Factors influencing employee performance: the role of human resource management practices and work engagement

Krishnaveni, R.; Monica, R.

doi:10.1504/ijbpm.2018.10013739

Cited by 4 publications

(3 citation statements)

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“…ANOVA test indices showed a strong difference in females (F=1.874;MS=3.2003;df=1.5) and an inverse but the stable difference between the male gender and optimism for the future (F=1.3085; df=1.5). All supportive studies in line with this work results have shown that people who have a high degree of transversal skills and competencies development are more satisfied with life, motivated to be engaged in the future, and exhibit fewer behavioral issues (Ahmad et al, 2020;Krishnaveni & Monica, 2018;Viviers et al, 2016;Charoensap-Kelly et al, 2015;Morris et al, 2013).…”

Section: Discussionsupporting

confidence: 80%

“…These concepts also include the exploration of factors, mutual influences, and dynamics that are based on skills and competencies. The studies cited in the paper have explored some of these models and tried to give a comprehensive review of different views of the connection between soft skills and human capital (Succi & Canova, 2019;Krishnaveni & Monica, 2018;Malinin, 2018;Leon et al, 2017;Viviers et al, 2016;Hsin & Xie, 2016;Riggio & Saggi, 2015). Results of the current study revealed that the sub-tests with the major significant indices were positive attitude and spirit of initiative (r=.567; p<0.05), teamwork and collaboration (r=.601; p<0.05), and communication channels (r=.81; p<0.05).…”

Section: Discussionmentioning

confidence: 99%

“…If universities and higher education institutions were also committed to enhancing the emotional and social skills of students, companies, and society would derive a huge economic advantage (Krishnaveni & Monica, 2018;Nordin, 2011;Cherniss & Goleman, 1998). It should be noted here that learning a transversal skill is different from learning a cognitive skill.…”

Section: Three Phenomena Interpenetrate and Influence Each Othermentioning

confidence: 99%

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Soft Skills and Competence Education in Promoting the Twenty-First Century Philosophy of Life

Kashami,

Curi

2023

OJER

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The present paper aims to explore the construct and effects of soft and transversal skills to developing efficiently competent students. The methodological construct of the present study is a mixed one. The study design is probabilistic and the method used in it is of the transversal typology. The final answers were collected in a sample cohort of 500 valid responses in three years of undergraduate studies at the Mediterranean University of Albania with a gender distribution of 335 girls (67%) and 165 boys (33%). The results revealed that the sub-tests with the major significant indices were positive attitude and spirit of initiative (r=.567; p<0.05), teamwork and collaboration (r=.601; p<0.05), and communication channels (r=.81; p<0.05). Pearson inter-correlations indices for the 1st and 2nd factor of the soft-skills sub-skills found that the most significant index is related to the sense of motivation axis (optimism and control of the future, legitimate anger, self-esteem, and self-efficacy) (Sig2. p=0.01<0.05, r=.7054) over the communication resources (persuasion, adversity management, and creativity) (Sig2. p=0.01<0.05, r=.504). ANOVA test indices showed a strong difference in females (F=1.874; MS=3.2003; df=1.5) and an inverse but the stable difference between the male gender and optimism for the future (F=1.3085; MS=-1.111; df=1.5). In conclusion, indices of the current work revealed the impact that a healthy and optimistic motivation cause on the willingness of learning new skills and competencies and developing an efficient student for the working world. The authors recommend drawing attention to conducting more training programs within the academic curricula for fostering and providing students with basic and advanced skills and competencies to be fully adjusted to the European Union philosophy of life and employability world.

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Section: Discussionsupporting

confidence: 80%

Section: Discussionmentioning

confidence: 99%

Section: Three Phenomena Interpenetrate and Influence Each Othermentioning

confidence: 99%

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Soft Skills and Competence Education in Promoting the Twenty-First Century Philosophy of Life

Kashami,

Curi

2023

OJER

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The effect of employee motivation and employee engagement on job performance mediated by job satisfaction

Ramadan Wardiansyah,

Khusniyah Indrawati,

Tri Kurniawati

2024

IJRBS

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This study aims to investigate the effect of employee motivation and employee engagement mediated by job satisfaction on job performance. This study employs explanatory research with a quantitative approach. The population in this study consisted of all employees of retail company X. The sampling technique used was saturated sampling, and the number of research samples was 150. Data was collected through surveys and documentation, and the instrument was tested using Likert scales. The data was analysed using Structural Equation Model Partial Least Squares (SEM-PLS) modelling. The results of this study indicate that employee motivation can increase job performance, while employee engagement cannot increase job performance. Furthermore, the findings revealed that employee motivation can increase job satisfaction while employee engagement cannot. Job satisfaction can increase job performance. Job satisfaction can mediate the effect of employee motivation on job performance, but it cannot mediate the effect of employee engagement on job performance. According to the findings of this study, Company X should be able to provide motivational stimulus to employees by increasing salaries and work incentives, as well as increasing training and developing employee skills, so that workers can work effectively and efficiently.

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Impacts of Workplace Factors on Employee Engagement in the Public Sector

Alnuaimi

2022

European Journal of Marketing and Economics

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Employees are an integral part of any organization because of the value they bring, and how they help the organization achieve its goals. Yet, the percentage of employees who are passionate about their jobs and the overall goal of the organization where they work remains in the minority. While workplace factors tend to play a role in determining the extent to which employees are engaged, actively engaged or unengaged, the direct impact on employee engagement remains vague. This paper presents the outcome of a study conducted which evaluates the impact of workplace factors on employee engagement in public sector entity. An online questionnaire was completed by 120 employees of one of UAE public sector entities. Participants were selected through random sampling to ensure fair representation. The primary data was analyzed using structural paths analysis to determine the direct effects of workplace experience as well as workplace conditions on Employee Engagement respectively. The findings indicate that workplace conditions positively influence employee engagement in the public sector entity, while the impact of workplace experience is negative and unsupported in the UAE public entity examined. The implication of these findings is that public sector entities such as the one examined is able to determine the workplace factor to prioritise for sustaining engagement of its employees in order to increase engagement level. This study advances organizational studies in general, particularly the field of employee engagement. The result helps to empirically verify the positive influence of workplace factors such as clarity of work, opportunities at work and support from managers on employee engagement.

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Factors influencing employee performance: the role of human resource management practices and work engagement

Cited by 4 publications

References 0 publications

Soft Skills and Competence Education in Promoting the Twenty-First Century Philosophy of Life

Soft Skills and Competence Education in Promoting the Twenty-First Century Philosophy of Life

The effect of employee motivation and employee engagement on job performance mediated by job satisfaction

Impacts of Workplace Factors on Employee Engagement in the Public Sector

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