Employee Promotion Research Articles

AHP-SMART Method as Evaluation Decision Support for Employee Promotion

Evaluation of the quality of employees in an institution is very necessary, especially for promotions which are the rights of every employee in leading a company that is full of competition. The purpose of this paper is to contribute in terms of the evaluation process in selecting employees who are ready to be promoted in a particular institution. With the support of various parties, a consistent and optimal method is needed to carry out the evaluation process, which is a popular priority, it is recommended to use the AHP-SMART method, where this method will be collaborated to become a core unit of problem solving, especially in terms of promotion as evaluation and selection material. Selection of the best employees, The AHP method will be used to conduct an assessment of the criteria used with the concept of Multi-criteria Decision Making (MCDM) which utilizes the results obtained from the eigenvector through iteration to minimize differences in the assessments of a number of respondents, while the SMART method is used to determine the results of decisions in collaboration with the AHP method, especially in terms of benefit utility and cost utility. The criteria used as an assessment measure consist of Planning, Solution Capture, Knowledge of Job, Reaction Behavior, Quantity of Works, Failed of Jobs, and Depandibility. The final result of the collaboration process of the two methods AHP and SMART gives a ranking of 26 employees with the highest score and being selected through an evaluation process for promotion won by K23 with a ranking weight (73.19) and the second is followed by K2 (76.17) and ranked the third was won by K3 (56.95). Thus the selection and evaluation process for promotion can be recommended and used as an optimal process from the selection stages of employee selection for promotion in every company agency.

GROUP DECISION SUPPORT SYSTEM UNTUK MENENTUKAN KENAIKAN JABATAN MENERAPKAN METODE GAP PROFILE MATCHING

The aims of this study is to build a Group Decision Support System (GDSS) application to determine employee promotions. There are three assessment teams in this GDSS, namely the general manager, HRD 1 and HRD 2. This is expected to reduce subjectivity in determining employee promotions. There are two criteria used, namely work attitude and intellectual capacity. Each criterion has several sub-criteria. The work attitude criteria consist of 8 sub-criteria, namely appearance, discipline, ability to accept opinions, motivation, self-confidence, courtesy, responsibility and honesty. Intellectual capacity criteria consist of 4 sub-criteria, namely knowledge insight, communication, speed of thinking and loyalty. The application of the GAP Profile Matching method has been proven to improve the performance of the GDSS. This method is recommended as one of the appropriate methods to select employees who have the most appropriate profile with the job profile. In this method, the smaller the GAP between the employee profile, the greater the opportunity for the employee to be able to occupy the position offered.

Caste barrier: A challenge of promotion of deprived women employees in Mumbai

Caste barrier: A challenge of promotion of deprived women employees in Mumbai

Contribution of Employee’s Job Satisfaction on Organization Performance: A Case Study of Mkombozi Bank, Dar es Salaam

In recent times, the issue of employee job satisfaction has been crucial for developing and achieving the aims and goals of organizations. This study examines contribution of employee’s job satisfaction on organization performance with particular reference to Mkombozi Bank in Dar es Salaam. Specifically, the study aimed to investigate the impact of talent development, to determine how reward influences employee job satisfaction and lastly the study examined how career promotion of employees affected Mkombozi Bank performance. Descriptive research study was carried out, the research used a sample size of 30 workers. The data for the study is largely obtained via semi-structured questionnaires. The study employed analytical descriptive statistical approaches for analyzing the relationship between the indicators of employees’ job satisfaction and organization performance. Inferential statistics, particularly correlation matrix and multi-regression were the statistical instruments employed for the study analysis. Findings of the study document a weak or no relationship between employee job satisfaction and organization performance. These findings might contravene by other background variables like age of employees, gender, experience, type of jobs, education, etc.) or measurement methods. Depending on the outcomes of this study, the management need to understand that, there is a connection between employee job satisfaction and organization performance. Even though the link has been found to be weak here, it was simply contravened by other variables and measurement methods employed. The management is advised to look at these findings as an eye opener for it to reflect and work on the employee job satisfaction factors in the efforts of improving organizational performance.

The role and place of personnel management in the management system of the organization

The article considers the approaches of modern researchers to the study of personnel management system. It is difficult to disagree with the fact that in many organizations the system of work with personnel, namely the structure of professional and job promotion of employees in accordance with their business and personal merits, qualitative composition and level of wages of employees do not meet the objectives of the formation of personnel policy. Correctly developed strategy of personnel management will help to eliminate the problem.

Pengembangan Sistem Pakar Menggunakan Metode Papi Kostick Untuk Tes Kepribadian

This paper is a report on the results of developing an expert system using the Papi Kostick method which is used to test the personality of employees in a company. Papi Kostick method to evaluate individual behavior and work style in relation to work situations. The researcher's system development process uses the Software Development Life Cycle (SDLC) method. This expert system is implemented web-based. The tests used are validation testing and expert system accuracy testing. The test results are 100% which shows that the functionality of the system can run well according to the list of requirements. The results of the accuracy test show that the expert system using the Papi Kostick method can function properly. The results of the assessment, the company can see the progress and ability of its employees in doing certain jobs well and the suitability of employees with the workplace through personality tests. Assessment of employee behavior and work style is also useful for companies in providing feedback to employees and can be used as a basis for companies to conduct training, transfer, rotation and promotion of employees.

THE REVIEW OF LEADERSHIP STYLE, EMPLOYEE PROMOTION, AND MOTIVATION

This research is conducted to obtain various gathered to be data analyzes and interpretations so that we can get a picture concerning the influence of leadership on the execution of officer promotion and its implication to officer motivation. The research method used is the descriptive survey method and survey of explanatory. The sample size is 100 officer people. The unit analyzes in this research is cross-sectional. The result of this research is leadership in PT. Telkom Kandatel South Jakarta in general goodness. The Officer promotion in PT. Telkom Kandatel South Jakarta, in general, is good enough. The administration affects officer promotion, the administration has an impact on officer motivation, and advertising affects officer motivation.

THE REVIEW OF LEADERSHIP STYLE, EMPLOYEE PROMOTION, AND MOTIVATION

This research is conducted to obtain various gathered to be data analyzes and interpretations so that we can get a picture concerning the influence of leadership on the execution of officer promotion and its implication to officer motivation. The research method used is the descriptive survey method and survey of explanatory. The sample size is 100 officer people. The unit analyzes in this research is cross-sectional. The result of this research is leadership in PT. Telkom Kandatel South Jakarta in general goodness. The Officer promotion in PT. Telkom Kandatel South Jakarta, in general, is good enough. The administration affects officer promotion, the administration has an impact on officer motivation, and advertising affects officer motivation

Employee Assessment Applications Using the Graphic Rating Scale and Profile Matching Methods at XYZ University

Performance appraisal is an evaluation and assessment carried out to employees to find out what their abilities are and measure productivity during work. XYZ University has an employee performance appraisal which is conducted annually to determine employee promotions. The assessment process is still using the manual method and using the Graphic Rating Scale method. Graphic Rating Scale is a performance appraisal method in which an employee is assessed based on criteria that are considered important and relevant to performance and productivity. To determine a promotion, the Graphic Rating Scale method cannot do it because it takes standard values, core factors and secondary factors that are used as standards to determine promotions. Therefore, In this employee appraisal application there is a combined method used to assist the assessment process, namely the Graphic Rating Scale method and the Profile Matching method. The Profile Matching method is used because there are standard values, core factors and secondary factors that can be used as standards to determine promotions. The results of this study are on testing the Graphic Rating Scale method with the combined method of Graphic Rating Scale and Profile Matching, the combined method of Graphic Rating Scale and Profile Matching has a higher average accuracy of 78,18%, while the Graphic Rating Scale method has an average accuracy of 68,45%.

Implementasi Metode AHP Untuk Sistem Pendukung Keputusan Proses Kenaikan Jabatan Karyawan

Promotion or promotion is a transfer that increases the authority and responsibility of employees to higher positions within the organization so that the obligations, both status and income are greater. Almost all employees want to get a promotion. This research discusses finding the best solution to help take the decision to increase employee positions at PT. Prudential uses the Analitycal Hierarchy Process method to help determine the preferred priorities of various alternatives. This method was chosen because it is able to select the best candidates from a number of existing employees to occupy available positions based on predetermined criteria. Research is conducted by looking for weight values for each attribute, such as examples are aspects of intellectual capacity, aspects of work attitudes, and behavioral aspects, then carried out a perankingan process that will determine the optimal alternative, namely the promotion of employee positions. As a result of the application of the AHP method in this study, the value of the determination of the promotion of employee promotion 0 - 6 was declared unfit to be promoted and if the value is greater than 6, then the employee is declared worthy to be promoted to his position.

DECISION SUPPORT SYSTEMS INCREASE RANK USING AHP WEB – BASED ON PT TAMBANG BUKIT ASAM (PERSERO) TBK

Decision support system is a system adopted from human knowledge, which can help people in the decision making process. In research conducted at PT Coal Bukit Asam (Persero) authors see most of the systems currently used in the search process of promotion of employees still in manual form, causing the length of the assessment process associated with a promotion for every employee of the company in accordance with any the criteria that have been specified company. Various weighting of criteria and sub criteria established companies are always considered manager to each process of inputting assessment. Therefore, the authors make a decision support system application manager that can facilitate the process of inputting weight rating decision promotion of employees in accordance with the criteria and sub-criteria that have been specified company. Application decision support system of promotion is designed using Analytical Hierarchy Process that the process to obtain the priority weighting is done by comparing each criteria and sub-criteria. Decision to be achieved can help managers to determine who the employees are entitled to a promotion in accordance with keptusan obtained from the application of this decision-making system.

Promotion of millennial employees' well-being in China based on organizational career management

Youth are future company leaders, without whom the economic development of a country cannot continue, yet the well-being of millennial employees in China is low, and this group has a high turnover rate. We used an inductive route model to understand how millennial employees' well-being can be facilitated in China. We conducted a survey with 268 millennial employees and used structural equation modeling to test our model. The results show that organizational career management and self-identity contributed to promoting participants' well-being. Our findings show that a pathway should be established to boost millennial employees' well-being and enable them to accomplish their career planning.

Pengaruh Penilaian Prestasi Pegawai Terhadap Promosi Pegawai pada SMP Negeri 6 Kota Langsa

This study aims to analyze the effect of employee performance appraisal on employee promotions at SMP Negeri 6 Langsa City. The data collection method used a questionnaire given to 50 employees of SMP Negeri 6 Langsa City who had undergone the process of assessing employee performance and promotion. Data were analyzed using multiple linear regression. The results showed that employee performance appraisal had a significant positive effect on employee promotions at SMP Negeri 6 Langsa City. Factors that have a significant effect on employee performance appraisal are work performance, work attitudes, and skills and competencies. While the factors that most influence on the promotion of employees are skills and competencies. Based on the research results, it can be concluded that employee performance appraisal has an important role in determining employee promotions. Therefore, SMP Negeri 6 Langsa City is advised to improve the employee performance appraisal system by taking into account the factors that have a significant influence, as well as providing training and developing skills and competencies for employees to increase opportunities for employee promotion in the future.

The Effect of the Ideal Worker Norm on Employees

In today’s organizations, supervisors expect employees to be highly productive throughout their workday, no matter how long they work or when they work. These expectations have been termed the “ideal worker norm” (Davies & Frink, 2014). The ideal worker prioritizes their work over other life domains and shows this dedication to work by working overtime and non-traditional hours, being always available, visibly working (e.g., sending emails during non-work hours), and being unhampered by non-work obligations (Kelly et al., 2010; Reid, 2015; Sallee, 2012). The nascent ideal worker literature has focused on defining the norm, but the effects of the ideal worker on employees has been little studied. For example, gendered social roles, in which women are caretakers and men are breadwinners, may affect perceptions of female employees’ ability to fulfill the ideal worker norm, regardless of family context, negatively affecting their careers. Likewise, for men who deviate from this expectation, such as those who request flex time or parental leave (Sallee, 2012), they may be perceived as unable or unwilling to live up to the ideal worker norm. This paper symposium explores the effects of the ideal worker norm on the careers of male and female employees. Family-to-Work Conflict, Ideal Worker Norm Violation and Trust: Gender Bias in Evaluations Presenter: Jennica R. Webster; Marquette U. Presenter: Gary A Adams; Marquette U. Presenter: Andrea Schneider; Marquette U. Just Not Good Enough: How Supervisor Sexism Beliefs Affect Employee Promotability and Development Presenter: Clarissa Rene Steele; Kansas State U. Who are “Ideal Workers”? Intersection of Age, Gender, and Race Presenter: Vanessa Burke; Pennsylvania State U. Presenter: Alicia A. Grandey; Pennsylvania State U. Presenter: Teresa Frasca; Pennsylvania State U. Individual Worker and Managerial Characteristics that Influence Granting of Working from Home (WFH) Presenter: Alyson Gounden Rock; McGill U. - Desautels Faculty of Management “We Deserve Work-Life Balance Too”: Experiences of Dual-Career Professional Couples Without Children Presenter: Galina Boiarintseva; Niagara U. Presenter: Souha R. Ezzedeen; York U. Presenter: Julia Richardson; Curtin U. Presenter: Christa Wilken; York U. Getting Down to Brass Tacks: The Effect of Focusing on Results Instead of Ideal Worker Cues Presenter: Aurora Turek; -

The Role of Employees’ Regulatory Focus in Shaping the Effect of Empowering Leadership

Building on regulatory focus theory (Higgins, 1997) and self-determination theory (SDT; Deci & Ryan, 1985; Ryan & Deci, 2000, 2002), the current research hypothesize that empowering leadership may trigger different motivational processes (i.e., intrinsic motivation and extrinsic motivation) for employees with different regulatory focus, and thus result in different perceived stressors for them. Expanding the literature of empowering leadership, the current research incorporates the largely neglected regulatory focus perspective. Using a two-wave survey, the hypotheses were tested in a sample of 294 employees. Results show both significant mediation effect of intrinsic motivation and extrinsic motivation between empowering leadership and employee perceived stressors. And employee promotion focus would strengthen the relationship between empowering leadership and intrinsic motivation, while prevention focus would strengthen the relationship between empowering leadership and extrinsic motivation. The results make contributions to empowering leadership literature by identifying how employees with different regulatory focus react to empowering leadership, and exploring the both positive and negative motivational process of empowering leadership on employee perceived stressors.

How do managers promote workplace learning? Learning-oriented leadership in daily work

PurposeThe purpose of this paper is to explore managers’ learning-oriented leadership, and what conditions managers face when working with the promotion of employees’ learning.Design/methodology/approachData was collected through semi-structured interviews with managers in three manufacturing firms. Verbatim expressions of the interview participants were analysed using stepwise analytical procedures.FindingsThe managers used many kinds of activities to promote learning. Most common were activities related to learning opportunities that arose during daily work. The identified activities ranged from being planned to occurring more spontaneously. Depending on the situation or the learning activity, the managers used different behaviours to promote learning. They supported, educated and confronted employees, and they acted as role models. Factors constraining the implementation of learning-oriented leadership included limited resources, and a lack of commitment from top management, employees or the managers themselves.Research limitations/implicationsFuture research should study learning-oriented leadership from the employees’ perspective.Practical implicationsManagers’ notions about learning and development constitute an important condition for learning-oriented leadership. Therefore, managers need to be trained in how to promote their employees’ learning at work.Originality/valueThis study adds to the limited knowledge of how managers carry out a learning-oriented leadership in their daily work. The findings contribute knowledge regarding managerial practices of promoting employees’ workplace learning by identifying different activities and behaviours that managers could incorporate into their leadership.

Administrative Challenges and Practices of Civil Service Reform Implementation: The Case Haro Limu District in Oromia Region

The main objective of this study is to examine administrative challenges in the implementation of civil service reform in Haro Limu District. In order to achieve this objective, descriptive research design and combination of quantitative and qualitative research approach was employed. In this study, the researcher used both primary and secondary sources of data. Primary data were gathered through questionnaire, interview and focus group discussion while secondary data were gathered from books, journals, articles both published and unpublished and official documents from Haro Limu District. Questionnaires were distributed and administered by the researcher with the help of enumerators. Structured questionnaires were filled by the sample respondents from five selected civil service sectors. Interviews were conducted with five management officials from five selected public offices to attain profound information. Similarly, FGD was conducted with employees selected purposively from civil service sectors. Data collected from different sources were analyzed and interpreted through quantitative and qualitative techniques. The finding of the study identified some interrelated administrative challenges in the implementation of CSR in the study area. These are low commitment and competency of management officials; lack of accountability and low cooperation between management officials and employees; low recognition of reform standards; lack of professionalism, lack of fair selection, evaluation and promotion of employees and lack of advanced measurement standards; lack of adequate training, lack of incentives or rewards and regular supervision. Based on the identified problems, the following possible recommendations were provided. Strengthening capacity building, enhancing the cooperation between management officials and employees, ensuring accountability of management officials and employees, enhancing human resource management, allocating adequate budget, promoting effective communication between public sectors and strengthening regular supervision and monitoring for the effective implementation of civil service reform in the study area. Keywords: civil service reform, implementation, administrative challenges and practices DOI: 10.7176/JPID/60-02 Publication date: July 31 st 2021

Up to No Good? Gender, Social Impact Work, and Employee Promotions

Firms increasingly offer employees the opportunity to participate in firm-sponsored social impact initiatives expected to benefit the firm and employees. We argue that participation in such initiatives hinders employees’ advancement in their firms by reducing others’ perceptions of their fit and commitment. Because social impact work is more congruent with female than male gender role stereotypes, promotion rates will be lower for participating men, and male evaluators will be less likely than female evaluators to recommend promotion for male participants. Using panel data on 1,379 employees of a consulting firm, we find significantly lower promotion rates for male participants relative to female participants, female non-participants, and male non-participants. A vignette experiment involving 893 managers shows that lower promotion rates are due to lower perceptions of fit, but not commitment, and greater bias against male participants by male evaluators. Taken together, the results of the two studies suggest that the negative effect of participation on promotion is conditional upon participant and evaluator gender, underscoring the role of gender in evaluation of social impact work. In settings in which decision makers are predominately male, gender beliefs may limit male employees’ latitude to contribute to the firm’s social impact agenda.

Career Development and Performance of Non-Family Employees in Selected Family-Owned Businesses in Kenya: West Kenya Sugar and Kirathimo Cereals

Non-family employees in family organizations may face career development challenges. The study explores the impact of employee promotion, training, and assessment practices on the performance of nonfamily employees within family-owned organizations. The study applied a mixed-methods approach. The target population was from two family-owned businesses in Kenya, West Kenya Sugar, and Kirathimo Cereals. Using a cluster sampling approach, 106 participants took part in the study. The results indicated a positive and significant impact of employee training on employee performance (β = 1.049, t = 8.245, p<.01), as well as promotion on performance (β = 0.813, t = 5.300, p<.01). However, the impact of assessment practices on performance was insignificant (β = 0.524, t = 2.756, p<.01). The study concludes that employee training and promotion practices predict the performance of non-family employees in family-owned organizations in Kenya. Hence, organizations should invest in developing non-family employees to enhance both individual staff performance and organizational productivity.

Dimension Analysis of Job Satisfaction Effect on Employee Organizational Commitment

This study aims to analyze the dimensions of job satisfaction and its influence on employee organizational commitment at the Regional Finance Board of Pohuwato Regency. The data used in this study are primary data that comes from filling out questionnaires. The study population was 59 employees using the census method. The analysis technique used to answer research problems and test hypotheses is multiple regression analysis with the help of Statistical Product Service Solution (SPSS) software which is used to analyze the data. The results of this study are (1) there is a positive and significant effect on the satisfaction dimensions of the job itself. toward employee organizational commitment, (2) there is a positive and significant influence on the dimensions of satisfaction on salaries on employee organizational commitment, (3) there is a positive and significant influence on the dimension of satisfaction in supervision of employee organizational commitment, (4) there is a positive and significant influence on the satisfaction dimensions of employees promotion opportunities on employee organizational commitment, (5) there is a positive and significant effect of the satisfaction dimensions of coworkers on employee organizational commitment, (6) there is a positive and significant influence on the dimensions of satisfaction in working conditions on employee organizational commitment. The dominant variable that affects organizational commitment is the satisfaction dimension of promotion opportunities. The findings of this study indicate that if the dimensions of job satisfaction are increased, the organizational commitment of employees to the organization will increase.