HR performance within Saudi Arabian organisations : is the relationship between 'job security and ill-treatment' and job satisfaction moderated by organisational support : a thesis presented in partial fulfilment of the requirement for the degree of Master of Business Studies in Management at Massey University, Albany, New Zealand

HR performance, particularly employees’ performance, has been well researched in Western countries. However, many Asian countries, including the region of the Arabic Gulf, are still under-researched in relation to this subject. This present study quantitatively investigated employees’ performance in one of the Gulf countries, Saudi Arabia. In addition, it took into consideration the religion (Islam) as well as the cultural characteristics that may affect performance in the workplace. Particularly, the type of society (collectivistic), losing face issue and power distance are the cultural characteristics discussed in this study. Furthermore, the study used four variables, which are considered important in relation to employees’ performance in the Saudi context: job security, ill-treatment (independent variables), perceived organisational support (POS) as a moderating variable and job satisfaction (dependent/outcome variable). The research question for this study is “Is the relationship between job security and ill-treatment, and job satisfaction, moderated by organisational support?” Previous research indicates that relationships between these variables vary in terms of how much they impact employees’ job satisfaction and, therefore, their performance. Some studies suggest that job security increases employees’ job satisfaction which can result in better performance. Others claim that ill-treatment can be a source of job dissatisfaction and lower the quality of job performance as ill-treatment impacts employees physically and psychologically. In addition, POS was found to have positive effects on job satisfaction as a higher level of support from organisations can lead to higher job satisfaction and performance. This cross-sectional, quantitative study used a questionnaire as the data collection method. Measurement scales used in the study were previously used in other studies, which strengthens the internal validity of this study. The 424 participants who completed the survey were Saudi employees who were required to have worked for at least six months for the same employer as full-time employees in Saudi Arabia. Results from this study suggest that, on an individual level, all three variables (job security, ill-treatment, POS) predicted job satisfaction in Saudi organisations. However, the regression analysis showed that job security had the biggest effect on job satisfaction followed by ill-treatment. Also, the moderation analysis revealed that the relationship between job security and job satisfaction was partially moderated by POS. However, POS did not appear to moderate the relationship between ill-treatment and job satisfaction

Job Performance Comparisons - Mexican-American and Anglo Employees

A comparison of job performance of Mexican-American and non-Mexican-American employees in various city departments and in a large department store measured absentee rates, accident rates, efficiency ratings, promotional test scores, and sales records. The conclusions revealed that Mexican-Americans meet the same qualifications as non-Mexican-Americans in employment areas.Sociolog

Engage employees and transform social and economic performance

Forward thinking companies embrace intrapreneurs and employee social interaction to develop sustainability programmes driven from the top down and bottom up

PENGARUH KONFLIK TERHADAP KINERJA KARYAWAN PADA PERUSAHAAN SENAPAN ANGIN BENYAMIN COBRA SATRIA PARE KEDIRI

The purpose of this study is to determine how conflicts between individuals and between groups and the performance of employees at the company's air rifle "Cobra Benjamin Satria" Pare Kediri. Besides the purpose of this study is to identify conflicts between individuals and between groups is a significant influence on employee performance and to identify variables that have a dominant effect of conflict on the performance of employees at the company's air rifle "Cobra Benjamin Satria" Pare Kediri. For companies, expected to be used as consideration for organizations in improving employee performance through the implementation of conflict management. Analysis tools used in this research is by using Scale analysis, multiple regression analysis and F test and t The analysis result can be explained that conflicts between individuals and between groups at the company's air rifle "Cobra Benjamin Satria" Pare Kediri in low category, with an average score of the scale range of 136. Employee performance in air rifle company "Benjamin Cobra Satria" Pare Kediri in the category very high, as evidenced by an average score of the scale range that is equal to 187.33. Conflicts between individuals and between groups is a significant influence on the performance of employees at the company's air rifle "Cobra Benjamin Satria" Pare Kediri. This is evidenced by the F value of more than Ftable (42.272> 3.210). Conflicts between individuals have a dominant influence on the performance of employees at the company's air rifle "Cobra Benjamin Satria" Pare Kediri. The conclusion is proved by regression coefficients for the variables of conflict between individuals that is equal to 0.646 larger than conflicts between groups that is equal to 0.436. Some suggestions are proposed in this research that company management is expected to strive to maintain conditions that occurred during this conflict. The management company is always to motivate employees to work at the company always maintain harmonious relationships with other employees in the company. It is expected that the company is able to create a mood or a harmonious working environment so that it can form an ideal partnership between employees and employees with the company

Pengaruh Kepemimpinan Transformasional Terhadap Kinerja Karyawan Pada Pt.Bank Mega Syariah Palembang

This study aimed to examine the effect of transformational leadership to employees performance at PT Bank Mega Syariah Palembang. The sample used in this study were 39 employees with sensus method. Hypothesis tested using linear regression analysis with program assistance SPSS 17.0. The test results stated that the contribution of transformational leadership and employee performance at 8,1%. While the remaining 91,9% is influenced by other variables that is not included in this study. The test results indicate that the value of significantly smaller than 0,05. The hypothesis test states that transformational leadership is having positive and significant effect on the performance of employees at PT Bank Mega Syariah Palembang

Culture, Wasta and perceptions of performance appraisal in Saudi Arabia

This article explores the relationship between Arabic culture and employees’ perceptions of performance appraisal in a Saudi Arabian company named SACO. Using an interpretive and qualitative methodological framework, the article suggests that Western models of performance appraisal rooted in rationality and objectivity conflict with aspects of Saudi Arabian culture. Specifically, the personal relations implicated in the social practice of Wasta. However, the article also shows how SACO employees are beginning to reject Saudi Arabian cultural norms and adopt alternative values which are linked to notions of organisational justice and individual egalitarianism. These values are compatible with Western models of performance appraisal

PENGARUH MOTIVASI DAN LINGKUNGAN KERJA TERHADAP KINERJA KARYAWAN PADA PT BANK RAKYAT INDONESIA TBK LAMONGAN

This research aims to determine and analyze the influence of work motivation and work environment on the performance of PT Bank Rakyat Indonesia Tbk employees. The population in this study was 31 employees. The sampling technique uses the census and time during the survey period. The data collection technique uses a questionnaire. The analytical tool used is multiple linear regression analysis and a range of scales. The results of the analysis show that work motivation is in the good category, the work environment is in the adequate category, and performance is in the high category. The regression results show that there is a significant influence of work motivation on performance and there is no significant influence of the work environment on performance. Work motivation variables have a dominant influence on employee performance variables

Role ambiguity and job performance of employees in the service sector SMEs in Malaysia

Small and medium size enterprises (SMEs) play a crucial role in the economic development of Malaysia, of which the majority are in the service sector.Employees of the service sector SMEs have often been associated with low level of job performance and past research has shown that there are many factors that can contribute to employee poor performance such as role ambiguity.Thus the aim of this study was to examine the relationship between role ambiguity and job performance of employees in the service sector SMEs in Malaysia.1500 questionnaires were distributed and 300 were returned resulting in a 20% response rate.The result revealed that there was a significant relationship between role ambiguity and job performance of employees

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