Hubungan Sistem Pengukuran Kinerja dengan Kinerja Manajerial: Peran Keadilan Prosedural, Kejelasan Peran, dan Komitmen Organisasi sebagai Variabel Pemediasi

Dasrita, Tuti; Tanjung, Amries Rusli; Basri, Yesi Mutia

doi:10.31258/sorot.10.2.3215

Cited by 4 publications

(7 citation statements)

References 12 publications

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“…This result is in accordance with previous research (Dahal, 2018;Dasrita et al, 2015;Lau & Oger, 2019). The performance measurement system provides positive motivation for employees always to improve the quality of their performance and as a basis for the follow-up to increase employee competency.…”

Section: Effect Of Performance Measurement Systems On Tamsupporting

confidence: 94%

“…Performance measurement is carried out to measure whether the activities carried out by employees, organizational units, or certain organizational functions are in accordance with the standards, achievement measures, or criteria set (Dasrita et al, 2015;Nilamsari, 2018). In implementing company operations, conditions and situations often change.…”

Section: Performance Measurement Systemmentioning

confidence: 99%

“…The modern approach emphasizes the balance between financial and non-financial factors (Dahal, 2018). Previous studies have shown that a good performance measurement system affects employee performance (Dahal, 2018;Dasrita et al, 2015;Lau & Oger, 2019). This influence is obtained because the performance measurement system provides positive motivation for employees always to improve their performance, help manage employees both concerning rewards and penalties, provide information about employee competencies and follow-up to increase competency.…”

Section: Performance Measurement Systemmentioning

confidence: 99%

“…Different studies regarding variables that are determinants of employee performance raise questions about the cause (Lukmana et al, 2013;Azizah et al, 2017;Dasrita et al, 2015;Dwi Hidayati, 2017;Fanani & Jalil, 2016;Mawarni & Yuliansyah, 2015;Rotberg, 2016;Syauta et al, 2012;Wanjiku & Lumwagi, 2014). One possibility is the existence of variables that affect the relationship between employee performance variables with leadership, company environment, and corporate culture.…”

Section: Introductionmentioning

confidence: 99%

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How Total Quality Management Mediates Antecedent Variables of Employee Performance?

Kustono¹

2020

JAFEB

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The research objective was to find out how Total Quality Management (TQM) mediates antecedents of employee performance variables? The research was conducted with a quantitative approach while the research design was cross sectional. The research model was tested using the structural equation modeling approach with partial least square analysis tools to test the influence among research variables. The research sample consisted of 315 respondents who answered a questionnaire in August-September 2019 at manufacturing companies in East Java. The results showed that situational leadership did not affect employee performance, but did affect the successful implementation of TQM. The performance measurement system has no direct effect on employee performance. The performance measurement system has a direct effect on employee performance. Organizational culture has a direct effect on both employee performance and the application of TQM, so that the application of TQM can improve employee performance. TQM implementation variable acts as a mediation between situational leadership and organizational culture on employee performance. The relationship that was originally a direct influence turned into an indirect effect through TQM. The TQM variable is not proven to be an intervening variable between the performance measurement system and employee performance. There is a direct relationship between these two variables.

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Section: Effect Of Performance Measurement Systems On Tamsupporting

confidence: 94%

Section: Performance Measurement Systemmentioning

confidence: 99%

Section: Performance Measurement Systemmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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How Total Quality Management Mediates Antecedent Variables of Employee Performance?

Kustono¹

2020

JAFEB

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“…Selain itu hasil penelitian yang dilakukan oleh Negara (2017), Simorangkir (2013), dan Handayani (2013) yang menyatakan bahwa sistem pengukuran kinerja berpengaruh positif terhadap kinerja manajerial. Namun hasil penelitian dari Jusuf (2013) dan Dasrita et al (2015) menunjukkan hal yang berbeda, yaitu tidak adanya pengaruh antara sistem pengukuran kinerja dengan kinerja manajerial. Berdasarkan uraian sebelumnya, dapat disusun hipotesis sebagai berikut.…”

Section: Pendahuluanunclassified

Partisipasi Penyusunan Anggaran, Kompetensi, Self-Efficacy Sistem Pengukuran Kinerja dan Kinerja Manajerial

Gitariani

Mimba

2021

E-Jurnal Akuntansi

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The purpose of this study was to examine the effect of budgeting participation, competence, self-efficacy and performance measurement systems on managerial performance. This research was conducted at the Regional Apparatus Organization (OPD) of Tabanan Regency. This research was conducted at the Regional Apparatus Organization (OPD) of Tabanan Regency. A total of 102 people were selected as respondents. The sampling method used in this study was purposive sampling and the data analysis technique used in this study was multiple linear regression analysis. The results of this study indicate that budgetary participation, competence, self-efficacy and performance measurement systems have a positive effect on managerial performance. Keywords: Participation in Budget Formulation; Competence, Self-Efficacy; Performance Measurement System; Managerial Performance.

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Gaya kepemimpinan yang efektif pada Generasi X dan Generasi Millenials

Sentika¹,

Prianka²,

Rifai³

et al. 2022

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It is difficult to manage human resources across generations within an organization. This study aims to analyze leadership styles that are suitable for generation X and millennials, where the independent variables consist of transformational leadership (X1), ethical leadership (X2), and servant leadership (X3), while motivation is the dependent variable (Y). This research is descriptive because it examines and analyzes a problem or phenomenon. This study's sample consists of MSME actors from Bandung and Sumedang from the X and Millennial generations. The results of this study indicate that the most appropriate leadership style in generation X, based on the order of the average score, is ethical leadership (86.49%), transformational leadership (84.94%), and servant leadership (85.77%), while the most suitable leadership styles for the millennial generation, based on the order of the average score, are ethical leadership (93.82%), transformational leadership (90.05%), and servant leadership (85.56%). Even though the order of leadership styles between generation X and millennials is the same, there are differences in the highest average score in the Ethical Leadership variable indicator.

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Hubungan Sistem Pengukuran Kinerja dengan Kinerja Manajerial: Peran Keadilan Prosedural, Kejelasan Peran, dan Komitmen Organisasi sebagai Variabel Pemediasi

Cited by 4 publications

References 12 publications

How Total Quality Management Mediates Antecedent Variables of Employee Performance?

How Total Quality Management Mediates Antecedent Variables of Employee Performance?

Partisipasi Penyusunan Anggaran, Kompetensi, Self-Efficacy Sistem Pengukuran Kinerja dan Kinerja Manajerial

Gaya kepemimpinan yang efektif pada Generasi X dan Generasi Millenials

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