Organization Culture - Oriented Training Design

Agustriyana, Darwis; Gusni,; Tarmidi, Didi; Bestari, Dinda Kayani Putri

doi:10.5430/ijfr.v10n5p82

Cited by 2 publications

(2 citation statements)

References 14 publications

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“…Besides, Xiong and his associates [54] argue that organizations with clan corporative culture stress cohesiveness and teamwork, which improves the employee's social performance and corporate achievements but does not encourage the employees to understand and meet the changing consumer needs. A work environment that stresses more on familial or class associations gives less focus to the consumer since the employees establish close relationships among themselves, a concept that raises a poor attitude in fulfilling customer needs [55,56]. Thus, organizations that primarily rely on clan corporate culture find it hard to meet the needs of the changing market.…”

Section: The Negative Relationship Between Customer Orientation Compe...mentioning

confidence: 99%

The Effect of Employee Competency and Organizational Culture on Employees’ Perceived Stress for Better Workplace

Kim

Jung

2022

IJERPH

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Although the meaningful relationship between organizational culture and employee performance is a widely-researched topic, there is scant research available how organizational culture impacts on employees’ perceived stress in the workplace, affecting their performance. This might cause a difficulty to guide practitioners as to what organizational elements can be applied to reduce employee perceived stress. To add the level of robustness and fill the gap in the literature, the present research explores the effect of organizational culture with employee competency on workers’ perceived stress which has emerged as a common occupational disease and affected employees psychologically and physically; thus, affecting their performance. Using 641 responses, the statistical findings of the present research insists that HR practitioners should match the type of organizational culture and employee competency situationally to reduce employee stress. The current authors suggest that organizations desiring the adaptability competencies (Professional competency) for their employees should build a clan organizational culture. In contrast, organizations should encourage a market organizational culture for their employees who possess customer orientation competency (Simply result-oriented competency). The research outcomes provide additional knowledge to the existing literature, enhance academicians’ understanding of the research topic, and serve as a significant knowledge base for further empirical research.

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Section: The Negative Relationship Between Customer Orientation Compe...mentioning

confidence: 99%

The Effect of Employee Competency and Organizational Culture on Employees’ Perceived Stress for Better Workplace

Kim

Jung

2022

IJERPH

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“…In doing so, we provide a more complete account of the key cultural characteristics and processes related to the new generation of young people, including motivation for work and longterm orientation towards a single company. We do so in the context of the individual knowledge, skills and attitudes emphasized in the strategic human capital literature as being key to employee contributions to organizational performance (Ployhart et al, 2014), more specifically how needs-based employee education and training programs fit with organizational strategic directions (Agustriyana et al, 2019).…”

Section: Person-organization Fit Of Generation Zmentioning

confidence: 99%

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2020

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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Organization Culture - Oriented Training Design

Cited by 2 publications

References 14 publications

The Effect of Employee Competency and Organizational Culture on Employees’ Perceived Stress for Better Workplace

The Effect of Employee Competency and Organizational Culture on Employees’ Perceived Stress for Better Workplace

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