Suchergebnisse

This study examined cultural and organizational motivations for success through organizational engagement and work motivation in the Department of Public Works in the province of Maluku, Indonesia. The approach used for this study was quantitative, using a survey. The Department of Public Works of the Province of Maluku was the research site with a sample of 149 participants. The analysis method used in this study was Generalized Structured Component Analysis (GSCA). The main findings were 1) organizational culture has a direct effect on organizational engagement and a direct contribution to employee performance, 2) organizational culture impacts company performance, 3) organizational environment has a direct effect on employee motivation and employee performance, and 4) organizational environment supports company performance. The results indicate that the organizational environment can be increased by formulating regulatory policies and establishing rules and strategies for employees to carry out their duties. Motivation for work can be boosted by giving awards that match the results of work. In building an organizational culture, attention needs to be paid to the values contained in organizational culture, consisting of corporate empowerment, team management, clarity of vision, direction, and corporate goals.

AbstractNonprofit organizations are not exempt from the imperatives of employee attraction, retention, and motivation. As competition for staff, donors, and funding increases, the need to manage employee performance will continue to be a critical human resource management issue. This article outlines a study of the introduction of a performance management system in an Australian nonprofit organization and analyzes its design and implementation. It explores how performance management can be introduced and used effectively within a nonprofit environment to benefit staff and the organization. However, the use of performance management is not without its challenges, and the research also identified initial employee resistance and a resulting initial spike in labor turnover. However, findings indicate that if nonprofit organizations are willing to undertake consultation with staff and ensure that the organization's specific context, values, and mission are reflected in the performance management system, it can be a useful tool for managers and a direct benefit to employees.

Present study investigates the role of organizational citizenship behaviour in
mediating the spirituality on employee performance. Organizational citizenship behaviour is
measured by using four indicators of altruism, courtesy, civic virtue, sportsmanship, and
seriousness. The study employed survey design using sample of 180 respondents. The data was analysed using GSCA-SEM (Generalized Structured Component Analysis) and confirmatory factor analysis to measure construct interaction. The results indicate significant direct effect on employee performance by organizational citizenship behaviour. Though the direct effect of spirituality on employee performance shows non-significance effect, the indirect effect mediated by organizational citizenship behaviour shows a significant relationship. The study point out that the spirituality could affect the organizational citizenship behaviour resulting in a significant effect on employee performance indirectly. At the end of the paper, this study provides recommendation for future studies.

The purpose of this research was to give the model performance of employees in Indonesia. Variables used are work environment, organizational communication, discipline, motivation, job satisfaction and performance. The employees used as models are civil servants in Indonesia. The research method used is quantitative descriptive with multiple regression and simple regression. The results of research was the effect of each variable, namely; work environment on the performance of civil servants that is equal to 19 , 8 % . Communication organization of the performance of civil servants at 14 , 6 % . Discipline on the performance of civil servants that is equal to 15 , 8 % .There is a motivational effect on the performance of civil servants that is equal to 10 , 2 % .There is an effect of civil servant job satisfaction on employee performance that is equal to 33 , 4 % . At this time when it is in zone 4.0, that civil servants need to get job satisfaction, it will improve the performance of civil servants, in accordance with the expectations of all who work.Civil Servants are entitled to receive a decent salary in accordance with the burdens and responsibilities of their work and must be able to spur productivity and ensure their welfare. The salary system for Civil Servants is guaranteed in law and regulated based on government regulations through the State Budget and Expenditures. With the amount of funds issued by the government every year, it is natural for the public to expect productive and professional performance from Civil Servants.

Purpose
This study aims to investigate the impact of three determinants of organizational identification (OID) on employee performance (EP) in the context of private business institutions.


Design/methodology/approach
A sample of 175 permanent faculty members from four top universities in Karachi, Pakistan, was interviewed using a five-point Likert scale questionnaire. The data were inserted in SPSS 22 and SmartPLS v 3.2 for performing the analysis.


Findings
Results of the study showed a significant effect in perceived supervisor support on OID; OID; job satisfaction and EP; and mediating relationship. Conversely, an insignificant effect was observed in workplace incivility.


Research limitations/implications
It is highly recommended that organizations work on the areas that lead to enhancing their employees' performance. Also, human resource should create a healthy culture that promotes initiatives, open-door policies and discourages power distance. Lastly, one of the key responsibilities of management is to strengthen their OID because employees are more likely to identify with their supervisors if they invest in the organizations they work for.


Practical implications
This study will help strengthen the relationship between supervisors and university employees. It will guide the supervisors to acknowledge and appreciate the efforts of their subordinates and develop recreational policies and employee engagement activities. In addition, it will help develop a conducive environment and enhance the quality of education in the university and the society.


Originality/value
Understanding the determinants of OID on EP in the educational context is very important as it enhances the quality of EP and the overall quality of education of the institution.

Nonprofit organizations are increasingly becoming more business-like in their approaches to leadership and management across the board. This has a number of effects, but perhaps one of the most important is that it has made business theories more applicable to the nonprofit sector. This is an opportunity to both expand on important business theory and provide insight into how nonprofits can improve leadership and management. Accordingly, the business leadership theory of leader–member exchange (LMX) was applied to the nonprofit context, specifically to human services nonprofits that serve people with disabilities. Through qualitative interviews and document collection, this study examined how LMX could be perceived to affect employee performance and how it could be perceived to affect leader–follower relationships. Three themes emerged for each of these questions: of loyalty, respect, and communication for the first and mutual respect and understanding, positive interactions, and communication for the second. These themes and their implications are discussed.

Previous research has investigated the relationship between organizational tenure and performance by focusing primarily on organizational tenure of the individual employee. We propose that this approach is limited because organizational tenure should be conceptualized as relating to multiple entities including teams and their leaders. As predicted, analysis of two objective performance indicators of 1,753 employees working with 250 leaders of natural work teams in a financial services company revealed that, beyond employee organizational tenure, team leader organizational tenure and team organizational tenure diversity had positive incremental effects on employee performance. Moreover, the positive impact of employee organizational tenure was less pronounced in teams with high rather than low tenure diversity. Our findings suggest that organizations' capacity to promote performance will be limited if they focus on organizational tenure of an individual, while neglecting the ways in which performance is shaped by organizational tenure related to multiple entities within a team.

This article seeks to explore the effectiveness of a comprehensive performance management system in terms of employee performance. Besides, the mediating effect of work engagement was also examined. The performance management system effectiveness (PMSE) was determined by the extent of its accuracy and fairness, as recommended by previous researchers. A sample of 285 employees was selected from various branches of private banks located across Pakistan. A structured questionnaire was used, which was validated through confirmatory factor analysis (CFA) in the Pakistani context. The results indicated a significant impact of PMSE and work engagement on task and contextual performance of employees. Also, complementary mediation of employee work engagement in the relationship between PMSE and employee performance (in terms of task and contextual performances) was also supported. The findings of the research are helpful for the development of HR and PMSE strategy in the private banks of Pakistan. The study also suggests that a comprehensive PMSE model including the perception of fairness as a mandatory part, may be introduced for employees' enhanced work engagement and task/contextual performance. The mediating relationship of work engagement has established the process of PMSE for the task and contextual performances of employees, which is a valuable contribution of the study.