PENGARUH WORK-LIFE BALANCE DAN MOTIVASI TERHADAP KINERJA KARYAWAN

Employee performance is essential in achieving organizational goals. Work-life balance and motivation need to be considered in supporting employee performance. The purpose of this research is to find out whether there is an influence of work-life balance and motivation on employee performance. The research method used is quantitative correlation. The subject in this study is someone who has worked as an employee as many as 384 people. Data analysis using multiple linear regression tests. The results of this study on work-life balance variables, especially in the demands dimension, have a negative influence on employee performance by 3.6%, while the resources dimension has a positive influence of 17.5%. The results of data analysis on motivation variables, especially in the physiological dimension, have a positive influence on employee performance by 21.9%, the security dimension has a positive influence on employee performance by 16.1%, the affiliation dimension has a positive influence on employee performance by 35.4%, the reward dimension has a positive influence on employee performance by 31.5%, and the self-actualization dimension has a positive influence on employee performance by 31%. Work-life balance and motivation together affect employee performance by 41.1%

PENGARUH GAYA KEPEMIMPINAN, DISIPLIN KERJA, DAN KOMPENSASI TERHADAP KINERJA KARYAWAN (Studi Kasus Pada Toko Bang Ahmad Kab. Jombang)

This study aims to: (1) Understand Employee Performance, Leadership Style, Work Discipline, and Compensation at Ahmad's store. (2) Understand the direct influence of Leadership Style on Employee Performance. (3) Understand the direct influence of Work Discipline on Employee Performance. (4) Understand the direct influence of Compensation on Employee Performance. (5) Identify the Leadership Style, Work Discipline, and Compensation that have the most dominant influence. The sampling technique used is purposive sampling with a sample size of 35 Employees. The analysis tool used in this research is SPSS 25. (1) The Role of Leadership Style, Work Discipline, Compensation, and Employee Performance. (2) Leadership Style has a significant positive effect on Employee Performance. (3) Work Discipline has a significant positive effect on Employee Performance. (4) Compensation has a significant positive effect on Employee Performance. (5) Leadership Style has the most dominant influence on Employee Performance

Employee attitudes as a mediator between HRM and organizational performance

Attitude is a power that controls human behaviour. When employee Attitude is positive, it can give impact positive to organization performance. A proper human resource management (HRM) managed by organization, the employee attitude will be affected. HRM practices influence employee attitude positively and there is a mediating role of employee attitude between training and development dimension of HRM practices and organizational performance. Therefore, the purpose of this study is to explore employee atttiude as a mediator between HRM and organizational performance. A sample of this study was 219 respondents from employee construction in Libya. The data was analyzed using structural equation modelling (SEM) approach. This study showed that employee attitudes is a full mediator between relationship HRM and organizational performance. Therefore, HRM practices influence employee attitude and its give impact to organizational performance for more effective and efficient in achieving organization goal

Performance Management and Employee Outcomes: What Performance Management Processes Drive Improvement of Employee Performance?

[Excerpt] Performance management (PM) systems can be a key driver of employee performance when designed strategically to go beyond operational or legal requirements. Organizations aspire for performance management processes to help employees develop, improve employee-manager communications, align individual and organizational goals, and help employees and teams reach their highest potential (Pulakos). These four items all drive employee performance and, ultimately, business performance. To align PM to organizational aspirations, companies are changing their PM processes in new ways (see Figure 1). Sometimes they do so with limited data on results, like when dropping performance ratings. Changes, even in uncharted territory, do generally improve individual performance. Of companies that participated in Deloitte’s 2017 Human Capital Survey, 90% that have redesigned performance management see direct improvements in engagement, 96% say the processes are simpler, and 83% say they see the quality of conversations between employees and managers increases (Schwartz et al.). This is because organizations are strategically implementing effective PM versus doing the bare minimum. To highlight improvements made to PM systems, we will point out changes and results in three key areas: employee evaluation, goal setting, and feedback

PENGARUH REWARD, KERJASAMA TIM DAN DISIPLIN KERJA TERHADAP KINERJA KARYAWAN (Survei Pada Wisata Jawa Timur Park 1 Kota Batu)

This study aims to determine the effect of Reward, Teamwork and Work Discipline on performance. The problems that must be formulated clearly so that the discussion is directed properly and correctly. First: What is the effect of reward, teamwork, work discipline and employee performance on the Jatim Park 1 tour, Batu city, Second: How does reward affect employee performance on the Jatim Park 1 tour, Batu city, Third: How does teamwork influence employee performance on East Java tourism Taman 1 Batu city, Fourth: How does work discipline influence employee performance in the Jatim Park 1 Batu city tour. This research uses a quantitative approach that emphasizes the analysis of numerical data (numbers) that are processed using statistical methods. By using census techniques. This study uses data collection methods by way of interviews and distributing questionnaires. The sample in this study were 60 respondents with a population of 60 employees in the East Java Back Office park 1. Multiple linear regression analysis, t test and F test, the results are: Reward, Teamwork, and Work Discipline have a simultaneous effect on performance employees, Reward has a significant positive effect on performance, Teamwork has a significant positive effect on employee performance, and Work Discipline has a significant positive effect on employee performance

PENGARUH DISIPLIN KERJA TERHADAP KINERJA KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI PADA KARYAWAN CV. EUREEKA INDONESIA

This study examines the effect of work discipline on employee performance with job satisfaction as a mediating variable. This research was conducted at CV. Eureeka Indonesia with a sample size of 31 employees. This type of research uses quantitative methods. The data collection technique in this study used questionnaires. The data analysis technique in this study is Partial least square (PLS). The result showed that there is a positive and significant effect of work discipline on employee performance, there is a positive and significant effect of work discipline on job satisfaction, there is a negative and significant effect of job satisfaction on employee performance, and the indirect effect of work discipline on employee performance through job satisfaction is negative and significan

'Don’t leave me this way!' Drivers of parental hostility and employee spin-offs’ performance

Many entrepreneurs commercialize an idea they initially developed as employees of an incumbent firm. While some face retaliatory reactions from their (former) employer, others are left alone or even supported. It is not clear, however, why some employee spin-offs face parental hostility while others do not, and to what extent this parental hostility affects employee spin-offs’ performance. Integrating the resource-based view with insights on competition and retaliation, we propose that parental hostility increases with the (perceived) competitive threat posed by an employee spin-off. Specifically, we advance employee spin-offs’ initial strategic actions (offering substitute products, hiring employees of the parent, and attempting to first develop the idea inside the parent) as key drivers of parental hostility and consequent spin-off performance. Results from a pooled dataset of 1083 employee spin-offs in Germany confirm that these initial strategic actions trigger parental hostility, which in turn, and contrary to expectations, positively affects employee spin-offs’ innovation and economic performance. These results advance the literature on employee spin-offs in several ways and have important practical implications

Firm Performance, Worker Commitment and Loyalty

Using matched employer-employee level data drawn from the UK Workplace and Employee Relations Survey, we explore the influence of worker commitment and loyalty on firm level labour productivity and financial performance. Our empirical findings suggest that worker commitment and loyalty enhance both labour productivity and financial performance at the firm level thereby highlighting a hitherto neglected conduit for improved firm performance. Using employee level data, we also explore the determinants of worker commitment and loyalty in order to ascertain how such attachments to the firm may be engendered. In general, our employee level analysis suggests that it is firm level characteristics (such as appraisal schemes, supervision, suspensions and redundancies) that influence attachments to the firm. Such findings suggest that firms may be able to exert some influence over the loyalty and commitment of its workforce, which, in turn, may affect firm performance