Sustainable Management Strategies for Long-Term Adaptation in the Evolving Work Reality from Crisis to Organizational Resilience

The aim of this research is to determine the effect of changes in organizational culture, competence and job satisfaction on employee performance at the Financial Services Authority (FSA) Head Office. The population of this study was 3,780 organic employees of the FSA central office using the Stratified Random Sampling technique, a sample of 100 people was determined to represent each field in the FSA work unit. The data collection method uses field data and primary data obtained through surveys by distributing questionnaires to respondents, while the data analysis method uses partial regression analysis and is processed with SmartPLS 4.0 software. The results of this research showed that there was a positive but not significant effect of changes in organizational culture on the performance of FSA employees, competency had a positive and significant effect on performance and job satisfaction had a positive and significant effect on employee performance.

Background and Purpose: The COVID-19 crisis has accelerated shifts in HRM, creating urgent needs for research on organizational adaptability, employee well-being, and digital transformation.This study aimed to identify prevailing research topics, the most influential authors and institutions as well as to reveal existing gaps and outline future research directions. Methodology: The study was conducted employing the bibliometric analysis and using the Scopus database. 848 scientific articles published in 2020-2024 were selected. Keyword co-occurrence, collaboration networks and other analysis methods were used to identify the most frequently studied topics, the most influential scientists and institutions, and the geographical distribution of research. Findings: The study revealed five main clusters of HRM research: digitalization and HRM, response to the COVID-19 crisis, communication and pandemic challenges, human health and work styles, and digital transformation. Short-term challenges of the COVID-19 pandemic were more often analyzed rather than long-term strategies related to the impact of digital transformation on employee motivation and organizational environment. The geographic analysis revealed a disproportion of research: authors from the USA, China and India dominated scientific publications, while other regions were less represented, which may limit the globality and applicability of research in other countries. Contributions: The study contributes to scientific literature by providing a systematic view of HRM research during the pandemic and revealing under-researched areas, such as long-term consequences of digital transformation and change in organizational culture. At the practical level, the findings will help organizations to develop more sustainable and systematic HRM strategies that would ensure not only prompt response to crises but also long-term employee engagement and organizational resilience. Keywords: Human resources management, COVID-19, digital transformation, remote working, resilience.

Organisational culture is a complex and heavily contested concept. Not only is it difficult to define what organisational culture is, but it is also very difficult to analyse how it guides and constrains behaviour, and whether and how organisational cultures change. The central argument of this article is that organisational networks can effect cultural change and that the terms ‘structural’ and ‘relational’, which are commonly used to conceptualise the properties of networks, may also provide a useful conceptual framework for understanding cultural change. While there has been some attention directed to the effects of organisational culture for networks, there has been very little attention placed on the potential for networks to shape organisational culture. Based on a detailed qualitative study of networks in the field of ‘high’ policing in Australia, the article draws on interviews with senior members of police and security agencies to explore organisational culture and cultural change. The article puts forward a network perspective on cultural change and aims to advance our knowledge of how security nodes can experience cultural change as they work together in and through networks.

This study aims to determine the effect and analyze the influence of organizational culture and job rotation on work motivation and performance of Public Health Center employees in Tarakan City. . The total population is 215 people and the sample is 85 people. Data collection by distributing questionnaires and continued in the analysis by path analysis. The results of hypothesis testing have proven that organizational culture has a significant effect on the work motivation of Puskesmas employees in Tarakan City, this indicates that every change in organizational culture that is better will have a positive impact on the desire of employees to be more enthusiastic at work. Job rotation has a significant effect on employee work motivation, with this indicating that every job rotation policy can be carried out in every certain period, giving employees more incentive to work harder because of the new position as a result of the rotation. Organizational culture directly has a significant effect on employee performance, this indicates that any increase in the existing organizational culture will have a positive impact on employee performance. Job rotation directly has a significant effect on employee performance, this indicates that job rotation policies are often carried out and proper placement can improve employee performance. Work motivation has a significant effect on employee performance, this indicates the higher employee work motivation will improve performance, and vice versa. The direct influence between organizational culture and job rotation on employee performance is greater than the indirect effect between organizational culture and job rotation through work motivation so that the direct effect is more dominant than the indirect effect. Work motivation does not fully partially mediate the influence of organizational culture and job rotation on employee performance is greater than the indirect influence between organizational culture and job rotation through work motivation so that the direct influence is more dominant than the indirect effect. Good organizational culture and job rotation as well as motivation that is still monitored for its implementation will be able to influence employee performance to be better.

The objective of this study aims to evaluate the direct & indirect effects of organizational structure changes & organizational culture on employee performance, mediated by employee satisfaction, within the UPT Radio Frequency Spectrum Monitoring Office, Directorate General of Post & Information Resources & Equipment, Ministry of Communication & Information. A quantitative approach was used, with data collected from employees at six Radio Frequency Spectrum Monitoring UPT Offices across the Sulawesi region. The study employed Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis on a total sample of 111 respondents. Data were gathered through a questionnaire distributed via Google Forms. The study finds that : (1) Organizational changes have a positive & significant effect on employee performance at the UPT Radio Frequency Spectrum Monitoring Office; (2) Organizational culture significantly & positively influences employee performance; (3) Organizational changes significantly & positively impact employee satisfaction; (4) Organizational culture has a positive & significant effect on employee satisfaction; (5) Employee satisfaction positively & significantly affects employee performance; (6) Organizational changes positively influence employee performance through the mediating role of employee satisfaction; & (7) Organizational culture positively affects employee performance, mediated by employee satisfactionPenelitian ini untuk mengetahui dan menganalisis pengaruh langsung dan tidak langsung perubahan organisasi dan budaya organisasi terhadap kinerja pegawai melalui kepuasan pegawai kantor UPT Monitor Spektrum Frekuensi Radio Ditjen Sumber Daya dan Perangkat Pos dan Informatika Kementerian Komunikasi dan Informatika. Jenis penelitian yang digunakan adalah penelitian kuantitatif. Penelitian dilakukan dengan mengambil sample dari pegawai Kantor UPT Monitor Spektrum Frekuensi Radio di 6 (enam) lokasi yang ada di wilayah Sulawesi. Alat analisis yang digunakan dalam penelitian ini yaitu SEM PLS dengan jumlah sample sebanyak 111 (seratus sebelas) responden. Pengambilan data menggunakan kuesioner melalui google forms. Hasil penelitian menunjukan bahwa (1) Perubahan organisasi berpengaruh positif dan signifikan terhadap kinerja pegawai kantor UPT Monitor Spektrum Frekuensi Radio (2) Budaya organisasi berpengaruh positif dan signifikan terhadap kinerja pegawai kantor UPT Monitor Spektrum Frekuensi Radio (3) Perubahan organisasi berpengaruh positif dan signifikan terhadap kepuasan pegawai kantor UPT Monitor Spektrum Frekuensi Radio (4) Budaya organisasi berpengaruh positif dan signifikan terhadap kepuasan pegawai kantor UPT Monitor Spektrum Frekuensi Radio (5) Kepuasan pegawai berpengaruh positif dan signifikan terhadap kinerja pegawai kantor UPT Monitor Spektrum Frekuensi Radio (6) Perubahan organisasi berpengaruh positif dan signifikan terhadap kinerja pegawai yang dimediasi oleh kepuasan pegawai kantor UPT Monitor Spektrum Frekuensi Radio dan (7) Budaya organisasi berpengaruh positif dan signifikan terhadap kinerja pegawai yang dimediasi oleh kepuasan pegawai kantor UPT Monitor Spektrum Frekuensi Radio

HOKIbank is one of the many banks, especially the Rural Bank, which do business on the island of Bali. The phenomenon that occurred was during the Covid-19 pandemic, the economy in Bali in general and in particular the banking sector experienced a fairly drastic decline, and HOKIbank on the other hand experienced a very significant growth. This development is certainly influenced also by internal factors. The purpose of this study is to find out and analyze 1) the influence of leadership on employee satisfaction, 2) the influence of organizational culture on employee satisfaction, 3) the influence of leadership on employee performance, 4) organizational culture on employee performance, 5) the effect of employee satisfaction on employee performance, 6) the influence of leadership on employee performance through employee satisfaction, 7) the influence of organizational culture on employee performance through employee satisfaction. This research is categorized as causal associative research with a quantitative technique using a survey approach. This study was conducted on HOKIbank employees at its Denpasar head office and all Denpasar, Tabanan and Gianyar branch offices. The population in this study was all permanent employees at the beginning of November 2022 with a saturated sample of 103. The survey result was analyzed with SmartPLS 4.0.8.4 (2022). The results showed that 1) leadership directly affects employee satisfaction, 2) organizational culture directly affects employee satisfaction, 3) leadership does not directly affect employee performance, 4) organizational culture directly affects positive and significant affects employee performance or leadership employee performance, 5) employee satisfaction directly affects positive and significant employee performance, 6) leadership has a positive and significant effect on employee performance through full mediation, 7) organizational culture has a positive and significant effect on employee performance through partial mediation.

Attempts by researchers to quantify organizational culture and culture change have been severely hindered by a lack of theoretical models to aid empirical investigation. This paper has two aims. First, a socio‐cognitive model of organizational culture is discussed which defines ‘culture’ as the product of a dynamic and collective process of ‘sense‐making’ undertaken by members of a group or organization. Second, an empirical case study is presented which uses attributional analysis to quantify the beliefs held by key stakeholder groups involved in a culture change programme within a multi‐national manufacturing organization. A total of 1230 attributional statements were coded using a modified version of the Leeds Attributional Coding System (LACS), which included four main dimensions: stable‐unstable, global‐specific, internal‐external, controllable‐uncontrollable. Results indicated considerable inter‐group differences between managers, trainers and trainees in their cognitive maps as sense‐making heuristics of this planned change process. The implications of this model and the usefulness of attributional analysis as a method for evaluating dynamic aspects of organizational culture and culture change are discussed.

This study aims to presents the impact of organizational culture changes on employees’ job satisfaction in Montenegro hotels, utilizing the Competing Values Framework to identify and track cultural transitions. It assumes that organizational culture shapes how employees perceive and evaluate their jobs, thereby influencing their job satisfaction. The first hypothesis states that organizational culture affects the job satisfaction levels and that changes in culture type also changes satisfaction level. The second hypothesis posits that clan culture implies a higher level of job satisfaction than hierarchical culture, and that replacing clan culture with hierarchical culture decreases employees’ satisfaction levels. The study surveyed 765 employees across 47 hotels, collecting data in 2019. Participants assessed both current organizational culture and job satisfaction, and also retrospectively evaluated these factors from 5 years prior. Findings revealed a significant shift in organizational culture within Montenegrin hotels over a 5-year period, with 66.7% of hotels transitioning from clan to hierarchy culture. This cultural transition corresponded with the most substantial decrease in job satisfaction compared to organizations that maintained a clan culture or shifted from an adhocracy/market to a clan culture. The specific transition from a clan to a hierarchical culture emerged as particularly harmful, with significant negative effects confirmed at both individual and organizational levels. These results highlight the importance of the human impact of cultural change, suggesting that management should carefully evaluate the potential consequences of shifting from family like clan cultures to more formalized hierarchical structures.

As banks engulfed in different crisis situations introduce a combination of bank crisis management strategies to move out of the crisis, it is not only the introduction of new technologies, processes, structures and skills which are required, but also the change of the organisational culture. Unfortunately, during a crisis, most of the banks often focus just on implementing the core crisis management strategies without integrating them with the critical processes for changing and transforming organisational culture to support changes that are being implemented. As this affects the successful implementation of change essential for the bank to recover from the crisis, this study uses systematic review to explore and extract new insights from the existing studies to discern how banks can approach such situations. From the systematic review, findings revealed that due to the distortion of the way activities are accomplished during the implementation of different bank crisis management strategies, employees may not easily accept new changes. These induce conflicts, frustrations and sabotage that affect the successful change implementation as well as the ability of the bank to transition out of the crisis. To therefore ensure the successful implementation of organisational change and transformation, organisational culture change must be integrated with behaviour change and transformation to change and modify attitudes, habits, practices and ways of doing things to support change implementation. Entrenchment of such a culture eliminates path dependencies to instill a sense of creativity and innovativeness in the ordinary employees to explore new ways of doing things, so as to influence successful implementation of change in the way that can influence the capabilities of the bank to recover from the crisis.

The purpose of this study was to determine the effect of organizational culture and work environment on employee performance through job satisfaction. This research is a survey research using explanatory research type. The sample used was 106 respondents from the Pasuruan Pratama Tax Service Office. The sample in this study is the same as the population of data collection by means of a census. Statistical analysis used is Path Analysis approach. Calculation of the estimated values of the parameters is carried out with the help of the SPSS application. The results of the study show that: i) Organizational culture directly has a positive and significant influence on job satisfaction; ii) the work environment has no direct influence on job satisfaction; iii) Organizational culture directly has a positive and significant influence on employee performance; iv) work environment has no direct influence on employee performance v) job satisfaction has a positive and significant influence on employee performance; vi) organizational culture indirectly has an influence on employee performance through job satisfaction; (vii) the work environment does not indirectly have an influence on employee performance through job satisfaction.Effectiveness while the remaining 35.1% is influential with other factors not examined by the authors in this study.

The purpose of this study was to determine the effect of organizational culture and work environment on employee performance through job satisfaction. This research is a survey research using explanatory research type. The sample used was 106 respondents from the Pasuruan Pratama Tax Service Office. The sample in this study is the same as the population of data collection by means of a census. Statistical analysis used is Path Analysis approach. Calculation of the estimated values of the parameters is carried out with the help of the SPSS application. The results of the study show that: i) Organizational culture directly has a positive and significant influence on job satisfaction; ii) the work environment has no direct influence on job satisfaction; iii) Organizational culture directly has a positive and significant influence on employee performance; iv) work environment has no direct influence on employee performance v) job satisfaction has a positive and significant influence on employee performance; vi) organizational culture indirectly has an influence on employee performance through job satisfaction; (vii) the work environment does not indirectly have an influence on employee performance through job satisfaction.Effectiveness while the remaining 35.1% is influential with other factors not examined by the authors in this study.

bjectives: The research objectives are to determine: (1) To determine whether there is an influence of organizational culture and work environment on job satisfaction; (2) To find out whether there is an effect of job satisfaction and organizational culture on the performance of employees; (3) To find out whether there is an influence of the work environment on the performance satisfaction; (4) To find out whether there is an influence of organizational culture on performance with job satisfaction through intervening variables on employees; (5) To find out whether there is an influence of the work environment on employee performance with job satisfaction through intervening variables on employees of PT. PLN (Persero) Ternate. The total number of 52 respondents in the research samples.Methodology: The data obtained is then processed using the SmartPLS version 3.0 analysis tool. This analysis includes descriptive statistical tests and inferential statistical analysis tests. Findings: Because the statistical t value exceeds the t table and the p value is less than alpha 0.05, the first, second, third, fourth, fifth, sixth, and seventh hypotheses are accepted. Conclusion: The conclusions in this research are: (1) organizational culture and work environment has a significant and positive effect on job satisfaction; (2) job satisfaction has a significant and positive effect on employee performance; (3) organizational culture has a significant positive effect on employee performance; (4) the work environment does not have a significant positive effect on employee performance; (5) there is an indirect effect of organizational culture on employee performance through job satisfaction as a significant positive intervening variable; (6) there is an indirect effect of the work environment on employee performance through job satisfaction as a significant positive intervening variable.

This paper investigated what changes took place in the organisational culture of the Finnish Defence Forces during the COVID-19 pandemic, and also afterwards when remote work has remained permanently available to staff. A total of 468 employees of the Finnish Defence Forces participated in the study by reporting their experiences of changes in organisational culture. In the analysis of qualitative data, the Gioia methodology, which classifies the data into categories and themes, was used. Remote work creates challenges for leadership, and more equality, changed management competence, and remote work management skills were expected from management. However, it would seem that the organisational culture in the Finnish Defence Forces has developed in such a way that trust within the organisation is even stronger than before. Remote work has developed the personnel’s skills in managing digital tools as well as the employer image of the Finnish Defence Forces in the eyes of their personnel. This is the first study to map employees’ experiences of remote work from the perspective of changes in organisational culture in the Finnish Defence Forces. The research provides novel information that can be utilised in developing the operations and management of organisations. The Finnish Defence Forces have taken significant steps towards a modern work community. There are still some challenges to be solved in terms of how to improve leadership of remote work. A particularly important resource in resilience to change is the trust that is manifested in the organisational culture of the Finnish Defence Forces.

In the current Covid-19 pandemic, technology's role is important;with technology, all activities can carry on This study explains that technology, organizational culture, and job satisfaction at rural banks in Bali can be a motivation for improving performance, especially during a pandemic A questionnaire is distributed online using Google Form to a total of 350 employees;the data is collected from a sample of employees from rural banks in Denpasar, Bali Respondents had to meet the following criteria: a minimum work period of one year and a minimum high school education or equivalent With these criteria, 100 samples were obtained The dependent variable is employee performance;the independent variables are organizational culture, technology, and job satisfaction;the intervening variable is work motivation This study uses Structural Equation Modeling with a variance-based or component-based approach with Partial Least Square The study results show that organizational culture, job satisfaction, and technology provide motivation and have a significant positive effect on employee performance However, organizational culture does not have a positive or direct impact on employee performance The study results can be used as a basis for designing business strategies to improve employee performance in a competitive environment to advance the credibility of a bank © 2021 This is an Open Access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (https://creativecommons org/licenses/by-nc/4 0/) which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited All rights reserved

This research aims to analyze the positive influence of organizational culture and the quality of human resources on employee performance through job satisfaction. We involved 100 employee respondents in the research and conducted the analysis using the descriptive model and multiple linear regression analysis with the SPSS 25 program. The results of the research show that organizational culture has a positive and significant influence on performance, as does the quality of human resources, which also has a positive and significant influence on employee performance. Apart from that, simultaneously, organizational culture and the quality of human resources also have a positive and significant effect on performance. Another finding is that organizational culture has a positive and significant influence on job satisfaction, as does the quality of human resources, which has a positive and significant influence on employee job satisfaction. Research has proven that job satisfaction significantly and positively affects employee performance. Finally, simultaneously, organizational culture and the quality of human resources have a positive influence on employee performance through job satisfaction. Thus, this research contributes to understanding the complex interactions between organizational culture, quality of human resources, job satisfaction, and employee performance so that it can become a basis for improving and developing management strategies in the organizational environment.