Purpose This paper aims to identify the relationship pattern between intra-team trust and team innovation and the influence of moderating variable task complexity on the relationship. It also describes why and how intra-team trust is a unique antecedent for team innovation, as too much or too less influence of the variable can have detrimental effects on team innovation. Design/methodology/approach The paper uses survey research. The data were collected by distributing questionnaires to work teams. After the individual-level data were aggregated into team-level data, hierarchical linier regression was conducted to test the hypotheses. Findings The paper provides empirical findings that (1) intra-team trust and team innovation have a curvilinear relationship pattern, (2) task complexity does not influence curvilinear relationship (3) and the increase in task complexity improves the possibility of team innovation to occur. Research limitations/implications The paper has two limitations. First, as intra-team trust was also represented by aggregated perception of team members’ trust for outside parties (not only members’ perception for their teams), the future research is expected to include the representation in the instrument. Second, recent research studies have shown that contextual factor of task interdependence, instead of task complexity, also had an effect on the relationship pattern between intra-team trust and team performance (i.e. team innovation). Therefore, for future researchers, it is suggested that the use of task interdependence would be an alternative moderating variable on the relationship between intra-team trust and team innovation. Practical implications The paper discusses the strategy to enhance team innovation by revealing strategies to manage interplay among intra-team trust, team complexity and the desired team innovation. Originality/value The paper identifies the need to conduct empirical research on how an interplay among intra-team trust, task complexity and team innovation could be enabled.

This study aims to determine the impacts of Quality of World Life (QWL), Work Motivation (WM) on Organizational Citizenship Behavior (OCB) mediated by Job Satisfaction (JS). Here, information and data are obtained from 171 responses from PT. Regarsport Industri Indonesia employees collected using online questionnaires. The data were analyzed via factor analysis with SPSS supports. From the analysis, the results describe that there is a direct effect of QWL and WM on OCB. Furthermore, there is an indirect influence of QWL and WM on OCB mediated by JS. Interestingly, the mediation variable is incapable to directly affect the OCB.  Therefore, this study demonstrates the importance of QWL and motivation so that Job Satisfaction is fulfilled and finally the formation of OCB employees is established.

This study aims to empirically prove the relationship between person-organization (P-O-Fit) on employee performance with job satisfaction and organizational commitment as mediating variables. The importance of conducting research to deepen the understanding of Person-Organization Fit and job performance both directly and indirectly, in this case, mediating job satisfaction and organization commitment, which leads to the overall employee job performance and indisputably on increasing performance productivity of the Madiun City Government. The research sample was carried out by purposive sampling with 354 respondents, consisting of several regional officials, the Madiun City Government. Testing the research hypothesis used the Baron and Kenny method, with a series of multiple linear regression models. The results uncovered that (1) there was an influence of P-O Fit on job satisfaction of 8.1%. ( 2) There was an effect of P-O Fit on organizational commitment of 11.7%. (3) There was an influence of job satisfaction on employee performance of 13.2%. (4) There was an effect of organizational commitment on employee performance of 10.6%. However, (5) there was no effect of P-O Fit on employee performance. In addition, (6) there was a mediating effect of job satisfaction on the relationship between P-O Fit and employee performance. ( 7) There was also a mediating effect of organizational commitment on the relationship between P-O Fit and employee performance.

Abstract. This research examines the impact of personal competencies on individual work performance when performing maintenance activities and examines job specialization, formalization, and centralization as moderator variables. For the analysis, we use questionnaires data from 741 respondents of maintenance officers in the Signalling and Telecommunication Departement at PT KAI (Persero). The results showed that personal competencies significantly affecting individual work performance with a correlation value of 0.001 ( <0.05), and other results related to job Specialization and Centralization as moderator variables demonstrated that these two variables could not be treated as moderators in strengthening the relationship between personal competencies and performance. The results showed correlation value of 0.847 ( >0.05) and 0. 173 (>0.05), respectively. This research's formalization variable was not used in the hypothesis testing stage as a moderator because it lacked instrument validity. This study recommends that maintenance officers have better individual work performance when management focuses on increasing the personal competencies or focuses on increasing competencies in work fields that require special skills by the scope of work they face. Keywords: Personal Competencies. Individual Work Performance. Job Specialization. Formalization. Centralization

In this study, we examined the effect of pay level satisfaction on individual work performance moderated by person–environment fits, namely person–job fit, person–organisation fit, and person–group fit. This study used a survey questionnaire of 297 conductors of PT Kereta Api Indonesia Persero. The study results show that pay level satisfaction has a positive and significant association with individual work performance. In contrast, person–environment fit does not affect individual work performance, as the unsupported analysis results evidence. This article concludes with directions for future research on the relationships among pay level satisfaction, person–environment fit, and individual work performance and their various implications for management practice. Keywords: Pay level, satisfaction, person–environment fit, individual work performance, conductor