Encompassing the literature on the themes of job-performance, published in journals indexed in the Scopus-Elsevier database from 2000 – 2019.

Aim of the research: This is a retrospective and quantitative study to evaluate the productivity of research on job performance and aspects of subject to administration and business community through the literature produced and published in journals enlisted Scopus-Elsevier database from 2000 - 2019. Methods/Approach: The material for this study download in coma-separated value (CSV) with a note-paid file to store and tabulated in MS Excel for examination. The frequency of publications, types, and language of documents, total participation and affiliation of authors with their countries, and classification of the Published data were set as objectives. Results: Total 1721 documents downloaded to investigate, 1686 documents existing on 11 academic formats, covers six disciplines, written in twelve languages by 4311 authors affiliated with 86 countries included to an examination of the subjects reflect as a topic of job performance from 2000 - 2019. Conclusion: This study reflects that the discipline of job performance\u27s sensitivity took importance in the academic world of business situated in the developed world to under-developed countries to change the business scenario

Investigating the effect of consumer innovativeness, service quality and service switching cost on service loyalty in the mobile phone service context

The objective of this study is to examine the effects of consumer innovativeness, service quality, service switching costs and service satisfaction on service loyalty among mobile phone service users. A cross sectional survey was employed which yielded 535 responses. Structural equation modelling using the AMOS version 2.0 was utilized to test study the hypotheses. Test results reveal that service satisfaction, service switching costs and service quality are the three antecedents that directly influence service loyalty. How ever, consumer innovativeness does not have any direct effect on service loyalty. Moreover, service satisfaction is found to be a partial mediator between ‘service quality’ and ‘service loyalty’. Findings from this study will develop insights to enable policy-makers, managers and marketers to better strategize and effectively implement loyalty programs and prevent their customers from switching. This will enhance value creation for both their users and for the industry

Stardust petroleum Sendirian Berhad: how to inculcate the pro-active safety culture?

The learning objectives of using this case are as follows: to understand the concepts of organizational structure, organizational culture and organizational change; to expose students to the problems that may encounter organization when it intends to bring changes in culture; to stimulate students’ understanding of the necessity to build positive organizational culture; to advance students’ knowledge about oil and gas industry; to develop students’ understanding of using Levin’s model of cultural change; and to illustrate the challenges that an organization might face while changing its existing culture. Case overview/synopsis This case teaches about the importance of boosting positive organization culture to accept organizational change. Stardust was established in 2013 as Petronas Carigali Sdn Bhd’s subsidiary. The company was established to manage small and marginal field in Malaysia which was under the oil and gas field that had smaller reservoir and lasted for four to five years. On 2014, Stardust was given an opportunity to take over one of the fields to manage. However, during the process of handing over the facility and field from the parent to the new company, the tanker caught fire in one of its pump in the pump room. The fire resulted substantial damage to the pump room; two out of four pumps were totally damaged. It delayed the oil production for more than a month. Total estimated damage due to the fire incurred RM19m losses. Direct cost included replacing two new 400 kW pumps, repairing the damaged pump room with new manifolds and painting, and cost of shutdown production for 40 days. Investigation was initiated to identify the causes of the fire which revealed that human error, mostly peoples’ negligence was one of the major reasons along with location, equipment and procedure. The Health, Safety and Environment department of the company was given the task to create ‘Living Safety’ culture among the crew. Being the head of this department, Tarmizi found it very challenging to inculcate the culture ‘Action Today, Perfect Day Tomorrow’ and was thinking how to instill this culture with zero failure by the end of the calendar year which is December 2016. The time was running fast as the parent company emphasized to handle the situation urgently and to ensure that the similar incident will not happen in the future. If it re-occurs, it will jeopardize the trustworthiness of Stardust with the other parties involved and also the parent company might not allow the company to operate other facilities, which will put the company at stake to remain competitive in the oil and gas business