Employee performance in the perspectives of training, reward and motivation: Evidences from the Malaysian manufacturing company

Saraih, Ummi Naiemah; Mariadass, Rose Jennifer; Abashah, Aidanazima; Mutalib, Suhana Abdul

doi:10.1063/5.0044181

Cited by 4 publications

(5 citation statements)

References 15 publications

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“…5.1.2.3 Reward and recognition. According to Saraiha et al (2021), the organization should focus on employees' training and reward to ensure the employees' performance can be increased. Reward system among manufacturing employees has also positive effect on employees' motivation (Din et al, 2021).…”

Section: Discussionmentioning

confidence: 99%

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Alieva

Powell

2022

IJLSS

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Purpose The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how these relate to the emergence of digital waste. Design/methodology/approach This paper uses case-based research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-structured interviews with two management representatives and four shop-floor employees. The data was used to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours and soft management practices, in light of digital transformation. Findings The results suggest that several variables were positively influenced by the digital transformation process. These were top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to be negatively influenced by digital transformation The findings also indicate that several soft management practices and employee behaviours were not only influenced by manufacturing digitalization but also themselves influenced the process. The potential for digital waste creation was also detected in several variables, including reward and recognition and training employees. Practical implications Managers, practitioners and academics may learn about the importance of certain managerial practices and employees’ behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft lean management practices and certain employee behaviours during the digital transformation and in creating awareness of digital waste. Originality/value This study builds on several existing studies discussing the impact of digital transformation on soft management practices and employee behaviours. It provides insights from a lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital transformation. This study also highlights the significance of digital waste.

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Section: Discussionmentioning

confidence: 99%

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Alieva

Powell

2022

IJLSS

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“…In a study conducted by Saraih et al (2021), the results revealed that motivation exhibited a substantial and unfavourable association with employee performance.…”

Section: Employee Motivationmentioning

confidence: 99%

Impact of performance incentives on employees’ performance in a university in KwaZulu-Natal

Mbukwana,

Ayandibu

2023

SA Journal of Human Resource Management

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Orientation: Rewarding employees for meeting the organisation’s targets is crucial in order to motivate staff members to improve their performance.Research purpose: The aim of the study was to investigate if the incentive plans given to the employees at a comprehensive university in KwaZulu-Natal province have a positive impact on employee performance.Motivation for the study: Studies linking the role of performance incentives in driving performance in higher education, specifically academics, are limited, and this study aims to fill this gap of knowledge in the literature.Research approach/design and method: The study followed a qualitative approach where data were collected through interviews. An investigation was conducted with academics in the Faculty of Commerce, Law and Administration on the role of performance incentives in driving performance at a faculty from a comprehensive university in KwaZulu-Natal. The collected data were analysed using NVIVO.Main findings: The overall findings of the study showed a strong link between performance incentives and employees’ performance. It was found that financial incentives in the form of performance bonuses influenced the employees to work harder to meet the performance targets.Practical/managerial implications: The results of this study will assist human resource managers in higher education institutions to identify financial and non-financial incentives that seek to drive performance.Contribution/value-add: The results of the study revealed a strong link between performance incentives and employee performance. For this reason, it will add value to the reward strategies employed by universities in improving performance.

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“…Manajer pelatihan harus membuktikan bahwa mereka peduli dengan karyawannya, sehingga karyawan juga peduli dengan mereka dan mereka akan puas yang pada akhirnya akan meningkatkan kinerja perusahaan dan perusahaan akan memiliki keunggulan dibandingkan perusahaan lain. Oleh karena itu, karyawan harus terlibat penuh dalam program pelatihan dan harus ada hubungan antara karyawan dan perusahaan (Saraih et al, 2021). Budaya organisasi adalah seperangkat norma atau nilai yang diterapkan secara luas pada suatu organisasi (Ferine et al, 2021;Guiso et al, 2015) mengemukakan bahwa Budaya organisasi dalam suatu organisasi tidak dapat dipandang sebelah mata, hal ini dikarenakan budaya organisasi berperan dalam memberikan identitas pada suatu organisasi, dan budaya organisasi adalah kode komunikasi yang tidak terucapkan di antara anggota organisasi.…”

Section: A Pendahuluanunclassified

“…Menurut Schein dalam (Lellolsima et al, 2023) budaya organisasi adalah pola asumsi bersama sebagai pembelajaran untuk mengatasi masalah eksternal dan integrasi internal, diajarkan kepada anggota baru sebagai cara yang benar untuk memahami, memikirkan, dan merasakan masalah tersebut. Hasil penelitian terdahulu menunjukkan hasil bahwa kompetensi berpengaruh positif dan signifikan terhadap kinerja karyawan (Ajmal As'ad, 2019;Bagudek Tumanggor & Rosita Manawari Girsang, 2021;Hasibuan & Khair, 2021), pelatihan berpengaruh positif dan signifikan terhadap kinerja karyawan (Girdwichai & Sriviboon, 2020;Guan & Frenkel, 2019;Liu & Xiao, 2022;Saraih et al, 2021), budaya berpengaruh positif dan signifikan terhadap kinerja karyawan (Adha et al, 2019;Ferine et al, 2021;Lellolsima et al, 2023;Zhao et al, 2018).…”

Section: A Pendahuluanunclassified

“…Pelatihan meningkatkan kinerja karyawan dalam hal tingkat pribadi dan organisasi; karenanya dianggap sebagai salah satu keharusan manajemen SDM. Pelatihan diberikan untuk meningkatkan kemampuan, keterampilan, pengetahuan dan kinerja karyawan (Saraih et al, 2021). Indikator pelatihan menurut (Djastuti et al, 2020) adalah : (1) materi yang diberikan, (2) metode yang digunakan, (3) kemampuan pelatih, (4) perangkat pembelajaran…”

Section: Pelatihanunclassified

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Analisis Kinerja Karyawan Camat Ditinjau Dari Perspektif Kompetensi, Pelatihan Budaya Organisasi

Yulianti,

Masruri,

Ismela

2023

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Sumber daya manusia perlu dikelola secara profesional agar tercipta keselarasan antara kepentingan karyawan dan kepentingan organisasi dalam upaya memajukan organisasi. Untuk mengembangkan sumber daya manusia, organisasi mengadopsi teknik yang berbeda, mengatur berbagai program pendidikan teknis dan memperkenalkan karyawan baru pada budaya, nilai, keyakinan, filosofi dan proses organisasi sehingga karyawan memiliki arah yang jelas untuk mewujudkan tujuan individu dan organisasi. Oleh karena itu, untuk pengembangan yang berkelanjutan, organisasi harus berupaya menyelaraskan tujuan, sasaran organisasi dan kinerja karyawan serta membangun budaya yang baik dengan mengembangkan kompetensi kerja yang positif dan pelatihan yang tepat. Perusahaan akan berkembang dan mampu bertahan dalam lingkungan persaingan yang kompetitif apabila didukung oleh kinerja karyawan yang berkompeten di bidangnya. Penelitian ini bertujuan untuk mengetahui dan menganalisis pengaruh kompetensi, pelatihan dan budaya organisasi terhadap kinerja karyawan camat Kecamatan Padang Utara Kota Padang. Selain itu, juga untuk memperoleh gambaran dan analisis verifikatif tentang keadaan karyawan berdarkan data empirik. Hal ini dilakukan untuk memperoleh temuan-temuan yang bisa dijadikan masukan bagi karyawan dalam rangka mewujudkan tindakan positif menuju peningkatan kinerja yang lebih produktif, memiliki kompetensi dan keterampilan serta berpengaruh dalam pembentukan jati diri seorang karyawan agar mampu menumbuhkan rasa pertanggung jawaban karyawan terhadap perusahaan. Kualitas sumber daya manusia yang tinggi akan sangat menunjang dalam pencapaian tujuan organisasi, sebab manusialah yang merupakan pengelola, pengatur dan penggerak aktivitas sumber daya lain dalam organisasi. Metode yang digunakan adalah metode kuantitatif, dengan menggunakan kuesioner karyawan camat Kecamatan Padang Utara Kota Padang, Data yang didapat kemudian disusun dalam tabel – tabel yang menunjukan frekuensi dan presentase nilai dari masing – masing jawaban responden, kemudian diolah dan dianalisis dengan menggunakan model teknik analisis regresi sederhana, dan diolah dengan bantuan program Statistical Product and Service Solution (SPPS). Objek penelitian ini adalah seluruh karyawan camat Kecamatan Padang Utara Kota Padang berjumlah 60 karyawan. Teknik pengambilan sampel dengan teknik total sampling, yakni dengan metode sensus. Hasil yang didapat adalah kompetensi, pelatihan dan budaya organisasi terhadap kinerja karyawan baik secara parsial maupun secara simultan berpengaruh positif dan signifikan terhadap kinerja karyawan. Kata kunci : Kompetensi, Pelatihan, Budaya Organisasi, Kinerja Karyawan

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Employee performance in the perspectives of training, reward and motivation: Evidences from the Malaysian manufacturing company

Cited by 4 publications

References 15 publications

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Impact of performance incentives on employees’ performance in a university in KwaZulu-Natal

Analisis Kinerja Karyawan Camat Ditinjau Dari Perspektif Kompetensi, Pelatihan Budaya Organisasi

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