PENGARUH HIGH PERFORMANCE HUMAN RESOURCE MANAGEMENT PRACTICES DAN SELF MANAGEMENT PRACTICES PADA KEPUASAN KERJA KARYAWAN (Studi pada Karyawan Hotel Sahid Raya Yogyakarta)

This study aimed to determine the effect of High Performance Human Resource Management Practices, which consist of Empowerment, Job Rotation, Employee Participation, and Self Management Practices, which consist of Planning and Goal Setting, Access Management, Catch up Activities and Emotion Management in Employee Job Satisfaction. This research was conducted at Sahid Raya Hotel Yogyakarta. The respondent were permanent employees whom consist of 110 employee. Multiple linier regression analysis, which carried out with the help of the statistics program SPSS Windows Release 13.00, was used to analyze the data, the analysis result showed that job rotation, employee participation, planning and goal setting, access management, and emotion management positively and significantly influenced on employee job satisfaction. While empowerment and catch up Activities had no significant effect on employee job satisfaction. However, there was indirectly or small effect. Those emperical findings indicated that employee job satisfaction is important for the company, so Sahid Raya Hotel Yogyakarta needs to pay attention to the factors that can increase employee job satisfaction. Theoretical implications and suggestions for future research are also outlined at the end of the research

Purpose:The purpose of this paper is to explore the effect of job characteristics on the job satisfaction of employees. Moreover, the research also explores the comparison of job satisfaction for temporary and permanent employees within their different work roles. Apart from this, the study also examined the moderating effect of age. Research Methodology:Primary information has been gathered from 138 employees of various industries in Delhi and applied multiple regression analysis, correlation analysis, t-test, and moderation analysis to analyse the data. Results:Multiple regression analysis proves that job characteristics and their dimensions significantly and positively influence employees’ job satisfaction (.888). Further, the t-test exhibits a significant variation in the job satisfaction of permanent and temporary employees (t-value 6.890; p-value .000). Using process 2.13 version for the SPSS and interaction software, the study also finds that age groups moderate the relationship between job characteristics and job satisfaction and younger employees are affected more than other age groups (10.438; p-value .000). Practical Implications:Considering the effects of age diversity on the relationship between job characteristics and job satisfaction would be helpful for organizational policies. The study also points out that differences in the attitude of employees also should be considered to make better HRM policies. Novelty:In the Indian context, very few studies investigated the behaviour of temporary employees, although studies are abundant on permanent employees. Hence, this study would fill the much-needed gap.

Few research has been done on the use of employee participation strategies in Nigerian higher education, especially when it comes to resolving the complaints of non-academic staff at public universities in Lagos State. The aforementioned amounts to a void that has caused an unaddressed loss of inclusivity. As a result, public university strikes and impasses in negotiations between the government and the Non-Teaching Staff (NTS) Union are typical. In light of the aforementioned context, this study looked at NTS's job satisfaction and employee participation policies in the public universities in Lagos State. 4,800 NTS from Lagos State University and the University of Lagos made up the study population. The study successfully collected 357 copies of the administered questionnaire using a survey research design and a multi-stage sampling technique. The results of the tested hypotheses demonstrated that non-teaching staff members' job satisfaction in Lagos State's public universities was insignificantly impacted by employee participation. The study comes to the conclusion that NTS employees' job satisfaction was insignificantly impacted by their participation. To quell the agitations of NTS, the study suggests that university management review their employee participation policies (i.e., participation in work planning, idea generation, welfare decision, goal setting, and involvement in suggesting improvement).


 This research was conducted at Lancang Kuning University . The purpose of the study to know and analyze the effect of transactional and transformational leadership style to Job Satisfaction empolyees in Unilak. This study is useful to share ideas in the context of human resource development, so the employees may optimally serve students by possessing Job Satisfaction Employees and effective leadership style implementation. Variables used were Job Satisfaction employees as dependent and transactional and transformational leadership style used as independent. Population were 123 employees of Unilak. Samples determined by using Slovin formulation that consisted of 56 employees who were selected by using convenience sampling method. Hypothesis test were conducted by using multiple linier regression analysis that assisted with SPSS 22 for windows. Transactional and transformational leadership positively and significantly influenced the Job satisfaction employees among employees of Unilak, but partially Transformational leadership not significant influence to job satisfaction employees. It means that the Job Satisfaction employees’ were determined by how effective leaders can implement the appropriate leadership style. Therefore, it is recommended to Unilak leaders and management to properly analyze the situation and condition, so that leaders will know the proper time about when the transactional or transformational should be implemented.
 Keywords: Transactional Leadership, Transformational Leadership, Job satisfaction Employees

Past three to four decades leadership concept has become increasingly complex and highly structured. Leader is one who can motivate people thus ensuring that the set goals and targets are achieved. Different persons (leaders) may approach different ways, methods and means of achieving the same. Leadership is not merely a display of characteristics. It is a continuous journey – a journey of moving from one place to another place, one level to another level. Every leader needs followers - followers who are committed, dedicated and willing. Even when the leader returns to the same point, there is a different level of maturity, understanding and thinking. This research aims to identify the impact of transformational and transactional leadership styles on employee job performance and job satisfaction through focusing on management styles in three different banks by collecting opinions of the bank employees. Objectives include (i) study difference between transactional and transformational leadership (ii) identify and evaluate the impact of leadership on employee job performance (iii) identify and evaluate the impact of leadership on employee job satisfaction and finally put forward few recommendations in relation to the evaluation of results and analysis. A Multifactor Leadership questionnaire (MLQ) questionnaire was designed for the survey that included a total of 28 questions, of which 20 questions were based on transformational leadership style and the rest 8 questions on transactional leadership style. Survey was conducted in three banks in Al Ain, UAE which included 54 participants. Results of the questionnaire were analyzed in percentages. The survey results indicated that though transactional method of leadership still persists in minor form but overall the management should take into consideration transformational leadership. There is no doubt that being able to inspire people, stimulate them to think differently and pay attention to their needs are great ways for a leader to behave. It is emphasized that if a leader has good content and integrity and can present a case for change with enough enthusiasm to inspire people there can be better communication. Being inspirational is most useful in situations where there is no evidence or the facts are unclear. This is especially true with clashes of values or standards of behavior. The truth is, however, that different influencing styles work better with different audiences.

A methodology is developed in diagnosing the effect of job organizational factors on job satisfaction in two automotive industries in Malaysia. One hundred and seventy male subjects of age 18-40 years with the mean age of 26.8 and standard deviation (SD) of 5.3 years and the mean work experience of 6.5 years and SD of 4.9 years took part in the study. Five job organizational factors were tested in the study including job rotation, work method, training, problem solving and goal setting. A job organization questionnaire was designed and was based on respondents' perception in relation to job satisfaction. The results showed that job organization factors were significantly related to job satisfaction. Job rotation, work method, training and goal setting showed strong correlation with job satisfaction while problem solving had intermediate correlation in the first automotive industry. On the other hand, most job organization factors showed intermediate correlation with job satisfaction in the second automotive industry except the training factor which had low correlation with job satisfaction. These results highlight that job rotation, work methods, problem solving and goal setting are outstanding factors in the study of job satisfaction for automotive industries.

This research proposes hypotheses regarding the impact of high-performance human resource management (HPHRM) on innovative work behavior (IWB) through the mediating role of employee engagement (EE) based on the resource-based view, social exchange theory, the broaden-and-build theory of work based on positive emotions and the job demands-resources model. Data from 334 key employees at information technology (IT) enterprises in Vietnam were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0 software to examine the relationships between variables in the model. The results reveal that components of the HPHRM system such as training (TR), employee participation (EP), job analysis (JA), performance evaluation (PE) and employee development (ED) directly impact both EE and IWB in Vietnamese IT enterprises. This research also highlights the partial mediating role of EE in the correlation between HPHRM and IWB. The findings concluded from this study contribute further insights into the correlation between HPHRM, EE and IWB. Several implications are proposed to enhance IWB through solutions related to HPHRM and EE in IT enterprises in Vietnam within the state of international economic integration and the impact of the Fourth Industrial Revolution based on these insights.

This study aims to analyze the influence of perceived organizational support as a mediator between employee participation in decision making toward job satisfaction and affective commitment of non managerial employees. The research was conducted on 211 non managerial employees at factories in one of FMCG company in Indonesia, use structural equation modeling (SEM) method. The results show that perceived organizational support has an influence as a mediator between employee participation in decision making toward job satisfaction and affective commitment. This can be interpreted that employee participation in decision making is considered able to increase job satisfaction and affective commitment of employees if the organization provides support to the employees

Purpose– Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance.Design/methodology/approach– In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation.Findings– The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance.Practical implications– Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance.Originality/value– This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.

The objective of this research is to analyze the influence of the characteristics on employee job satisfaction, to analyze the influence of the work motivation on the job satisfaction of employees, to analyze the influence of the work culture on the job satisfaction of the employees. This research uses quantitative approach. This research was conducted at Dr. Regional General Hospital. M. Haulessy with a sample of permanent employees. The population in this study is permanent employees spread in all parts with the number of employees 112 people. In this study using SPSS primarily use multiple regression analysis tools in hypothesis test. The result of the research shows that the characteristic influences on the employee's pontificate, work motivation influences the employee's job satisfaction, the work culture affects the employee's job satisfaction. Keywords : Characteristics, Job Motivation, Job cultur, Job Satisfaction .

The study introduces three forms of employee participation in decision making in SMEs (work role, HR, and strategic) and tests two competing hypotheses regarding their positive and negative relationships with one aspect of employee wellbeing, namely job satisfaction. It further explores if one internal boundary condition – firms’ exploitation and exploration – moderates the three participation-satisfaction relationships. Using multilevel data collected from top managers and employees in Swedish SMEs, the results support positive connotations of participation, with work role participation having the strongest relationship with employee job satisfaction. The results additionally highlight the role of firms’ explorative orientation as an internal boundary condition for the three participation-satisfaction relationships. Specifically, the positive relationships of work role and strategic participation forms with job satisfaction were stronger under high levels of exploration. Surprisingly, participation in HR issues related negatively to satisfaction under the same conditions. The study advances HRM-SME research by discussing these findings, highlighting their implications for practitioners in SMEs, and proposing avenues for future research.

This thesis investigates managers' use of power and its relationship to employees' organisational commitment and job satisfaction and any other potential factors influencing the relationship in Nationalised Commercial Banks (NCBs) in Bangladesh. Earlier research focused only on employees' perceptions of managers' use of power in NCBs, and findings indicated a positive relationship between managers' use of power and employees' perceptions. The present research differs from the previous studies by linking managers' use of power with employees' organisational outcomes. The objective was to gain insights into ways in which the management of NCBs might use their power to enhance the levels of employees' commitment and job satisfaction. Data were collected from several sources. Likert-type questionnaires were distributed to 600 employees in three NCBs and semi-structured interviews were conducted with 36 branch managers and four experts on banking. Complete questionnaires (in total 321) were included for data analysis using multivariate analysis of variance (MANOVA) and stepwise regression analysis. Both the bank managers and experts on banking interview transcripts were coded according to the interview schedule questions. The findings indicated a relationship between managers' use of power and procedural justice, and employees' organisational commitment and job satisfaction in NCBs. In the quantitative findings no significant relationships were found between gender, age, and education level, and power, procedural justice, commitment, and job satisfaction.The qualitative findings, however, suggested that employees' age and education level were related to criterion variables; but the findings indicated there was no relationship between gender and criterion variables. The results of this study provide insight into how the management of NCBs can enhance the level of their employees' commitment and job satisfaction.;To improve managers' use of power and its relationships with employees' commitment and job satisfaction in NCBs in Bangladesh, there have to be changes at the individual and organisational levels. At the individual level improving managers' power bases would involve basic education and specific job-related training. Managers should also be encouraged to enhance their skills through continuous self-learning. At organisational level top management should provide appropriate reinforcements for managers in learning about and improving their power bases.

PurposeThis study examines how employee participation in the performance measurement system affects the relationship between authentic leadership and job satisfaction.Design/methodology/approachSurvey data for this study were obtained from 322 employees in South Korea. Structural equation modeling and bootstrapping method were applied to test the proposed hypotheses.FindingsThis study first confirmed that authentic leadership positively affects job satisfaction. In addition, the results showed that employees' participation in developing performance measures partially mediated the relationship between authentic leadership and job satisfaction.Practical implicationsThe findings imply that employees' participation in developing performance measures, which is promoted by authentic leadership, can be a strategy for enhancing job satisfaction. Therefore, in order to increase employees' job satisfaction, organizations need to promote employee participation in the performance measurement system and develop authenticity in leaders.Originality/valueEmployees' participation in developing performance measures has not been investigated sufficiently from the leadership perspective. This study expands the literature on the influence of employee participation in the performance measurement system on work-related outcomes by demonstrating that employees' participation in developing performance measures partially mediates the effect of authentic leadership on employee job satisfaction.

This master thesis of Strategic Human Resource (HR) Management, focusing on Impact Of Employee Skill Development Practices On Employees Job Satisfaction. This research explores the relationship between employee skill development practices and job satisfaction within the context of “THE AEC ASSOCIATES” Noida, a leading organization in its industry. In today's competitive business environment, organizations recognize the significance of investing in their employees' skill development to faster a talented and motivated workforce. Likewise, employee job satisfaction remains a crucial determinant of organizational performance and employee well-being. The study employs a mixed-methods approach, combining quantitative surveys and qualitative interviews, to examine the existing skill development practices at THE AEC ASSOCIATES Noida and assess their impact on employee job satisfaction. Quantitative data analysis includes descriptive statistics, correlation analysis, and regression analysis, while qualitative data from interviews is analyzed thematically. Findings indicate a positive correlation between effective skill development practices and employee job satisfaction. Employees who perceive their organization's investment in their skill development positively exhibit higher levels of job satisfaction. The study also uncovers key factors influencing employee satisfaction, including the availability of training programs, career advancement opportunities, and supportive organizational culture. The research offers practical implications for HR practitioners and organizational leaders, suggesting recommendations for enhancing employee skill development practices to improve job satisfaction. By understanding the dynamics of skill development and job satisfaction, organizations like THE AEC ASSOCIATES, Noida can optimize their talent management strategies to foster a culture of growth, engagement, and fulfillment, thereby positioning themselves for sustained success in a dynamic business landscape.

The purpose of this study to determine factors that affect job satisfaction of employees at PT. Mitra Sukses Inti Perkasa Pekanbaru. The sample in this research is all employees at PT. Mitra Sukses Inti Perkasa Pekanbaru totaling 48 people. Sampling was conducted using a sample saturated. (Sugiyono, 2010: 96) The data analysis is done by using validity test, reliability test, normality test, heteroscedasticity test, multicollinearity test, autocorrelation test, multiple linear regression, R2 test, F test, t test. The tests are conducted to determine the relationship between the independent variables (independent variables) and dependent variable (dependent variable). The final conclusion of the study on the variables factor employee and occupational factors on employee job satisfaction can be seen from Table F value obtained for F (0,05) (45) = 3,20, while F count on the F test is obtained from the data processed by 20,510, meaning F count = 20,510 > 3,20, then Ho is rejected and Ha received means there is the factor employee and occupational factors on employee job satisfaction at PT. Mitra Sukses Inti Perkasa Pekanbaru. From the results of the t test that most affect job satisfaction at PT. Mitra Sukses Inti Perkasa Pekanbaru is the occupational factors with t value 4,120 > 2.013, then Ho is rejected and Ha accepted, meaning the partial occupational factors positive and significant impact on job satisfaction, while the results of the regression equation linear is Y = 6,477 + 0,168X 1 + 0,513X 2 . Thus meaning any change in factor employee and occupational factors, whether positive or negative will be amended also on employee job satisfaction at PT. Mitra Sukses Inti Perkasa Pekanbaru