Compensation, Job Satisfaction and Employee Performance in Health Services

Ramli, Abdul Haeba

doi:10.25105/ber.v18i2.5335

Cited by 54 publications

(49 citation statements)

References 9 publications

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“…Imbalan merupakan kompensasi dalam bentuk upah, insentif, dan reward yang diberikan kepada bidan setelah mereka memberikan kemampuan, keahlian serta usahanya kepada organisasi. Hasil riset Ramli (2018)…”

Section: Faktor Ekstrinsikunclassified

“…Hasil empiris berikutnya menunjukkan tidak ada hubungan yang signifikan antara imbalan dengan kinerja. Hasil ini berlawanan dengan hasil riset Ramli (2018), Aspita & Sugiono (2018) serta Saban et al (2020). Gaji atau imbalan finansial yang diterima oleh seseorang bagi jasa-jasa yang diberikannya kepada organisasi dapat mengambil berbagai bentuk, jumlah imbalan finansial yang layak diterimanya berdasarkan jenjang pendidikan, pengetahuan, keterampilan, sifat pekerjaan, besarnya tanggung jawab dan wewenang (Robbins & Judge, 2013;Dessler, 2016).…”

Section: Pembahasanunclassified

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Pengaruh Karakteristik Individu dan Faktor Ekstrinsik terhadap Kinerja Bidan

Linda¹,

Zulfendri²,

Juanita³

2021

Ekobis

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The performance of the midwife as part of the human resources owned by the hospital will affect the performance of the health service institution concerned as a whole. The purpose of this study was to analyze the effect of individual characteristics (including age, years of service, employment status, skills, and motivation) and extrinsic factors (including rewards, workload, supervision, and training) on the performance of midwives. This explanatory survey research used all of the midwives who served in the inpatient obstetrics room at Langsa Hospital, amounting to 47 people as respondents. Data were collected through questionnaires and analyzed by logistic regression method. The results showed that employment status, skills and motivation from individual characteristics as well as supervision and training from extrinsic factors had a significant effect on the performance of midwives. Furthermore, motivation was identified as the dominant variable influencing the performance of midwives.

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Section: Faktor Ekstrinsikunclassified

Section: Pembahasanunclassified

Pengaruh Karakteristik Individu dan Faktor Ekstrinsik terhadap Kinerja Bidan

Linda¹,

Zulfendri²,

Juanita³

2021

Ekobis

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“…Many studies have shown that employee satisfaction is a key element of performance [28,29]. Consequently, managers should devote part of their efforts to ensuring staff satisfaction.…”

Section: Area 5 Staff Satisfactionmentioning

confidence: 99%

Managerial features and outcome in neonatal intensive care units: results from a cluster analysis

Fanelli

Bellù

Zangrandi

et al. 2020

BMC Health Serv Res

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Background Healthcare organisations differ in performance even if they are located in the same country or region. Suitable managerial practices and organisational processes can lead to better health outcomes. As a result, hospitals are constantly looking for managerial arrangements that can improve outcomes and keep costs down. This study aims to identify different managerial models in neonatal intensive care units (NICUs) and their impact on a large number of outcomes. Methods The research was conducted in Italy, within the SONAR project. SONAR’s aim was to identify the characteristics of NICUs, monitor outcomes and promote best practices. This study includes 51 of the 63 NICUs that took part in the SONAR project. Questionnaires on the activities and managerial features were administered to doctors and nurses working in NICUs. A total of 643 questionnaires were analysed from doctors and a total of 1601 from nurses. A cluster analysis was performed to identify managerial models of NICUs. Results Three managerial models emerged from cluster analysis: traditional, collaborative and individualistic. In the “traditional” model the doctor is above the nurse in the hierarchy, and the nurse therefore has exclusively operational autonomy. The “collaborative” model has as key elements professional specialisation and functional coordination. The “individualistic” model considers only individual professional skills and does not concern the organisational conditions necessary to generate organisational effectiveness. The results also showed that there is an association between managerial model and neonatal outcomes. The collaborative model shows best results in almost all outcomes considered, and the traditional model has the worst. The individualistic model is in the middle, although its values are very close to those of traditional model. Conclusions Health management needs to assess NICU strategically in order to develop models to improve outcomes. This study provides insights for management useful for designing managerial characteristics of NICUs in order to achieve better results. NICUs characterised by a collaborative model in fact show better neonatal outcomes.

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“…Employee competency improvement can be made by conducting interrelated and continuous program management that focuses on improving the qualityof the program (Ramli and Maniagasi, 2018), especially those related to human resource development programs (Ramli, 2018b) Learning and Growth achievement of the HC program to achieve the stated business results of the company (Phillips, 2005;Ghazmahadi, Basri, Kusnadi and Ramli, 2020;Imran and Ramli, 2019).…”

Section: Employee Competencymentioning

confidence: 99%

Analysis of Human Capital in Talent Management Program, Training and Development to Improve Employee Competence Case Study in BSG Group

Diatmono

Mariam²,

Ramli

2020

bus. and entrepreneurial rev.

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The purpose of this research was to understand human capital analysis to talent management program, training and development to improvement employees competency. It was a qualitative research with an case study method conduct at BSG Group (6 companies) in 2019. The data were collected through participant observation using interview, observation, document study, and recording. The data analysis to understand management program was run with the company to make strategic changes to improve employees competency approach to human capital, including: (1) talent management, (2) training and development, using balance scorecard as measurement quality. The findings lead to the recommendation to make change talent management program, training and development to enhancement employees competency in linking the company's business strategy that can create an increase job productivity and company profits in accordance with the intended purpose the support and commitment of top management and empower to all employees synergistically.

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Compensation, Job Satisfaction and Employee Performance in Health Services

Cited by 54 publications

References 9 publications

Pengaruh Karakteristik Individu dan Faktor Ekstrinsik terhadap Kinerja Bidan

Pengaruh Karakteristik Individu dan Faktor Ekstrinsik terhadap Kinerja Bidan

Managerial features and outcome in neonatal intensive care units: results from a cluster analysis

Analysis of Human Capital in Talent Management Program, Training and Development to Improve Employee Competence Case Study in BSG Group

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