Effects of inequity produced by underpayment on work output, work quality, and attitudes toward the work.

1967 ◽  
Vol 51 (5, Pt.1) ◽  
pp. 403-410 ◽  
Author(s):  
Edward E. Lawler ◽  
Paul W. O'Gara
Keyword(s):  
Work Output ◽  
Work Quality

PENGARUH BUDAYA, MOTIVASI KERJA DAN KOMPETENSI TERHADAP KINERJA KARYAWAN

2019 ◽  
Vol 5 (1) ◽  
pp. 11-21
Author(s):  
Riza Faizal ◽  
Maman Sulaeman ◽  
Ismayudin Yulizar
Keyword(s):  
Work Motivation ◽  
Employee Performance ◽  
Sampling Technique ◽  
Work Culture ◽  
Work Time ◽  
Work Quality ◽  
Service Excellence ◽  
Positive Effect ◽  
External Motivation ◽  
Culture Work

The aim of this research is to know and to analyze the influence of work culture, work motivation and competency on employee's performance. The Objects are employees of  BJB bank at Ciamis, Garut and Tasikmalaya). The method used is descriptive. The sample was taken by using total sampling technique with total of the samples 89 people. By path analysis, the research found that work motivation with indicators internal and external motivation; work culture with indicators of Service excellence, Professionalism, Integrity, Respect, Intelligence, Trust included in the high category. Work motivation with indicators of internal motivation and external motivation is included in the sufficient category. Competencies with indicators of Work Quality, Cooperation, Responsibility and Quantity of work are included in the sufficient category. Employee performance with indicators of Work Quality, Discipline Behavior, Use of work time and Attendance are included in the sufficient category. There is a partial positive effect and simultaneous work culture, work motivation and competence on employee performance so that the hypothesis is verified. This means that if the strategy which includes work culture, work motivation and competence is increased, the performance of bank employees to Tasikmalaya, Garut and Ciamis will be better.

Deadlines, Work Flows and Work Quality

2013 ◽  
Author(s):  
Natarajan Balasubramanian ◽  
Jeongsik Lee ◽  
Jagadeesh Sivadasan
Keyword(s):  
Work Quality

scholarly journals Designing optimizing procedures for task switching to ensure efficiency in the hospital laboratory

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Young-Jin Kim ◽  
Garam Kim ◽  
Sangil Kim ◽  
Dawoon Jung ◽  
Minwoo Park
Keyword(s):  
Task Switching ◽  
Compliance Rate ◽  
Turnaround Time ◽  
Optimal Time ◽  
Work Efficiency ◽  
Work Quality ◽  
Time Optimization ◽  
Sample Classification ◽  
Multiple Tasks ◽  
Changeover Times

AbstractThis study aims to improve the efficiency of task switching in hospital laboratories. In a laboratory, several medical technicians perform multiple tasks. Technicians are not aware of the marginal amount of time it takes to switch between tasks, and this accumulation of lost minutes can cause the technician to worry more about the remaining working time than work quality. They rush through their remaining tasks, thereby rendering their work less efficient. For time optimization, we identified work changeover times to help maintain the work quality in the laboratory while reducing the number of task switching instances. We used the turnaround time (TAT) compliance rate of emergency room samples as an indicator to evaluate laboratory performance and the number of task switching instances as an index of the task performer perspective (TPP). We experimented with a monitoring system that populates the time for sample classification according to the optimal time for task switching. Through the proposed methodology, we successfully reduced not only the instances of task switching by 10% but also the TAT non-compliance rate from 4.97 to 2.66%. Consequently, the introduction of new methodology has greatly increased work efficiency.

scholarly journals Sorghum harvester work quality assessment

2021 ◽  
Vol 786 (1) ◽  
pp. 012030
Author(s):  
A I Ryadnov ◽  
O A Fedorova ◽  
R V Sharipov ◽  
V A Baril
Keyword(s):  
Quality Assessment ◽  
Work Quality

Work Output and Blood Glucose Values in Severely Diabetic Rats With and Without Insulin

1951 ◽  
Vol 165 (2) ◽  
pp. 469-472 ◽  
Author(s):  
Dwight J. Ingle ◽  
James E. Nezamis ◽  
Erving H. Morley
Keyword(s):  
Blood Glucose ◽  
Diabetic Rats ◽  
Work Output

Designing “Good” Jobs: Countermeasures and Controls

1974 ◽  
Vol 18 (3) ◽  
pp. 333-336
Author(s):  
Richard O. Peterson
Keyword(s):  
Human Factors ◽  
Quality Characteristics ◽  
Job Design ◽  
Social Scientists ◽  
Work Quality ◽  
Quality Movement ◽  
Direct Feedback

Social scientists and managers outside the human factors profession are encroaching upon the field of industrial job design. They insist that a job must include such “work quality” characteristics as a meaningful module, variety, employee control, use of valued skills, and direct feedback. It is easy to oppose such qualities through a series of well-accepted human factors, countermeasures and controls, each described briefly. If such opposition is not successful, it may be necessary for human factors specialists to join and become leaders of the work quality movement.

Followership: A Classroom Exercise to Introduce the Concept

2017 ◽  
Vol 2 (4) ◽  
pp. 281-288 ◽  
Author(s):  
Marc Hurwitz
Keyword(s):  
Graduate Students ◽  
Multicultural Training ◽  
Senior Management ◽  
Organizational Success ◽  
Work Output ◽  
Senior Executives ◽  
Classroom Activity ◽  
Media Messages ◽  
Classroom Exercise

Followership is valuable for personal and organizational success, whether success is measured by satisfaction with work, improved team relationships, obtaining promotions, or quality and quantity of work output. Furthermore, senior executives and coaches recognize it as a critical skill. Despite this, creating effective followership training in the classroom is challenging because of media messages that preference leadership, internal schemas held by students that ignore followership, and cultural biases against it. This article presents a memorable kinaesthetic, visual classroom activity that introduces followership in a theory-agnostic way. The exercise begins with students introducing each other as leaders or followers, and then debriefing that activity using the Describe, Analyze, and Evaluate methodology from multicultural training. Over a 10-year period, the exercise has successfully engaged undergraduate and graduate students, MBA candidates, and working professionals from frontline to senior management.

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