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Satisfaction and Performance of Romanian Employees Working in the Accountancy and Human Resources Fields

Author

Listed:
  • Dumitrescu Liliana

    (1 Politehnica University of Bucharest, Bucharest, Romania)

  • Deselnicu Dana-Corina

    (2 Politehnica University of Bucharest, Bucharest, Romania Academy of Romanian Scientist, Bucharest, Romania)

  • Lacuta Valentina Diana

    (3 Politehnica University of Bucharest, Bucharest, Romania)

  • Danciu Bogdan-Vasile

    (4 Romanian Academy. Institute of Philosophy and Psychology “C.Rădulescu -Motru”, Bucharest, Romania)

Abstract

Professional performance is an indicator of professional activity that refers to the concrete way in which an employee carries out the activities related to his position. Regarding the relationship between motivation and satisfaction, there is no full agreement between the opinions of the authors, which can be explained by the complexity of the respective phenomena and by their sometimes very similar nature. They appear in a dual quality, both cause and effect. There are cases when intense, long-lasting satisfaction can turn into a motivational source. Professional satisfaction has several dimensions. Some include job satisfaction by itself, others include salaries, recognition, relationship with managers and colleagues, culture, and philosophy of the structure. The aim was to identify the relationship of different factors related to the level of performance and professional satisfaction among accounting and human resources employees. The research instruments used in this research measured scores of the variables as professional performance, job satisfaction, perceived self-efficacy, salary and advancement, The results show that employees who demonstrate a high level professional performance have also a high level of job satisfaction (r=0,566, p=0,000), but also there is a significant relationship between professional satisfaction and salary and advancement (r=0,571, p=0,000). Taking into account a certain staff turnover in Romanian accounting companies, it can be assumed that these very factors are the main dimensions where managemment can act to streamline the configuration of positions, fulfillment of tasks and delegation of responsibilities..

Suggested Citation

  • Dumitrescu Liliana & Deselnicu Dana-Corina & Lacuta Valentina Diana & Danciu Bogdan-Vasile, 2023. "Satisfaction and Performance of Romanian Employees Working in the Accountancy and Human Resources Fields," Proceedings of the International Conference on Business Excellence, Sciendo, vol. 17(1), pages 2119-2131, July.
    • Handle: RePEc:vrs:poicbe:v:17:y:2023:i:1:p:2119-2131:n:2
    DOI: 10.2478/picbe-2023-0185
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    References listed on IDEAS

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    1. Paola Spagnoli & Nicholas J. Haynes & Liliya Scafuri Kovalchuk & Malissa A. Clark & Carmela Buono & Cristian Balducci, 2020. "Workload, Workaholism, and Job Performance: Uncovering Their Complex Relationship," IJERPH, MDPI, vol. 17(18), pages 1-20, September.
    2. Tung-Ju Wu & Lian-Yi Wang & Jia-Ying Gao & An-Pin Wei, 2020. "Social Support and Well-Being of Chinese Special Education Teachers—An Emotional Labor Perspective," IJERPH, MDPI, vol. 17(18), pages 1-16, September.
    3. Adedapo Adewunmi Oluwatayo & Olufunmilayo Adetoro, 2020. "Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 21(4), pages 295-308, December.
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