Employee development and its effect on employee performance at KFC Restaurant Brands

Employees are a key element of the organisation. The success or failure of the organisation depends on employee performance. Therefore, organisations are investing huge amount of money on employee development. This paper analyses the theoretical framework and models related to employee development and its effect on employee performance. The key variables identified related to employee development and employee performance. Further discussion develops a proposed model which explains the relationship between employee development variables (employee learning, skill growth, self-directed, employee attitude) and employee performance variables Employee performance will impact on organisational effectiveness. The paper is divided into three parts. The introductory part provides a brief overview related to employee development and its effect on employee performance. The second part analyses the views and studies of past researchers related to employee development and employee performance. Finally, this paper presents the proposed model along with the discussion and conclusion

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

PENGARUH MOTIVASI KERJA DAN REWARD TERHADAP LOYALITAS KARYAWAN MELALUI KEPUASAN KERJA (Studi kasus pada PT XYZ Sidoarjo)

This research was conducted on employees of the of PT XYZ. With the purpose of this study to determine and analyze: (1) the effect of work motivation on employee loyalty, (2) the effect of reward on employee loyalty, (3) the effect of work motivation on job satisfaction, (4) the effect of reward on job satisfaction, (5) job satisfaction on employee loyalty, (6) the effect of work motivation on employee loyalty through job satisfaction, (7) the effect of reward on employee loyalty through job satisfaction. This research uses a quantitative approach, with a path analysis method through the SPSS 25 program, by testing 45 respondents' answers. This study obtained the results: work motivation has a positive and significant effect on employee loyalty, reward has a positive and significant effect on employee loyalty, work motivation has a positive and significant effect on job satisfaction, reward has a positive and significant effect on job satisfaction, job satisfaction has a positive and significant effect on employee loyalty, job satisfaction has a mediating role in the relationship between work motivation and employee loyalty, job satisfaction has a mediating role in the relationship between reward and employee loyalty

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

The middle manager: Friend or foe of employee involvement

Middle management resistance has been frequently identified as a significant barrier to the success of employee involvement practices. This paper reviews evidence from the literature and from 12 case studies on the role played by middle managers in employee involvement initiatives. There is evidence that middle management resistance often acts as a significant impediment to employee involvement. However, there is also evidence that this resistance is often a symptom of inconsistency between organisational systems and the goals of employee involvement and of inadequate training and support for middle managers. Employee involvement initiatives should pay attention to aligning organisational systems with the goals of employee involvement and treat middle managers as the targets as well as the implementors of employee involvement

A Changing World of Workplace Conflict Resolution and Employee Voice: An Australian Perspective

The authors contribute to dispute resolution theory and provide new insights on such important issues as employee voice, workplace disputes and employees’ intentions to quit. They conducted and analyzed a survey of managers in Australian workplaces. They apply Budd and Colvin’s (2008) path-finding dispute resolution framework to examine two research questions: first, is there a relationship between the resolution of disputes and employee voice as measured by employee perceptions of influence over decision-making? Second, is there a relationship between the resolution of workplace disputes and employees’ intentions to quit? These are important questions in view of the high costs of workplace conflict and employee turnover. The authors find that employee voice facilitates successful dispute resolution. Further, employee voice has the additional benefit of directly reducing employee turnover intentions, above and beyond its indirect effect by helping to resolve conflicts at work

PENGARUH PERCEIVED ORGANIZATIONAL SUPPORT DAN EMPLOYEE ENGAGEMENT TERHADAP KINERJA KARYAWAN (STUDI PADA PT JASAMARGA PANDAAN MALANG)

The purpose of this study is to determine the effect of perceived organizational support and employee engagement on employee performance. The research method used uses quantitative research with an associative approach. The population in this study is employees of PT Jasamarga Pandaan Malang. The sample in this study was all employees of PT Jasamarga Pandaan Malang as many as 40 people. Data collection techniques are carried out by observation, questionnaires, and documentaries. The data analysis methods used are scale ranges and multiple linear regression and hypothesis testing assisted by SPSS software. The results of this study are perceived organizational support has a positive and significant influence on employee performance, employee engagement variables have a positive and significant influence on employee performance, percived organizational support and employee engagement have a positive and significant effect on employee performance

PENGARUH WORK LIFE BALANCE TERHADAP KINERJA KARYAWAN DENGAN PERCEIVED ORGANIZATIONAL SUPPORT SEBAGAI VARIABEL MODERASI PADA PT CAHAYA FAJAR KALTIM

This research aims to understand the influence of work-life balance and perceived organizational support on employee performance at PT.Cahaya Fajar Kaltim. This is a quantitative study using purposive sampling technique, considering specific considerations or criteria. The study includes a sample of 70 employee respondents. The scale range in this study has a minimum weight of 70 and a maximum weight of 350. Data collection and data analysis techniques involve moderated regression analysis (MRA) using SPSS 25 software. Simultaneously, the results show that work-life balance and perceived organizational support together influence employee performance. The value generated from the influence of X*Z on employee performance is significant, indicating that variable Z moderates the influence of X on employee performance. Therefore, H3 is accepted. The results of this study are (1) good work-life balance, good perceived organizational support, and high employee performance. (2) Work-life balance has a significant positive effect on employee performance. (3) Perceived organizational support has a significant positive effect on employee performance. (4) Perceived organizational support moderates the influence of work-life balance on employee performance