Behavior Of Organizational Members Research Articles

Employee Performance at the Tomohon City Regional Secretariat

The performance of an organization is very dependent on the performance of its employees, in other words, the performance of employees will contribute to the performance of the organization in which they are located. This means that the behavior of organizational members, both individually and in groups, can provide strength or influence over the organization's performance. The research results show that leadership, organizational culture, and work motivation significantly affect employee performance. Where the significance value (Sig) is less than the significance level (α) and the FCount value is greater than FTable, indicating that the null hypothesis (Ho) can be rejected. Therefore, it can be concluded that employee performance (Y) at the Tomohon City Regional Secretariat is influenced positively and significantly by leadership (X1), organizational culture (X2), and work motivation (X3). Additional analysis shows a strong influence between these variables, with a correlation coefficient (r) of 0.835 and a coefficient of determination (r2) of 69.85%, it can be concluded that leadership, organizational culture, and work motivation positively contribute to employee performance. Good leadership and being a role model, authoritative, responsible, and nurturing which can move employees to improve their performance is supported by an organizational culture that is supportive, open, and focused on common goals as factors that play an important role will stimulate employee work motivation so that it will influence employee performance to be even better. The integration of these variables shows that improving employee performance can be achieved through holistic attention and action towards these factors.

KINERJA KARYAWAN YANG DIDASARKAN PADA BEBAN KERJA, KOMPENSASI, DAN ORGANIZATIONAL CITIZENSHIP BEHAVIOR PADA PT. INDAH PERMAI DEPO DENPASAR

The purpose of this research is to find out whether workload, incentives, and organizational citizenship behavior (OCB) have an impact on the performance of PT. Beautiful Permai Depot Denpasar. Samples were collected using the saturated sampling technique with the slovin formula, amounting to 67 respondents. The data analysis technique used in this study is multiple regression analysis. The results showed that: (a) there is a significant and negative effect between workload and employee performance with a coefficient value of -0.878 and a significance value of 0.383 , (b) there is a significant and positive effect between fatigue and employee performance with a coefficient value of 3.605 and a significance value of 0.001, and (c) there is a significant and positive influence between the behavior of organizational members (ocb) and employee performance with a coefficient value of 5.842 and a significance value of 0.000.

The Role of Transformational Leadership in Facing the Challenges of Organizational Change

Organizational change is an inevitable phenomenon in a dynamic business environment. Transformational leadership has an important role in dealing with the challenges that arise during the organizational change process. This study aims to investigate the role of transformational leadership in overcoming the challenges of organizational change and its impact on organizational performance. The research method used is a literature study that involves an in-depth analysis of relevant previous research. The results of the analysis show that transformational leadership plays a key role in influencing the attitudes and behaviors of organizational members during change. Transformational leadership is able to motivate and inspire organizational members to adapt to change, overcome uncertainty, and improve performance. Factors such as effective communication, strong team building, and individual skill development also influence the effectiveness of transformational leadership in meeting the challenges of organizational change. This research provides valuable insights for leaders and managers in understanding the role of transformational leadership in managing organizational change successfully.

The Effect of Trust on Organizational Citizenship Behavior (OCB) on Officers at Class IIB Kudus State Detention Center

<p class="06IsiAbstrak"><span>OCB is the behavior of organizational members who provide voluntary assistance outside the job description which is very beneficial for the organization because it can increase effectiveness and efficiency in the organization. Many factors can affect OCB, one of which is trust. This study aims to examine the effect of trust on Organizational Citizenship Behaviour (OCB) on officers at Class IIB Kudus State Detention Center. This study uses quantitative methods with research subjects all officers at Class IIB Kudus State Detention Center. The purpose of this study was to determine how much influence trust has on Organization Citizenship Behavior on officers. The sample in this study amounted to 46 officers obtained with the saturated sample technique. The data in this study were obtained through distributing questionnaires and using data analysis with the simple linear regression analysis method and processed in the SPSS program. The research procedures tested include validity testing, reliability testing, normality testing and research hypothesis testing. The results of the simultaneous test (f) and partial test (t) found that the value of f arithmetic was greater than f table (10.401> 4.06) and t arithmetic was greater than t table (3.225 > 2.015). This shows that there is an influence of the Trust variable on the Organizational Citizenship Behavior (OCB) variable and there is a positive and significant relationship between the two variables. This means that trust has a positive influence on OCB on officers at Class IIB Kudus State Detention Center.</span></p>

Kepedulian Keamanan Informasi di Pemerintahan: Praktik Manajemen dan Dampaknya

Currently the organization is facing challenges due to the Covid19 pandemic which has caused changes in work patterns for all members of the organization. The priority of management is to give more attention to information security, especially for members and government organizations in general. Various information security practices have been carried out, but there are obstacles that occur such as the lack of awareness of information security, work behavior, work culture and the lack of human resources available and this can have a negative impact on the level of information security concern in the organization. Information security practices carried out by management do not always have an impact on changes in the behavior of organizational members. From the data obtained, there are many information security practices that may have been implemented by management. But do members of the organization care about the practice. Therefore, it is important to conduct research with the aim of knowing the practice of information security concern that has been carried out by management whether it has an impact on organizational members, especially the organization itself. This study used qualitative and quantitative interpretive approaches as a data collection process in three government organizations. Qualitative is used to obtain data from management and processed using the SAP-LAP model through interviews. Then an online survey was conducted with members of the organization to determine the impact of implementing information security care practices on the organization. The results show that organizational members have a high level of concern for the management's information security practices.

Traditional Leadership Styles Influencing Employee Work Behaviors In Islamic Banks Of Sindh, Pakistan

Organizations need effective leaders as the behavior of organizational members can be influenced towards organizational goals. Behavioral theories of leadership imply that by adopting a particular behavior infinite and effective leaders can be produced. To explore which style is more effective in organizations, this research was conducted in Iowa State leadership styles and sought. Closed-ended questionnaire was used for data collection for the study. The sample is composed of 160 employees of I

An Empirical Study of Psychological Ownership on Organizational Member’s Creativity

본 연구의 목적은 심리적 주인의식이 조직 구성원의 창의성에 어떠한 과정을 거쳐서 긍정적 영향을 주는가를 확인하는 것이다. 또한 내적 동기부여와 창의성간의 관계에서 관점 채택의 조절효과를 검증하는 것을 목적으로 한다. 기존의 심리적 주인의식과 관련된 연구들은 조직 구성원의 직무 태도 및 행동을 중심으로 연구가 진행되었으나, 창의성을 직접적으로 고려하지 않았다. 따라서 선행연구를 바탕으로 심리적 주인의식과 창의성간의 관계를 설정하고, 내적 동기부여를 매개변수로 설정하여 이를 실증적으로 검증하였다. 또한 내적 동기부여와 창의성간의 관계에서 관점 채택을 조절 변수로 설정하고 검증하였다. 이를 검증하기 위하여 다양한 조직의 구성원 118쌍(상사-부하)을 대상으로 설문을 하여 자료를 수집하였다. 그 결과 심리적 주인의식이 높을수록 구성원의 창의성 역시 높아지는 것으로 조사되었다. 또한 심리적 주인의식은 내적 동기부여를 통하여 창의성을 높이는 것으로 조사되어, 내적 동기부여의 매개효과를 확인하였다. 마지막으로 내적 동기부여가 창의성에 주는 영향은 조직 구성원의 관점 채택 수준에 따라 그 효과가 달라진다는 것을 확인하였다. 즉, 구성원들이 다른 사람의 관점을 많이 고려할 때, 내적 동기부여가 창의성에 더 많이 연결되는 것으로 나타났다. 결론부분에서는 실증 분석 결과를 바탕으로 본 연구가 가지고 있는 이론적, 실무적 함의를 논의하였으며, 연구의 한계점과 앞으로의 연구 방향을 제시하였다.The purpose of this study is to examine how and when psychological ownership affects creativity. The existing researches on psychological ownership have focused on the job attitudes and behaviors of organizational members, but did not directly consider creativity. Therefore, based on previous studies, the relationship between psychological ownership and creativity was established, and intrinsic motivation was set as a mediator to verify empirically. In addition, in the relationship between intrinsic motivation and creativity, perspective taking was set as a moderator and verified. To verify this, 118 people in companies related to construction, fashion, and education were surveyed to collect data. As a result, the higher psychological ownership, the more positively influenced creativity. In addition, psychological ownership has been shown to influence creativity through intrinsic motivation, confirming the mediating effect of intrinsic motivation. The impact of intrinsic motivation on creativity was found to vary according to the level of perspective taking. In other words, intrinsic motivation is more connected to creativity when members consider the perspectives of others. In the conclusion, the implications and limitations of this study were discussed.

Promoting Ethical and Prosocial Behavior: The Combined Effect of Ethical Leadership and Coworker Ethicality

Ethical leadership encompasses the personal conduct of the leader and the leader’s expectations that followers behave ethically. Building on social learning and social exchange theory, we propose that ethical leadership interacts with coworker ethicality to predict personnel’s ethical intentions and organizational citizenship behavior (OCB). Using data collected from a large organizational sample, we use moderated regression analysis to test the main and interactive effects of ethical leadership and coworker ethicality on ethical intentions and OCB as it relates to conscientiousness, civic virtue, and altruism. Study 1 examines how ethical leadership and coworker ethicality interact to predict ethical intentions using a sample of 1,551 military personnel. Study 2 extends the results of Study 1 by examining how ethical leadership and coworker ethicality interact to predict OCB using a combined sample of 3,363 military and civilian personnel. Consistent with social learning theory, we found positive relationships between ethical leadership and coworker ethicality with ethical outcomes (i.e., intentions and OCB). Consistent with social exchange theory, we found that perceptions of ethical leadership strengthened the relationship between coworker ethicality and ethical intentions and OCB, highlighting the importance of leaders in shaping the behavior of organizational members.

Attentional Agency and the Implementation of a Strategic Initiative

We report findings from an in-depth single case study about a failed new venture initiative in a large firm that suggest that attentional agency (i.e. the exercise of discretion by managers over the distribution and allocation of attention of other organizational members) and the incompleteness of governance channels (i.e. the formal and informal mechanisms set up by managers to provide the necessary information to guide their attention) are key determinants of the distribution of organizational attention and behavior of organizational members. Our findings demonstrate the central role of individual discretion, as opposed to structural determinism, to organizational attention and behavior. They also suggest that attentional agency and incomplete governance channels may lead to incoherence in the implementation of a strategic initiative as well as a drift away from initial scope and objectives and languishing of the initiative, which may be countered by a focus on quality of attention. Finally, they highlight the crucial role of the quality of top management attention, rather than top management support per se, in determining the performance of a corporate venture.

The Role of Technological Frames of Key Groups in Open Source Software Implementation in a Developing Country Context

AbstractThe emergence of open source software (OSS) has changed the philosophy and practice of software development, implementation and ownership; a phenomenon which also has influenced interpretations, actions and behaviors of organizational members. This research explicates the interpretations and subsequent actions of key stakeholder groups towards OSS during the implementation of an OSS‐based IS in a public sector organization in Ethiopia. Drawing upon the technological frames analytical framework, the study shows that the key stakeholder groups interpreted openness of the software and the community model of software implementation differently leading them to entertain divergent actions. Users were keen to solving operational problems via readymade IS with a third party support, while the management and technologists were focusing on the strategic importance of OSS not only to their own organization but also to the nation in general. Perception differences led to alliance formation, political processes, and change of management style. The study shows that as multiple interrelated elements shape the technological frames of groups, the relationship between frame incongruence and implementation is also complex and contextual. The study proposes technological frame analysis as an integral part of OSS implementation and a carefully crafted intervention to harness frame incongruence, if any.

Building the Bridge for Diversity and Inclusion: Testing a Regional Strategy

· Transforming Michigan Philanthropy Through Diversity & Inclusion (TMP) is a six-year research and development effort of the Council of Michigan Foundations (CMF). A unique experiment, TMP is the only statewide, comprehensive effort to promote diversity and inclusiveness among foundations in the country. · Organizational excellence through diversity and inclusion requires an organization to find a goal that resonates with its stakeholders and then create collaborative communities that focus on achieving that goal. This strategy positions an organization to use the full diversity of those stakeholders for tasks such as problem-solving, innovation, quality initiatives, and the acquisition of resources. · Diversity and inclusion work is hard, and it’s not enough to have a vision. The real challenge for organizational members is translating the vision into action. This requires a change in practices and policies to support a shift in the mindset and behavior of organizational members. · A build-through-doing approach on diversity and inclusion entails learning, doing and reflecting as practices are implemented. For this approach to work, organizations have to be willing to experiment and create psychologically safe spaces for the learning to occur. · Thus far, for the Council of Michigan Foundations bridge-building work for diversity and inclusion has involved recognizing the inherent risks; engaging champions, experts, allies, and colleagues as partners and supporters; and having the monetary resources and dedicated staff needed to carry the work forward.

Organizational learning in the theory of organizational change

The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .

The effects of organizational restructuring on industrial buying behavior: 1990 and beyond

With a few exceptions, the extant literature lacks substantive analysis of the ways downsizing and outsourcing impact on organizational structure and the roles and behaviors of organizational members. This is especially true of research focussing on organizational buying behavior. Provides an important step toward increasing our understanding in these areas by proposing a model of some of the conceptual linkages between current organizational downsizing and outsourcing initiatives and organizational structure and buying behavior. Develops theoretical arguments along with a set of propositions concerning the likely effects of downsizing and outsourcing on organizational structure, as well as on buying centre structure, membership, and shared authority, and on purchase participant role conflict, motivation, and risk aversion. Aims to encourage future conceptual and empirical analyses of these important relationships and linkages.

An Organizational Model of Ethical Problem Recognition and Formulation

It is not clear if business organizations are becoming less ethical or if it is merely media attention to unethical actions that make it appear as if the incidence of unethical behavior has increased. Regardless, there is a heightened public concern with the behavior of modern business organizations. These concerns are reflected in pressure put upon busi ness schools to teach ethics as part of their curricula as well as that businesses develop and implement codes of conduct to guide and judge the behavior of organizational members. These concerns have also led to growing literature on business ethics and a large number of normative models of ethical decision making (Carroll, 1991; Cavanagh, Moberg & Velasquez, 1981). These models, however, are limited in that we do not fully understand how ethical problems are recognized, formulated and solved in business organizations. There have been a few attempts to describe current ethical decision-making practices in organizations (Ferrell & Gresham, 1985; Fritzshe, 1991; Hunt & Vitell, 1986; Jones, 1991; Trevino, 1986). These models are a welcome addition to the literature on business ethics as

Measuring Normative Beliefs and Shared Behavioral Expectations in Organizations: The Reliability and Validity of the Organizational Culture Inventory

The Organizational Culture Inventory measures 12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive-Defensive, and Aggressive-Defensive These cultural norms are hypothesized to influence the thinking and behavior of organizational members, their motivation and performance, and their satisfaction and stress. As components of organizational culture, behavioral expectations are considered to be shared and enduring in nature. Tests of three types of reliability—internal consistency, interrater, and test-retest—and two types of validity—construct and criterion-related—on data provided by 4,890 respondents indicate that the inventory is a dependable instrument for assessing the normative aspects of culture. Obtained alpha coefficients support the internal consistency of the scales; tests for interrater agreement show that significant variance in individuals' responses is explained by their organizational membership; and tests for differences across time show the temporal consistency of scale scores. Factor analysis results provide general support for the construct validity of the scales, most of which were related to both individual and organizational criteria as predicted.

Organizational Identity

Organizational identity offers a theory and practice for analyzing the intersubjective meaning of organizational behavior. It advances an explanation of individual feelings about organizations rooted in infancy, what Winnicott (1965) calls a "holding environment," and an explanation of interpersonal relationships in adulthood but with origins in infancy and childhood, what Kohut (1977; 1984) calls "selfobject transferences. "It further presents the notion of transference of emotions in hierarchical organizations as an instrument for observing and explaining key interpersonal relationships between organizational super ordinates and subordinates, and between organizational analysts and clients. Knowing organizational identity provides an understanding of unconscious motivations governing the behavior of organizational members.