Changes In Employee Performance Research Articles

The Effect of Wom And Advertising on Purchase Intention With Brand Awareness As Mediating Variable At Five Star Restaurants In Nusa Dua

The research was conducted to see the effect of work environment, motivation, and workculture on employee performance through job satisfaction as an intervening in at PT. BankTabungan Negara (PERSERO) TBK. The research method used is descriptive quantitative bycollecting data and testing hypotheses and providing conclusions from the results of the study using a questionnaire. Respondents in this study were employees who worked at PT. Bank Tabungan Negara (PERSERO) TBK Batam Branch, totaling 124 respondents. Path coefficient calculation using SEM test assisted by AMOS version 24.0. To determine the direct and indirect effect between variables, it is seen from the results of the calculation of the path coefficient and to determine the significance. Changes in job satisfaction are influenced by the work environment, motivation, and work culture by 16.5%, and the rest is influenced by other factors not examined in this study by 27.3%. Meanwhile, changes in employee performance are influenced by the work environment, motivation, and work culture by 3%, and the rest is influenced by other factors not examined in this study.

The Impact of Internal Mobility Policies on Employee Performance at Private Banks Mysore

The banking industry has tremendous growth in Indian market .The entrance of new policies in banking sector has bought changes in employee performance. Retaining employees in private banks has lot of challenges. Employee retention and employee performance is a contemporary approach for the development of private banks. The private banks has initiated news ways to implement internal mobility policies to retain employees . This paper presents an novel employee internal mobility survey in the private banks in Mysore . The research study is based on the following criteria, internal mobility policies, employee satisfaction towards internal mobility, factors influencing employee satisfaction, internal mobility policies towards employees’ retention. The target population for the study is employees of private banks .Required analysis will be done to measure the impact of internal mobility on employee performance. The current study focuses on impact of internal mobility on employee performance in the organization, and also the factors which has impact on internal mobility policies on employee performance. For the persistence of study primary data and secondary data is used. The research results impact of internal mobility on employee performance in private banks Mysore.

Pengaruh Pelatihan “Baturaja Risk Containment” Terhadap Kompetensi Dan Kinerja Karyawan PT.Semen Baturaja (Persero) Tbk. (Studi pada Karyawan Division Produksi)

This study aims to describe various analyzes on the implementation of training activities entitled "Baturaja Risk Containment" which includes aspects of training methods and training materials on changes in competence and changes in employee performance at PT Semen Baturaja (Persero) Tbk, especially in the operating division work unit. Partially this research will describe various analyzes among research variables, among others; describes the analysis of the effect of training methods on employee competencies; describes the analysis of the effect of training materials on employee competencies; describes the analysis of the effect of training methods on employee performance: training materials on employee performance, and describes the analysis of the influence of competence on employee performance. This research is an explanatory research carried out in the operations division. With primary data obtained from questionnaires distributed to employees totaling 58 people. This study applies data analysis methods in the form of descriptive statistical analysis methods and path analysis methods. The results of the analysis in this study show that there is a partially significant effect between 1) training methods and 2) training materials on employee competencies; Furthermore, the analysis in this study also shows that there is a partially significant effect: between 1) training methods, 2) training materials 3) competence on employee performance.

MEDIATING EFFECT OF EMOTIONAL INTELLIGENCE ON TRANSFORMATIONAL LEADERSHIP AND EMPLOYEE PERFORMANCE: CENTRIC TO SELECT PUBLIC SECTOR HOSPITALS IN COASTAL ANDHRA PRADESH, INDIA

Employee performance assessment is one of the most important functions of human resources management. It starts immediately after the employees get hired and goes further throughout the employment process. Emotional intelligence is considered to have a greater impact on the performance of nurses and groups as measured against traditional intelligence. Emotionally intelligent nurses in the organization result in better overall organisational performance. But emotional intelligence alone not able to define the changes in employee performance and from the literature it is found that leadership has indirect effect on employee performance but majority of the researchers are not considering leadership indirect affect while preparing employee performance model. In this context present research validates the mediating effect of emotional intelligence on transformational leadership and employee performance. KEY WORDS: Employee Performance, Emotional Intelligence, Transformational Leadership, Achievement, Mediating Effect.

Pengaruh Kecerdasan Intelektual, Kecerdasan Emosional Dan Kecerdasan Spiritual Terhadap Kinerja Organisasi Pada Eramart Timbau Tenggarong


 Abstract:
 The purpose of this study was to determine and study the influence of the variables of intellectual intelligence (IQ), emotional intelligence (EQ), and spiritual intelligence (SQ) on employee organizational performance at the Eramart Timbau Tenggarong Minimarket. The sample in this study were 26 employees of the Eramart Timbau Tenggarong Minimarket. The sampling technique was random sampling. The analytical tool used is multiple regression equations with hypothesis testing used F and t tests. The results of the F test calculation obtained that Emotional intelligence and spiritual intelligence simultaneously are able to show their influence on employee performance at the Eramart minimarket. The three independent variables are able to explain changes in employee performance by 84.2% (Adjusted R square = 0.842) while the remaining 15.2% is influenced by other variables not included in this study such as career development, compensation, job stress. From the three results of the t test above, it can be seen that the partial correlation value of the spiritual intelligence variable is the greatest compared to the intellectual intelligence and emotional intelligence variables, which is 0.617 or 61.7%, so that the spiritual intelligence variable is the most dominant variable affecting the employee performance at the Eramart Timbau Tenggarong minimarket. From this description, it can be concluded that the second hypothesis is rejected.
 
 Keywords: Intellectual Intelligence, Emotional Intelligence, Performance Spiritual Intelligence, Organizational Performance

The Effect of Motivation, Leadership and Competence on Employee Performance of Makassar City Bappeda Office.

Effect of Motivation, Leadership and Competence on Employee Performance of Makassar City Bappeda Office. The purpose of this study was to determine the Effect of Motivation, Leadership and Competence on Employee Performance at the Makassar City Bappeda Office. The population in this study all employees in the Makassar City Bappeda office were 50 with ASN status, all of whom were respondents. Data collection methods in this study were questionnaire, interview, and documentation. The data analysis method uses descriptive and quantitative methods, namely multiple linear regression analysis used to measure the effect of motivation, leadership and competence on employee performance at the Makassar City Bappeda Office. The results of this study indicate that the independent variable Motivation, and Competence together have a positive and significant influence on the dependent variable (employee performance), while the leadership variable has a significant negative effect. The coefficient of determination (R2) is 0.622, the coefficient of determination states that the variables of motivation, leadership and competence can only explain or contribute to variations in changes in employee performance by 62.2 percent.

Reward system and employee motivation in ceylon electricity board Jaffna

In the competitive world, employees are very important factors in order to achieve the organizational goals and objectives. So that nowadays firms need employees who are committed to their firms. Intrinsic and extrinsic reward systems are used by the organization to make desirable changes in employee performance. Reward system is an important tool that management can use to channel employee motivation in desired ways. In every organization motivation is most important to achieve their goals and objectives, increase the productivity and maximize their profit margin towards the employees of the organizations are well motivated. If any organizations have a good motivation policy, the workers do their work with effectiveness and commitment. The researcher analyzed the relationship between reward system and employee motivation. This present study selected the Ceylon Electricity Board of Jaffna district. Out of 314 employees, 90 employees were selected and surveyed on a random basis. There were four hypotheses drafted and tested through correlation and regression models. Study found that there is a positive relationship between reward system and employee motivation, extrinsic rewards have better relationship with motivation of the employees than intrinsic rewards. Therefore Ceylon Electricity Board should give its consideration mostly on extrinsic rewards to achieve high performance from its employees. Otherwise it cannot reach the level of output expected in the standard. Both rewards are important, but extrinsic rewards play a major role in the process of motivation of employees.

Motivation & reward system for employees of ceylon electricity board in jaffna

In the competitive world, employees are very important factors in order to achieve the organizational goals and objectives. So that nowadays firms need employees who are committed to their firms. Intrinsic and extrinsic reward systems are used by the organization to make desirable changes in employee performance. Reward system is an important tool that management can use to channel employee motivation in desired ways. In every organization motivation is most important to achieve their goals and objectives, increase the productivity and maximize their profit margin towards the employees of the organizations are well motivated. If any organizations have a good motivation policy, the workers do their work with effectiveness and commitment. The researcher analyzed the relationship between reward system and employee motivation. This present study selected the Ceylon Electricity Board of Jaffna district. Out of 314 employees, 90 employees were selected and surveyed on a random basis. There were four hypotheses drafted and tested through correlation and regression models. Study found that there is a positive relationship between reward system and employee motivation, extrinsic rewards have better relationship with motivation of the employees than intrinsic rewards. Therefore Ceylon Electricity Board should give its consideration mostly on extrinsic rewards to achieve high performance from its employees. Otherwise it cannot reach the level of output expected in the standard. Both rewards are important, but extrinsic rewards play a major role in the process of motivation of employees.

Pengaruh Program Pelatihan, Etos Kerja, dan Kepuasan Kerja terhadap Kinerja Karyawan di PTPN III

This study aims to determine and analyze the effect of training programs, work ethics, and employee satisfaction on employee performance at the Directors' Office of PT. Perkebunan Nusantara III. This research method uses a quantitative approach, the type of research is a survey. The sample was determined by a simple random sampling method of 92 people. Data collection through questionnaires. Data were analyzed using multiple linear regression. The results showed that partially and simultaneously, the variables of the training program, work ethic and job satisfaction had a positive and significant effect on the performance of employees in the Office of the Directors of PTPN III Medan. The coefficient of determination of 0.515 means that the effect of the training program, work ethic and job satisfaction on changes in employee performance in the Office of Directors of PTPN III Medan is 51.5%.

People, performance and place : How using perceptive and cognitive data can create inspiring and collaborative workspaces that enable growth and innovation

AECOM is a leading global infrastructure services provider. A major acquisition in 2015 led to the company rationalising its real estate, bringing about the opportunity to transform its workplaces and drive cultural and behaviour change across its offices in and around London. This paper sets out AECOM’s approach to the formation of its new Greater London Campus, the drivers underpinning the project, key features of the campus and measures used to identify changes in employee performance, collaboration and wellbeing. It primarily focuses on how return on investment (ROI) was achieved, with a spotlight on the campus headquarters in Aldgate Tower, East London, and the process used to capture the underlying metrics. A key objective was to go beyond spatial metrics and people’s perception of changes in performance to direct business impact. AECOM partnered with professional services firm AON’s talent assessment team to create a bespoke method of assessing performance, building off existing world-leading psychometric tests and including leading-edge wellbeing surveys. The post-occupancy evaluation (POE) results demonstrated a significant improvement, as evidenced by a three-fold value increase in cross-disciplinary working, a 10 per cent increase in creativity measures and a 26 per cent drop in attrition rates in the central London location. The paper concludes with key messages and learning points for future workplace transformation projects. It is important to note that this paper focuses on research in practice. The working hypothesis was to seek measurable connections between behaviour, space and business performance in a live working environment. Detailed descriptions of psychometric tests and opinion-based assessment are provided along with findings from a POE study.

PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA KARYAWAN DI POLITEKNIK LP3I JAKARTA

<p><em><strong>Abstract </strong></em></p><p class="Style4"><em>Changes in employee performance can always change and fluctuate, but the fundamental changes are changes caused by culture in an organization. Performance that has been affected by organizational culture will be more firmly embedded in employees. Basically there are several things that can influence fundamentally on employee performance but organizational culture factors can be called very interesting factors to be discussed in more depth. This study aims to analyze the influence of organizational culture on employee performance at the Polytechnic LP3I Jakarta. Through the results of this study it can be seen that how much organizational culture influences employee performance, as well as the influence of other factors outside the organizational culture. The results of this study can show how important organizational culture is in its role in employee performance. The method used in this research is descriptive quantitative method. Data analysis was carried out through simple linear regression. The research instrument used was a questionnaire. The result of this study is that organizational culture has a significant effect on employee performance at the Polytechnic LP3I Jakarta. Organizational culture has an effect of 0.5% on employee performance at the Polytechnic LP3I Jakarta.</em></p><p class="Style4"><em><br /></em></p><strong><em>Keywords: </em></strong><em>organizational culture, performance, employee.</em>

Managers' Implicit Assumptions About Personnel

Effective managers recognize both positive and negative changes in employee performance and take appropriate remedial action when required. Managers' assumptions about the rigidity or malleability of personal attributes (e.g., ability and personality) affect their performance of these critical personnel management tasks. To the extent that managers assume that personal attributes are fixed traits that are largely stable over time, they tend to inadequately recognize actual changes in employee performance and are disinclined to coach employees regarding how to improve their performance. However, a growth-mindset intervention can lead managers to relinquish their fixed mindset and subsequently provide more accurate performance appraisals and helpful employee coaching. Implications for performance evaluation procedures and avenues for future research are outlined.

The Effects of Goal Setting and Self-Instruction Training on the Performance of Unionized Employees

This study assesses the effectiveness of goal setting, goal setting plus training in self-instruction, and being urged to do one's best on the performance of unionized employees (n = 32). The ability of managers, peers and self to observe changes in employee performance was also assessed. Appraisals were made prior to and 10 weeks following three interventions. ANCOVA indicated that employees who set specific, difficult goals had significantly higher performance than those in the doing one's best and those doing goal setting plus self-instruction. Moreover, self-efficacy correlated positively with subsequent performance. Employee satisfaction with the performance appraisal process was high across the three conditions. Peers provided better data for assessing the effect of an intervention than self or managers.

Fairness and Freight-Handlers: Local Labor-Market Conditions and Wage-Fairness Perceptions in a Trucking Firm

This paper draws on evidence from an internal attitude survey in the freight-handling terminals of a unionized trucking firm to investigate the effect of local labor market conditions on employee wage-fairness perceptions. The key element of our research design is that local managers have no discretion to vary wage rates in response to local labor market conditions; local economic shocks thus generate exogenous variation in the attractiveness of the wage paid by the firm relative to employees' options in the outside labor market. We find robust associations between two indicators of local conditions - the rate of unemployment and the wages of similar workers in the outside market - and the wage-fairness perceptions of employees in the firm, which we argue reflects a causal relationship. As an extension, we relate the changes in local conditions and fairness perceptions to changes in employee performance, as measured by the rate of disciplinary dismissals. We find suggestive evidence that increased local unemployment leads to improved employee performance, and, conditional on a particular assumption about the mechanism through which local conditions affect performance, that increases in wage-fairness perceptions lead employees to supply more effort.