Rewards, Satisfaction and Economic Trends under Nonlinear Assumption

Khalid, Komal; OAIB, Adnan SH

doi:10.13106/jafeb.2019.vol6.no2.287

Cited by 6 publications

(4 citation statements)

References 46 publications

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“…Employees will undoubtedly feel happy working in a non-discriminatory work environment, and this will foster work enthusiasm to achieve superior performance because they believe that their performance will be valued equally between the results obtained with the input or they sacrifice provide. Whoever works a lot will earn more rewards, but those who work less will receive a little award (Khalid & Shoaib, 2019).…”

Section: Discussionmentioning

confidence: 99%

Structural Model of Developing Human Resources Performance: Empirical Study of Indonesia States Owned Enterprises

Haerani¹,

MARDI²,

Hakim³

et al. 2020

JAFEB

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This study aims to analyze the effect of structural Person-Organization Fit and organizational justice on organizational commitment, job satisfaction, Organizational Citizenship Behavior and employee performance. This study is based on a quantitative approach by collecting data using a survey conducted on three SOE's companies in Indonesia that operate in Makassar City, namely Pelindo. Ltd (Port Company), PLN. Ltd (Electric Company) and Pertamina. Ltd (Oil and Gas Company), with a sample of 90 employees. The study population was all non-managerial permanent employees. Data analysis using Structural Equation Modeling. In structural relations, out of the nine direct tests, there were two insignificant relationships, and in all three hypotheses there was one not-supported hypothesis. When compared between person-organization Fit and Organizational Justice, it is found that organizational justice has a more critical role in building Human Resource performance compared to Person-Organization Fit, because organizational justice is better able to provide job satisfaction and make organizational commitment and OCB as a prerequisite for its formation to better Human Resources performance. With organizational justice, employees will feel more satisfied working, committed to the work and organization, and behaves as a supportive organizational citizen for the realization of the best performance for the interests of the organization going forward.

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Section: Discussionmentioning

confidence: 99%

Structural Model of Developing Human Resources Performance: Empirical Study of Indonesia States Owned Enterprises

Haerani¹,

MARDI²,

Hakim³

et al. 2020

JAFEB

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“…By definition, bonuses mean rewards for one's performance or additional financial or non-financial differences between one employee and another. From the perspective of management theory, the reward is a motivational aspect to provide additional enthusiasm for individuals or groups to get more leverage in carrying out their primary tasks in the organization and giving prizes not only to retain employees, but also to motivate employees to work better (Haerani et al, 2020;Khalid & Oaib, 2019;Indahingwati et al, 2019;Susanti et al, 2019). Giving rewards to employees can encourage employees to have more positive behaviors and attitudes at work, which can increase productivity and involvement in the organization (Akob, Arianty, & Putra, 2020;Suong, Thanh, & Dao, 2019;Arfah & Aditya, 2019).…”

Section: Introductionmentioning

confidence: 99%

Moderating of Religiosity on Reward and Engagement: Empirical Study in Indonesia Public Service

Saleh¹,

Hayat²,

Sumartono³

et al. 2020

JAFEB

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The study investigates the relationship and influence between religiosity, reward, and engagement in the public administration sector, both directly and causally via moderation. This study involved one hundred and twenty-three respondents in three local government organizations in Malang City, East Java Province, Indonesia, namely, the Malang City General Hospital, the Population and Civil Registry Office, and the Investment Office. The sampling method uses stratified random sampling from the total population of civil servants in Malang in the three institutions. The data analysis model of this study uses a quantitative approach with a unit of data analysis using the path analysis method. The analytical tools used are smart-PLS and SPSS. The results reveal that the direct combined effect of reward and religiosity has a positive and significant influence on the engagement. However, moderation between reward and commitment, which is bridged by religiosity, does not show positive and significant results. The non-positive relationship shown by testing moderation concludes that there is a separation of purpose between the portion of religiosity in the world of work, where religiosity in this study is only described as part of the concept of worship, and the relationship between the person and his God.

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“…Secondly, we add some new understanding of factors moderating the relationship between IR and IS. The influence of moderators on the relationship between IR and JS has been studied in only few studies (see Table 8), examining the influence of age (Rehman et al, 2010), age and gender (Oriarewo et al, 2013), economic trends (Khalid & Oaib, 2019), and different individual (gender, occupation, employment status, employment contract), organisational (company size, type of activity) and national factors (unemployment rate, T&T contribution to employment) on the relationship between IR and JS (Bednarska, 2015). Our findings confirm the fact that there is a plenty of room for further investigation of moderators of the observed relationship between IR and JS, since although there are only a few studies on moderators of this relationship, the obtained evidence has shown to be mainly controversial (regarding, for example, the role of gender, age, size and type of activity of the company).…”

Section: Discussionmentioning

confidence: 99%

Moderators of the relationship between intrinsic rewards and job satisfaction: The evidence from the Republic of Srpska

Bogićević-Milikić

Došenović

2020

Sociologija

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The paper investigates the relationship between intrinsic rewards and work-related attitude (job satisfaction) as well as possible moderators of this relationship, such as: age, gender, education level, position (managerial/nonmanagerial), length of total work experience, tenure in the organisation, type of organisation`s business activity, company size and ownership structure of the company. We used data collected via questionnaire filled-in by 738 employees working in 283 different companies in the Republic of Srpska. Results indicate that there is a strong positive correlation between intrinsic rewards and job satisfaction. Furthermore, the results revealed that, among selected individual and organisational factors, only 3 factors - education level, managerial/non-managerial position and ownership structure of the company moderate the relationship between intrinsic rewards and job satisfaction in the selected sample.

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Rewards, Satisfaction and Economic Trends under Nonlinear Assumption

Cited by 6 publications

References 46 publications

Structural Model of Developing Human Resources Performance: Empirical Study of Indonesia States Owned Enterprises

Structural Model of Developing Human Resources Performance: Empirical Study of Indonesia States Owned Enterprises

Moderating of Religiosity on Reward and Engagement: Empirical Study in Indonesia Public Service

Moderators of the relationship between intrinsic rewards and job satisfaction: The evidence from the Republic of Srpska

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