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1
Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.1017/s1833367200001140.
Повний текст джерелаАнотація:
AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
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Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.5172/jmo.2011.17.6.729.
Повний текст джерелаАнотація:
Abstract The employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
3
Low, Chin Heng, and Prashant Bordia. "A career stage perspective on employees' preferred psychological contract contributions and inducements." Journal of Management & Organization 17, no. 6 (November 2011): 729–46. http://dx.doi.org/10.5172/jmo.2011.729.
Повний текст джерелаАнотація:
AbstractThe employer–employee relationship is underpinned by a psychological contract, which refers to employee beliefs about the exchange of employee contributions and employer inducements. However, there is limited understanding of how employers can shape psychological contracts to meet employees' needs and aspirations. Meeting these needs starts with an understanding of employees' preferences for psychological contract contributions and inducements. We propose that career stage models can be used to achieve that understanding. Using the career stage models of Dalton, Thompson, and Price (1977) and Super (1957), we derive insights into the preferred contributions and inducements, respectively, at various points of an employee's career lifecycle. These insights will help organizations create desirable psychological contracts and retain valued employees.
4
Hamid, Mahmud, and Asma Ul Hosna. "Employee’s Sustainable Performance Process: Developing a Model for Sustaining Employees performance by Managing Age Diversity." International Journal of Entrepreneurial Research 4, no. 2 (November 2, 2021): 42–47. http://dx.doi.org/10.31580/ijer.v4i2.2071.
Повний текст джерелаАнотація:
Sustaining employees performance is a critical process. Employee sustainability is crucial for achieving organizational sustainability. For an organization, it's important to understand the individual employees perspective based on their age differences. Needs and resources are different for young employees and old employees. This paper proposes a model of sustaining employees performance of diverse age groups of employees by considering individual employee’s based on Herzberg two factor theory, the motivational theory of lifespan development, and transformational leadership theory. This is a conceptual paper in nature and has successfully developed a model. The proposed model has covered important areas which can create employees satisfaction to retain them in the organization. Employee retention has been proposed as a mediator which is a strong component to build employee’s sustainable performance. For the researcher and practitioners, it will be recommended to test this model to identify its impact on employees and employers.
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Crainer, Stuart, and Julian Birkinshaw. "Who needs employees?" Business Strategy Review 19, no. 3 (September 2008): 18–21. http://dx.doi.org/10.1111/j.1467-8616.2008.00547.x.
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Earley, Alice. "Hear Employees Needs." Nursing Management (Springhouse) 18, no. 4 (April 1987): 12. http://dx.doi.org/10.1097/00006247-198704000-00004.
Повний текст джерела
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Philpot, Denise R., and Mariya Gavrilova Aguilar. "Post-Leave (Return to Work) Training Needs and Human Resource Development." Advances in Developing Human Resources 23, no. 2 (March 5, 2021): 171–84. http://dx.doi.org/10.1177/1523422320982935.
Повний текст джерелаАнотація:
The Problem Employee leave is impacted by a variety of laws that address employer obligations and employee responsibilities. While the employee leave process is managed by an organization’s Human Resource Management (HRM) function, in most cases these laws and internal organizational policies and procedures do not address the training needs related to the employee’s return to work and subsequent integration into the workplace. Training, and Development is a component of Human Resource Development (HRD) and thus HRD should be largely involved in the employee’s transition back to work. In addition, supervisors/managers should examine their role in to evaluating the training needs of the employee and facilitating a successful post-leave return to work. The HRD literature can benefit from an integrated model of. The Solution This article reviews an important workplace phenomenon existing at the intersection of Human Resource Management (HRM) policies related to employee leave and HRD practices related to addressing training needs upon return to work and emphasizing employee orientation and integration back into the workforce. As a major component of HRD, Organization Development (OD) can also be employed to create a supportive organizational culture for employees on leave. We synthesize existing research on post-leave and rely on the HRD literature to propose solutions that highlight employee training and development interventions. Recommendations for practitioners include how to improve the workplace environment for employees prior to their leave as well as upon return, how to enhance the existence of orientation programs, and how to properly train managers to work well with employees and assess their training needs upon return from leave. The Stakeholders HRD practitioners that are looking to improve leave policies and documented practices as they pertain to the performance and training needs of leave-taking employees upon returning to work as well as managers that strive to ensure returning employees have the knowledge and skills necessary to regain previous levels of competence and productivity will be interested in this research.
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Izza, Ismiyatul, Budhi Setianto, and Inge Dhamanti. "Pengaruh Internal Service Quality (INTQUAL) terhadap Kepuasan Karyawan di RS Islam Ahmad Yani Surabaya." Jurnal Manajemen Kesehatan Indonesia 9, no. 2 (August 3, 2021): 78–86. http://dx.doi.org/10.14710/jmki.9.2.2021.78-86.
Повний текст джерелаАнотація:
The job satisfaction that employees get at the organization depends on whether or not the employee's needs are met. Employee needs that can be met will provide job satisfaction. The greater the employee's needs that can be met, the higher the employee's job satisfaction. Meanwhile, if the employee's needs are not met, the employee will have dissatisfaction. Objective: To identify the influence of internal service quality (intqual) on employee satisfaction at RSIAS. Methods: This study analyses an employee satisfaction survey conducted in 2020 using a cross-sectional study design. Population of this research is all employees in RSIAS. The sample of this study is also all employees in RSIAS, which is 421 people. The satisfaction survey is filled in using a score of 1 to 5, then averaged so that a score is obtained to determine the category of each aspect. The data obtained were analyzed based on the theory of internal service quality and employee satisfaction, then tested using a multiple linear regression statistical test model to determine the effect of internal service quality (intqual) on employee satisfaction at RSIAS. Results: The results of statistical tests showed that the value of p = 0.000, meaning that internal service quality has an effect on employee job satisfaction because the value of p <0.05. Several aspects of internal service quality affect job satisfaction, namely the aspects of tools, policies and procedures, management support, goal alignment, effective training and reward and recognition.
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Sheridan, Alison, and Lou Conway. "Workplace flexibility: reconciling the needs of employers and employees." Women in Management Review 16, no. 1 (February 2001): 5–11. http://dx.doi.org/10.1108/09649420110380238.
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Wood, Felecia, and Sharol Jacobson. "Employee Perceptions of Diabetes Education Needs: A Focus Group Study." AAOHN Journal 53, no. 10 (October 2005): 443–49. http://dx.doi.org/10.1177/216507990505301005.
Повний текст джерелаАнотація:
The purpose of this descriptive non-experimental research was to assess employee perceptions of desired diabetes education through focus groups. Thirteen employees of a southern university in three focus groups identified many standard and some emerging educational topics of interest including healthier food choices when eating out, increasing activity, deciding whether highly advertised “special” products for diabetes were necessary, and recognizing the importance of obesity among children. The employees were willing to attend group meetings related to diabetes, but not to pay for them. The information will be used to plan an intervention to promote diabetes prevention and self-management in a worksite environment where diabetes costs are rising rapidly, and to support the need for a university wellness program. Occupational health nurses can address both employees' needs and employers' costs through such a program.
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Eissenstat, SunHee Jang, and Yunsoo Lee. "Understanding organizational citizenship behavior: the counselor’s role." International Journal of Workplace Health Management 10, no. 6 (December 4, 2017): 491–507. http://dx.doi.org/10.1108/ijwhm-05-2017-0030.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to study organizational citizenship behavior (OCB) as a variable to bridge employer’s and employee’s needs from employee counseling. This study examined the relationship between meaningful work, job satisfaction, and OCB and how their positive associations can be enhanced. The role of counselors was discussed, too. Design/methodology/approach A moderated mediation model was suggested with the mediation model of meaningful work, job satisfaction, and OCB and the moderator, work time flexibility. Intervention was implemented with the goal of increasing employee’s control over work schedule. Six analyses were conducted to compare before and after the intervention aiming for enhancing employee’s work time flexibility, and one year after the intervention. Comparison between the intervention and the control group was also implemented. Findings The result indicated that the intervention was effective but the effect did not last one year after the intervention. This study suggests the role of employee counselors at organization. Originality/value Psychological wellness of employees becomes an interest not only of employees but also employers to reduce cost from employee burnout and turnover. Employee counseling can be provided to improve employee’s psychological wellness and also to meet the goal of employers. Integrated perspective serving two purposes is suggested in this study.
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Tasya, Intan Anas, and Alini Gilang. "The Influence of Motivation on Employees Performance." Almana : Jurnal Manajemen dan Bisnis 4, no. 2 (August 10, 2020): 262–65. http://dx.doi.org/10.36555/almana.v4i2.1405.
Повний текст джерелаАнотація:
The role of human resources is crucial for the realization of the company's goals to find optimal profits. At this time, employees will be motivated if needs are met, if needs are met then job satisfaction will arise which will have a positive impact on the work needs of employees at the company. This study aims to study the work motivation of employees of PT. Taspen (Persero) Bandung Main Branch Office. The method used in this research is quantitative with a descriptive research type. Respondents in this study were 51 employees of PT. Taspen (Persero) Bandung Main Branch Office, sampling method Saturated sampling technique. Based on the results of research that shows motivation and performance at PT. Taspen (Persero) Bandung Main Branch Office is included in both categories. The results also showed motivation for employee performance. In addition, contributing motivation in contributing to employee performance by 33.8%. So the higher the motivation provided, the higher the employee's performance.
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Arimie, Joel Chukwuyem, and Andrew O. Oronsaye. "Assessing Employee Relations and Organizational Performance: A Literature Review." International Journal of Applied Research in Business and Management 1, no. 1 (December 2020): 1–17. http://dx.doi.org/10.51137/ijarbm.2020.1.1.1.
Повний текст джерелаАнотація:
The success of any organization is hinged on the abilities and competence of the employees. How well employers create a positive work environment which satisfies the emotional needs of the employees will influence to a great extent the level of organizational productivity. In respect to this, the paper seeks to explore the relationship between effective employee relations and organizational performance. The study makes use of secondary data from journals and other relevant literature. The findings revealed that the disregard of the psychological needs of the employees, which is the desire to be respected, valued and recognized in the organization, will create employees ill-treatment and further demotivation. The paper recommends that managers should properly connect with their employees and create an enabling environment where employees will feel at home discharging their duties. Furthermore the employers should create an effective system of communication that encourages understanding and learning in the organization.
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Et.al, Eni Suriana Binti Alias. "Supervisor Support as a Moderator between Flexible Working Arrangement and Job Performance – Malaysia Evidence." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 10, 2021): 525–39. http://dx.doi.org/10.17762/turcomat.v12i3.758.
Повний текст джерелаАнотація:
Over the past years, organizations are forced to redesign their workplace to fulfil global labour market needs and to remain competitive. Due to the ever-changing working environment and competitive markets, organizations opted to choose more flexible work options so they can respond to the volatile environment. This study explores the moderation effect of supervisor support (SS) between flexible working arrangements (FWAs) and employee performance (EP). The population for this study primarily focused on the organizations that adopt the flexible working arrangement such as flexible working time, working from home, and compressed work-week practices in Malaysia. The companies selected are based on the listing of global organizations practices FWAs mentioned in TalentCorp Malaysia Flexible Working Arrangement collaboration with Malaysian Federation Employer report, 2015. The questionnaires were distributed through the Human Resource Department of each organization. The result demonstrated that there is a relationship between FWAs and EP but there was no moderation effect of SS between FWAs and EP relationship. This study supports the idea that the employees seem to benefit from the adoption of FWAs at the workplace. It allows both gender and single or married employees to manage their time better particularly allowing the employees to attend to personal needs. Since FWAs itself is the support given by employers to employees, therefore, the employees were unable to associate supervisor support role as a contributor to help them manage their work and home responsibilities. This study showed that employee motivation to perform are affected by the policies adopted by organizations. Adopting efficient work practices such as FWAs could stimulate employee engagement to improve their work performance. Therefore, organizations that are currently searching for a strategy that can improve productivity and employee performance should consider FWAs as an option. However, the implementation ofFWAs needs to be customized according to the employee's needs. Offering FWAs in the organization will enhance organizational and individual outcomes.
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Asnora, Fazhil Hanafi. "ANALYSIS OF THE NEED FOR SELF-ACTUALIZATION, AWARDS AND SOCIAL NEEDS TO ACHIEVEMENT EMPLOYEES IN. PT. KHARISMA PEMASARAN BERSAMA CABANG MEDAN." ECOBISMA (JURNAL EKONOMI, BISNIS DAN MANAJEMEN) 5, no. 1 (September 25, 2019): 136–49. http://dx.doi.org/10.36987/ecobi.v5i1.82.
Повний текст джерелаАнотація:
This study is based on the idea that the emergence of achievement is influenced by several factors driving, both of which come from outside the individual and of the individual. Power stimulus, impetus, the motivation that encourages employees to want to come to work diligently differ between employees with one another. This difference is caused by differences in motives, goals, and needs of each employee to work for the needs of employees of both material and non material should be filled in accordance with expectations when the expected high employee performance. This study aims to determine the effect simultaneously the needs of self-actualization, esteem, and social needs, to pertasi employees at PT. Kharisma Joint Marketing Branch Medan. The analysis technique used is multiple linear regression. The results showed that partially self-actualization needs (X1) positive and significant effect on employee performance (Y) with the value t count> t-table is 2,316> 2,037 with a significance value of 0.027> 0.05. Choice (X2) has no effect on employee performance (Y) with the value t count> t-table is 0.076 <2037 with a significance value of 0.940> 0.05. Social needs (X3) significantly positive effect on employee performance (Y) with the value t count> t-table is 2,237> 2,037 with a significance value of 0.022> 0.05. Variables simultaneously self-actualization needs (X1), awards (X2) and social needs (X3) simultaneously significant effect on employee performance (Y) at a rate of 95% or 5% alpha.
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Nwoko, Charles, and Khashayar Yazdani. "Remote Working during the Covid-19 Global Pandemic and its Implications for Employee Motivation: Some Evidence from Nigeria through the Lens of Self-Determination Theory." Journal of Business and Management Studies 4, no. 2 (May 18, 2022): 423–47. http://dx.doi.org/10.32996/jbms.2022.4.2.31.
Повний текст джерелаАнотація:
Following the outbreak of the COVID-19 pandemic, governments around the world took several safety measures, including enforced confinement to check the spread of the disease. These measures had economic, health, and psychosocial implications. On the other hand, the pandemic accelerated remote working and the deployment of technology to support this new way of working as businesses needed to continue functioning. Empirical research on the implication of these measures on the mental health, engagement, and motivation of employees abound in other jurisdictions, whereas it is limited in Nigeria. From a self-determination perspective, this study examines the mediating roles of organizational factors (OF) and employee’s individual situation (ES) on employee motivation during the pandemic. The study employed a survey research design while descriptive statistics, exploratory factor analysis, and structural equation modelling were used to analyze the data. Remote working intensity (RW) during the pandemic had a significant positive impact on organizational factors. Employee’s Individual Situation had a significant positive impact on Employee Motivation (EM). The study concludes that as good as remote working may seem, the enforced confinement led to increased stress levels, more mental health challenges, and lower motivation. The moderation role of basic psychological needs (PN) satisfaction was confirmed. The findings showed that employees who could influence their work schedule were more motivated. Higher levels of support from employers that enabled individuals to achieve desired results amidst the uncertainties created by the pandemic were also associated with better levels of motivation. Employees in organizations that found innovative ways for social connection and had regular check-ins by managers were more engaged and motivated because employers’ support was found to be empowering, produced better psychological health, and helped employees feel self-determined. Even though the study shows the association between remote working, basic psychological needs satisfaction, and employee motivation, how motivation level changes after some point or the degree to which it would change in the post-pandemic era remains unclear and should be an area for further study since motivation is not a unitary phenomenon.
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Duda, Jiří. "Convenience of providing employee benefits compared to increase of gross wages." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 52, no. 6 (2004): 67–76. http://dx.doi.org/10.11118/actaun200452060067.
Повний текст джерелаАнотація:
Using tax allowances when providing contributions for life insurance, pension insurance and food, employers significantly decrease their costs in comparison with the traditional increase of wages of employees (the saves range in several hundreds of crowns per one employee). These benefits are more profitable than increase of wages for employees, as well. The paper analyses and mathematically reasons these financial benefits, and compares advantages of employee benefits and wage increase.A disadvantage for employees is that these financial means (contributions for pension and life insurance) can not be immediately used for their needs, and are bound with the negotiated types of insurance. This is, perhaps, also the reason why employees of selected firms preferred wage increase before employee-benefits. The above-mentioned employee benefits can become an important factor of stabilisation of current employees, or acquiring new, needed employees. The paper briefly characterises these employee benefits.
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Pitan, Oluyomi Susan. "Graduate employees’ generic skills and training needs." Higher Education, Skills and Work-Based Learning 7, no. 3 (August 14, 2017): 290–303. http://dx.doi.org/10.1108/heswbl-04-2017-0026.
Повний текст джерелаАнотація:
Purpose As a response to technological changes, globalization, sector reforms and changes in output demand, there is an increased demand for generic skills in the workplace. The purpose of this paper is to investigate through perceptions of graduate employees and their employers on the extent to which university education in Nigeria is responding to the increased skills requirements of employers. Design/methodology/approach Data were collected by the use of two sets of questionnaires and purposive sampling technique was adopted for sample selection. Past surveys of employers on skills requirements in Nigeria were used as a reference in the selection of the 11 generic skills used in the instrument. Data were analysed using simple percentages, descriptive statistics and χ2. Findings All the listed generic skills are regarded as important by graduate employers. The employed university graduates believed that in terms of generic skills, they were not adequately prepared to meet the requirements of their jobs. Moreover, employers believed that their graduate employees would require further training to a large extent to perform satisfactorily in their jobs. Originality/value Taking a divergent view, the study has established the perceptions of employed university graduates themselves on the extent to which university education has prepared them in meeting the skills requirements of their jobs. Furthermore, apart from confirming the extent of further training required, the study empirically affirms the relative training needs of graduates from different fields of study.
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Agustini, Ni Kadek Ira, and A. A. Sagung Kartika Dewi. "PENGARUH KOMPENSASI, DISIPLIN KERJA DAN MOTIVASI TERHADAP PRODUKTIVITAS KARYAWAN." E-Jurnal Manajemen Universitas Udayana 8, no. 1 (December 5, 2018): 231. http://dx.doi.org/10.24843/ejmunud.2019.v08.i01.p09.
Повний текст джерелаАнотація:
The success of the company is determined by the human resources so that the company needs to meet the needs of employees so employees can work productively. Employee's punctuality is the ability of employees to complete their tasks effectively and efficiently. Employee productivity can be affected by several factors including compensation, work discipline and motivation. The purpose of this study is to determine the effect of compensation, work discipline and motivation to employee productivity. The research was conducted at Single Fin Restaurant & Bar Bali. The number of respondents in this study was 79 people. In the data collection is done through the spread of questionnaires using Likert scale data measurement method. The analysis technique used in this research is multiple linear regression. The results of this study showed that each variable of compensation, work discipline and motivation partially have a positive and significant effect on employee productivity at Single Fin Restaurant & Bar Bali.
Keywords: compensation, work discipline, motivation, employee productiviy
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Riall, R. "Mathematical needs of young employees." Teaching Mathematics and its Applications 19, no. 3 (September 1, 2000): 104–13. http://dx.doi.org/10.1093/teamat/19.3.104.
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Angawati, Ellyana, and Kurniawati Kurniawati. "THE INFLUENCE OF DIVERSITY ORIENTED LEADERSHIP TOWARDS KNOWLEDGE SHARING THROUGH TRANSPARENT INTERNAL COMMUNICATION, INTRINSIC NEEDS SATISFACTION, AND JOB ENGAGEMENT." Jurnal Ekonomi Trisakti 2, no. 1 (April 20, 2022): 1–14. http://dx.doi.org/10.25105/jet.v2i1.13551.
Повний текст джерелаАнотація:
There are many ways for companies to retain employees. The approach simply proposed that companies would benefit from employees that are loyal in order to create knowledge sharing throughout the company, which are important and necessary in achieving the goal and mission of the company. Communication styles, leadership methods, including the employees’ necessity as one of the parameters for the employees to continue to share their knowledge within the company. This research aims to maximize the company and the employee mutualistic relationships which requires both understanding. Exploration and approach between company with employees in many aspects such as managerial level, openness, boundness, and the employee’s demand are also measured and comprised. The literature review argue that these are the ways to improve trust, experience, satisfaction and commitment, so that there are tight relationships with each other especially in crises situation. This research uses purposive sampling with age ranging from 23 years old until 70 years old with associate degree to doctoral degree in many types of industry, variant income, managerial level, and duration of work at the company. This research is suitable for someone who is a decision maker in the company to improve the company. The data uses SPSS 25 and AMOS 21 methods for analyzing. Majority of the variables shows that the variables are positive related. Therefore, this research could use for companies’ improvement towards employee’s retentions. In addition, acknowledgement from employees would lead to employee’s knowledge sharing.
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Lorincová, Silvia, Miloš Čambál, Andrej Miklošík, Žaneta Balážová, Zdenka Gyurák Babeľová, and Miloš Hitka. "Sustainability in Business Process Management as an Important Strategic Challenge in Human Resource Management." Sustainability 12, no. 15 (July 23, 2020): 5941. http://dx.doi.org/10.3390/su12155941.
Повний текст джерелаАнотація:
The main goal of human resource management (HRM) is to create conditions that allow enterprises to run businesses effectively by following the maximum performance and sustainability of business processes, which are key factors for an enterprise to succeed on the market. For effective management of employees as a part of HRM, systematic employee motivation is necessary because human resources are a key factor for achieving enterprise sustainability. As employees can be motivated by everything stimulating their activity, the aim is to define the importance of employee motivation through the most important motivation factors relating to mutual relationships. The emphasis is put on the identification of statistically significant differences in terms of socio-demographic features of employees. At a significance level of 5%, the statistically significant differences in terms of gender, age, and job were tested further using Tukey’s honestly significant difference test. The research results showed a large number of statistically significant differences between individual employee categories. This leads to the conclusion that employers should focus on creating individual motivation programs for employees and not approach employees uniformly because of their various needs. Creating individual motivation programs for employees should respect their needs in terms of gender, age, and job position. Enterprises are recommended to focus their motivation programs on supporting motivation factors related to finance, mutual relationships, and work conditions.
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Ervani, Trifosa Joan, and Lina Sinatra Wijaya. "Public Relations and New Media in Employee Relations for Enhancing Employee’s Loyalty During the Pandemic." International Journal of Social Science and Business 5, no. 3 (August 7, 2021): 367. http://dx.doi.org/10.23887/ijssb.v5i3.35403.
Повний текст джерелаАнотація:
The Covid 19 pandemic occurred nowadays has resulted in many employees resigning due to discomfort at work. Therefore, every company needs to carry out an employee relations program to increase employee’s loyalty, especially during this pandemic. The aim of this study is to determine the employee’s loyalty which was formed by the implementation of the employee relations program carried out by Public Relations using new media during the pandemic. Data collection is done by conducting observations, documentation, and interviews. The results of this study shows that there are five forms of employee relations programs done to increase employee’s loyalty, among others, education and training programs, outstanding work motivation programs, award programs, special event programs, and internal communication media programs. The success of those employee relations program are shown by a decrease in the percentage of employee resignation, from 40% to 20% in one year. Evidence of employee’s loyalty formed by the employee relations program can also be seen from several attitudes and actions of employees that include obedience and compliance, responsibility, willingness to cooperate, sense of belonging, interpersonal relationships, and fondness for work. In addition, personal touch to employees has the greatest impact to increase employee’s loyalty to the Company.
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SULISTYAN, RIZA BAHTIAR, Emmy Ermawati, and Kurniawan Yunus Ariyono. "Manajemen Retensi dalam Upaya Mempertahankan Karyawan melalui Dorongan Kepuasan dan Komitmen." Wiga : Jurnal Penelitian Ilmu Ekonomi 9, no. 2 (September 3, 2019): 87–98. http://dx.doi.org/10.30741/wiga.v9i2.464.
Повний текст джерелаАнотація:
Special attention needs to be paid by the company regarding the employee's intention to leave the organization. The purpose of this study is to develop a conceptual model to prove empirically how retention management can encourage job satisfaction and commitment so that employees do not intend to leave the organization. As many as 36 account officers in Lumajang Regency are willing to become respondents. The approach used is PLS. The results showed that retention management and employee satisfaction were directly able to reduce employee intentions to leave the organization. Employee commitment has not been able to reduce the intention of employees to leave the organization. It is more important to improve the management of employee retention and job satisfaction than their commitment as an effort to minimize the intention of employees leaving the organization.
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Waruwu, Fotuho. "Analisis tentang Pengaruh Motivasi Intrinsik dan Motivasi Ekstrinsik terhadap Kinerja Karyawan. Studi Kasus: di Rumah Sakit Rajawali dan Stikes Rajawali Bandung (Yayasan Kemanusiaan Bandung Indonesia)." Jurnal Manajemen Maranatha 16, no. 2 (May 11, 2017): 203. http://dx.doi.org/10.28932/jmm.v16i2.390.
Повний текст джерелаАнотація:
In order to improve the performance of an employee of an organization, such as managers and supervisors should give more attention to the motivation level of their subordinates. The managers should be pay attention to their employee’s wants and needs, the strength of his subordinates and set goals in order to satisfy their own needs. Representation of employees' interests in RS Rajawali and STIKES Rajawali believed to encourage employee’s motivation to work harder and better so that it can optimize any potential. The aim of this study is to determine the effect of intrinsic and extrinsic motivation either partially or simultaneously on the employee's performance in RS Rajawali and STIKES Rajawali. Object of this study were all employees works in RS Rajawali, 122 people from a variety of occupations such as doctors, nurses, to the non-medical staff in STIKES Rajawali, 28 people consist of lecturers and administrative staff. This type of research is descriptive quantitative research, research on the data collected and expressed in the form of numbers, although the form of qualitative data as well as supporting, such as the words or phrases that are arranged in the questionnaire, the results sentences of consultation or the interview between researcher and informant. The results showed that intrinsic motivation (82,20%) and extrinsic motivation (83,56%) has an influence on the performance of employees (76,42%) in RS Rajawali and STIKES Rajawali Bandung. However from both motivations, the most responses which give an affect of the employee’s motivation are reward or salary. Keywords: Extrinsic; Intrinsic; Motivation; Performance
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Masri, Muhamad. "Implementation of Leadership Strategies and Work Commitments in Maintaining Employee Performance in CV. Silvana Print & Advertising Kendari City Southeast Sulawesi." Indonesian Journal of Social and Environmental Issues (IJSEI) 1, no. 2 (August 3, 2020): 91–96. http://dx.doi.org/10.47540/ijsei.v1i2.59.
Повний текст джерелаАнотація:
The purpose of this study was to determine the description of the application of leadership strategies and work commitments of CV. Silvana Print & Advertising in maintaining employee performance. Data collection methods used was observation, open interview, and documentation. Analysis of the data in this research is a qualitative descriptive analysis through case studies. Based on the results of the study note that the leadership strategy and work commitment in maintaining employee performance on the CV. Silvana Print & Advertising is done by controlling employees every day either directly or indirectly. Control is carried out related to the production process, optimizing the use of raw materials. Besides, leaders always provide ideas, instructions, and provide solutions to employees who have problems or obstacles, and leaders also use the WhatsApp group as a media to help communicate with employees. Work commitment, the company applies work standards that can improve the quality of employees and pay attention to employee needs ranging from the needs of life, the needs of employees in production activities. Employee performance, in maintaining the company's employee performance, pay attention to the portion of work and ability of employees, ranging from the ability to initiate employees themselves, employee adaptation, creativity, discipline, experience, and employee cooperation.
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Suyono, Joko, and Sri Wiwoho Mudjanarko. "Motivation Engineering to Employee by Employees Abraham Maslow Theory." JETL (Journal Of Education, Teaching and Learning) 2, no. 1 (March 31, 2017): 86. http://dx.doi.org/10.26737/jetl.v2i1.141.
Повний текст джерелаАнотація:
Among many existing motivational theories, perhaps Maslow's Hierarchy of Needs Theories are widely known. This theory passes a message to us that once a person passes a certain level of need, he is no longer motivated by the level of motivation below. This provides an understanding that a manager or leader or motivator in the organization should know what is needed by subordinates. The need of a daily production worker with staff of managerial staff is different. To provide motivation that can improve performance to both, a motivator must provide different treatment according to their needs.
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Aninda, Suvana, Harmein Nasution, and Linda Trimurni Maas. "Allocation of the Number of Employees Based on Workload at PT Asuransi Central Asia Medan Branch." International Journal of Research and Review 8, no. 11 (November 11, 2021): 148–54. http://dx.doi.org/10.52403/ijrr.20211120.
Повний текст джерелаАнотація:
Human resources are individuals who work as the cogs of a company and can produce ideas that are useful for the company. A company must have a department which in carrying out its duties functions to regulate planning in Human Resources and in carrying out the department concerned will calculate the number of employees who will then be given authority or responsibility for their work. Productivity and work efficiency can be disrupted if there is an employee workload. Employee workload can occur when doing tasks that exceed the ability of employees. At PT Asuransi Central Asia there is an imbalance of work in some divisions and causes delays in completing work. In addition, the distribution of employees in each work unit, there are still those who do not refer to the workload and there are also employees who do not use their productive time as well as possible. The purpose of this study is to analyze the working time of employees by using the Work Sampling method and also to analyze the amount employee needs based on workload measurement with the Full Time Equivalent method. The results of this study indicate that the effective working day for a year is 226 days and the effective working time is 1,360 hours for five working days per week. Through the Work Sampling method, it is known that the total time for productive activities is 78%, unproductive activities are 11% and personal activities are 11% with a 30% allowance. Based on the results of measuring the workload with the Full Time Equivalent method, it can be seen that there are 16 employees with an under load workload, an in load workload of 13 employees and an employee with an overloaded workload of 8 employees. Therefore, the company can take several steps to optimize its employees, namely by transferring tasks from overloaded employees to under loaded employees in the same division, companies can also increase working time with overtime wages without having to add 5 employees to save company costs, companies can also conduct employee transfers, provide training and education to improve employee skills and knowledge, and pay attention to the employee's work system. Keywords: Employee Needs, Workload, Work Sampling, Full Time Equivalent.
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Breevaart, Kimberley, Sergio Lopez Bohle, Jan Luca Pletzer, and Felipe Muñoz Medina. "Voice and silence as immediate consequences of job insecurity." Career Development International 25, no. 2 (January 30, 2020): 204–20. http://dx.doi.org/10.1108/cdi-09-2018-0226.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to examine the weekly effects of job insecurity on employee voice and silence. Specifically, the authors argue that because employment fulfils important needs, employees’ needs are less fulfilled when they feel that their job is at risk (i.e. high job insecurity). Consequently, the authors argue that employees engage in less voice and more silence because when employees’ needs are not fulfilled, they are less committed to the organization and/or protect their personal resources. Design/methodology/approach The authors tested their hypotheses in a five-week long diary study among 97 employees. Findings The authors found that employees reported lower need fulfilment in those weeks and the week after job insecurity was higher, which, in turn, decreased employee voice and increased employee silence in those weeks and the week after. Research limitations/implications The study shows that feelings about one’s job insecurity fluctuate from week to week and that the weekly negative effects associated with increased job insecurity can be explained from a needs fulfilment perspective. The study also highlights the importance of studying voice and silence simultaneously. Practical implications Managers could indirectly increase employees’ voice and decrease employees’ silence by reducing feelings of job insecurity to increase employees’ feelings of predictability of and control over their future. Originality/value The authors studied short-term effects of job insecurity on both employee voice and silence, and examined need fulfilment as an underlying mechanism to explain the effects of job insecurity.
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Arora, C.-RIM Poonam. "Impact of motivation on workplace performance: a work model for millennials." Journal of Management and Science 8, no. 4 (December 30, 2018): 366–74. http://dx.doi.org/10.26524/jms.2018.33.
Повний текст джерелаАнотація:
Motivation is and has always been the cardinal talk of discussion for management of any organisation. With Millennials joining the organisations, it’s becoming difficult for employers to retain them. An organisation invests its resources in molding and shaping its employees and so is always interested in retaining its employees. Millennials can be retained by motivating them to the core and bringing out best in them. There are different needs of an employee, which if fulfilled keeps their working morale high. This paper proposes a motivation model which is based on the factors affecting the performance of an employee at his workplace. The building blocks of this model are the ERG theory of needs. The new formed model defines factors which are a combination of financial and non financial incentives, responsible for boosting motivation of an employee. The study also tries to identify the prominent underlying factors responsible for increasing the level of motivation. Following a descriptive methodology, the study uses a structured questionnaire in which the data was recorded from a sample of 100 Millennials belonging to different age group of employees. The study attempts to find the preference of type of incentives preferred by employees to keep them motivated.
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Dickson-Swift, Virginia, Christopher Fox, Karen Marshall, Nicky Welch, and Jon Willis. "What really improves employee health and wellbeing." International Journal of Workplace Health Management 7, no. 3 (September 2, 2014): 138–55. http://dx.doi.org/10.1108/ijwhm-10-2012-0026.
Повний текст джерелаАнотація:
Purpose – Factors for successful workplace health promotion (WHP) are well described in the literature, but often sourced from evaluations of wellness programmes. Less well understood are the features of an organisation that contribute to employee health which are not part of a health promotion programme. The purpose of this paper is to inform policy on best practice principles and provide real life examples of health promotion in regional Victorian workplaces. Design/methodology/approach – Individual case studies were conducted on three organisations, each with a health and wellbeing programme in place. In total, 42 employers and employees participated in a face to face interview. Interviews were transcribed verbatim and the qualitative data were thematically coded. Findings – Employers and senior management had a greater focus on occupational health and safety than employees, who felt that mental/emotional health and happiness were the areas most benefited by a health promoting workplace. An organisational culture which supported the psychosocial needs of the employees emerged as a significant factor in employee's overall wellbeing. Respectful personal relationships, flexible work, supportive management and good communication were some of the key factors identified as creating a health promoting working environment. Practical implications – Currently in Australia, the main focus of WHP programmes is physical health. Government workplace health policy and funding must expand to include psychosocial factors. Employers will require assistance to understand the benefits to their business of creating environments which support employee's mental and emotional health. Originality/value – This study took a qualitative approach to an area dominated by quantitative biomedical programme evaluations. It revealed new information about what employees really feel is impacting their health at work.
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Kamińska, Barbara, and Kamila Szymańczyk. "Professional Evaluation. Application of the PageRank Algorithm in Employee Rating." Przedsiebiorczosc i Zarzadzanie 15, no. 2 (August 15, 2014): 37–50. http://dx.doi.org/10.2478/eam-2014-0015.
Повний текст джерелаАнотація:
Abstract Appraisal is a tool used by both management and employees to attain their goals. Properly carried out employee performance appraisal allows to monitor the employee's actions and provides information on the level of his or her performance. Feedback in the form of appraisal motivates the employee to work more effectively and productively. Appraisal also enables to shape the personnel policy – it allows to chart employee career paths and determine training needs of an organization. For appraisal, however, to fulfil the attributed role, it needs to be carried out in a professional manner. The aim of the article is to draw attention to the importance of employee performance appraisal in the personnel management process and to provide information on the core principles of appraisal. It describes, among others, determinants, criteria as well as selected methods and techniques of appraisal. An interesting point can be the use of the PageRank algorithm which can be a good solution for rating employees.
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Rumyantseva, I. A., M. B. Zhernakova, and T. Yu Krotenko. "EMPLOYEE DEMOTIVATION: FACTORS AND CAUSES OF EMPLOYEE DEMOTIVATION." Scientific Journal ECONOMIC SYSTEMS 1, no. 181 (2021): 102–8. http://dx.doi.org/10.29030/2309-2076-2021-14-2-102-108.
Повний текст джерелаАнотація:
The article analyzes the factors and causes of the state of demotivation to work among employees of organizations. The author emphasizes the importance of employee motivation for the success of modern organizations and the undesirable consequences of its absence, which acquire the features of an organizational disease. Demotivation is considered by the authors as a decrease in motivation due to the influence of various circumstances. The factors that demotivate employees are analyzed and the probable causes of their occurrence are listed. The article highlights the personal and organizational groups of demotivation factors. Personal factors include chronic dissatisfaction with the dominant needs of employees; incentives used in organizations that become in reality limiting factors; changes occurring in the personal motivational complexes of employees; personal perception by employees of the actions of the organization’s managers as unfair. Organizational factors include unclear division of functions and implemented work processes between employees, unclear organization structure, low manageability of the organization, unclear goals, unreliability of decisions, widely used demotivating management style with a predominance of punishments over rewards, disrespect and neglect of employees. The article considers the employee’s motivational complex, consisting of internal motivation, external positive and external negative motivation, and determines the optimal motivational complex. Attention is paid to the demotivation process, the orientation of employee motivation. The differences in the general motivation of the employee for any actions and the labor motivation of the employee are determined. The necessity of analyzing the motives of people’s behavior in the working environment is emphasized. The article notes the need to distinguish between the real and declared motives of employees, to identify the deep needs, interests and values of people to prevent the state of demotivation.
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Grunig, Larissa Schneider. "Meeting the communication needs of employees." Public Relations Review 11, no. 2 (June 1985): 43–53. http://dx.doi.org/10.1016/s0363-8111(82)80118-5.
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Barker, Jerry W., and J. Conrad Glass. "Perceived Wellness Needs of University Employees." Journal of American College Health 38, no. 4 (January 1990): 187–89. http://dx.doi.org/10.1080/07448481.1990.9938440.
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Mistry, Honey. "A STUDY ON EMPLOYEE MOTIVATION WITH REFERENCE TO SELECTED COMPANIES IN AND AROUND VAPI." SCHOLARLY RESEARCH JOURNAL FOR INTERDISCIPLINARY STUDIES 8, no. 65 (July 1, 2021): 14901–10. http://dx.doi.org/10.21922/srjis.v8i65.1332.
Повний текст джерелаАнотація:
This paper discusses about the most important asset that any employer possesses which is not land, raw material, or profit, but people; their employees. Thus, it is the responsibility of employer to keep their employees motivated by creating a positive work environment, and providing employees with the opportunities to grow. Motivating employees is an art that requires time and dedication. Motivated employee’s results to retention or reduction in employee turnover, and enthusiastic employees out produce and outperform. This paper study the sources of motivational needs, benefits of motivation, recognition and rewards, and tactics that can be used to help motivate individuals. The data was collected through the telephonic interview of the HR professionals of the selected companies. The major outcomes of this research include that Employee motivation plays an essential role in an organization and it contributes towards effective and efficient working of the organization, resulting to the achievement of overall organizational goals.
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Eichman, Caroline. "Surveys reveal needs for work/family benefits-by both employees and employers." Employment Relations Today 19, no. 4 (December 1992): 389–95. http://dx.doi.org/10.1002/ert.3910190404.
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Reza Putra, Muhammad, and Gupron Gupron. "EMPLOYEE PERFORMANCE MODELS: COMPETENCE, COMPENSATION AND MOTIVATION (HUMAN RESOURCES LITERATURE REVIEW STUDY)." Dinasti International Journal of Education Management And Social Science 2, no. 1 (November 29, 2020): 185–98. http://dx.doi.org/10.31933/dijemss.v2i1.629.
Повний текст джерелаАнотація:
In a company, employees are one of the most important elements in achieving company goals. The performance of an employee is certainly influenced by several factors that a manager needs to know. Managers must know the strengths and weaknesses of each manager in order to maximize potential and minimize employee shortages. The factors that influence an employee's performance are motivation, compensation and competence. Motivation is needed by an individual because basically humans need encouragement or inducement in order to work better. Motivation is given as a way to improve employee performance to carry out their responsibilities. The different competencies of each employee are also a factor in the good and bad performance of an employee. The competence of each employee must be improved in order to achieve company goals. Compensation also affects an employee's performance. Compensation can be in the form of money or other facilities. Compensation is given as remuneration by the company to employees who have carried out their duties and responsibilities.
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Abdoolla, Aaliya, and Patsy Govender. "Risk connected to the demographic factors in managing labour relations in the tertiary sector of the economy." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 420–27. http://dx.doi.org/10.22495/rcgv6i4c3art7.
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In today’s fast-paced, competitive and digital work environment, the challenges of work commitments and personal responsibilities confront employers and employees. Employees want flexibility and control over their work obligations and their personal lives. This is imperative as their economic needs depend on the income derived from work performance. Employers need to institute relevant programmes for economic viability and sustainability. The study aims to examine the impact of the demographic variables on work-life balance in a tertiary sector of the economy. The study utilizes a questionnaire that was self-developed which was pilot tested and, the validity and reliability were determined. Significant differences surfaced in the study. The findings of the study shed light on balancing several aspects of employees’ work and family lives. The results culminate in recommendations for management to integrate Employee Assistance Programmes into its structure and policies; provide for on-site day care facilities and; institute flexible working practices to impact positively on employee commitment and motivation, amongst others.
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Shuo, Feng, Qi Yao, and Gualberto A. Magdaraog. "Analysis of Manpower Capability Needs in Business Process Outsourcing (BPO) for Tobacco Industry: A Case study on BPO industry in Clark Pampanga, Philippines." Tobacco Regulatory Science 7, no. 5 (September 30, 2021): 2916–23. http://dx.doi.org/10.18001/trs.7.5.1.59.
Повний текст джерелаАнотація:
Objectives: The study focus on the capability needs of Business Process Outsourcing (BPO) employees for tobacco industry.The study is a quantitative and qualitative research study. It used a survey questionnaire to gather data needed for analysis. The respondents of the study were 50 employees of BPO companies in Clark Pampanga Philippines,where BPO industry is a trend. The findings show an up-to-date picture of BPO industries in Clark Pampanga and an insight into BPO human resources capabilities needs for tobacco industry. It may let Tobacco companies analyze own employee management system with increased precision. They still enabled us to define employment perspective and the challenges tobacco companies are facing, to identify the current BPO human resources capability issues and the long-term human resources trends for Tobacco industry. Together, they provide an exact depiction for the Tobacco industry and valuable foresights to both its employees and employers.
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Bhaskar, Rahul, and Yi “Jenny” Zhang. "Understanding Health Insurance Needs for Small Businesses in the U.S. to Formulate the Information Technology Strategy." Journal of Cases on Information Technology 14, no. 4 (October 2012): 1–11. http://dx.doi.org/10.4018/jcit.2012100101.
Повний текст джерелаАнотація:
The majority of the workers are employees of a small business in the USA. A large percentage of these employees get healthcare insurance from their employers. However, there is a discrepancy between the employees and employers when it comes to health insurance preferences. This case presents a case study of a survey conducted by a health insurance company to formulate an information technology strategy. In the light of new health care reforms, the ASBC Company is planning to use the results of this survey to formulate an information technology strategy.
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Bala, Ms Indu. "The Psychological Contract: The Changing Nature of Employee-Employer Expectations." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 3, no. 1 (January 16, 2013): 62–70. http://dx.doi.org/10.24297/ijmit.v3i1.4642.
Повний текст джерелаАнотація:
The psychological contract describes a phenomenon that occurs largely in the minds of employers and employees . The term governs all the ideas and expectations that workers have about their jobs and includes beliefs about their roles and responsibilities as employees. One of the fundamental challenges for HR is to help management maintain the appropriate balance between the realities of the business model and the needs of our employees. Success comes when the balance exists and is understood ( Kevin Sullivan Former VP of HR).There is a great challenge for a business today- a basic shift in employment expectations both from the employee's and the company perspectives. Both the right person and the right job are being affected by changing values. This research paper tries to find out the expectations of employers and employees in the present era . A detailed overview of any organization has been undertaken. Various ways have been suggested to deal with situation and emotions when expectations are not being met.
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Homburg, Christian, Jan Wieseke, and Torsten Bornemann. "Implementing the Marketing Concept at the Employee-Customer Interface: The Role of Customer Need Knowledge." Journal of Marketing 73, no. 4 (July 2009): 64–81. http://dx.doi.org/10.1509/jmkg.73.4.064.
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Although the identification of customer needs constitutes a cornerstone of the marketing concept, the accuracy of frontline employees’ perceptions of customer needs has never been examined in a systematic manner. Following research in social cognition, this article introduces the concept of “customer need knowledge” (CNK), which describes the extent to which a frontline employee can accurately identify a given customer's hierarchy of needs. The results of two large-scale, multilevel investigations involving data from three different levels (customers, employees, and managers) demonstrate the importance of CNK for the provision of customer satisfaction and customer value. In particular, CNK fully mediates the influence of employees’ customer orientation and cognitive empathy on these customer outcomes. Moreover, whereas the length of the relationship between an employee and a particular customer enhances CNK, a large age discrepancy in relation to the customer decreases employees’ level of CNK.
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Doran, Kelly, Barbara Resnick, Natalie Kim, Donna Lynn, and Tyrell McCormick. "Applying the Social Ecological Model and Theory of Self-Efficacy in the Worksite Heart Health Improvement Project-PLUS." Research and Theory for Nursing Practice 31, no. 1 (2017): 8–27. http://dx.doi.org/10.1891/1541-6577.31.1.8.
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Background: Long-term care (LTC) employees are at high risk for cardiovascular disease. Despite the documented benefits of worksite health promotion (WHP) programs for employees and employers and the potential benefits to residents in LTC facilities, LTC employees are rarely offered WHP programs. Purpose: The purpose of the intervention described in this article is to reduce cardiovascular disease risk factors among LTC workers using a physical activity, nutrition, and stress management WHP implemented during paid work time with 98 LTC staff members. Methods: This article describes a 9-month physical activity, nutrition, and stress management WHP intervention delivered during paid work time to reduce the cardiovascular disease risk of employees working in LTC. The intervention is rooted in the social ecological model and social cognitive theory. The intervention is based on formative research and evidence-based practice recommendations and is specifically designed to reduce barriers to intervention participation (e.g., inconsistent break times and unpredictable resident care needs) and enhance motivators to program participation (e.g., enhanced social support). Results: The intervention is ongoing, but measures are described. Conclusion: As more employers offer WHP programs, it is important that programs are tailored to meet specific employee groups and work environments. This article operationalizes a WHP research protocol with LTC employees that can be applied to reduce cardiovascular disease risk in LTC employees or similar employee groups in similar work environments.
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Karam, Asaad Ali. "The Impact of Training and Development on Different Cultural Employees Performance through Interaction Employees Motivation in Erbil Public and Private Banks." Mediterranean Journal of Social Sciences 10, no. 1 (January 1, 2019): 193–206. http://dx.doi.org/10.2478/mjss-2019-0017.
Повний текст джерелаАнотація:
Abstract The research endeavor to inspect the effectiveness of “training and development” (TD) on employee performance (EP), an outcome acquired from the examination, along these lines, could be extrapolated and connected to the training incline that exists within banks that work in Erbil Kurdistan region government (KRG). The procedure was in four banks of both sectors i.e. open and private. The outcomes were acquired by utilizing structural equation modeling (SEM-PLS) on important factors by Algorithm to measure indicators in reflective way; the R2 results 0.604 employees motivation (EM), and 0.639 (EP). The goal of the examination is to seek factors affecting employee’s performance. Therefore, the findings proposed that (TD) of employees work environment, and employee’s creativity has a most significant effect on enhancing employee’s performance. The examination reasoned that with breakdown the productivity of any association which needs to get to the efficiency per unit from the input information’s.
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Mukhroji, Mukhroji, and Fadhlina Fadhlina. "PENERAPAN METODE SIMPLE ADDITIVE WEIGHTING UNTUK PERANGKINGAN KINERJA PEGAWAI TERBAIK DI STIKES GETSEMPENA LHOKSUKON." JURNAL ILMIAH INFORMATIKA 9, no. 01 (November 28, 2021): 1–4. http://dx.doi.org/10.33884/jif.v9i01.2669.
Повний текст джерелаАнотація:
Employee performance appraisal in an institution is an absolute thing that needs to be done, where employees compete fiercely to get the best category in order to achieve a brilliant career in that agency. Every agency needs qualified, honest, educated, and disciplined employees to ensure good quality. Each agency has a different and selective way of determining good employees, this can also be a consideration for agency leaders to choose the best employee criteria so that they are worthy of being placed in strategic positions. From some of the descriptions above, this research needs to be carried out which aims to assist a leader in an institution in determining the best employees. This study applies the Simple Additive Weighting (SAW) method for decision making to rank the best employee performance. The steps taken are determining the criteria and attributes that will be the reference in the decision matrix assessment so that the final result obtained is the ranking of the best criteria and attribute values that can help the leadership of an agency to make informed decisions in determining the best employees to be placed in strategic positions in these agencies.
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Lay, Yohanes, Sautma Ronni Basana, and Togar Wiliater Soaloon Panjaitan. "The Effect of Organizational Trust and Organizational Citizenship Behavior on Employee Performance." SHS Web of Conferences 76 (2020): 01058. http://dx.doi.org/10.1051/shsconf/20207601058.
Повний текст джерелаАнотація:
Trust given by the company to each of the employees can motivate them to contribute to the company development. Employees got to motivate themselves internally to improve their role in the organization for winning the competition. The purpose of this research is to investigate the effect of organizational trust and organizational citizenship behavior towards employee performance in Fave Hotel Rungkut Surabaya, Indonesia. Fave Hotel needs to empower the employee to improve their competitiveness. The surveys were distributed to permanent employees who have been working for at least one year. There were 52 persons who filled the surveys. The surveys used a Likert scale. The data was processed using Partial Least Square software. First, the results indicated that organizational trust affects organizational citizenship behaviors. Second, organizational trust affects company performance. Third, organizational citizenship behavior affects employee performance. Fourth, organizational citizenship as an intervening variable can improve organizational trust for employee performance. Fave Hotel commits to empower their employee through organizational trust and improves employee’s role with organizational citizenship behavior.
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Hitka, Miloš, Silvia Lorincová, Lenka Ližbetinová, and Jarmila Schmidtová. "Motivation Preferences of Hungarian and Slovak Employees are Significantly Different." Periodica Polytechnica Social and Management Sciences 25, no. 2 (June 14, 2017): 117. http://dx.doi.org/10.3311/ppso.10052.
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The aim of the paper is to compare the level of employee motivation in Hungary and Slovakia. Using sociological survey through questionnaires, a research was conducted in all regions of Hungary and Slovakia in 2016. Total of 30 motivation factors were divided into 5 groups of motivation factors. We analyzed motivation factors relating to mutual relationships, to career aspiration, to finance, to work conditions and to social needs. Significantly different preferences were observed in 4 of 5 groups of motivation factors preferred by Hungarian and Slovak respondents (motivation factors relating to mutual relationships, to career aspiration, to work conditions and to social needs). Surprisingly, motivation factors relating to mutual relationship were highly preferred by Hungarian respondents. Financial motivation factors were the most important for Slovak employees. Motivation factors relating to social needs were the least important for both groups of respondents. For Hungarian and Slovak employers, we recommend focusing on motivation factors relating to mutual relationships when creating motivation programmes. It will improve relations in the workplace. Simultaneously for Hungarian employers, our suggestion is to focus on motivation factors relating to career aspiration.
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Subramanian, K. R. "Synergic Development of Organizations with Employee Aspirations." Journal of Advance Research in Business Management and Accounting (ISSN: 2456-3544) 3, no. 1 (January 31, 2017): 01–14. http://dx.doi.org/10.53555/nnbma.v3i1.82.
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Employee involvement in organization development takes place when their aspirations are fulfilled through work. Even with a carefully planned compensation and incentive program the attrition rate in some organizations is high. When management genuinely takes care of employee aspirations the resultant synergy is reflected in customer satisfaction and product quality. Managing employee aspirations takes genuine interest and requires a structure to help employees and plan for their development by Assessment, alignment with business needs and taking steps for development of people. Organizations can help employees sharpen and develop their key skills and values and provide important feedback information to reshape their goals in alignment with the business needs of the organization. Organizational barriers to growth and Professional development of employees leads to lack of commitment and eventual separation of employees. This paper explores such barriers to employee involvement and how synergic development can take place.
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Vandavasi, Rama Krishna Kishore, David McConville, Jin-Feng Uen, and Ko-Wei Wu. "Do employee perceptions of needs–supply fit impact job satisfaction and job search behavior?" Journal of General Management 47, no. 1 (October 2021): 31–40. http://dx.doi.org/10.1177/03063070211013343.
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In this study, a job characteristics profile is developed to calculate indirect measures of needs–supply (N-S) fit. Two surveys were conducted with employees in Taiwan, to test N-S fit, employee job satisfaction, intention to leave, and job search behavior. The findings show that employee perceptions of indirect N-S fit are significantly related to job satisfaction and negatively related to intention to leave and job search behavior. We find that an individual’s desires, needs, and subjective “fit” perceptions can impact considerably on how the individual thinks and feels about their job and their inclinations to leave. In addition to contributing empirical evidence of how employee perceptions of N-S fit can affect employee intentions to leave, we conclude that it is of practical importance for practitioners to assess the congruence between an employee’s perceptions of what he or she needs in a job and their subjective perceptions of what is supplied.