This study aims to identify organizational factors and individual factors that shape performance and analyze organizational factors and individual factors that have a dominant contribution to the performance of lecturers at STIE AMM Mataram. This type of research is descriptive exploratory research. Data were collected by questionnaire and documentation techniques. Data analysis using factor analysis. Based on factor analysis from the results of factor grouping based on factor loading variance, the 22 existing factors were reduced to 7 groups of factors that had a minimum factor loading value of 0.5, namely: The first group consisted of motivation with a loading factor of 0.902, education with a loading factor of 0.890. policies and rules with a loading factor of 0.852, technology with a loading factor of 0.809, abilities and skills with a loading factor of 0.661 and sanctions with a loading factor of 0.652. The second group consists of experience with a loading factor of 0.949, learning capacity with a loading factor of 0.946, characteristics with a loading factor of 0.727, and ethnicity or race with a loading factor of 0.554. The third group consists of resources with a loading factor of 0.837, leadership with a loading factor of 0.764, and age with a loading factor of 0.607. The fourth group consisted of family background with a loading factor of 0.879, gender with a loading factor of 0.641, and personality with a loading factor of 0.557. The fifth group consists of an organizational structure with a loading factor of 0.718, rewards and rewards with a loading factor of 0.675. The sixth group consisted of attitudes with a loading factor of 0.923 and job design with a loading factor of 0.728. The seventh group consisted of social class with a loading factor of 0.720 and perceptions with a loading factor of 0.588. Based on the loading variance factor grouping above, there are 6 most dominant factors shaping the performance of lecturers at STIE AMM Mataram, namely motivation, education, abilities and skills which are individual factors and policies and rules, technology and sanctions which are organizational factors.
This study entitled "an analysis of employee job satisfaction on leadership policies at PT. Nursula Indah Property. This study aims to determine the level of employee satisfaction on the policies of the leadership of PT. Nursula indah property, in addition to knowing which policies should be changed or maintained by the management of PT. Nursula Indah Property. The research method used is descriptive research, while to analyze the data used qualitative analysis with a Likert scale, where to measure employee job satisfaction used a questionnaire. For the quantitative analysis, the GPA (employee satisfaction index) analysis is used, and uses the formula for stress. Based on the analysis of employee satisfaction, of the eleven policy elements studied, there are three policies that employees feel less satisfied with, namely regarding training, wages, and career planning. Of the eleven elements, there are two elements that employees feel very satisfied, namely regarding recreational policies and complementary compensation. Of the eleven policy elements presented, the policies that need to be changed are about training, wages, and career planning. And policies that need to be maintained are policies on job performance appraisal, discipline, bonuses / incentives, complementary compensation, recreation, work agreements, safety and security, and promotion policies. The results of the frequency distribution of the eleven policy elements studied have reached a weighting scale of 3.34 - 5.00 with very satisfied criteriaThis study entitled "an analysis of employee job satisfaction on leadership policies at PT. Nursula Indah Property. This study aims to determine the level of employee satisfaction on the policies of the leadership of PT. Nursula indah property, in addition to knowing which policies should be changed or maintained by the management of PT. Nursula Indah Property. The research method used is descriptive research, while to analyze the data used qualitative analysis with a Likert scale, where to measure employee job satisfaction used a questionnaire. For the quantitative analysis, the GPA (employee satisfaction index) analysis is used, and uses the formula for stress. Based on the analysis of employee satisfaction, of the eleven policy elements studied, there are three policies that employees feel less satisfied with, namely regarding training, wages, and career planning. Of the eleven elements, there are two elements that employees feel very satisfied, namely regarding recreational policies and complementary compensation. Of the eleven policy elements presented, the policies that need to be changed are about training, wages, and career planning. And policies that need to be maintained are policies on job performance appraisal, discipline, bonuses / incentives, complementary compensation, recreation, work agreements, safety and security, and promotion policies. The results of the frequency distribution of the eleven policy elements studied have reached a weighting scale of 3.34 - 5.00 with very satisfied criteria
Background Hereditary multiple exostosis (HME) is a significantly rare genetic condition with benign chondrogenic lesions affecting long bones. Forearm involvement is relatively common, with varied treatment modalities reported. Here we describe our experience with HME. The study is the first of its kind to be conducted in the Middle East and Saudi Arabia. Methods A retrospective medical record-based case review was carried out on patients with forearm HME operated from 2006 to 2022 at our institution. Patient demographics, clinical presentation, management, outcome, Masada scale, and radiological outcomes were analysed. Results Ten patients (12 affected forearms) with HME were included. The average age of those undergoing surgery was 12.7 ± 5.13 years, and the average length of follow-up was 62.25 months. Most patients (n = 5, 50%) had Masada type 1 (Type I indicates radial head not displaced, primary exostosis from the distal region of the ulna, ulna relatively short, radius bending). Five (50%) underwent radial head resection. The majority of the patients (n = 8, 80%) had no complications or recurrence. Two patients developed recurrence; the first one developed recurrent radial bone deformity and dislocation of the radial head and the second, who underwent excision with an iliac crest bone graft application, developed osteolysis of the bone graft with recurrent deformity. Conclusion HME is typically managed primarily by excision of the lesion at skeletal maturity and annual check-up and radiological follow-up. If a secondary procedure is needed in future, simple excision of the dislocated radial head would be the most feasible approach. Due to the rarity of the illness and limited literature, further studies are still required to optimize the outcome in children with HME.
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