Analysis of the Effect of Employee Engagement, Perceived Organizational Support, and Motivation on Employee Performance Study at PT. Dino Jaya Karya

This research was conducted with the aim of knowing the effect of employee engagement, perceived organizational support, and motivation on the performance of employees of PT. Dino Jaya Karya. This research uses descriptive research with a quantitative approach. The data collection technique was carried out using a questionnaire media with the Likert method. The population in this study were 80 permanent employees of PT. Dino Jaya Karya. The sampling technique used is using a saturated sample (total sampling). The total sampling obtained is as many as 80 employees from PT. Dino Jaya Karya. The t test shows that the employee engagement variable (X1) has a positive and significant effect on the employee performance variable (Y) with a value of 0.000, the perceived organizational support variable (X2) has a positive and significant effect on employee performance ( Y) with a value of 0.000, and the motivation variable (X3 has a positive and significant effect on employee performance variable (y) with a value of 0.004. In the F test results employee engagement, perceived organizational support, and motivation have a simultaneous effect on employee performance as indicated by a significance value of 0.000. Keywords: Employee engagement, perceived organizational support, motivation, employee

Application of the Technique For Order Preference By Similarity To Ideal Solution Method in Determining Contract Employees to Become Permanent Employees

Refratech Mandala Perkasa (RMP) is a refractory cement manufacturing company. The company also operates in the manufacture of refractory cement made for repair of hot coatings, boilers, rotary kilns, incinerators, ovens and chemicals for steel metals, as well as ferrous & non ferrous foundries. In this company there are contract employees and permanent employees, contract employees are employees or workers whose working period is limited by a certain time according to the agreement within the company. While permanent employees are workers whose working period is approximately until they receive certain benefits according to the work agreement. This research was conducted to assist companies in decision support using the Topsis method in determining the appointment of contract employees to permanent employees based on predetermined criteria, namely Knowledge and Skills at work, Quantity and Quality of Work, Job Responsibilities, Initiatives in Work, and Compliance. on rules or discipline. The results of this study indicate that the determination of the ranking of prospective permanent employees can be obtained from the calculation results of the TOPSIS method, where the results of prospective employees are based on predetermined administrative criteria. Prospective permanent employees who have the highest rank have the right to be selected first. The accuracy of the implementation of the TOPSIS method on the system plays a major role in the effectiveness and efficiency of the company's services to consumers compared to before the system was implemented. With the implementation of this DSS system, it can help companies to make it easier to make decisions to survey prospective permanent employees and optimize employee performance.

The Work Performance of Married Female Employees during Covid-19 Pandemic

The research aims to determine the effect of learning organizations on married female permanent employees' performance at restaurants in Jakarta and Bali by mediating job satisfaction and organizational commitment. The phenomenon that occurs is that married female employees at restaurants tend to work less optimally and are reluctant to participate in development training programs since the Covid-19 pandemic in early 2020. This quantitative research was conducted with purposive random sampling on 73 married female employee respondents. The measuring instrument is a questionnaire with five-Likert scales—data processing using CB-SEM with Smart PLS program. The results showed a significant influence of learning organizations on female staff performance through the mediation of job satisfaction and organizational commitment. The research contribution is expected to provide input to the management at restaurants in managing the performance of married female employees.

“Goldilocks” gender mix for maximal innovation likelihood at Indian firms

PurposeGender diversity is known to trigger creative and relationship conflicts alike, the former a boon for innovation and the latter a bane. This study aims to explore the possibility of a gender mix that is “just right” for balancing the intensities of varied forms of conflict to boost innovation in firms in India. Specifically, this paper investigated the presence of an optimal level of women as a percentage of the firm’s full-time permanent employees (Percent-Women) that maximized the firm’s likelihood of product innovation (Product–Innovation–Likelihood).Design/methodology/approachLogistic regression analyses of firm-level data of Indian establishments of varied sizes and industries from World Bank Enterprise Surveys 2014 was performed. Instrumental variable addressed the potential endogeneity of Percent-Women.FindingsThe analysis demonstrated an inverted U-shaped relationship between Product–Innovation–Likelihood and Percent-Women. Product–Innovation–Likelihood peaked when Percent-Women lay between 35% and 58%, i.e. when the firm was gender-balanced or close to it.Practical implicationsThe finding of an optimal level of female inclusion presents to firms a defined target of gender mix to be achieved, failing to which they may be limiting their innovation potential. It compels firms to view gender diversity as a business imperative with definite implications for their long-term performance.Social implicationsFor India, the demonstrated relationship between workplace gender diversity and innovation brings additional reason and urgency to public initiatives, such as female literacy, for boosting female economic engagement. Innovation can power the next stage of the Indian growth story by engaging the heretofore insufficiently tapped female worker.Originality/valueBy demonstrating an optimal degree of female inclusion at which innovation potential peaks, the study reconciled opposing theories of diversity-driven conflicts and went beyond the commonly observed simple linear relationship between female inclusion and innovation. Further, the paper focused on India, a major developing economy with a vast female populace and growing innovation ambitions but scarcely researched for gender diversity’s role in innovation.

Exploring the working relationship between professional contractors and permanent employees through organisational socialisation and the psychological contract

<p>This study explores the relationship between professional contractors and the permanent employees they work with at organisations in New Zealand. This thesis uses two concepts, organisational socialisation and the psychological contract, as lenses through which the working relationship is explored. The 20th century notion of standard employment has largely been eroded, giving way to different forms of non-standard work. Professional contractors are now found performing a variety of roles in many organisations across this country. Many are doing the work of permanent employees, but they are neither employees nor permanent. Professional contractors are a type of non-standard, transient worker. As part of a blended workforce, professional contractors work alongside permanent employees, but little is known about how they work together. This qualitative study involves 49 face-to-face interviews with professional contractors, permanent employees and managers working in the Information Technology (IT) divisions of 10 organisations in three major cities in New Zealand. This research design results in a rich data set. The data collected was subject to analysis using the software NVIVO. This data was analysed in relation to the literature on organisational socialisation and the psychological contract to further explain the working relationship between professional contractors and permanent employees. The findings reveal professional contractors’ experience of Van Maanen’s (1979) socialisation tactics were: collective, informal, variable, random and serial. It was found that an organisation’s policy sets the tone for the treatment (induction, inclusion and management) of professional contractors. According to the professional contractors interviewed, the Chao, O'Leary-Kelly, Wolf, Klein, and Gardner (1994) socialisation content dimensions that are important are structure, culture and values and language but history was not considered important. According to the managers interviewed, contractors need to know about the processes and procedures of the client organisation, have strong technical skills and industry, sector or domain knowledge. It was found that the indicator of adjustment ‘acceptance by insiders’ (Bauer & Erdogan, 2012) may be a sign that the contractor is adjusting to their new role but it is not essential. A new indicator of adjustment for professional contractors – output – clearly emerged from the data. The notion of ‘time to productivity’ is highly relevant to professional contractors and three factors affecting it are identified (contractor capability, role complexity and organisation readiness). Another important finding is that permanent employees play a key role as socialisation agents (Feldman, 1994; Jones, 1983; Van Maanen, 1978) in the socialisation of professional contractors. Surprisingly, it was found that other professional contractors also act as socialisation agents assisting the newcomer to adjust. It was found that proactive socialisation is particularly important for professional contractors. Together these findings establish the need to reconceptualise organisational socialisation for professional contractors specifically. The second part of this thesis explores the psychological contract by asking interviewees about their mutual expectations. The expectations of each of the three parties (managers, professional contractors, and permanent employees) are subtly different, potentially influencing the psychological contract they develop. Permanent employees expect great things, professionalism and independence from professional contractors. Managers expect speed, professionalism and value for money from contractors. On the other hand, professional contractors simply expect to be treated with respect by their colleagues. Professional contractors expect to be given autonomy by their managers and support or guidance, should they require it. This study was not able to ascertain what type of psychological contract a professional contractor may develop. It is possible that a professional contractor develops a hybrid psychological contract. Alternatively, it is possible that a professional contractor’s psychological contract moves between the types developed by Rousseau (1995) over the course of their term with the client organisation. The insights gained by exploring the expectations of professional contractors, permanent employees and their managers are two-fold. Firstly, these expectations provide a valuable insight into the working relationship. Secondly, the exploration of a breach or violation of the psychological contract indicates that a malleable psychological contract (one that will shift or adjust) is less likely to manifest a breach or violation. Therefore, it is better for a professional contractor to develop and maintain a malleable rather than rigid psychological contract. This study’s findings highlight the interrelationship between organisational socialisation and the psychological contract. This thesis asserts that the working relationship between professional contractors and permanent employees is specifically influenced by the socialisation of contractors as newcomers and in the mutual expectations, which form the psychological contract. As a result, it contributes to theorising and understanding of the working relationship between professional contractors and permanent employees. It identifies several tensions in the co-dependent working relationship, which are: time, team, treatment and training. This study has implications for Human Resource practitioners and managers because there is a need for corporate or HR policy relating to the treatment professional contractors. The use of organisational socialisation and the psychological contract as lenses with which the working relationship is explored is both original and meaningful.</p>

Exploring the working relationship between professional contractors and permanent employees through organisational socialisation and the psychological contract

<p>This study explores the relationship between professional contractors and the permanent employees they work with at organisations in New Zealand. This thesis uses two concepts, organisational socialisation and the psychological contract, as lenses through which the working relationship is explored. The 20th century notion of standard employment has largely been eroded, giving way to different forms of non-standard work. Professional contractors are now found performing a variety of roles in many organisations across this country. Many are doing the work of permanent employees, but they are neither employees nor permanent. Professional contractors are a type of non-standard, transient worker. As part of a blended workforce, professional contractors work alongside permanent employees, but little is known about how they work together. This qualitative study involves 49 face-to-face interviews with professional contractors, permanent employees and managers working in the Information Technology (IT) divisions of 10 organisations in three major cities in New Zealand. This research design results in a rich data set. The data collected was subject to analysis using the software NVIVO. This data was analysed in relation to the literature on organisational socialisation and the psychological contract to further explain the working relationship between professional contractors and permanent employees. The findings reveal professional contractors’ experience of Van Maanen’s (1979) socialisation tactics were: collective, informal, variable, random and serial. It was found that an organisation’s policy sets the tone for the treatment (induction, inclusion and management) of professional contractors. According to the professional contractors interviewed, the Chao, O'Leary-Kelly, Wolf, Klein, and Gardner (1994) socialisation content dimensions that are important are structure, culture and values and language but history was not considered important. According to the managers interviewed, contractors need to know about the processes and procedures of the client organisation, have strong technical skills and industry, sector or domain knowledge. It was found that the indicator of adjustment ‘acceptance by insiders’ (Bauer & Erdogan, 2012) may be a sign that the contractor is adjusting to their new role but it is not essential. A new indicator of adjustment for professional contractors – output – clearly emerged from the data. The notion of ‘time to productivity’ is highly relevant to professional contractors and three factors affecting it are identified (contractor capability, role complexity and organisation readiness). Another important finding is that permanent employees play a key role as socialisation agents (Feldman, 1994; Jones, 1983; Van Maanen, 1978) in the socialisation of professional contractors. Surprisingly, it was found that other professional contractors also act as socialisation agents assisting the newcomer to adjust. It was found that proactive socialisation is particularly important for professional contractors. Together these findings establish the need to reconceptualise organisational socialisation for professional contractors specifically. The second part of this thesis explores the psychological contract by asking interviewees about their mutual expectations. The expectations of each of the three parties (managers, professional contractors, and permanent employees) are subtly different, potentially influencing the psychological contract they develop. Permanent employees expect great things, professionalism and independence from professional contractors. Managers expect speed, professionalism and value for money from contractors. On the other hand, professional contractors simply expect to be treated with respect by their colleagues. Professional contractors expect to be given autonomy by their managers and support or guidance, should they require it. This study was not able to ascertain what type of psychological contract a professional contractor may develop. It is possible that a professional contractor develops a hybrid psychological contract. Alternatively, it is possible that a professional contractor’s psychological contract moves between the types developed by Rousseau (1995) over the course of their term with the client organisation. The insights gained by exploring the expectations of professional contractors, permanent employees and their managers are two-fold. Firstly, these expectations provide a valuable insight into the working relationship. Secondly, the exploration of a breach or violation of the psychological contract indicates that a malleable psychological contract (one that will shift or adjust) is less likely to manifest a breach or violation. Therefore, it is better for a professional contractor to develop and maintain a malleable rather than rigid psychological contract. This study’s findings highlight the interrelationship between organisational socialisation and the psychological contract. This thesis asserts that the working relationship between professional contractors and permanent employees is specifically influenced by the socialisation of contractors as newcomers and in the mutual expectations, which form the psychological contract. As a result, it contributes to theorising and understanding of the working relationship between professional contractors and permanent employees. It identifies several tensions in the co-dependent working relationship, which are: time, team, treatment and training. This study has implications for Human Resource practitioners and managers because there is a need for corporate or HR policy relating to the treatment professional contractors. The use of organisational socialisation and the psychological contract as lenses with which the working relationship is explored is both original and meaningful.</p>

SISTEM PENUNJANG KEPUTUSAN PENILAIAN PERILAKU KERJA PEGAWAI STUDI KASUS KANTOR DINAS PERINDAG POLMAN

This study discusses the decision support system for evaluating employee work behavior carried out at the Polman Industry and Trade Office. Where, the current condition at the Polman Industry and Trade Service itself, the performance appraisal of its employees, especially non-permanent employees, is still done manually. This makes the need for a system that is able to manage employee performance appraisal data. This study aims to produce a system that can assist agency leaders as consideration in making employee research decisions. To minimize the obstacles faced, in this study apply the Analytic Hierarchy Process (AHP) method in a Decision Support System (DSS). The criteria used in this research are service orientation, integrity, commitment, discipline, cooperation and leadership. This system uses the Visual Basic Net 2010 programming language and Microsoft Office 2003 for the database.Keywords: support system, perindag, SPK, employees.

Pengaruh Kecerdasan Emosional, Organizational Citizenship Behavior, dan Kepuasan Kerja terhadap Kinerja Karyawan

This study aims to determine and analyze the effect of emotional intelligence, organizational citizenship behavior and job satisfaction on employee performance at PT. Perkebunan Nusantara X Pabrik Gula Lestari Nganjuk. This research is a type with a quantitative approach with a population of 185 permanent employees, and the sampling technique uses slovin sampling with a sample of 128 permanent employees. The analytical tool used is multiple linear regression analysis by IBM SPSS 25 software. The measurement scale used is the Likert Scale. The results of the study explained that emotional intelligence significantly and positively affects employee performance. Besides that, organizational citizenship behavior has a significant and positive impact on employee performance, and job satisfaction has a significant and positive effect on employee performance. The company should maintain its performance by building a communication and work culture that has been carried out based on the values of emotional intelligence, OCB level, and employee satisfaction. In addition, it can also provide work motivation to employees in the company by providing rewards through various programs that can improve work performance and increase employee performance.

PENGARUH DISIPLIN KERJA DAN LINGKUNGAN KERJA TERHADAP KINERJA PEGAWAI KECAMATAN SETU TAHUN 2021

This study aims to examine the factors of work discipline and work environment to improve performance in 2021 at the Setu District Office. This study uses an associative approach to determine the relationship between each variable. The data is presented in quantitative data, namely testing and analyzing data by calculating numbers and then drawing conclusions through hypothesis testing. The subjects studied were all permanent employees at the Setu District office as many as 60 employees. The study results concluded that the variables of Work Discipline and Work Environment, which tested partially and simultaneously, had a significant effect on employee performance at the Setu District office. However, the probability of significance was less than 0.05. Key Words: Discipline, Work Environment, and Employee Performance Penelitian ini bertujuan untuk mengkaji faktor-faktor disiplin kerja dan lingkungan kerja untuk meningkatkan kinerja pada tahun 2021 di Kantor Kecamatan Setu. Penelitian ini menggunakan pendekatan asosiatif untuk mengetahui hubungan antara masing-masing variabel. Data disajikan dalam bentuk data kuantitatif, yaitu menguji dan menganalisis data dengan menghitung angka-angka kemudian menarik kesimpulan melalui pengujian hipotesis. Subyek yang diteliti adalah seluruh pegawai tetap di kantor Kecamatan Setu sebanyak 60 pegawai. Hasil penelitian menyimpulkan bahwa variabel Disiplin Kerja dan Lingkungan Kerja yang diuji secara parsial dan simultan berpengaruh signifikan terhadap kinerja pegawai pada kantor Kecamatan Setu. Namun, probabilitas signifikansinya kurang dari 0,05. Kata kunci: Disiplin, Lingkungan Kerja, dan Kinerja Pegawai

Multicultural and Diversity Management in Higher Education Institutions in the Philippines

The multicultural and diversity management (MDM) encompasses acceptance and respect, recognition and valuing of individual differences of the university stakeholders. This study determined the perceptions of the academic managers/ leaders towards multicultural and diversity management in a higher education institutions. This quantitative descriptive research determined the perceptions of 100 purposively selected academic managers/ leaders of selected higher education institutions in the Philippines. The researcher-designed questionnaire was administered online using Google Form. Data were analysed using frequency, percentage distribution, mean, and rank. The majority of the respondents belonged to the age group of 41- 50 years old. The respondents were dominated by males and were single. In terms of highest educational attainment, the majority of the respondents have a master’s degree with 1- 10 years of work experience. The majority of the respondents were Coordinators/Program Chairs who were Regular/Permanent employees. On the basis of the findings of the study, it can be gleaned that the majority of the respondents believed that multiculturalism and diversity management (MDM) in higher education institutions should be integrated with the human resources programs to improve the lenses of equality in the universities and colleges as a workplace. Most of them believe that the MDM program prepares employees for higher diversity in their team, as such; it helps in welcoming recruits with diverse backgrounds into the academic community and promotes a positive organizational culture. Respondents also believed that multicultural and diversity management in Higher Education Institution is one of the best ways that university employees and students can become accustomed to other cultures, nonjudgmental, respectful, and accepting of differences, receptive to different ways of thinking.