Employee and Organizational Performance: Impact of Employee Internal and External Factors, Moderated by Online Application

Abstract

The purpose of this study is analyze the internal factors impact of an employee (especially age, discipline, and motivation), and external factors of employee (especially training and incentives) on employee performance and organizational performance. The moderation impact of online application also analized at the relationship between employee performance on organizational performance. Used taxi drivers as unit analysis is an uniqueness of this study, the snowballing method with e-questionnaire used for collecting data resulted 100 taxi drivers as a sample. Using SmartPLS 3 in analyze, the results showed that the driver's motivation as a part of internal employee factors has a positive impact on employee performance directly and on organizational performance indirectly. Employee performance has a positive impact on organizational performance. The result implies that the company should always increase the driver's motivation for performance increased also. The other result showed that online application weakens the relationship between employee performance and organizational performance. Based on thus result, management needs to seek solutions.

Socioemotional wealth (SEW) as the driver of business performance in family businesses in Bosnia and Herzegovina: the mediating role of transformational leadership

“…Lai et al (2020) also indicated that transformational leadership increased job performance. According to Tarmidi and Arsjah (2019), job performance was positively related to the organizational performance. Finally, Al Khajeh (2018) stated that it was beneficial to organizational performance.…”

“…Although their research was not strictly concerned with family firms, Kim et al (2017) offered interesting findings that suggested that organizational identification was positively related to a company's financial performance. Furthermore, the research conducted among employees from the hotel industry showed that there was a positive relationship between organizational identification and job performance (Demir et al, 2014) which is beneficial to the concept of organizational performance (Tarmidi and Arsjah, 2019).…”

“…Also, the transformational leadership is positively related to organizational affective commitment (Allen et al, 2017) while Sharma and Dhar (2016) argued that affective commitment was positively associated with job performance. Research by Tarmidi and Arsjah (2019) indicated that job performance was positively related to the organizational performance. Additionally, research by Al Khajeh (2018) confirmed the positive relationship between transformational leadership and organizational performance.…”

Kreativitas Karyawan sebagai Variabel Mediasi antara Motivasi dan Kinerja Karyawan

“…Ini terjadi karena Google LLC memberlakukan sistem baru (Victor, 2022). Kinerja perusahaan dapat terganggu jika keadaan seperti ini diabaikan (Tarmidi et al, 2019). Secara langsung, dampak dari kinerja karyawan yang buruk adalah biaya mahal yang perlu dikeluarkan perusahaan untuk membayar karyawan-karyawan dengan kinerja buruk tersebut (Moskowitz, 2012), rotasi karyawan yang tinggi, moral rendah karyawan, menyia-nyiakan sumber daya, karyawan yang kehilangan motivasi, beresiko terkena masalah terkait hukum, tingkat kesehatan karyawan yang rendah, serta berkurangnya produktivitas (Zambas, 2022).…”

The Relationship between Professional and Communication Competence on Employees’ Performance: A Conceptual Framework

“…al (2022), employee performance is the most important indicator of a company's capacity to fulfil its goals, and each employee must contribute to the company's vision and purpose. A study conducted by Tarmidi and Arsjah (2019) found in their study that employee performance has a positive impact on organisational performance directly and indirectly. Thus, it is crucial to ensure that the employees perform significantly to ensure the success of an organisation.…”