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..

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.

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.

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.

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.

Analysis of Apron Movement Control (AMC) Personnel Availability Towards Airside Supervision Operational Activities of PT Angkasa Pura I Pattimura Ambon International Airport

Apron Movement Control (AMC) is a unit that is responsible for flight operations, aircraft movement supervision, vehicle traffic, passengers and cleanliness supervision in the airside area and recording flight data on the apron. AMC officers are one of the factors that also determine the achievement of organizational goals in the airport sector, because the human resources of AMC officers are the subject of every activity in the organization, the assessment for subjects is carried out through their performance assessment. Through a combination of human resources, facilities/equipment and procedures in a series of elements that work together in carrying out the functions and tasks of supervision and service on the airside so that the goals are achieved. This study aims to determine the supervision of the AMC unit at Pattimura Ambon International Airport in terms of human resources and supporting facilities as well as obstacles in carrying out supervision in the airside area and efforts to overcome obstacles. This study uses a descriptive qualitative approach. The data used are primary and secondary data. Primary data is obtained from observation and interviews, while secondary data comes from literature studies and photographs related to the problems studied. The data analysis techniques used are data reduction, data presentation and drawing conclusions. To test the validity of the data, the triangulation technique is used. The research time was in March 2024. The results of the study showed that the supervision of the AMC unit at Pattimura Ambon International Airport was carried out in accordance with PM-IK (Quality Procedures and Work Instructions), starting from supervision of FOD (foreign object debris), fuel spills, vehicle speed according to SKEP/140/VI/1999, supervision of aircraft movements, supervision of the use of PPE according to procedures and supervision of wind running up / idle. The number of AMC unit human resources currently has 7 personnel consisting of 6 implementing personnel and 1 leader. The AMC unit has equipment that is suitable for use including Handy Talky (HT), Telescope (Binoculars), Computer, Ear Muff, Bad Marshaller, Sunglasses, Light Stick, Raincoat, Follow Me Car, Speed Trap and CCTV. The obstacle in AMC supervision is the lack of personnel so that the workload increases and there are still service users / workers who violate the rules on the airside. The AMC unit has attempted to submit additional personnel and the AMC unit strictly enforces service user discipline according to procedure.

Identifying Levers for Change in Healthcare Coordination Between the Emergency Youth Shelter and Health Systems in Toronto, Canada Through Stakeholder Engagement: A Qualitative Study

Background: Healthcare coordination involves supporting youth experiencing homelessness (YEH) with accessing appropriate healthcare; synchronizing delivery of their healthcare across multiple systems; sharing healthcare and discharge plans with youth and providers who fall under their ‘circle of care;’ and coordinating post-care follow-up as necessary. Challenges with coordinating healthcare within and between the emergency youth shelter (EYS) and health systems include poor accountability for healthcare coordination across systems; information-sharing and privacy policies inhibiting communication between sectoral staff; inconsistencies in system-based and organizational norms, operations, and funding; and each system’s historically fragmented structure. Methods: We used a system thinking framework to identify levers for change in healthcare coordination within and between the EYS and health systems in Toronto, Canada. Six stakeholders who work at various levels of each system participated in online breakout room discussions as part of a two-hour forum facilitated by our research team. A series of four questions were asked to identify levers for change in system parts and system patterns in healthcare coordination within and between the EYS and health systems. Breakout room discussions were recorded, transcribed, and co-analyzed by the research team using reflexive thematic analysis for each question. Results: Organizational and system-wide goals discussed to strengthen healthcare coordination include clarifying accountability in staff roles, revisiting discharge policies to improve continuity of care, prioritizing funding for programs evaluated to be effective, establishing more opportunities for system cross over, enhancing accessibility for YEH, integrating social medicine into healthcare approaches, and streamlining health communication across both systems. When asked about what is realistically possible, stakeholders were optimistic about enhancing information-sharing through digital health platforms, adapting organizational policies to consider the holistic needs of YEH, and dispersing funds more intentionally to support coordination initiatives. Furthermore, poor staff-youth relations, harmful discharge policies and the Toronto housing crisis were noted as patterns impeding meaningful change in coordinating healthcare. Finally, stakeholders identified systems integration and alignment of well-defined healthcare coordination processes across systems to harmonize efforts in achieving healthcare coordination goals. Conclusions: Stakeholder forum participants discussed promising levers for change that are recommended to strengthen parts of the EYS and health systems along with patterns that influence healthcare coordination between them.

The status of reproductive Health Indicators in Iran, Compared to the Sustainable Development Goals of the World Health Organization

Background and Objectives: Health indicators such maternal and child mortality rates are social indicators that are used to measure the development of each country. This study aims to investigate the status of maternal and child health indicators and total fertility rate in the last 10 years in Iran compared to the sustainable development goals (SDG) of the World Health Organization (WHO). Methods: This is a systematic review study. A search was first conducted to find studies related to the study objectives in Iran from 2012 to 2022 in online databases of SID, IranDoc, Web of Science, PubMed, Scopus and Google Scholar, using the keywords: Health, fertility, mothers, children. The results of the studies were compared with the SDG indicators of the WHO. Results: The initial search yielded 162 articles. After removing duplicates and screening the studies based on the inclusion criteria, finally 20 articles were selected for the review. The status of SDG indicators in Iran, except for neonatal mortality rate and low birth weight, was in accordance with the SDGs of the WHO until 2030. Conclusion: In the last ten years, the status of most SDG indicators in Iran has been favorable. However, the attention should be paid to the factors affecting neonatal mortality rate and low birth weight to reduce their rates and improve the country’s health status.

Exploring the nexuses between international entrepreneurship and sustainable development of organizational goals: mediating role of artificial intelligence technologies

Exploring the nexuses between international entrepreneurship and sustainable development of organizational goals: mediating role of artificial intelligence technologies

Leadership Empathy and Employee Retention in Health Sector NGOs in Kenya

Aim: Employee turnover undermines the achievement of organizational goals. Retaining talented employees is a significant challenge for many health sector non-governmental organizations (NGOs), and it threatens their sustainability. Previous studies have been conducted to determine the causes of employee turnover in Kenya; however, there is inadequate empirical evidence regarding the correlation between emotional intelligence competencies and employee retention. This study aimed to determine the impact of leadership empathy on employee retention in health sector NGOs in Kenya. Methods: The study was conducted based on Bar-On’s Emotional Intelligence Competencies Model. Positivism was the philosophical foundation of this descriptive design study. The analysis unit included 30 health sector NGOs in Kenya, while the observation unit included 1,500 management-level employees. The Yamane formula was used to determine the study sample size, which consisted of 316 respondents. A stratified random sampling technique was implemented to determine the sample. A semi-structured questionnaire was used to collect the study data. Statistical Package for the Social Sciences software (version 26) was used for data analysis, where descriptive and inferential statistics were computed. The findings are presented in tables and figures and prose form. Results: The study found a positive influence, indicating that increased empathy enhanced employee retention. Therefore, we concluded that leadership empathy is positively and significantly correlated with employee retention in health sector NGOs in Kenya. Recommendations: Managers and supervisors in health sector NGOs should receive training and development programs to enhance their empathy skills. Additionally, health sector NGOs should provide workshops, seminars, and coaching sessions that emphasize developing leadership empathy skills through active listening, perspective-taking, and genuine concern for others.

Effects of Consistency in Healthcare Settings on Employee Performance in Zanzibar’s Public Health Facilities: An Analytical Study

This study investigates the impact of consistency on employee performance within Zanzibar's healthcare sector. Consistency, encompassing core values, agreement, and coordination/integration, is essential in maintaining high standards of care and ensuring alignment with organizational goals. Using a cross-sectional descriptive design and quantitative approach, data were collected from 288 healthcare employees with a minimum three-month tenure of the four selected district hospitals in Zanzibar through structured questionnaires, and responses were analysed using descriptive statistics and multiple regression analysis with the aid of IBM SPSS (Version 25). The results revealed that while consistency is a critical factor in organizational culture, its relationship with employee performance is weak and statistically insignificant. Specifically, the regression analysis indicates that an increase in consistency is associated with a slight decrease in employee performance, a finding that contrasts with previous studies. Despite this, the study identifies the importance of core values and coordination/integration as distinct constructs that contribute uniquely to organizational consistency. The study concludes that while consistency is important, its influence on employee performance may be more complex than previously understood. The findings suggest the need for targeted interventions to enhance specific aspects of consistency, such as cross-departmental coordination and management practices, to improve organizational effectiveness. Future research should focus on exploring these interventions and their impact on employee performance and patient care outcomes in healthcare settings.

Advancing Organizational Effectiveness Through Strategic Workforce Planning and Technology Integration

Abstract: This comprehensive examination delves into the pivotal roles of strategic workforce planning and technological advancements in bolstering organizational effectiveness. Spanning various critical dimensions such as human resource demand forecasting, strategic recruitment and selection, employee training and development, diversity and inclusivity, and the integration of technology in HR practices, the paper articulates a multi-faceted approach to optimizing workforce capabilities. By leveraging predictive analytics, organizations can forecast future employment needs, while AI-enhanced recruitment processes streamline candidate selection, ensuring alignment with organizational goals. The deployment of advanced training methodologies, coupled with a focus on creating a diverse and inclusive work environment, not only enriches organizational culture but also drives innovation and improves overall performance. The paper further explores the strategic use of HR analytics, AI in recruitment, and digital platforms in employee development and engagement, highlighting their significance in adapting to the evolving work landscape. Through an in-depth analysis, it becomes evident that the integration of strategic HR planning and cutting-edge technologies is not merely an option but a necessity for organizations aiming to thrive in the competitive global market.