The role of work motivation as a mediator on the influence of education-training and leadership style on employee performance

Guterresa, Luisinha Fonseca Da Costa; Armanu, Armanu; Rofiaty, Rofiaty

doi:10.5267/j.msl.2019.12.017

Cited by 62 publications

(63 citation statements)

References 53 publications

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“…It can not only realize self-employment and complete individual ideas but also play an important role in economic development and the expansion of social work positions ( Laguía et al, 2019 ; Saebi et al, 2019 ; Darwish et al, 2020 ). Organizational performance refers to the quantity, quality, efficiency, and profitability of organizational tasks completed in a certain period of time, which is the core issue of strategic management research, and how to effectively improve organizational performance is naturally the most concerned issue for entrepreneurs ( Guterresa et al, 2020 ). Economic capital, human capital, and social capital have always been the three traditional capital to improve the efficiency of enterprises.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Entrepreneurial Psychological Leadership Style on Organizational Learning Ability and Organizational Performance

Tong

2020

Front. Psychol.

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In order to study the influence of different entrepreneurial psychological leadership styles on organizational learning ability and organizational performance and to provide theoretical basis for the improvement of organizational benefits of entrepreneurial enterprises in the future, 421 general managers, middle managers, and grassroots managers of 350 small-and medium-sized private enterprises in Beijing were surveyed by questionnaire in two forms: online and on-site. Then, a hypothesis model of the relationship between different entrepreneurial psychological leadership styles and organizational learning ability and organizational performance was constructed. The correlation between transformational, transactional, and laissez-faire psychological leadership styles and organizational performance and organizational learning ability was analyzed using multiple regression models. AMOS 7.0 software was used to simulate and verify the model. The results show that transformational psychological leadership style is positively correlated with organizational learning ability, financial performance, and growth performance; transactional psychological leadership style is positively correlated with organizational financial performance, growth performance, and organizational learning ability; there is no correlation between laissez-faire psychological leadership style and organizational financial performance and growth performance, but there is a significant positive correlation between laissez-faire psychological leadership style and organizational learning ability. The covariance between the error terms of the internal and external potential variables of the model is positive, and the factor load value of each potential variable and the observed variable is between 0.5 and 1, which shows that transformational and transactional psychological leadership styles have a more positive influence on organizational financial performance and learning ability than a laissez-faire psychological leadership style. The hypothesis model of the relationship between entrepreneurial psychological leadership styles and organizational learning ability and organizational performance conforms to the adaptation criteria and is feasible.

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Section: Introductionmentioning

confidence: 99%

The Influence of Entrepreneurial Psychological Leadership Style on Organizational Learning Ability and Organizational Performance

Tong

2020

Front. Psychol.

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“…On the other hand, this study findings beside job satisfaction, team spirit, working environment, career development, leadership relationship and compensation also had remarkable impact on employee motivation and indirect relationship with employee loyalty through the mediation of employee motivation. In general, in addition to employee loyalty's positive consequence on service quality and organization profitability (Yee et al, 2010;Tomic et al, 2018), work motivation has either been proved to be directly positively associated with employee performance (Wibisono et al, 2018;Guterresa et al, 2019). Considered as a labor -intensive industry, hospitality industry should concentrate on employee -oriented policies to ensure the satisfaction, motivation and loyalty of employees to organization; as a result, they are able to provide exceptional quality products, services and experience for guests.…”

Section: Discussionmentioning

confidence: 99%

The impacts of human resource management practices on employees’ motivation and loyalty

Khương¹,

Phuong²,

Phương³

2020

10.5267/j.msl

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The research was conducted in order to identify the relationships between human resource practices, employee motivation and employee loyalty. Quantitative research method was applied with questionnaires directly delivered to 595 employees in hospitality sector in Ho Chi Minh city, Vietnam. Statistics techniques including exploratory factor analysis, reliability analysis, multiple regression and mediation analysis were used. The empirical results showed that variables of team spirit, career development, compensation, relationship with manager and working environment directly affected employee motivation and consequently, they provided indirect effects on loyalty through the mediation of employee motivation. In addition, employee loyalty was also directly affected by career development, working environment and employee motivation. It is suggested that hospitality sector should develop attractive compensation and benefit policies, comfortable workplace environment, coherent teamwork culture as well as straightforward career training and development plan for achieving higher level of employee loyalty.

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“…Performance in an organization is the answer to the success or failure of the stated organizational goals. Sabuhari et al (2020;Guterresa et al 2020) states that performance is the implementation of the functions and competencies that a person needs. Performance output is action, achievement, skill exhibition in general (Haerani et al 2020;Astuti et al 2020;Arifin & Putra, 2020;Saputro, et al, 2020).…”

Section: Human Resource Performancementioning

confidence: 99%

Policy implementation of the performance assessment system of aparatures in Cilandak Jakarta IPDN campus

Amalia

Syafri

Muafi³

2021

IJRBS

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This study aims to identify and analyze and formulate a model for implementing the Apparatus Performance Assessment System Policy (Sikerja) at the IPDN Cilandak Jakarta Campus. The type of research used is descriptive with a qualitative approach. To formulate a model for the implementation of the apparatus performance appraisal system policy (Sikerja) at the IPDN Cilandak Jakarta campus, researchers used Soft System Methodology (SSM). In this study, an analysis of the implementation of the Sikerja policy was carried out with the dimensions studied were communication, resources, disposition and bureaucratic structure. The results showed that the implementation of the Sikerja policy at IPDN CIlandak Jakarta campus has been carried out quite well in the disposition and bureaucratic structure dimensions, however in the communication and resource dimensions there are still obstacles. The Implementation Model of the Apparatus Performance Appraisal System (Sikerja) policy at the IPDN Cilandak Jakarta Campus is a model that adds a dimension of commitment as an additional dimension in implementing the Sikerja policy.

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The role of work motivation as a mediator on the influence of education-training and leadership style on employee performance

Cited by 62 publications

References 53 publications

The Influence of Entrepreneurial Psychological Leadership Style on Organizational Learning Ability and Organizational Performance

The Influence of Entrepreneurial Psychological Leadership Style on Organizational Learning Ability and Organizational Performance

The impacts of human resource management practices on employees’ motivation and loyalty

Policy implementation of the performance assessment system of aparatures in Cilandak Jakarta IPDN campus

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