Organizational Goals Research Articles

Analisis Kompetensi, Produktivitas Kerja, dan Kinerja Pegawai pada Pusat Pengelolaan Pendapatan Daerah Wilayah Karawang

This research aims to find out and understand the results of competency analysis, work productivity and employee performance at the P3DW Karawang Office. This research uses qualitative methods with a descriptive approach, and data is collected through interviews, observation and documentation. The research results show that employee competency at the P3DW Karawang Office is good, but special training and providing equal development opportunities for all employees are still needed to improve their skills. Employee work productivity is considered quite good, supported by effective communication and cooperation with superiors. However, this research also found that several facilities and infrastructure in the office were still inadequate. Therefore, it is necessary to make efforts to improve facilities and develop human resources more intensively to ensure employee performance can continue to improve and support the achievement of organizational goals..

Pengaruh Lingkungan Kerja dan Disiplin Kerja Terhadap Kinerja Guru SMP Negeri 2 Babakancikao Purwakarta

Human Resources, especially teachers, have a very large influence and are considered the main key in improving the quality of schools and educational goals. However, there is still a lack of collaboration and cooperation between teachers and between teachers and education staff, and the high rate of absenteeism without obvious reasons is also a significant problem that affects the continuity of learning. The purpose of this study is to determine the influence of work environment and work discipline on teacher performance partially and simultaneously at SMP Negeri 2 Babakancikao Purwakarta. The research method used is a quantitative method with data collection techniques through observation, questionnaires and interviews. The sample used was 31 people (saturated sample). Data analysis using multiple linear regression data analyzer with the help of SPSS software version 26. The results of the study show that the work environment has no effect on teacher performance. Meanwhile, work discipline has an effect and is significant on employee performance. Simultaneous hypothesis testing shows that the work environment and work discipline together have a significant influence on teacher performance. This research has important implications for the development of management policies and practices in the educational environment. Good work discipline contributes positively to teacher performance and improves performance to achieve organizational goals..

The interplay of organizational factors, incentive systems, and employee performance

This systematic review aims to explore the relationships between organizational factors, incentive systems, and employee performance in modern workplaces, addressing the need for a comprehensive understanding of these interconnected elements. A rigorous three-stage methodology was employed, including a comprehensive database search of international databases such as Google Scholar and Scopus, screening based on predefined inclusion/exclusion criteria, and quality assessment using the Mixed-methods Appraisal Tool. This was followed by qualitative synthesis and framework analysis to identify patterns and trends across the selected literature. The review reveals that well-designed incentive systems can significantly enhance the impact of positive organizational factors on employee performance, while emphasizing the importance of considering both intrinsic and extrinsic motivational factors. Several moderating variables, including organizational culture, leadership styles, and individual employee characteristics, were identified as influencing incentive system effectiveness. The study also highlights the need for organizations to adapt their incentive strategies to evolving work paradigms, such as remote work and the gig economy. These findings provide valuable insights for managers and policymakers seeking to optimize their organizations' performance management strategies, emphasizing the importance of aligning incentive structures with organizational goals and employee needs. The review suggests that a holistic approach, considering multiple interconnected factors, is crucial for sustaining organizational performance and employee productivity. Future research directions include cross-cultural studies and longitudinal approaches to further understand the dynamic interplay between incentives, organizational factors, and employee productivity in changing work environments.

From Simulation to Bedside: The Journey to Provide Equitable Patient Care.

Simulation-based education (SBE) has revolutionized health care training by enhancing skills and addressing systemic issues. This article explores how SBE can bridge the gap between recognizing health care disparities and implementing actionable steps to address them. The immersive nature of SBE, combined with structured debriefing, sets the foundation for a "brave space" that fosters critical discussions on crucial topics, such as health equity. SBE enables health care professionals to develop cultural humility, confront biases, and practice upstander skills. This approach not only addresses hidden curricula but also integrates equity into clinical practice through practical scenarios and community engagement. Despite the potential benefits, challenges such as unintentional harm and the need for thoughtful implementation persist. To maximize effectiveness, SBE initiatives must be aligned with organizational goals and include interdisciplinary team commitment. Ongoing research and robust evaluation are essential to measure SBE's impact on health equity and patient outcomes. [Pediatr Ann. 2024;53(11):e414-e419.].

Corporate Education And ESG Practices: People Management Strategies To Strengthen Citizenship And Sustainability Within Organizations

Background: The growing demand for sustainable and socially responsible practices has encouraged companies to integrate ESG (Environmental, Social, and Governance) principles into their operations. In this context, corporate education has emerged as a vital tool for promoting corporate citizenship and solidifying sustainability efforts. This article examines the relationships between corporate education, people management, and ESG practices, highlighting their implications for building a more conscientious corporate culture. Materials and Methods: This research employed a qualitative approach aimed at understanding how corporate education and ESG practices can contribute to strengthening citizenship and sustainability within organizations. A bibliographic analysis was conducted, reviewing a wide range of national and international scientific sources covering corporate education, ESG, and their implications for people management. Results: The main objective was to analyze how corporate education and people management practices, guided by ESG principles, can reinforce organizational citizenship and promote sustainability within companies. The analysis in this article offers significant theoretical and practical contributions to the field of corporate sustainability by demonstrating the positive impact of integrating ESG principles into corporate education and people management policies. Conclusion: The study underscores the importance of embedding ESG principles in corporate education and people management strategies as a means to foster a sustainable and socially responsible corporate culture. These findings provide valuable insights for companies aiming to strengthen their organizational citizenship and support long-term sustainability goals.

How to Show You're a "Good Fit" During an Interview

This article discusses strategies for job applicants to effectively demonstrate cultural fit during the interview process. It emphasizes the importance of fit in today's competitive hiring environment, as employers seek candidates who will seamlessly integrate into their team and advance organizational goals. The article outlines ways for applicants to research the company and role thoroughly, align examples of their background to the employer's stated values, highlight enthusiasm for the position and company, provide substantive examples to evidence a compatible work style, and showcase relevant industry knowledge. It presents real examples of how candidates have persuasively shown cultural fit. Overall, the article provides research-based guidance on customizing stories and responses during interviews to communicate passion and compatibility through tangible scenarios that leave hiring managers confident in an applicant's long-term potential for success within their unique culture.

Getting Acceptance for Tough Decisions

This article discusses research-based strategies that organizational leaders can use to effectively implement unpopular decisions and gain acceptance of necessary changes from employees and stakeholders. It outlines the importance of clear communication to explain the rationale and context behind tough choices. Leaders must be transparent in their decision-making process and involve stakeholders to address concerns and build ownership of outcomes. Addressing the negative emotions that arise and exploring alternative options or ways to mitigate impacts can help address psychological and practical issues. Enlisting champions and coalitions of supporters to reinforce the reasoning for decisions can boost consensus. Continued communication on outcomes and progress reinforces that the difficult period was necessary. Ultimately, navigating tough times requires combining these communication strategies with empathetic and honest leadership that cultivates trust and shared commitment to organizational goals and vision despite short-term hardship.

Managing Overload: Tactics for Helping Leaders Combat Chronic Overwhelm

This article explores research-backed strategies for dealing with the chronic feelings of being overwhelmed that affect an estimated 75% of today's business professionals according to existing research. With overwhelm linked to negative consequences such as burnout, poor decision-making, and an inability to meet organizational goals, the article presents four key tactics drawn from research that leaders can use to better manage their workload and regain a sense of control. The strategies discussed include conducting an audit of current responsibilities to identify unnecessary tasks that can be cut, limited multitasking and interruptions through setting distraction-free periods allowing focus on priorities, empowering others through clear and appropriate delegation to reduce reliance on self, and instituting effective time management practices such as blocking out periods for priority work and batching related tasks. Case studies and findings are discussed for each approach. By adjusting perspectives and optimizing processes using evidence-based methods such as these, the article argues overwhelmed leaders can significantly reduce their chronic feelings of being overworked in support of both strong leadership performance and well-being within today's fast-paced business environment.

Krisis Kelembagaan Pariwisata: Studi Kasus Kampung Susu Lawu, Magetan, Jawa Timur

In the tourist system, organizational structures have a crucial part in managing human resources, sustainability planning, and handling management. To ensure the sustained existence of the tourism industry, it is necessary to investigate the phenomena of deteriorating organizations in the sector to determine its roots and identify remedies. This study aimed at evaluating the current state of the Pokdarwis Pesona Singo Langu organization in Kampung Susu Lawu and determining the elements that have weakened it and impeded its efficacy. Using descriptive qualitative analysis, this research collected data from community members, stakeholders, and the chairman of Pokdarwis Pesona Singo Langu through observation and interviews. Three organizational components goals, functions, and formation were the main subjects of the analysis. The findings showed that the goal element has been successfully attained because of the clear legal status. However, there were deficiencies in the goal element. A lack of empathy from the community and the top-down approach to governance and operationalization were two main factors that are undermining the organization. The formation of newly created organizations by younger organizations, the dynamics of the political year, and a lack of coordination and communication were examples of external variables. If corrective action is not done quickly, this phenomenon is likely to set off a wider chain reaction.

(Re)designing an International Marketing course: Engaging a diverse classroom in real-client projects

The world is changing. Educators in business administration, including marketing, face the challenge of providing relevant education. Students, as a primary stakeholder, are interested in competencies that make them (competitive) employable. The organizations (employers) are reducing their willingness to train new employees on the job and demand their immediate contribution to organizational goals. Society increasingly emphasizes that higher education must go beyond education and research into the third mission of direct contribution to community development and economic development. This article discusses the (re)designing of an international marketing course based on experimental learning and instructional design. The course is integrated into the local business community and uses, as an asset, a diverse student population to respond to challenges local businesses face in pursuing entrepreneurial internationalization. The effects of the course (re)design are measured through the course evaluations during the last three-year period. The goal of the article is to contribute to collegial discussion on engagement with the business community to increase relevance of education, as well as share ideas for systematic course design and delivery.

Does Culture Strengthen or Break Organization? Revisiting Organizational Culture’s Roles in Organizational Social Life

As a collection of individuals who work together to achieve organizational goals, the organization urgently needs glue which attaches all members. Existing studies find that organizational culture can be a means to provoke collectivism climate for influencing organizational performance. The study aims to examine the potential capacity of organizational rituals of arisan and picnic in evoking organizational social cohesion, from the perspective of organizational members. Furthermore, it aims to explore the other possible functions of organizational culture. The data are collected from co-reflection by using certain reflection guidance. The study finds that organizational arisan or picnic can potentially benefit members. It provides opportunities for members to share happy moments, face challenging activities together, forget their conflict and replace it with new happy experiences. However, this ritual does not always bring genuine happiness. It may keep silent storm of emotion as the ritual can exert social pressure, display dominant social status, reinforce power of giving which acquire needs to get back (return the kindness). The study also reveals the emergent co-rituals which are created or joined by in-group members. Co-exist rituals allow members to fit their individual-group dimensions with less social pressure, build stronger emotional bond and support. However, this too strong emotional tie may ignite inter-group conflict and high competition with other groups.

Implementing agile management practices in the era of digital transformation

In the era of digital transformation, organizations face unprecedented technological changes that demand a shift toward more adaptive and responsive management practices. This paper Analyses how organizations can strategically implement agile management practices to navigate these rapid changes effectively. Agile management emphasizes flexibility, collaboration, and customer-centricity, enabling organizations to respond swiftly to market dynamics and evolving customer needs. By adopting frameworks such as Scrum, Kanban, and Lean, companies can enhance their management processes, fostering a culture of continuous improvement and innovation. The paper explores the fundamental principles of agile management and their relevance in the context of digital transformation. It discusses how cross-functional teams, iterative development, and regular feedback loops can facilitate quicker decision-making and enhance collaboration among stakeholders. Additionally, the integration of digital tools, such as project management software and communication platforms, supports agile methodologies by streamlining workflows and improving transparency. Key considerations for successful implementation include aligning agile practices with organizational goals, investing in employee training, and promoting a mindset that embraces change. The paper highlights real-world case studies demonstrating the successful application of agile management in various industries, showcasing its potential to improve responsiveness and operational efficiency. Ultimately, this analysis underscores the critical role of agile management practices in enabling organizations to thrive amidst the challenges of digital transformation

From seller to broker: When and how issue sellers engage with external stakeholders to sell issues inside organizations

Issue sellers employ a variety of tactics to create internal support for issues they seek to advance within an organization. While the relationship between internal issue “sellers” and “buyers” has been examined in prior work, we address a crucial omission in this body of literature, namely how issue sellers engage with external stakeholders to influence internal issue selling. We study corporate social responsibility (CSR) managers, their organizational counterparts who are expected to implement CSR, and external stakeholders (in our study non-governmental organizations). We find that issue sellers have three issue-selling tactics at their disposal that they employ dynamically and depending on internal buyers’ perception of the issue: First, mobilizing external stakeholders when internal support for the issue is low; second, buffering external expectations when they are incongruent with internal requirements; and third, moderating between external stakeholders and internal buyers when issues are difficult to implement. Our contribution is to explain why issue sellers’ role vis-à-vis internal buyers and external stakeholders can be better understood as that of “issue brokers” when they navigate strategically between external stakeholder expectations and organizational goals. This advances the issue-selling literature and research on brokerage roles and contributes to individual-level research on CSR.

ANALISIS MANAJEMEN PELATIHAN DI RUMAH SAKIT

Training management is crucial to ensure that the training process runs smoothly and meets both organizational and employee goals. At Hermina Hospital Bogor, 22.5% of employees have not met the minimum required training hours. The training process faces challenges, including limited space, incomplete attendance, and scheduling issues. This study aimed to analyze the gaps in training at Hermina Hospital Bogor, using both quantitative and qualitative methods from March to May 2023. Qualitative data were gathered through interviews with three key informants, selected via purposive sampling, and observations of the training process. Quantitative data were obtained from implementation surveys and pre-post tests for the Isolation Awareness training, involving 31 participants. Qualitative analysis used content analysis, while the Wilcoxon test was applied for quantitative data. The training process includes needs assessment, planning, implementation, and evaluation. Training needs are identified through gap analysis, covering issues raised in morning meetings, unit evaluation results, and proposals from stakeholders, competencies performance gaps. Implementation challenges include rescheduling and participant absence. Online training faces additional barriers, such as a lack of computers and poor internet connectivity. Improvements in training management can be achieved by developing training facilities, enhancing online tools and e-learning modules, and increasing participant involvement through the Documentation System application.

Developing a cross-functional team coordination framework: A model for optimizing business operations

In today's complex business environment, effective cross-functional team coordination is crucial for optimizing operations and achieving organizational goals. This study introduces a comprehensive framework designed to enhance cross-functional team coordination through structured operational management strategies. By integrating key principles of collaboration, communication, and accountability, the framework aims to bridge departmental silos and promote a culture of teamwork. The proposed model is structured around three core components: communication channels, collaborative tools, and performance metrics. First, it emphasizes the establishment of robust communication channels that facilitate real-time information sharing and feedback among team members from diverse functions. This fosters transparency and aligns objectives, ensuring that all team members are on the same page. Second, the framework advocates for the implementation of collaborative tools that streamline project management and task allocation. These tools enable team members to track progress, manage workloads, and share resources effectively, thereby enhancing overall productivity. By utilizing technology that supports remote collaboration, organizations can also adapt to the increasing trend of virtual teams, ensuring that geographical barriers do not hinder coordination. Finally, the model incorporates performance metrics that allow teams to evaluate their effectiveness and make data-driven decisions. By establishing clear key performance indicators (KPIs) related to team outcomes, organizations can continuously monitor progress and identify areas for improvement. This iterative approach not only optimizes current operations but also fosters a culture of continuous improvement within cross-functional teams. The framework is designed for applicability across various industries, demonstrating its versatility in addressing the unique challenges faced by organizations. By adopting this structured approach to cross-functional coordination, businesses can enhance their operational efficiency, reduce project delays, and improve overall team morale. This study contributes to the existing literature on operational management by providing a practical model that organizations can implement to optimize their business operations through improved cross-functional teamwork.

The Influence Of Career Development, Work Environment And Workload On Job Satisfaction And Its Impact On Employee Performance

Objectives – Company performance is highly dependent on public administration personnel, including individual resources to work in all organizations. Management performance can be improved by ensuring that each level of the organization has adequate business requirements and clear plans to support management objectives. This research uses a quantitative approach with a type of causal research. This research focuses on PT. SSP contact center employees. as a population of 100 individuals. The saturated sampling method was used to select the research sample, which means the entire population was included. The questionnaire uses a Likert scale which is one of the questionnaire measuring tools. SmartPLS version 3. is software used to analyze data related to various variables. Innovation/Value - Learning organizations and employee empowerment drive continuous improvement, innovation and adaptability, enabling employees to make informed decisions and contribute to organizational goals. This helps organizations align and maintain competitive advantage by improving careers, environments and jobs.

Optimizing Organizational Effectiveness in Higher Education: An Integrated Application of Fayol's Management Principles

This paper solely focuses on the fourteen principles established by Henri Fayol and their application in Higher Education Institutions (HEIs), further analyzing their implications. Published works previously related to this study were reviewed extensively. This review provided a rigorous understanding of the principles, facilitating better comprehension and further modifications. The importance, benefits, strengths, and weaknesses of these principles were tested to determine their suitability in HEI departments. Data was drawn from various HEI departments, giving this study a directional perspective. Based on literature and results obtained from the data, it was concluded that Fayol's principles of management are as relevant to HEI departments as they are in other existing organizations. The paper further recommends that HEI departments should always maintain a clear sense of direction and engage staff by continuously reminding them of the organization's goals and objectives. It is also essential to offer staff a sense of importance within the organization and treat them with utmost objectivity.

Evaluation of the Validation Process of Prospective Recipients of Educational Scholarships on the Siaplah Platform: A Case Study at The West Kalimantan Provincial Education and Culture Office

This study aims to evaluate the validation process of prospective recipients of educational scholarships through the Siaplah platform implemented by the West Kalimantan Education and Culture Office. The research methods used in this study are Business Process Improvement (BPI) and Failure Mode and Effects Analysis (FMEA). Because BPI can evaluate in aligning processes with organizational goals and strategies. In the context of this research, BPI can assist the West Kalimantan Education and Culture Office to ensure that the scholarship validation process supports the achievement of organizational goals related to education. Meanwhile, FMEA is used to identify potential risks, failures, and weaknesses in the validation process. Through this analysis, research can identify critical points in the process that could lead to failures or problems. So the FMEA can be improved by giving a score on each risk and impact. Research results: Business process recommendations for prospective PBP recipients are made based on the design of business process improvement that has been carried out using the Business Process Improvement (BPI) method. Some activities have changed, activities that have been added to activities that have been removed. From the results of simulations carried out on the current business process (as it is) and business process recommendations (to be), it was found that the increase in time analysis reached 02.8% in the business process of prospective PBP recipients, 1.44% in the implementation of the business of prospective PBP recipients, and 1.55% in the business evaluation of prospective PBP recipients.

Pengaruh Kepemimpinan, Pelatihan dan Komitmen Kerja terhadap Kinerja Karyawan pada Koperasi Simpan Pinjam Credit Union Semarong Kabupaten Sanggau Provinsi Kalimantan Barat

The study aims to evaluate the impact of leadership, training, and job commitment on employee performance at KSP Credit Union Semarong, Sanggau District, West Kalimantan Province. The research employed a quantitative, descriptive approach. Data were collected through a questionnaire using an ordinal Likert scale (range 1 to 5) distributed among 296 employees of KSP Credit Union Semarong, with a sample of 170 respondents selected using the Slovin approach. Data analysis utilized multiple linear regression. The findings indicate that leadership, training, and job commitment significantly influence employee performance at KSP Credit Union Semarong. Enhancements in these three factors can lead to improved employee performance, thereby benefiting KSP Credit Union Semarong in achieving its organizational goals.

Managing Change in Digital Media Companies: Addressing Unrealistic KPIs and Employee Burnout

This paper explores the role of communication and conflict resolution in managing change within digital media companies, with a focus on addressing unrealistic Key Performance Indicators (KPIs) and the 996 work culture. By applying insights from Michael Elwood Roloff's research on conflict and communication, the paper discusses the dynamics between mid-level leaders, employees, and top management. It presents strategies to manage employee resistance, enhance collaboration, and realign organizational goals with realistic expectations, promoting a healthier and more productive work environment.