A multilevel analysis of individual and organizational factors that influence the relationship between career development and job-performance improvement

Lee, Yunsoo; Lee, Jae Young

doi:10.1108/ejtd-11-2017-0097

Cited by 43 publications

(53 citation statements)

References 70 publications

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“…Any expectation about how someone should behave in carrying out a task means playing a role. So performance is said to be successful if organizational effectiveness can be realized [21].…”

Section: Issn: 2252-8806 mentioning

confidence: 99%

Family planning instructor’s performance in the toddler family development program

Hutagalung

Hermawan

Husin³

2021

IJPHS

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Family planning instructors are vital in implementing the toddler family development program considering their function. This article aims: i) Analyze the performance of family planning instructors in the implementation of the toddler family development program/bina keluarga balita (BKB); ii) Analyse the factors supporting and inhibiting the effectiveness of the performance of family planning instructors in the community. This research used quantitative methods through survey instruments with a population of all family planning instructors which implementing toddler family development program. The pandemic situation has made the data collection process carried out by online questionnaires with Google Forms application. In order to obtain the required data, data collection was carried out through a questionnaire with a sample of 84 respondents. Data analysis was performed through descriptive statistical analysis using MS.Excel and SPSS. The data analysis concluded that the performance of family planning instructors in managing the program is in the good category. In the process approach, effectiveness is shown from the fulfillment of these performance variables in the implementation of the program, so that by looking at the categories in the cumulative analysis that are in the good category.

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“…Any expectation about how someone should behave in carrying out a task means playing a role. So performance is said to be successful if organizational effectiveness can be realized [21].…”

Section: Issn: 2252-8806 mentioning

confidence: 99%

Family planning instructor’s performance in the toddler family development program

Hutagalung

Hermawan

Husin³

2021

IJPHS

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“…This is especially important in the strategic application of assets of which human capital is intellectual capital's predominant element (Vidotto et al, 2017). Its development provides competitive advantage for the organisation (Hatch, 2004;Lee and Lee, 2018). Indeed, Crook et al's., (2011) meta-analysis of 66 previous studies confirmed that human capital relates strongly to performance and that this is especially true when that capital is not readily tradable.…”

Section: Literature Reviewmentioning

confidence: 99%

Human capital neurodiversity: an examination of stereotype threat anticipation

Priscott

Allen

2021

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PurposeThe purpose of the study was to test the assumption of similarities between neurodivergents and other minority groups regarding their reaction to stereotype threat. In addition, it aimed to identify the source of stereotype threat and the neurodivergent's response to it.Design/methodology/approachTwo studies were conducted. Study 1 employed three exercises consisting of brochures, learning sets and posters to test organisational cues, notions of intelligence and situational cues. It collected data from 53 participants to establish whether stereotype threat observed in visible difference such as race, gender and intelligence is equally relevant to neurodiversity. Study 2 consisted of interviews with 44 participants to establish stereotype threat source, reaction and effect on declaration of invisible difference.FindingsNeurodivergents, defined by their invisible difference, react similarly to those with a visible difference with respect to organisational cues and stereotype threat. They will cognisantly define their behaviours depending upon those cues and stereotype threat. In doing so, they draw upon previous personal and work experiences. After the event, they will make a comparison to their assessment. If it is similar to their assessment, it reinforces it; however, if it is dissimilar, the neurodivergent will make an adjustment to the assessment. In both cases, the experience will form part of a future threat assessment.Research limitations/implicationsThe research is limited by its interpretivist nature and sample comprising personnel within a UK government organisation.Practical implicationsThe research has practical implications for employers, providing managers with a model to understand the impact a neurodivergents' previous experiences can have on their ability to interact within the workplace. Such understanding can provide insight into how best to utilise human capital.Originality/valueThis study makes a contribution to theory by expanding knowledge of neurodiversity in the workplace and by identifying the neurodivergents' reaction to the anticipation of a stereotype threat. In addition, it offers the stereotype threat anticipation conceptual model as a representation of the cognitive decisions made by neurodivergents to conceal or reveal their invisible difference.

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“…Career development assisted employees in identifying their talents so that they were able to optimize their potential abilities for organization (Conger, 2002). Therefore, to implement an effective career development program, employers should take notice of individuals and organizational factors affecting job performance as career development was a mediating factor in the relationship of job satisfaction, organizational commitment with job performance (Lee & Lee, 2018). Beside the mediating effect, London (1993) identified the direct positive relationship of support for career development on employee career motivation.…”

Section: Career Developmentmentioning

confidence: 99%

The impacts of human resource management practices on employees’ motivation and loyalty

Khương¹,

Phuong²,

Phương³

2020

10.5267/j.msl

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The research was conducted in order to identify the relationships between human resource practices, employee motivation and employee loyalty. Quantitative research method was applied with questionnaires directly delivered to 595 employees in hospitality sector in Ho Chi Minh city, Vietnam. Statistics techniques including exploratory factor analysis, reliability analysis, multiple regression and mediation analysis were used. The empirical results showed that variables of team spirit, career development, compensation, relationship with manager and working environment directly affected employee motivation and consequently, they provided indirect effects on loyalty through the mediation of employee motivation. In addition, employee loyalty was also directly affected by career development, working environment and employee motivation. It is suggested that hospitality sector should develop attractive compensation and benefit policies, comfortable workplace environment, coherent teamwork culture as well as straightforward career training and development plan for achieving higher level of employee loyalty.

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A multilevel analysis of individual and organizational factors that influence the relationship between career development and job-performance improvement

Cited by 43 publications

References 70 publications

Family planning instructor’s performance in the toddler family development program

Family planning instructor’s performance in the toddler family development program

Human capital neurodiversity: an examination of stereotype threat anticipation

The impacts of human resource management practices on employees’ motivation and loyalty

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