. It is also assumed that if the individuals’ needs are unsatisfied it will change its behavior to achieve self-satisfaction which can result in inadequate work performance. Therefore, managers have to recognize that the individual needs depend on where they find themselves in the hierarchy of needs (Udechukwu, 2009)McGregor (1960 in Torrington, et. al., 2005) has described human nature in his X and Y theory. According to his theory ‘X’ human nature is characterised by avoidance, where efforts are only seen when pushed or monitored. Theory ‘Y’ identifies humans who enjoy satisfaction by good performance, and as being naturally committed and motivated by giving their best on the job. He further explains that pay and incentives should be related to increase the output of the employees, which belong to theory ‘X’ and in contrast theory ‘Y’ tends to trust employees to produce the best possible output and will achieve rewards and motivation in terms of recognition for their achievement.
Lawler, 1973; Porter and Lawler, 1968; Vroom, 1964 (in Meudell and Rodham, 1998) suggested that money will motivate to the extent that it is seen as being able to satisfy an individual’s personal goals and is perceived as being dependent on performance criteria. Motivation within a job could be a reason which may lead to job satisfaction, and satisfaction in job may motivate an employee to achieve high level of work performance.

According to Barnes (2000), satisfied guests will not only continue to do business with the company but will also support it with strong enthusiasm. Guests today are aware of the industry and have high expectations from big brands, when these expectations are not satisfied they develop negative perceptions about that company. On the other hand if a guest’s expectations are exceeded they are more likely to express high levels of satisfaction. In 21st century where the competition is at its peak companies can only succeed by creating an astonishing experience for their guests. Schmitt (2003) also agrees with Barnes (2000) and suggests that achieving highest level of guest satisfaction should be the key goal of any company. In this era of competition companies should aim to achieve ‘Total Customer Satisfaction’ to achieve customer retention and loyalty.

In an article by Ekinci (2003) he has mentioned that guest satisfaction is achieved by fulfilling guests desired service expectation. Desired service expectation is the standard of service a guest expects to receive in an establishment. It corresponds to a combination of what a guest believes the level of performance could be and should be. Hence, it is necessary for an organisation to recognise and exceed guest’s desired service expectations to create an outstanding image in the market.

3. Methodology
According to Saunders et al, he explains the research philosophy you adopt contain important assumption about the way in which you view the world. These assumptions will underpin your research strategy and the method you choose as part of the strategy. As Johnson and Clark (2006) ‘note as business and management researchers we need to be aware of the philosophical commitment we make through our choice of research strategy since this has significant impact not only on what we do but we understand what it is we are investigating’

There are 3 approaches how research can be done

Positivism

Realism

Interpretivism

Positivism: working in the tradition of the natural scientist

According to Remenyi et al. 1998:32 was site in Saunder’s, 2009 he states that working with an observable social reality and that the end product of such research can be law-like generalisation similar to those produces by the physical and natural scientist. Another important factor is research is taken to extend to of it end and in a value-free way. This is an independent way of research with no obligation and neither affects nor is affected by the subject of the research as per Remenyi et al. 1998:33.

‘It is frequently advocated that the positivist researcher will be likely to use a highly structured methodology in order to facilitate replication.’

(Gill and Johnson 2002)

Realism: do objects exist independently of our knowledge of their existence

The philosophy of realism is that when the senses show us, as reality is the truth and at the same time object have an existence of an independent human mind. Realism is a give the co

ผลลัพธ์ (ไทย) 3:

การทบทวนวรรณกรรม
เบื้องต้นการทบทวนสรุปเชื่อมโยงระหว่างทฤษฎีความพึงพอใจในงาน แรงจูงใจของพนักงานและความพึงพอใจของลูกค้า ความพึงพอใจในการปฏิบัติงาน สามารถเห็นได้ เป็นแนวคิดที่ซับซ้อนและหลายแง่มุม และไม่คิดว่าจะสามารถวัดได้ในลักษณะวัตถุประสงค์ . ในประสบการณ์ของผู้เขียนสิ่งที่น่าพอใจคนหนึ่ง ไม่จําเป็นต้องทําต่อไป

ตาม ฟิชเชอร์ ( 2007 ) , วัตถุประสงค์ของการทบทวนวรรณกรรมคือการใช้เวลาที่กว้างขึ้นในอนาคต และยังขจัดความจำเป็นในการ ฟื้นฟูความรู้ที่ได้ถูกรายงานในส่วนของการทบทวนวรรณกรรมวิทยานิพนธ์ฉบับนี้ผู้เขียนจะแสดงให้เห็นถึงความสนใจของผู้อ่านเพื่อผลลัพธ์ที่สําคัญและข้อสรุปของการศึกษา อื่น ๆ ที่เกี่ยวข้องกับข้อมูลและแนวโน้มจากงานวิจัยก่อนหน้านี้แล้วเสร็จโดยผู้เขียนที่แตกต่างกันในระดับที่คล้ายกันการทบทวนวรรณกรรมจะเปล่งหลักการของแรงจูงใจในการทำงานและความพึงพอใจของพนักงานที่สามารถรับประกันความพึงพอใจของลูกค้าและการเติบโตของธุรกิจ

" โต้ตอบได้อย่างมีประสิทธิภาพ ปัจจุบันตนเองและสื่อสารอย่างเหมาะสม อิทธิพลของผู้อื่น