• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.285-296
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• 2021

The purpose of this study is to determine the effect of organizational culture, job involvement, and emotional intelligence on employee performance through job satisfaction, organizational commitment at commercial banks in the Great Malang. This study applied the purposive sampling method to obtain data from 240 out of 600 workers working in four commercial banks, which was then analyzed using the SEM. The results showed that organizational culture, job involvement, emotional intelligence have no significant effect on employee performance through job satisfaction. Organizational culture, emotional intelligence, job involvement, satisfaction significantly affect employee performance through organizational commitment. Organizational culture, job involvement, emotional intelligence significantly affect employee performance through job satisfaction, organizational commitment. By investigating the impact of organizational culture, job engagement, emotional intelligence on job satisfaction, organizational commitment, employee performance simultaneously in this study, this study expands the existing literature by providing a better understanding of organizational culture, job engagement, and emotional intelligence. Given that articles on organizational culture, job involvement, and emotional intelligence are limited in the HRD literature, the findings of this study may offer reliable information for HRD practice, encourage researchers to explore research related to organizational culture, job involvement, and emotional intelligence.

• International Journal of Quality Innovation
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• v.4 no.2
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• pp.123-144
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• 2003

The trend towards employee involvement (EI) has redefined the employer-employee relationship and, for many organizations, has brought about a fundamental change in organizational performance. This paper begins with a review of EI concepts and typologies. It goes on to elaborate need for the adoption of EI practices and discuss the factors affecting the adoption. The main theme of the quality management (QM) literature will then be presented addressing its concepts, principles and elements. Drawing on the theoretical and practitioners' perspectives, the paper also discusses the significance of integrating EI/QM practices to sustain organizational performance improvement.

• Journal of Korean Society for Quality Management
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• v.40 no.1
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• pp.1-14
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• 2012

This study investigates the impact of supplier involvement, customer involvement, and employee training on product quality and organizational performance. Based on literature review, this study develops hypotheses and tests them by employing a structural equations model. Using survey data of 193 firms from 22 manufacturing industries, this study empirically shows that the activities for supply chain quality management (SCQM) enhance the quality and organizational performance. Specifically, quality leadership is revealed to be an antecedent of other SCQM activities. The most contributable finding is, while the supplier involvement and employee training directly enhance the organizational performance, customer involvement indirectly improves it via quality performance.

• Land and Housing Review
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• v.13 no.2
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• pp.125-139
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• 2022

For construction companies to become competitive innovative, cost management as well as process improvement are required. Activity-based costing (ABC), which uses cost information to support long-term decision-making, is a tool that enhances a company's competitiveness. In this study, we compare and analyze tradition-based costing (TBC) and ABC to confirm the adequacy of performance-based costing. In addition, we will empirically examine the relationship between the impact of the reward system using ABC on employee satisfaction and involvement. In research results, the influence of the reward system on employee involvement appeared in the order of intrinsic reward (𝛽 = 0.338) and extrinsic reward (𝛽 = 0.308). In addition, the reward system showed positive (+) effects on employee satisfaction, with influence appearing in the order of intrinsic reward (𝛽 = 0.360) and extrinsic reward (𝛽 = 0.337). And employee satisfaction (𝛽 = 0.225) had a positive effect on involvement. We were able to confirm that it is necessary to build a reward system consisting of intrinsic and extrinsic rewards to increase employee satisfaction and involvement.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.9-17
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• 2023

Purpose: Intrinsic motivation can be affected by external factors and may not always be present in an employee. This study aims to shed light on the role of intrinsic and extrinsic motivation in driving employee performance and to determine which type of motivation has a greater impact on performance. Additionally, the research seeks to understand the impact of motivation on different employee characteristics, such as age, gender, and job tenure. Research design, data and methodology: The present author has obtained textual data from the current literature dataset, However, focusing on mostly journal articles and published books because it could provide the justification of reliability and validity and help to collect solid previous studies which is logically categorized themes. Results: The findings of the present research are divided into four differences (Difference in Job Satisfaction, Difference in Job Involvement, Difference in Organizational Commitment, and Difference in Turnover Intention), each focusing on one aspect of employee performance: job satisfaction, job involvement, organizational commitment, and turnover intention. Conclusions: Organizations can use the differences in employee performance based on intrinsic and extrinsic motivation to improve employee performance by recognizing the importance of intrinsic motivation, providing opportunities for employees to experience intrinsic motivation, and balancing extrinsic and intrinsic motivation.

• Management & Information Systems Review
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• v.34 no.5
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• pp.49-69
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• 2015

The objective of this study is to understand the influence of Work-Life Balance (WLB) support system on employee engagement (organizational commitment and job commitment) and to examine the moderating effect of perceived organizational support (instrumental and emotional) on the relationship between WLB and employee engagement. To test the research model and hypotheses, this study analyzed 537 responses from employees of sample companies that were carrying out the WLB support system during the period of December 1 through 31, 2014, and the results of the analysis are as follows: First, the correlation between employee engagement (organizational commitment) and the WLB support system showed that the influence of WLB support system on employee engagement(organizational commitment) was greater in the order of growth, job, and family support system. Second, the correlation between WLB support system and employee engagement(job involvement) showed that growth and job support system had significant relationship. Third, in the relationship between WLB support system and employe engagement(organizational commitment), there was no moderating effect of perceived organizational support. Fourth, in the relationship between the WLB support system and employee engagement(the job involvement), both institutional and emotional supports factors of the perceived organizational support had moderating effects in the relationship between growth support system and employee engagement(job involvement). This study has academic significance in that it is an empirical study examining the relationship between the WLB support system and employee engagement, which has not actively investigaged in Korea.

• Asian Journal of Business Environment
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• v.5 no.4
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• pp.19-28
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• 2015

Purpose - Research shows that increased workload and psychological pressure produces tensions in organizations. Such tensions can increase employee aggressive workplace behavior. This study attempted to discover the relationship among verbal aggression, job involvement, and turnover intention. Research design, data, and methodology - A survey of administrative workers in colleges was done between May 20 and May 26, 2015. Result - The findings were as follows. First, verbal aggression directly increased employee turnover intention. Second, stress recognition also created turnover intention among employees, which was detected in the interviews conducted after the survey. Third, both the survey and the interviews showed that stress recognition did not have a significant effect on job involvement. Fourth, both the findings and the interviews after the survey showed that stress increased turnover intention. Last, the finding on the role of self-esteem showed that self-esteem had a positive moderating effect on the relationship between the influence of verbal aggression and stress recognition. Conclusion - Having strong talent at work should lower turnover intention and turnover rates and develop the organization continuously.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.10
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• pp.147-158
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• 2022

This study examines the relationship between employee engagement and goal orientation toward competence. In addition, it also examines the relationship between competence and employee performance in financial institutions in Indonesia. Questionnaires were distributed to several employees who work at financial institutions in Aceh, North Sumatra, and Riau. The basis for selecting the research object was that most financial institutions have similar business products. The similarities are the marketing of home loan ownership products and multipurpose investments. The three study regions are located in western Indonesia's most central provinces and have a significant amount of trade. The sampling technique used was purposive sampling based on specific criteria for the respondents. 275 employees made up the research sample, and partial least squares data analysis methods were applied. In data analysis, initial testing was carried out on the components of the research statement items to see their validity and reliability. The results of this study indicate that employee engagement behavior can improve employee performance, which improves financial institutions' organizational performance. The study's findings offer suggestions for policies and guidelines that will encourage productive work behavior among employees and boost organizational performance. The fact that employees must think and act creatively to develop their competence and become superior employees is another distinctive feature of this research.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.357-364
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• 2021

This study examines the role of effective human resource practices and work-life balance in various organizations and their relationship with employee engagement. The data for this study were obtained from 723 employees from various industries in Java. The result suggests that human resource practice alone did not influence employee engagement. However the human resource policy helps develop a sense of WLB for an employee, which in the long run will affect the level of engagement. Thus, work-life balance enables the relationship between employees and their workplace. This study also encompasses current literature regarding huan resource policies in understanding employee engagement through work-life balance. This study provides exploratory findings regarding HR function practices, WLB, and employee involvement in service organizations. It proved that participants from four organizations reported very positive impressions about HR practices and they were also very involved in their work and organization. While their balance still needs to be improved, this may imply that the participants are not happy with their work lives. The main finding of this study is that WLB plays a mediating role in the relationship between HR practices and employee engagement. This means that organizations need to find ways to help employees achieve a better WLB.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.19 no.1
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• pp.58-65
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• 2011

The purpose of this study is to describe upon the most effective leadership stlyes for Airlines based on the transformational and transactional leadership that Bernard M.Bass proposed. The outcome of leadership treated here will be employee's extra efforts, employee's satisfaction with the leader, the effectiveness of the leader, involvement by employees in the organization, and management outcomes perceived by employees. The result of correlation showed that transformational leadership factors had positive impacts on the outcomes of leadership, but the transactional leadership had a negative impact on outcomes of leadership. According to results of multiple regression analyses, transformational leadership had a grater positive impact on outcomes of leadership than did transactional leadership. Transformational leadership is expected to promote and enhance the effectiveness of the hotel leaders, as well as the airline employee's extra effort, their satisfaction with the leader, involvement in the organization, and their perception of management outcomes. It is imperative that the airline industry continues to develop transformational leader.