HR

This case study follows the career of Robert Peters (pseudonym), a middle level manager who faces numerous challenges as a team manager during his fledgling years. He is constantly questioning his role as the managerial representative who has to take care of his team members, their interests, and professional welfare. Scenarios such as the ethicality of senior management in ordering their lower level managers to spy on the employees during unfolding of trade unions activity, employees' rights during various change processes, disciplinary actions taken on employees which may lack human compassion, and issues pertaining to equity due to bias and nepotism are explored. This is an effort to understand the unequal quotient between labor and management, hidden depths in human resources (HR) role and functions, and ethical dilemmas which HR managers confront during their corporate career. This case study will enable readers to critically reflect on the responsibilities of HR, including its challenging role as the intermediary between the labor and management.

Dynamic Capability of Private Universities: The Role of Middle Managers

Achieving the quality of tertiary institutions as part of continuous quality improvement, the role of managers, especially at the middle level manager in business processes in higher education becomes very crucial in orchestrating the dynamic capabilities of the organization, because in this implementation the middle manager becomes the technical executor of the intended achievement process. The purpose of this study is to examine the effect of the elements consisting of sensing, seizing and reconfiguring the middle manager for continuous improvement growth. The results of the study confirm that the middle manager Sensing variable has a significant positive effect on continuous improvement growth, the variable middle manager does not affect continuous improvement growth, and the reconfiguring middle manager variable does not significantly influence continuous improvement growth. Research in the future can be re-implemented the seizing and reconfiguring variable on continuous improvement growth in different research objects, for example in manufacturing companies or at least samples in research, in further research can add a wider object of research, not only one institution but can use many institutions similar

Effect of consideration leadership style on budget participation relationship and managerial performance

The research aims to empirically prove the influence of consideration leadership style on the relationship of budgeting participation to managerial performance. Contingency Theory is used as a theoretical foundation in this study. The study population was the middle-level manager (section head) at the Rural Credit Bank (BPR) in Badung Regency. The method of determining the sample is based on the slovin formula, the sample selection technique uses a probability sampling technique that is taken proportionally using simple random sampling so that 135 respondents are obtained. Data were analyzed with Moderated Regression Analysis (MRA). The results of the analysis show that budgetary participation has a positive effect on managerial performance and leadership style consideration reinforces the relationship between budgeting participation and managerial performance.

PENGARUH DESENTRALISASI, KETIDAKPASTIAN LINGKUNGAN DAN PENGENDALIAN AKUNTANSI TERHADAP KINERJA MANAJERIAL PADA PEMERINTAH KOTA BAU-BAU DAN KABUPATEN BUTON

The purpose of this research is knowing the effect of decentralization, environment uncertainty and accounting control to the managerial performance. Approach which is used to test the research hypothesis is by using the statistical test. The method of data collection use survey method through questionnaire that allotted to 300 people of low and middle level manager in Governmental Office of Bau-Bau City and Buton Regency. However, the valid questionnaires to be used are 212. Independent variables in this research are decentralization (X1), environment uncertainty (X2), and accounting control (X3). While dependent variable is managerial performance (Y). Regression coefficient of X1 variable = 0.262, X2 variable = -0.260, and X3 variable, regression coefficient = 0.307. Partial determination coefficient of X1 variable is 0.41 (41%), for X2 variable, partial determination coefficient = 0.30 (30%), and X3 variable, partial determination coefficient = 0.38 (38%). The research result indicated that the coefficient of simultaneous correlation is 0.783 (78.3%), it meant by together variable of X1, X2 and X3 are strongest correlation with managerial performance variable (Y). The coefficient of simultaneous determination is 0.612 (61.2%) it meant that by together variable of X1, X2 and X3 can explaine variance of the fluctuation of managerial performance variable (Y) is 61.2% and the remain is 38.8% determined by other factors. The result of F-test, indicated that the result of F-Value is (109.563) > from F-table (2.65) so hypothesis which state that “Variable of X1, X2, and X3 which estimated simultaneously have affected managerial performance variable (Y), indicated that the first hypothesis has been proved or accepted, it is according to probability or significant on 0.000 (0.0 %) which be under 5 % of the tolerance limit. The result of T test, for decentralization variable (X1) t-Value is 7.755 > t-table 1.960 it meant that decentralization significantly affected to managerial performance. For variable of environment uncertainty (X2) t-Value is 5.561 > t-table 1.960, indicated that environment uncertainty significantly affected to managerial performance. For variable of accounting control (X3) t-Value is 7.207 > t-table is 1.960 it meant that the accounting control significantly affected to managerial performance

THE INFLUENCE OF ORGANIZATIONAL CAPABILITY ON EFFECTIVE STRATEGY IMPLEMENTATION AMONG SACCOS IN KENYA

Purpose: To establish the influence of organizational capability on effective strategy implementation among SACCOs in Kenya.Methodology: Survey research design while both quantitative and qualitative research methodologies were used in the study. The target population of the study was all 176 Deposit Taking SACCOs in Kenya. Purposive sampling was used to sample at least three employees of the SACCO which includes one top level manager one middle level manager and one low level manage. The sample size was 192 respondents. Questionnaires were uses to collect the data. Descriptive analysis, analysis of variance (ANOVA) and multiple regressions were used in analyzing the data.Results: The results of the study indicate that organization capability is a key determinant of effective strategy implementation.Unique contribution to theory, practice and policy: Every organization has a potential capability that it employs in order to achieve stable competitive advantage and productivity. As long as these capabilities and potential capacities are neither unknown nor realized, it cannot be such efficient to provide barriers for competitors while allowing the organization to surpass competitors.

Organizational structure transformations of the it company – case study

The purpose of this article is to present the problems of transforming the organizational structure of an IT company, seen from the perspective of a middle-level manager, responsible for the production and delivery of products ordered by customers. This article discusses the stages of a long-term transformation process against the background of the core processes of an IT company that produces IT systems. The main factors forcing changes in the organizational structure of the company and the main barriers to their implementation are indicated. This article has a retrospective nature and based on the author’s own experience.

A Study on Students’ Attitude Towards BBA Program at Janapriya Multiple Campus

Under the study on the students’ attitude towards BBA program at JMC is to study of macro level perspective of BBA program. This research article is based on primary and secondary data including 153 sampling and purposive with descriptive research designs. This program is student centered so that students’ participation is important to achieve the objective of the program. This study shows that political situation including environmental factors is major role to play for the effectiveness of BBA program. This is competitive program, immediately applicable, not use for every social group even though it is learn for being a good businessman, entrepreneur and development, being a middle level manager in the competitive world by using creative mind of the students. Need and use of different pedagogies, language efficiency and use and problems regarding to program and campus’s perception are disclosed in here. Janapriya Journal of Interdisciplinary Studies Vol. 2, No.1 (December 2013), page: 21-28

PENGARUH DESENTRALISASI, KETIDAKPASTIAN LINGKUNGAN DAN PENGENDALIAN AKUNTANSI TERHADAP KINERJA MANAJERIAL PADA PEMERINTAH KOTA BAU-BAU DAN KABUPATEN BUTON

The purpose of this research is knowing the effect of decentralization, environment uncertainty and accounting control to the managerial performance. Approach which is used to test the research hypothesis is by using the statistical test. The method of data collection use survey method through questionnaire that allotted to 300 people of low and middle level manager in Governmental Office of Bau-Bau City and Buton Regency. However, the valid questionnaires to be used are 212. Independent variables in this research are decentralization (X1), environment uncertainty (X2), and accounting control (X3). While dependent variable is managerial performance (Y). Regression coefficient of X1 variable = 0.262, X2 variable = -0.260, and X3 variable, regression coefficient = 0.307. Partial determination coefficient of X1 variable is 0.41 (41%), for X2 variable, partial determination coefficient = 0.30 (30%), and X3 variable, partial determination coefficient = 0.38 (38%). The research result indicated that the coefficient of simultaneous correlation is 0.783 (78.3%), it meant by together variable of X1, X2 and X3 are strongest correlation with managerial performance variable (Y). The coefficient of simultaneous determination is 0.612 (61.2%) it meant that by together variable of X1, X2 and X3 can explaine variance of the fluctuation of managerial performance variable (Y) is 61.2% and the remain is 38.8% determined by other factors. The result of F-test, indicated that the result of F-Value is (109.563) > from F-table (2.65) so hypothesis which state that “Variable of X1, X2, and X3 which estimated simultaneously have affected managerial performance variable (Y), indicated that the first hypothesis has been proved or accepted, it is according to probability or significant on 0.000 (0.0 %) which be under 5 % of the tolerance limit. The result of T test, for decentralization variable (X1) t-Value is 7.755 > t-table 1.960 it meant that decentralization significantly affected to managerial performance. For variable of environment uncertainty (X2) t-Value is 5.561 > t-table 1.960, indicated that environment uncertainty significantly affected to managerial performance. For variable of accounting control (X3) t-Value is 7.207 > t-table is 1.960 it meant that the accounting control significantly affected to managerial performance.