Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace

Given that many organizations are competitive and finance centered, organizational leaders may lead with a primary focus on bottom-line attainment, such that they are perceived by their subordinates as having a bottom-line mentality (BLM) that entails pursuing bottom-line outcomes above all else. Yet, the field is limited in understanding why such a leadership approach affects employees’ positive and negative contributions in the workplace. Drawing on social exchange theory, we theorize that supervisors high in BLM can influence employees’ felt obligation toward the bottom line, which in turn can influence employees’ task performance and unethical pro-organizational behavior (UPB). We also examine employee ambition as a moderator of this process. Using three-wave, multisource data collected from the financial services industry, our results revealed that high-BLM supervisors elevate employee task performance as well as UPB by motivating employees’ felt obligation toward the bottom line. Furthermore, we found that employee ambition served as a first-stage moderator, such that the mediated relationships were stronger when employee ambition was high as opposed to low. Our findings break away from the dominant dysfunctional view of BLM and provide a more balanced view of this mentality

PENGARUH MOTIVASI KERJA TERHADAP KINERJA KARYAWAN

The labor conditions in Indonesia are confronted with issues of unemployment, low productivity, and a significant number of workers employed in the informal sector. Low productivity impacts the level of employee performance. Performance becomes a crucial issue in the success of a company by requiring high-quality human resources. High-quality human resources will yield high performance. Enhancing performance requires motivation to create a greater sense of enthusiasm for task completion. The objective of this research is to determine the influence of work motivation on employee performance. This research employs a quantitative approach with data collected through accidental sampling technique involving 174 subjects. The analysis method used is multiple linear regression. The measurement tools used are IWPQ (Individual Work Performance Questionnaire) and MWMS (Multidimensional Work Motivation Scale), which consist of six dimensions: amotivation, extrinsic regulation social, extrinsic regulation material, introjected regulation, identified regulation, and intrinsic motivation. The overall results of this study through the six dimensions on the MWMS scale motivation does not have an influence on employee performance

Linking organizational structure, job characteristics, and job performance construct: A proposed framework

A growing emphasis has been given on employees’ job performance as a source of competitive advantage to promote responsiveness in enhancing overall organizational effectiveness. Although performance depends very much on personality traits, other external factors, also known as system factors or opportunities to perform, have a significant amount of influence on employees’ task and contextual performance. Constraints to perform, such as bureaucratic structure and ineffective job design, will influence individual task and contextual performance negatively.Such circumstance inadvertently hinders high organizational performance.This paper proposes that organizational structure, namely formalization and centralization, have direct effects on employee task performance and organizational citizenship behavior (OCB). Also, this paper posits that job characteristics, namely skill variety, task identity, task significance, autonomy, and feedback, exert influence on employee task performance and OCB. To examine the applicability of the proposed framework, seven main propositions are identified and analyzed

ANALISIS PENGARUH FAKTOR-FAKTOR KARAKTERISTIK PEKERJAAN TERHADAP KINERJA KARYAWAN (Studi pada Karyawan PT Chevron Pacific Indonesia Departemen PG & T Minas)

The purpose of this research to explain how the variable of skill variety, task significance, task identity,autonomy and feedback toward the performance of Chevron Pacific Indonesia employee. The data of this research were obtained by distributing the quistionnaires to 40 Chevron Pacific Indonesia company department PG & T of Minas. The data tes technique in this research are instrument test ( validity test, reliability test ), classical asumption test ( normality test, multicolinearity test, heteroscedasticity test ), multilinear regressian analysis, -test, F-test, coefisient of determination test using SPSS (Statistical Product and Service Solutions) 21.0 aplication. The result shows that the skill variety, task significance, task identity, autonomy and feedback influence positively and significantly to the employee performance, variable used in this research is positive, meaning that skill variety, task significance, task identity, autonomy and feedback improving the performance of Chevron Pacific Indonesia Employee at the department PG & T of Minas. Value of determination coefficient or R square is 0,523, which means staff performance is affected by staff satisfaction and organizational commitment as 52,3 %

Combined influence of personality and leader member exchange on task and citizenship performance

As organizations continue to focus on improving their effectiveness, research suggests that employee performance should be an obvious consideration due to the significant influence employee behavior can have on organizational outcomes. The present study evaluated the relationship between the personality traits of Conscientiousness and Agreeableness, Leader Member Exchange (LMX), and two basic types of performance: task performance and organizational citizenship behavior (OCB). Insights into how personality and LMX impacts employee performance has implications for both employee selection and organizational design. Using a sample composed of students and non-students (N = 215), results support a positive relationship between LMX, conscientiousness, and agreeableness and task performance as well as a positive relationship between conscientiousness and agreeableness and OCB. OCB was not related to LMX. Contrary to the hypotheses, LMX did not appear to moderate the relationship between personality and performance. Future research and practical implications are discussed

Signaling in Secret: Pay-for-Performance and the Incentive and Sorting Effects of Pay Secrecy

Key Findings: Pay secrecy adversely impacts individual task performance because it weakens the perception that an increase in performance will be accompanied by increase in pay; Pay secrecy is associated with a decrease in employee performance and retention in pay-for-performance systems, which measure performance using relative (i.e., peer-ranked) criteria rather than an absolute scale (see Figure 2 on page 5); High performing employees tend to be most sensitive to negative pay-for- performance perceptions; There are many signals embedded within HR policies and practices, which can influence employees’ perception of workplace uncertainty/inequity and impact their performance and turnover intentions; and When pay transparency is impractical, organizations may benefit from introducing partial pay openness to mitigate these effects on employee performance and retention

Analisis Kinerja Pengurus Koperasi dalam Meningkatkan Shu Anggota pada Koperasi Karyawan Himpunan Pos Indonesia Pontianak

This watchfulness aims to analyze board performance in increase bet income income in Indonesia post collection employee cooperation pontianak. method that used in this watchfulness qualitative descriptive watchfulness method. watchfulness result has demoed that cooperation board ability in increase bet income income in Indonesia post collection employee cooperation pontianak good and without there obstacle little. this matter is seen from cooperation board ability in carry out meticulous workplan and effective so that task or cooperation activity not unfinished. staffs and employee runs the task well with membimbinggi by board so that workplan walks well and fluent. at the (time) of cooperation board reviews staffs and employee hits workplan very satisfy with question and answer between board and also employee. board gives task to staff and employee does task always think ripe and positive. because task that given there the risk if do error must mempertanggung answer without criticize/impute staff or employee other. board gives responsibility taste example towards work to staff and the employee. because board example necessary given so that staff and employee not mischievous in run the task. with tangung answer board very heavy compared with subordinate. because success USAhan the key board that regulate or managed while staff and only follow it employee

A Social Information Processing Perspective of Coworker Influence on a Focal Employee

A critical omission in the coworker influence literature is how a coworker influences a closely related (focal) employee’s job performance behaviors and whether this influence is contingent on that coworker’s own behaviors. By integrating social information processing and social cognitive theories with social exchange and role theories, we hypothesize that there are, at least, three distinct types of coworker dyadic influence. Accordingly, we develop and test a moderated mediation model to explicate such influence. Two multi-source, field-design studies conducted in Hong Kong supported the modeled relationships in that employee role ambiguity partially mediated the relationships between coworker-employee exchange (CEX) and two types of employee job performance behaviors—task performance and organizational citizenship behavior (OCB). Furthermore, coworker OCB fostered employee job performance behavior both directly and interactively, acting as a moderator to weaken the relationships between employee role ambiguity and the two types of job performance behaviors