There is increasing evidence supporting the relationship between so-called high-performance or high-commitment human resource management practices (HRM) and various measures of organizational performance. However, it is not clear why this relationship exists. This paper argues that in order to provide a convincing explanation about this association, we need to improve the theoretical and analytical framework in three main areas namely the nature of HRM, and especially the reasons for a specific list of HR practices; the nature of organizational performance; and the relationship between HRM and performance. A model is presented to explore this connection. Existing literature on HRM and performance is reviewed based on analysis to identify key gaps in knowledge and help focus further research priorities.
This research is motivated by differences in the results of previous studies regarding the Effect of Current Ratio (CR), Quick Ratio (QR), Debt To Asset Ratio (DAR), and Debt To Equity Ratio (DER) on Return On Assets (ROA) in Companies Pharmaceutical Sub-Sector Listed on the Indonesia Stock Exchange for the 2015-2019 Period. This study aims to determine the effect of the Current Ratio (CR), Quick Ratio (QR), Debt To Asset Ratio (DAR), and Debt To Equity Ratio (DER) on Return On Assets (ROA). This study uses several data analyzes, namely descriptive analysis, model selection test, data selection method test (Chow test, Hausman test, and Langrange multiplier test), panel data regression analysis test, hypothesis testing (partial test and simultaneous test), and coefficients. determination by using the Eviews version 10 program. Based on the results of this study, it shows that the measurement results on the Current Ratio (X1) have no significant effect on Return On Assets (Y), Quick Ratio (X2) have no significant effect on Return On Assets (Y), Debt to Assets Ratio (X3) has an effect on Return On Asset (Y), and finally Debt to Equity Ratio (X4) has an effect on Return On Asset (Y).
SMEs or Small Medium Enterprises are businesses that keep growing in Indonesia. The resilience of SMEs to economic shock makes a lot of people choose this type of business. This study aims to review the correlation between market orientation, value creation and entrepreneur’s commitment to improving SMEs performance. The study conducted through a mediation model of value creation and commitment as the power of the entrepreneur. Respondents of this study are 133 entrepreneurs of creative industry SMEs in Bandung City. Data collection is carried out through questionnaires and processed by path analysis using Lisrel software. The research findings show that market orientation correlates with the improvement of SMEs performance directly and through the mediation of value creation. It is different from entrepreneurs’ commitment that cannot mediate the correlation to SMEs performance. The research results strengthen the control of market orientation on the improvement of SMEs performance with support of value creation
This research departs from the relationship between religion and culture. Both are different but have a close relationship and complement each other (influence). Leadership is action and behavior (leadership as act and behavior). Meanwhile, there are two sources of human action and behavior, namely religion and culture. Religion and culture have their respective values for humans. Religious values come from God while cultural values come from humans as actors of creation with members of the community. Human actions and behavior arise from the meaning of religious and cultural values. The question is whether leaders in Sundanese society are influenced by religious (Islam) and cultural values (Sundanese culture). This research chooses a study of Nyunda, Islamic (Nyantri) and Nyunda-Islami Leadership in Sundanese Leaders in West Java. This research method uses descriptive-analytic with the aim of getting a comprehensive picture related to the research focus. The results of this research show that religion and culture complement and influence leadership in Sundanese society. Religion and culture underwent a process of acculturation and assimilation, resulting in a dialectic between religious values (Islam) and cultural values (local wisdom), which gave birth to the philosophy or way of life of the Sundanese. One of them is the Sundanese leadership philosophy, namely the integration of religious and cultural values, which gave birth to three leadership characters in Sundanese society, namely (1). The Sundanese Leadership that Nunda. (2). Islamic Sundanese leadership (nyantri). (3). The Sundanese leadership that has both are Nyunda-Islami.
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