Academic literature on the topic 'Employee motivation Indonesia'

ABSTRACTMotivation has a close relationship and how a person's behavior begins, supported, strengthened and redirected. Therefore the basis for motivating employees, among others, is to create a work atmosphere that can cause or make employees can act and do something. Basically the employee's performance is the result of a complex process, both derived from the employee's personal self (internal factors) as well as the strategic efforts of the company through a leader, one of the ways of enhancing the sake of achieving good performance is to provide motivation or encouragement. This study aimed to clarify whether there is a relationship work motivation and performance of employees at PT Kao Indonesia.Hasil analysis Pearson product moment correlation coefficient correlation of 0.540 means that work motivation and performance of employees have a relationship that was. Determination coefficient of 29.16% means that employee performance variation can be explained by the work motivation of 29.16% and the remaining 70.84% is explained by other factors not examined. Hypothesis test results correlated with t test showed tcount > ttable (4.889> 2.002) H0 is rejected it means there is a real relationship between work motivation and employee performance.Keywords: Motivation and Employee Performance

Employees are the core of ongoing organizational activities. In the industrial cycle, employees are coming from adjacent regions.Social support is needed to have motivation at work. Motivation to work will have an impact on work results. This study aims to analyze social support for employee performance with work motivation as an intervening variable in the shuttlecock industry in Pringgolayan Surakarta, Indonesia. Previous research shows that social support has an influence on employee motivation at work. Other studies explain that motivation can improve employee performance. This study uses a quantitative method with a sample of 100 respondents. The sample is determined by the purposive sampling method. Respondents are employees of the shuttlecock industry, who had worked for at least 3 mo.. This study uses SmartPLS 3.0 as a data analysis technique. The results of this study indicate that working conditions have a significant effect on work motivation, social support has a significant effect on work motivation and social support has a significant effect on employee performance. Research also shows that work motivation has a significant influence on employee performance. Work motivation among shuttlecock industry employees still needs to be improved so that its performance is improved. Aspects of social support are friends and superiors, for that the leadership must provide support to increase employee work motivation.

The purpose of this study is to explain the role of motivational mediation on the influence of the work environment on the performance of employees of PT Hung-A Indonesia. This research is quantitative in nature using a questionnaire as a data collection tool. The population in this study were employees of PT Hung-A Indonesai Hi End Factory division with 81 samples obtained from the Slovin formula. The independent variable in this study is the work environment, the dependent variable is employee performance and the work motivation variable is the mediating variable. Data analysis in this study used path analysis. By processing data using Smart PLS 3.0. The results showed that work environment variables had an effect on employee performance. Work environment variables affect motivation. Motivation variables have an effect on employee performance, and motivation is able to mediate the influence of the work environment on employee performance.

The current human resource management (HR) and brand marketing (Employer Branding) issues are recruiting and retention approaches that 'involve internally and externally encourage a clear vision of what makes a business different and attractive as a business. Sampling is done using probability sampling techniques, namely sampling techniques that provide equal opportunity or opportunity for each member of the population to be selected as a sample. This method is carried out when members of the population are considered homogeneous to financial technology stratups employees. The results of this study explain that there are several important factors that can affect employee retention at financial technology stratups companies, one of which is compensation and recognition which have a significant effect on employee retention. Motivation is the variable that has the greatest influence on employee retention, apart from having a direct effect on motivation, motivation has also succeeded in being a mediator between compensation for employee retention and recognition of employee retention.

Abstract: Purpose: This study aims to analyze internal work motivation and external work motivation on employee performance at PT. Fontera Brand Indonesia Bandar Lampung Branch. Method: The research method used in this study is a quantitative method with a census approach. Data collection techniques based on data sources in this study uses a questionnaire method. The analysis technique used in this research is validity test, reliability test, classical assumption test, multiple linear regression analysis, correlation analysis and coefficient of determination, F test, and t test. Result: Work motivation both internally and externally simultaneously has a significant effect on employee performance at PT. Fontera Brand Indonesia Bandar Lampung Branch; Partial internal work motivation has a significant effect on employee performance at PT. Fontera Brand Indonesia Bandar Lampung Branch; External work motivation partially has a significant effect on employee performance at PT. Fontera Brand Indonesia Bandar Lampung Branch. Limitation: This study only assesses the variables of internal and external motivation and the performance of employees working at PT. Fontera Brand Indonesia Bandar Lampung Branch, as well as clear literacy limitations on employee motivation. Contribution: This research provides suggestions for PT. Fontera Brand Indonesia Bandar Lampung Branch to provide performance motivation both internally and externally for employees who can provide output in terms of improving employee performance so that it is more leverage. Novelty: The novelty in this study lies in the conditions carried out by researchers during the transition from pandemic to endemic, so that they pay attention to differences in research results with previous studies that have been conducted. Keywords: 1. Work Motivation 2. External Work Motivation 3. Internal Work Motivation 4. Employee Performance

In achieving organizational goals, of course, employees are required to maximize the performance they have. Employee performance is an important thing for the organization to pay attention to, because it can affect the achievement of goals and the progress of the organization in the changing global competition. The objectives of this study are: 1) to analyze and determine work discipline on employee performance. 2) analyze and determine the work motivation of employees. 3) analyze and determine the work environment on employee performance. 4) analyze and determine the effect of work discipline, work motivation and work environment simultaneously on employee performance.This research method uses a survey method with a quantitative research approach. survey research is meant to explain causal relationships and hypothesis testing. the population in this research are all employees of PT. Samsonite Indonesia as many as 125 employees, using the Slovin formula, the employees of PT. The sample of Samsonite Indonesia used in this study is 96 people.The results of this study indicate that: 1) Work discipline has a positive and significant effect on the employee performance of PT Samsonite Indonesia. 2) Motivation has a positive and significant effect on the employee performance of PT Samsonite Indonesia. 3) The work environment has a positive and significant effect on the employee performance of PT Samsonite Indonesia. 4) Work discipline, work motivation and work environment simultaneously have a positive and significant effect on employee performance of PT Samsonite Indonesia employees.

Hospital employee competence is an absolute requirement that must be owned by hospital organizations as an absolute requirement in the current era of competition. In addition, the motivation and expectations of employees become basic needs that support employees so that human resources fulfill their competencies, this study is aimed at looking at the effect of motivation on employee competence at tourist hospitals in eastern Indonesia. The method used is descriptive quantitative by using a frequency table to describe employee perceptions of the proposed indicator components. The results showed that the competence, motivation and expectations of employees had a significant effect on employee performance at the Eastern Indonesia Tourism Hospital. The improvement of employee competence is carried out through increasing skills, knowledge, providing guidance/direction by the leadership; When employee motivation is growing, it will encourage an increase in their performance; When employees expect various things related to work and organizational conditions, the implementation of work will be more focused with satisfactory work results.

PurposeThis study aims to examine, analyze and explain the influence of leadership style, motivation and discipline to employee performance simultaneously and partially at PT. Kiyokuni Indonesia. Design/methodology/approachThe primary data used in this study come from questionnaire on respondents’ motivation, discipline, leadership style and employee performance. From 451 people as the population, 82 respondents who met the criteria as a sample were chosen by using the Slovin formula. The analytical method used is multiple linear regression analysis using SPSS Version 22. FindingsThe results of this study indicate that there is a positive and significant influence simultaneously between leadership style, employee motivation and discipline on employee performance. The results also show that there is a positive and significant influence partially between leadership style, employee motivation and discipline on employee performance. Discipline is the variable of the most powerful influence on employee performance, so it needs special attention. Originality/valueThe respondents of this research work for a company which generates products through the work of hands (manual work) and aims to promote the products in the international market.

On August 9, 2021, in Indonesia, the Bank Syariah Indonesia (BSI) was established through the merger of three Islamic banks. It is expected that the BSI, as the largest Islamic bank, will be capable of encouraging national economic growth. However, to ensure effective operation, the bank's management must carefully study and analyze employee culture, motivation, and skill changes that affect their performance. This study aims to identify the impact of organizational culture, competence, and work motivation on employee performance at Bank Syariah Indonesia. The sample of this study was permanent employees at Bank Syariah Indonesia's head office. Operationalization variables to develop research instruments, the authors use the indicators used by previous studies because they have been tested and validated.Data analysis methods using SEM (Structural Equation Model) with SPSS (Statistical Program for Social Science) and Amos 26 software. This study shows that organizational culture, employee competence, and motivation has a significant positive effect on employee performance. The organizational culture variable does not significantly affect work motivation at PT Bank Syariah Indonesia. In addition, work competence has a significant positive effect on work motivation. In recent years, the acceleration of globalization, increasing competition and the development of information and communication technologies have added new concepts such as knowledge and innovation to organizational culture. So, the Bank Syariah Indonesia should be able to combine Islamic values and Industry 4.0 to create a comfortable working climate for employees.

Employee relocation can be a contentious area in managing people in large, geographically dispersed organisations. This research project is based on a case study of a single Indonesian government organisation and analyses employees’ perceptions of its relocation policy and its effect on their motivation and retention. The thesis explores employees’ perceptions surrounding the organisation’s relocation policy and adds to the literature on human resource management in the Indonesian public sector. The thesis is based on qualitative research methods and the data for the study derives primarily from 44 face-to-face semi-structured interviews with employees and managers. The data is further supplemented by an analysis of documentary materials. In comparison with what most existing research on domestic relocation has argued, this thesis suggests a different perspective for looking at the impact of relocation. For example, the findings suggest that there is an absence of a ‘public service motivation’, yet the perception of unfairness and the lack of facilities do not play a significant role in affecting the employees’ motivation. Although the relocation policy has affected the motivation of employees in a negative way due to separation from their families, a lack of support from the organisation, uncertainty over relocation policy implementation and frustration with favouritism/nepotism in the decisions of senior management, other factors have had a more dominant influence in helping retain employees within the organisation. The thesis argues that although employees perceived a breach in the psychological contract, the internalisation of multiple organisational commitments, and other pragmatic reasons explained why there was no drop in motivation, and why they choose to stay with the organisation regardless of their dissatisfaction with overall relocation practice.

碩士
中國文化大學
國際企業管理學系
101
This research reviewed the employees at Indonesia private or government companies to examine the relationship between personal variables includes age, gender, level of education and the acceptance and utilization of Information technology (IT). The research examine three of determinants from original TAM (Technology acceptance model) includes of perceived usefulness variable, perceived ease of use variable, and analyzed attitude toward using technology. It also addressed the main question about the effect of personal variables on perceived usefulness and perceived ease of use of the new technology at company. The hypotheses were supported by the data, because that there were significant relationships between personal variables on perceived usefulness variable and perceived ease of use variable. Effects of personal variables, perceived usefulness, and perceived ease of use on attitude also play roles on motivating employees to use new technology. The research found that adequate training of new technology had different acceptance and utilization pattern in both younger and older employee; younger employee was more informative and beneficial than older employee. Younger employees find the transition from an old system to the new system easier than older employee. Besides, women are more excited than men about the change of using a new technology. Keywords: Technology Acceptance Model, Personal Variables, Perceived Usefulness, Perceived Ease of use and Attitude.

Employee satisfaction and motivation have an important influence on individual employees and the performance of companies. In international business and marketing, where expatriates play important roles, regional cultures and institutional factors impact their satisfaction and motivation. This chapter aims to find out what kind of regional cultures and institutions have an impact on employee satisfaction and motivation in multinational corporations (MNCs), using theoretical analysis and the results from around 100 Japanese expatriates’ questionnaires. It was possible to find the satisfaction and motivation-related characteristics of expatriates in MNCs from the results of their interviews and the questionnaire survey, which indicated that Japanese expatriates working in the USA, Singapore, and Indonesia had a higher job satisfaction degree than those working in cultural regions, such as China, Taiwan, and Australia. Moreover, the results showed that compared with other industries, in the sales and marketing industry, the Japanese expatriates had the lowest satisfaction degree after repatriation, although their satisfaction degree was higher during expatriation and after a career change. The reasons relating to regional cultures and institutions, and some methods and human resource management practices in international marketing and trading that were analyzed are expected to raise expatriates’ satisfaction and motivation.

A mature teacher who continuously seeks improvement should be recognised as a professional who has autonomy in conducting their job and has the autonomy to engage in a professional community of practice (Hyslop-Margison and Sears, 2010). In other words, teachers’ engagement in professional development activities should be driven by their own determination rather than extrinsic sources of motivation. In this context, teachers’ self-determination can be defined as a feeling of connectedness with their own aspirations or personal values, confidence in their ability to master new skills, and a sense of autonomy in planning their own professional development path (Stupnisky et al., 2018; Eyal and Roth, 2011; Ryan and Deci, 2000). Previous studies have shown the advantages of providing teachers with autonomy to determine personal and professional improvement. Bergmark (2020) found that giving teachers the opportunity to identify areas of improvement based on teaching experience expanded the ways they think and understand themselves as teachers and how they can improve their teaching. Teachers who plan their own improvement showed a higher level of curiosity in learning and trying out new things. Bergmark (2020) also shows that a continuous cycle of reflection and teaching improvement allows teachers to recognise that the perfect lesson does not exist. Hence, continuous reflection and improvement are needed to shape the lesson to meet various classroom contexts. Moreover, Cheon et al. (2018) found that increased teacher autonomy led to greater teaching efficacy and a greater tendency to adopt intrinsic (relative to extrinsic) instructional goals. In developed countries, teacher autonomy is present and has become part of teachers’ professional life and schools’ development plans. In Finland, for example, the government is responsible for providing resources and services that schools request, while school development and teachers’ professional learning are integrated into a day-to-day “experiment” performed collaboratively by teachers and principals (Niemi, 2015). This kind of experience gives teachers a sense of mastery and boosts their determination to continuously learn (Ryan and Deci, 2000). In low-performing countries, distributing autonomy of education quality improvement to schools and teachers negatively correlates with the countries’ education outcomes (Hanushek et al., 2011). This study also suggests that education outcome accountability and teacher capacity are necessary to ensure the provision of autonomy to improve education quality. However, to have teachers who can meet dynamic educational challenges through continuous learning, de Klerk & Barnett (2020) suggest that developing countries include programmes that could nurture teachers’ agency to learn in addition to the regular content and pedagogical-focused teacher training materials. Giving autonomy to teachers can be challenging in an environment where accountability or performance is measured by narrow considerations (teacher exam score, administrative completion, etc.). As is the case in Jakarta, the capital city of Indonesia, teachers tend to attend training to meet performance evaluation administrative criteria rather than to address specific professional development needs (Dymoke and Harrison, 2006). Generally, the focus of the training relies on what the government believes will benefit their teaching workforce. Teacher professional development (TPD) is merely an assignment for Jakarta teachers. Most teachers attend the training only to obtain attendance certificates that can be credited towards their additional performance allowance. Consequently, those teachers will only reproduce teaching practices that they have experienced or observed from their seniors. As in other similar professional development systems, improvement in teaching quality at schools is less likely to happen (Hargreaves, 2000). Most of the trainings were led by external experts or academics who did not interact with teachers on a day-to-day basis. This approach to professional development represents a top-down mechanism where teacher training was designed independently from teaching context and therefore appears to be overly abstract, unpractical, and not useful for teachers (Timperley, 2011). Moreover, the lack of relevancy between teacher training and teaching practice leads to teachers’ low ownership of the professional development process (Bergmark, 2020). More broadly, in the Jakarta education system, especially the public school system, autonomy was never given to schools and teachers prior to establishing the new TPD system in 2021. The system employed a top-down relationship between the local education agency, teacher training centres, principals, and teachers. Professional development plans were usually motivated by a low teacher competency score or budgeted teacher professional development programme. Guided by the scores, the training centres organised training that could address knowledge areas that most of Jakarta's teachers lack. In many cases, to fulfil the quota as planned in the budget, the local education agency and the training centres would instruct principals to assign two teachers to certain training without knowing their needs. Realizing that the system was not functioning, Jakarta’s local education agency decided to create a reform that gives more autonomy toward schools and teachers in determining teacher professional development plan. The new system has been piloted since November 2021. To maintain the balance between administrative evaluation and addressing professional development needs, the new initiative highlights the key role played by head teachers or principals. This is based on assumption that principals who have the opportunity to observe teaching practice closely could help teachers reflect and develop their professionalism. (Dymoke and Harrison, 2006). As explained by the professional development case in Finland, leadership and collegial collaboration are also critical to shaping a school culture that could support the development of professional autonomy. The collective energies among teachers and the principal will also direct the teacher toward improving teaching, learning, and caring for students and parents (Hyslop-Margison and Sears, 2010; Hargreaves, 2000). Thus, the new TPD system in Jakarta adopts the feature of collegial collaboration. This is considered as imperative in Jakarta where teachers used to be controlled and join a professional development activity due to external forces. Learning autonomy did not exist within themselves. Hence, teachers need a leader who can turn the "professional development regulation" into a culture at schools. The process will shape teachers to do professional development quite autonomously (Deci et al., 2001). In this case, a controlling leadership style will hinder teachers’ autonomous motivation. Instead, principals should articulate a clear vision, consider teachers' individual needs and aspirations, inspire, and support professional development activities (Eyal and Roth, 2011). This can also be called creating a professional culture at schools (Fullan, 1996). In this Note, we aim to understand how the schools and teachers respond to the new teacher professional development system. We compare experience and motivation of different characteristics of teachers.