Employee’s Job Performance: The Effect of Attitude toward Works, Organizational Commitment, and Job Satisfaction

Susanty, Aries; Miradipta, Rizqi

doi:10.9744/jti.15.1.13-24

Cited by 56 publications

(62 citation statements)

References 39 publications

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“…It emphasizes on the linkage between employees and the organization. Similar findings from the study of Aries (Miradipta & Jie, 2013;Beebe-Mocilac, 2007) also focuses on a member's relationship with an organization where individual yields an emotional attachment that brings up commitment with a particular organization.…”

Section: Organizational Commitmentsupporting

confidence: 54%

Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention

Kadiresan¹,

Selamat²,

Selladurai³

et al. 2015

ASS

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It is widely agreed that the impact of human resource management (HRM) practices can create comparative advantage for the organizational performance when organizational commitment matters. On the contrary, turnover has become a trend and it is at rise in the current working environment. The main intention of this study is to demonstrate a relationship between HRM practices and organizational commitment and its impact on turnover intention. Data of 75 employees from several different industries were collected throughout Klang Valley in Malaysia. The outcome reflects a correlation among Performance Appraisal and Training and Development (HRM practices) with organizational commitment which in turn contributed an inverse relationship with employee turnover intention. The greater commitment developed among employees will improve the organizational effectiveness through maintained skilled and experienced employees thus reducing turnover intentions. Therefore, this study dedicates to the knowledge on the impact of HRM practices on organizational commitment and turnover intention. The data results can serve as a reference or guideline when conducting relevant studies in the future.

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Section: Organizational Commitmentsupporting

confidence: 54%

Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention

Kadiresan¹,

Selamat²,

Selladurai³

et al. 2015

ASS

View full text Add to dashboard Cite

show abstract

“…Some of the job related factors studied to date includes: job stress (Chen, 2009;Yozgat et al, 2013), job satisfaction (Perera et al, 2014;Pushpakumari, 2008;Wright et al, 2007), job experience (Kolz et al, 1998;Kotur & Anbazhagan, 2014).While some of the individual factor studies includes: commitment (Memari, Mahdieh, & Marnani, 2013;Susanty et al, 2013), personality (Abdullah et al, 2013;Rothmann & Coetzer, 2003), engagement (Anitha, 2014), emotional intelligence (Kumar, 2014;Shooshtarian et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Examining the link between HRM Practices and Employees’ performance in Nigerian public sector

Tabiu¹,

Pangil²,

Othman³

2016

10.5267/j.msl

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Improving employee and organizational performance has been the main concern of many organizations for decades and several factors have also been studied as predictors of employee performance in organizations. However, studies that comprehensively measured all the dimensions of employee performance that enhance organizational effectiveness are limited. This paper explored the influence of HRM practices on the employee performance in the Nigerian public sector. Using cross sectional method on 265 participants from local government areas, the findings revealed that HRM practices such as job rotation, job autonomy and career planning had a significant and positive influence on all the three dimensions of employee performance (task, contextual and adaptive performance).

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“…Employees need to keep improving the level of knowledge to increase the ability to sell products/services (Hsieh, Lin, & Lee, 2012 (Gotsch, Keck, & Spencer, 2012). Positive attitude often serves as sets of positive guidelines on potential individual behaviors, which may lure individual toward increasing his/her work motivation and commitment (Susanty, Miradipta, & Jie, 2013). …”

Section: Knowledgementioning

confidence: 99%

Value Creation on CRM: Evidence of Employee Competence in Bird’s Group Serviced Apartments in Indonesia

Nawangwulan¹,

Sawirin²,

Anantadjaya

2015

JSISCH

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With the fast-pace growth on apartment buildings in major cities in Indonesia, it is interesting to investigate the underlying reasons behind such high growth rates. Relying on the perspective of employee competence and prevailing activities on customer relationship management (CRM), this study intends to investigate the degree on influential factors toward organizational value creation for Bird Group, as the owner/manager of a few service apartments in the city of Bandung, in the province of Jawa Barat, Indonesia. It has become a public knowledge that any potential improvements on employee competence should generally impact the employee performance in carrying their tasks and responsibilities. Improvements on employee performance are expected to bring about enhancements on the combinations of CRM activities. The betterment in CRM activities may likely inspire public to step-up their buying intentions (BI) toward products/services. This may be true as the general level of customer satisfaction has increased. Undoubtedly, the higher BI is expected to push-up the organizational value creation. Having said that, it is uncertain whether or not such relationships do occur among those chosen variables in this study. This study relies on a quantitative approach to objectively evaluate empirical evidence. Since there are countless theoretical discussions on competence and the needs for employee training/development, this study seeks to investigate the actual significant influence of employee competence toward CRM activities, BI, customer satisfaction and organizational value creation. It is expected that the relationships among variables are positive and significant. In addition to the quantitative approach, a qualitative method is also utilized to extract managerial insights on the relationships among variables/indicators. Keywords: employee competence, CRM, customer satisfaction, buying intention, organizational value creation IntroductionCompetition is certainly rising. With the trends toward abolishing international borders in exports and imports, smooth operational activities to strengthen the organizational competitive advantage becomes crucial. Hospitality industry has certainly experiencing such pressures for a long time. With the common "requirement" on partnering-up with international-chain brands, hotels have experiencing better growth rate and survivability in the local market than relying on the use of local brands. This condition forces local brands into survival mode toward sustainability. Changing the regular apartment buildings into serviced apartments is one of the options that may help the business keep up with the situation.In the serviced management, it is a good opportunity for a hotel operators to manage the property in order to gain trust from public. Instead of buying apartment units and leaving the apartment units vacant when the apartment owners are not using them, it is better to have an operator, who can manage the property better to earn stable cash flows from the apartment units. A...

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Employee’s Job Performance: The Effect of Attitude toward Works, Organizational Commitment, and Job Satisfaction

Cited by 56 publications

References 39 publications

Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention

Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention

Examining the link between HRM Practices and Employees’ performance in Nigerian public sector

Value Creation on CRM: Evidence of Employee Competence in Bird’s Group Serviced Apartments in Indonesia

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