scholarly journals Increasing the company’s performance in knowledge society

2009 ◽  
Vol 55 (No. 3) ◽  
pp. 134-138
Author(s):  
M. Odehnalová
Keyword(s):  
Organizational Change ◽  
Knowledge Management ◽  
Human Resources ◽  
System Approach ◽  
Work Performance ◽  
Knowledge Society ◽  
Company Performance ◽  
High Quality ◽  
The Everyday ◽  
A Company

The management of changes, innovations, knowledge and human resources of a company are among the crucial factors having an impact on the performance of the company. An organizational change is one of the first conditions for the successful increase in the company’s performance if the system approach to the management of changes is observed. A company or its management, if it wants to be successful and to increase the company performance, must strive to change the processes, values and thinking of people, bring new innovative ideas into business and to verify them in the everyday practice. All corporate potential must be used for high-quality innovations that bring profit in the end. If the knowledge management is implemented, the corporate knowledge can be used more efficiently. Management of human resources and work performance ranks among the most-demanding management spheres, having an impact on the overall corporate performance.

scholarly journals ANALISIS KINERJA KEUANGAN PADA PT BAYAN RESOURCE Tbk Per 2015-2017

2018 ◽  
Vol 2 (2) ◽  
pp. 146
Author(s):  
Muhammad Maulana
Keyword(s):  
Financial Performance ◽  
Work Performance ◽  
Financial Analysis ◽  
Company Performance ◽  
Coal Price ◽  
Financial Condition ◽  
Price Increases ◽  
And Performance ◽  
Profitability Ratios ◽  
A Company

 Company performance is an illustration of the financial condition of a company by conducting a financial analysis, so that it can be known about the good and bad financial condition of a company that reflects work performance in a certain period. To find out how good a company's financial performance is, it is necessary to conduct an assessment and performance measurement. One assessment and measurement of performance can be reflected through an analysis of financial ratios.This research was conducted to find out how well the financial performance performed by PT Bayan resources a coal mining company in the 2015-2017 period by analyzing the ratio of: (1) profitability ratios (2) solvency ratios, (3) liquidity ratios , (4) activity ratio. The hypothesis of this research is based on the phenomenon, which is based on the market value of coal which has decreased over the period of 2015-2017.Based on the results of the study, the hypothesis for calculating profitability ratios, activity ratios and solvency ratios is proven to be acceptable, while the hypothesis for liquidity ratios is not proven, namely rejected, meaning that fluctuations in coal price increases can result in the use of corporate liquidity to pay company bills so that the level of liquidity of the company can be reduced

scholarly journals Dampak Faktor-faktor Kinerja (Leverage, Pertumbuhan, Pajak, Aset Berwujud) terhadap Kinerja Keuangan pada CV. Tumarima Indonesia Tahun 2018

2021 ◽  
Vol 2 (1) ◽  
pp. 58-80
Author(s):  
Endang Naryono
Keyword(s):  
Financial Performance ◽  
Work Performance ◽  
Financial Analysis ◽  
Primary Data ◽  
Company Performance ◽  
Simultaneous Effect ◽  
Performance Factors ◽  
Financial Condition ◽  
Tangible Assets ◽  
A Company

Company performance is a description of the financial condition of a company which is analyzed by means of financial analysis, so that it can be seen about the good and bad financial condition of a company that reflects the work performance in a certain period. This study aims to analyze the effect of performance factors (leverage, growth, taxes, tangible assets) simultaneously and partially on financial performance at CV. Tumarima Indonesia in 2018. This type of research is an associative descriptive study with primary and secondary supporting data with a quantitative approach. Researchers use this design to analyze performance factors (leverage, growth, taxes, tangible assets) on financial performance at CV. Tumarima Indonesia. Sources of data are taken from respondents and from company documentation. The types of data in this study are primary and secondary, primary data is taken by questionnaire while secondary is taken from documentation. The variables studied were Leverage (X1), Growth (X2), Tax (X3), Tangible Assets (X4) and the dependent variable (Y), namely financial performance. To determine the simultaneous effect using the F test, to determine the partial effect using the t test and to determine the dominant effect using the beta coefficient. The results showed that there was a simultaneous effect of independent variables on the dependent variable. There is a partially significant influence variable Leverage (X1), Growth (X2), Tangible Assets (X4) on financial performance at CV. Tumarima Indonesia in 2018 while the Tax variable (X3) has no effect. Leverage variable is the independent variable which dominantly affects the dependent variable, namely financial performance at CV. Tumarima Indonesia in 2018.

scholarly journals Pengaruh Knowledge Management terhadap Performa Kinerja Organisasi: Studi Kasus pada PT Ericsson Indonesia

2012 ◽  
Vol 3 (1) ◽  
pp. 444
Author(s):  
Stephanus Stephanus
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Human Resources ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Primary Determinant ◽  
And Performance ◽  
Or Organization ◽  
A Company

Human resources are the most important asset as the primary determinant of long-term corporate success. Therefore, any efforts to improve the effectiveness and performance of employees in a company or organization are also important factors in improving the the company's capacity of available Intellectual Capital. In addition, learning environment holds important implications for improving organizational performance in a company, especially when associated with knowledge Management that can be used as a learning enabler undertaken by their employees. This paper discusses the relationships between the learning environment and the increase of organizational performance associated with the company’s knowledge management.

Talent Management as a Part of Sustainable Human Resources Management

2020 ◽  
pp. 347-369
Author(s):  
Mária Janošková ◽  
Iveta Ubrežiová ◽  
Katarína Čulková
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Human Resources Management ◽  
Knowledge Society ◽  
Talent Management ◽  
Management Model ◽  
Key Factors ◽  
Strategic Assets ◽  
A Company ◽  
Industrial Company

The development of knowledge society and the conception of human capital stimulated creation of a different view to human resources. The key factors of company success are not just material and financial sources; greater attention is given to talents. Human resources present most important strategic assets of a company. Employees that can be marked as “talents” have the greatest importance. Organizations receive talents differently, which is caused by different environments and conditions. Implementation of talent management in practice is not yet distinct, since there is a lack of process idea. The chapter focuses on an overview of the opinions of experts on talent management in literature, identification and evaluation of career building of employees in an industrial company in Slovakia, with suggestions on the application of a talent management model.

Talent Management as a Part of Sustainable Human Resources Management

2022 ◽  
pp. 1800-1822
Author(s):  
Mária Janošková ◽  
Iveta Ubrežiová ◽  
Katarína Čulková
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Human Resources Management ◽  
Knowledge Society ◽  
Talent Management ◽  
Management Model ◽  
Key Factors ◽  
Strategic Assets ◽  
A Company ◽  
Industrial Company

The development of knowledge society and the conception of human capital stimulated creation of a different view to human resources. The key factors of company success are not just material and financial sources; greater attention is given to talents. Human resources present most important strategic assets of a company. Employees that can be marked as “talents” have the greatest importance. Organizations receive talents differently, which is caused by different environments and conditions. Implementation of talent management in practice is not yet distinct, since there is a lack of process idea. The chapter focuses on an overview of the opinions of experts on talent management in literature, identification and evaluation of career building of employees in an industrial company in Slovakia, with suggestions on the application of a talent management model.

scholarly journals The Impact of Knowledge Management on Work Performance through the Employees’ Competence: A Case Study of “MP” Bank

2018 ◽  
Vol 20 (3) ◽  
Author(s):  
Muhammad Annasrudin Nasikhin ◽  
Nevi Danila
Keyword(s):  
Knowledge Management ◽  
Data Analysis ◽  
Human Resources ◽  
Path Analysis ◽  
Hypothesis Testing ◽  
Work Performance ◽  
Human Resources Development ◽  
Indirect Impact ◽  
The Impact

Since it was established in 2003 until 2014, the “MP” bank had never provided its human resources development training. As a result, it decreased its employees’ performance which ultimately gave a bad impact on the bank. This was a serious concern for the management in 2015. This study aimed to determine and analyze the impact of knowledge management variables consisting of socialization, externalization, combination, and Internalisation on the employees performance indirectly through their competence. The path analysis was used to determine the indirect impact of knowledge management on the wmployess’ performance, with the  samples of 140 people. The data analysis and hypothesis testing proved that knowledge management had significant effect on the employees performance indirectly through the employees competence. The R-square of socialization, externalization, combination, and internalisation of the employees competence were 70.5%; and the R-square of competence variable to the performance was 52%. This showed that knowledge management played an important role in improving the employees performance through their competence. It implies that the bank needs to provide in-house training for its employees resource development because only relying on the quality the employees get from the college was not enough

scholarly journals Analisis Kinerja Karyawan Dalam Meningkatkan Prestasi Kerja di PT Tunas Dwipa Matra Motor Honda Manado

2019 ◽  
Vol 9 (1) ◽  
pp. 96
Author(s):  
Westepina Sanra Wahe ◽  
Sontje M. Sumayku ◽  
Ventje Tatimu Tatimu
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Research Method ◽  
Work Performance ◽  
Employee Performance ◽  
Social Phenomena ◽  
Organizational Goals ◽  
Strategic Role ◽  
Permanent Employees ◽  
A Company

The purpose of this study is to determine the performance of employees ini improving work performance and how an employee can achieve well. Factors that make a company grow, and progress is not only determined by capital and a strong business strategy, but also from the factors of employees or (HR) is great. Human resources (HR) is one of the most important factors that cannot even be separated from an organization, both institutions and companies. In essence, human resources in the form of humans are employed in an organization as a driver, thinker and planner to achieve organizational goals. The strategic role of PT Tunas Dwipa Honda Motor Matra Manado is as an organization or company influenced by ineffective employee performance, so that in a company HR is the main part in processing for achieving maximum results. The research method used is a descriptive qualitative research method that focuses on understanding social phenomena that occur in society. The samples taken are all existing permanent employees. And from the interview results obtained that performance shows good work performance, because of that the results achieved and desired by everyone in the work so that the company's goals can be said to successfully meet the target company.

scholarly journals MANAJEMEN SDM GLOBAL

2020 ◽  
Author(s):  
Onsardi Onsardi ◽  
Ratna Juita
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
One Dimension ◽  
Company Performance ◽  
New Approach ◽  
A Company ◽  
New View

Changes in the business paradigm require changes in the management of companyactivities. One dimension of company activities that requires a new approach tomanagement is human resource management. The old view of human resourcemanagement must be abandoned and replaced with a new view. The old view seeshuman resources not in a vital position, whereas the new view sees human resources as avital aspect in a company that is as human capital or an asset for a company.Keywords: Human Resource Management, Company Performance

scholarly journals MOTIVASI DAN KEMAMPUAN KERJA KARYAWAN RUMAH SAKIT IMPLIKASINYA PADA PRESTASI KERJA

2021 ◽  
Vol 6 (2) ◽  
pp. 46-59
Author(s):  
Suharyanto
Keyword(s):  
Human Resources ◽  
Work Performance ◽  
Employee Performance ◽  
Main Tool ◽  
Business World ◽  
Technical Ability ◽  
Efficiency And Effectiveness ◽  
Inferential Analysis ◽  
A Company

Globalization has a big impact on the business world. One of the spearheads that must be owned by a company is qualified and capable human resources in their fields. One effort to improve the quality of human resources is to improve work efficiency and effectiveness so that employee performance increases, where performance is a function of motivation and ability (Gomes, 2000). Through the fulfillment of abilities and motivations that are believed to improve employee performance, in this case Lavalette Hospital and Malang Islamic Hospital employees. This study uses explanatory research with a questionnaire as the main tool for data collection. The data analysis uses multiple linear regression. The results of inferential analysis indicate that the variables of existence needs, relationship needs and needs to develop, technical abilities and behavioral abilities partially and simultaneously have a significant effect on employee performance. Variable technical ability and behavioral ability partially or simultaneously have a significant effect on employee work performance. Thus, the company must be able to maintain and improve motivation and ability of employees, especially for the needs of relationships and behavioral abilities because it has a dominant influence on employee performance

scholarly journals Pengaruh Pemberian Insentif Terhadap Prestasi Kerja Karyawan Pada PT Wahyu Promo Citra Jakarta

2019 ◽  
Vol 19 (2) ◽  
pp. 201-206
Author(s):  
Nurlaela Eva puji Lestari
Keyword(s):  
Human Resources ◽  
Work Performance ◽  
Employee Performance ◽  
Strong Relationship ◽  
Coefficient Of Determination ◽  
Individual Member ◽  
Calculation Results ◽  
Incentive Policies ◽  
The Relationship ◽  
A Company

Human resource management can also produce a good performance in a company by assessing, giving rewards for each individual member of the organization or company in accordance with their respective work capabilities. The human resources department that designs and administers incentive policies as one part of compensation. If a company is able to provide incentives precisely and precisely, it will be one of the most appropriate ways for employees to improve their work performance. Samples used for collection the data in this research are 44 employees at PT Wahyu Promo Citra Jakarta. The purpose of this study is to find out and analyze the relationship between Giving Incentives (X) on Employee Performance (Y) at PT Wahyu Promo Citra Jakarta. Based on the analysis and processing of data based on the calculation of the correlation coefficient, it can be seen that Giving Incentives has a strong relationship that is equal to 0.664 and according to the calculation results the coefficient of determination can be known which is 44.1%, so the relationship between Giving Incentives (X) and Employee Performance (Y) it can be concluded that there is a strong relationship. Keywords: Incentives, Employee Performance

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