Social and Organizational Culture in Korea and Women’s Career Development

2017 ◽  
pp. 71-84
Author(s):  
Choonhee Yang ◽  
Yongman Kwon
Keyword(s):  
Organizational Culture ◽  
Career Development

Pengaruh budaya organisasi, pengembangan karir dan self efficacy terhadap kinerja karyawan pada PT. Pos Padang

2021 ◽  
Vol 5 (3) ◽  
pp. 539
Author(s):  
Putri Azizi ◽  
Ai Elis Karlinda ◽  
Mardhatila Fitri Sopali
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Career Development ◽  
Data Collection ◽  
Correlation Analysis ◽  
Multiple Regression ◽  
Analytical Method ◽  
Self Efficacy ◽  
Employee Performance ◽  
Performance Development

This study aims to determine how much influence Organizational Culture, Career Development, and Self Efficacy have on Employee Performance. The analytical method used is correlation analysis and multiple regression. The method of data collection in this study is to use a questionnaire filled out by respondents, namely employees of PT. Padang Post. From the results of multiple regression analysis, it shows that: (a) organizational culture has a partially significant effect on employee performance, (b) career development has a partially significant effect on employee performance, (c) self-efficacy has a partially significant effect on employee performance development, (d) ) organizational culture, career development and self-efficacy together on career development, (e) the contribution of organizational culture, career development, and self-efficacy variables together on employee performance is 71.4% while the remaining 28.6 % influenced by other variables not examined in this study. 

scholarly journals Testing the Mediating Role of Career Development in Affecting Intellectual Capital and Organizational Culture on Employee Performance: Evidence of Local Banks in Yogyakarta, Indonesia

2021 ◽  
Vol 23 (1) ◽  
pp. 16-32
Author(s):  
Titi Laras ◽  
Rutha Mathilde Santana ◽  
Bambang Jatmiko ◽  
Tiyas Puji Utami
Keyword(s):  
Organizational Culture ◽  
Career Development ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Study Results ◽  
And Performance ◽  
Branch Office

Research aims: This study aims to examine the role of career development in mediating the relationship between intellectual capital and organizational culture on employee performance.Design/Methodology/Approach: This study used a proportional stratified random sampling method with 126 permanent employees of local banks in Yogyakarta, Indonesia, as research respondents. The respondents included Head Office, Main Branch Office, and Senopati Branch Office. The data were collected by distributing a questionnaire, and the secondary data were in the form of data or documents that supported and strengthened the primary information from books, magazines, journals, and other documents. Then, the analytical tool utilized in this study was SEM (Structural Equation Modeling) to test the research hypotheses.Research findings: The results showed that intellectual capital and organizational culture had a positive and significant effect on career development and performance, but career development had no positive and significant effect on performance. Meanwhile, career development could not mediate the effect of intellectual capital and organizational culture on performance.Theoretical contribution/Originality: The study results contribute to the literature (body of knowledge), especially as additional discussion toward theory and literature related to intellectual capital, organizational culture, career development, and performance in local banks, which is still very limited.

Location Value

2012 ◽  
pp. 87-100
Keyword(s):  
Organizational Culture ◽  
Career Development ◽  
Critical Factor ◽  
Organizational Agility ◽  
Organizational Flexibility ◽  
Capital Expense

Understanding that location value is a critical factor to organizations with regards to people and technology is what this chapter strives to achieve. Location value can be synonymous with power. It can represent power of position, power to generate revenue, power to leverage resources, and power to serve as a catalyst for change. As with any source of power, it has the ability to provide an asset or to be a liability. The location value of people and technology in the workplace can serve as asset or liability depending upon placement. Maidique and Hayes (1984) also noted that “organizational agility seems to be associated with organizational flexibility–frequent realignments of people and responsibilities as the firm attempts to maintain its balance on shifting competitive sands” (p.21). Making the necessary realignments of people requires knowledge of their location value within the organization. This chapter addresses examples of technology location value, which includes capital expense, engineering expertise, and infrastructure changes against people location value, which includes cohesiveness in assigned environment, organizational culture, and career development. The author suggests that there seems to be reluctance on part of the organizations to fully commit the same resources for people location value as they do for technology location value.

scholarly journals COOPERATIVES AND THEIR CONTRIBUTION TO THE DEVELOPMENT OF MICRO, SMALL AND MEDIUM ENTERPRISES

2021 ◽  
Vol 9 (2) ◽  
pp. 193
Author(s):  
Kusuma Candra Kirana ◽  
I.Soni Kuriawan ◽  
Lucia Fransiska Noviani
Keyword(s):  
Organizational Culture ◽  
Career Development ◽  
Sample Size ◽  
Significant Influence ◽  
Small And Medium Enterprises ◽  
Total Sample ◽  
Descriptive Study ◽  
Individual Characteristics ◽  
Medium Enterprises ◽  
Yogyakarta City

The purpose of this study was to determine the effect of organizational culture and individual characteristics on career development with motivation as an intervening variable. The object of this research is the Yogyakarta City Health Office. This study used a descriptive study using a quantitative approach with a total sample size of 35 respondents. The results of this study indicate that: Organizational culture has a positive and significant effect on motivation, Individual characteristics have a positive and significant effect on motivation, motivation has a positive and significant effect on Career Development, Organizational Culture has a positive and significant effect on Career Development,Individual Characteristics Culture has a positive and significant effect on Career Development, there is no positive and significant influence between Organizational Culture on Career Development with Motivation as an intervening variable, there is no positive and significant effect between Individual Characteristics on Career Development with Motivation as an intervening variable.  

scholarly journals DETERMINANTS OF ORGANIZATIONAL COMMITMENT AND ITS IMPLICATION ON TURNOVER INTENTION AT THE FOODHALL IN DKI JAKARTA PROVINCE

2020 ◽  
Vol 2 (2) ◽  
pp. 212-230
Author(s):  
Nazifah Husainah ◽  
Harries Madiistriyatno
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Organizational Commitment ◽  
Career Development ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Equation Modeling ◽  
Managerial Implication ◽  
Employee Turnover Intention

The purpose of this study was to determine the effect of organizational culture, career development, compensation and organizational commitment partially or simultaneously on employee turnover intention.  The population in this study amounted to 1,982 employees at twenty-five outlets of The Foodhall in DKI Jakarta Province, with a total sample of 355 respondents.  The research method used in this research is descriptive and explanatory survey methods.  The sampling method is probability sampling with proportional random sampling technique, and the data analysis method used is SEM (Structural Equation Modeling) with data analysis tools Lisrel 8.80. Based on the research results obtained the following findings: organizational culture, career development, and compensation partially and simultaneously have a significant effect on organizational commitment with a contribution of 58%.  Partially career development which is reflected in career doubt has a positive and dominant effect on organizational commitment.  Organizational culture, career development, compensation and organizational commitment either partially or simultaneously have a significant effect on employee turnover intention with a contribution of 81%.  Partially, organizational commitment has the most dominant influence on employee turnover intentions.  The results also show that organizational commitment is a fully mediating variable on the influence of organizational culture, career development, and compensation on employee turnover intention.  The managerial implication of this research is that the turnover intention of The Foodhall's employees in Jakarta, which is reflected in the dimension of stopping work, will decrease if The Foodhall in Jakarta is able to increase organizational commitment which is reflected in sustainable commitment, while organizational commitment will increase if The Foodhalls in Jakarta can improve career development.  employees who are reflected in career doubts which are supported by an increase in organizational culture which is reflected in the dimensions of results orientation and also supported by an increase in compensation given to employees which is reflected in the high level of indirect compensation.

The Effect of Career Development and Organizational Culture to Employee Performance with Motivation of Work as Intervening Variable in Cooperation in Denpasar Village

2018 ◽  
Vol 9 (07) ◽  
pp. 20901-20916
Author(s):  
I Wayan Manggis ◽  
Anik Yuesti ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Career Development ◽  
Work Motivation ◽  
Employee Performance ◽  
Employee Motivation ◽  
Partial Least Square ◽  
Least Square ◽  
Primary Data ◽  
Equation Modeling ◽  
Rural Village

Research on career development and organizational culture on performance with work motivation as intervening variable is done at cooperative located in Pedungan village of South Denpasar Pedungan Village is a village located in South Denpasar District, Denpasar City, Bali Province. The development of cooperatives is currently supported by the development of small and medium enterprises (SMEs). The number of cooperatives in the village pedungan is 33 cooperatives with the total number of employees is 338 employees. The purpose of this study is to know and examine the influence of career development on employee performance in cooperative in rural village, To know and test the influence of organizational culture on employee performance in cooperative in rural village, to know and test the influence of career development on employee motivation at cooperative in to know and examine the influence of organizational culture on employee motivation in cooperative in rural village, To know and to test influence of work motivation to employees performance at Cooperative in rural village. This research is a quantitative research using primary data obtained from the questionnaire and measured by using Likert scale. The population of this research is employees at Cooperative in rural village as many as 85 people. The method of selecting the sample of this study using Proportionate Stratified Random Sampling is this technique is used when the population has members who are not homogeneous and stratified proportionally. Data analysis technique used in this research is Structural Equation Modeling (SEM) based on Partial Least Square (PLS) using SmartPLS 3.0 program. The result of the research shows that (1) career development has positive and significant effect to work motivation, (2) organizational culture have positive and significant effect to work motivation, (3) career development have positive and significant effect to employee performance, (4) and (5) the influence of mediation of work motivation variable on indirect influence of career development on partial performance, and (7) influence of mediation of work motivation variable on the influence of unbalanced direct organizational culture to performance is partial

scholarly journals Exploring the Life Form of a Student Athlete Afforded by a Dual Career Development Environment in Finland

2020 ◽  
Vol 4 (1) ◽  
pp. 108-116 ◽  
Author(s):  
Natalia Korhonen ◽  
Aku Nikander ◽  
Tatiana V. Ryba
Keyword(s):  
Organizational Culture ◽  
Career Development ◽  
Student Athletes ◽  
Point Of View ◽  
Recent Effort ◽  
Dual Career ◽  
Development Environment ◽  
Ecological Dynamics ◽  
Private Domain

The current paper introduces a case study conducted in one of the most well-established athletic talent development environments in Finland, with the focus on the environment’s ecological dynamics and organizational culture, in light of its recent effort to rebrand itself as a dual career development environment. Our analysis has been inspired by the holistic ecological approach and ecological dynamics, wherein the authors have considered a dual career development environment from the point of view of its transactions with agentic individuals and affordances for student athletes in the study domain, the sports domain, and the private domain. The authors believe our findings can provide other sports environments with insight into what to consider when transforming the organizational culture of an environment to better aid their student athletes in realizing their dual career goals.

scholarly journals The Influence of Career Development and Organizational Culture on Employee Performance

2018 ◽  
Vol 6 (01) ◽  
Author(s):  
Fauziah Nami Nasution ◽  
Emmy Mariatin ◽  
Siti Zahreni
Keyword(s):  
Economic Development ◽  
Organizational Culture ◽  
Career Development ◽  
Significant Influence ◽  
Employee Performance ◽  
Development Program ◽  
Statistic Analysis ◽  
Main Contributor ◽  
Career Development Program ◽  
Permanent Employees

The establishment of Bank Pembangunan Daerah is aimed to be the main contributor in the local people’s economic development. Therefore, it is very important to take heed of the company’s performance by evaluating its employees’ performance. Based on the result of interviews and observation, it was found that employee performance was influenced by some factors such as career development and organizational culture. The objective of this research was to examine the influence of career development and organizational culture on employee performance. The research used quantitative approach which involved 242 permanent employees of Bank Pembangunan Daerah. The result of statistic analysis showed that career development and organizational culture had positive and significant influence on employee performance. The implication of this research is expected to be able to help the company’s management increase their employees’ performance by carrying out objective, transparent, and fair career development program and strengthen organizational culture by socializing and monitoring the implementation of firm values.  

An Exploratory Case Study of Human Capital of a Function of Innovation in Organizational Culture

2021 ◽  
pp. 245-273
Author(s):  
Maurice D. Harmon
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Career Development ◽  
Diffusion Of Innovation ◽  
Generation Y ◽  
The United States ◽  
Training And Development ◽  
Capital Theory ◽  
Exploratory Case Study

A retention and motivation issue exists in organizations among Generation Y in the United States. The exploratory case study design allowed the researcher to garner in-depth analysis of the participants' perspectives regarding human capital as a function of innovation in organizational culture. The diffusion of Innovation and the human capital theory were the foundation guiding the study. Three themes emerged from the data: 1) training and development, 2) rules and regulations, 3) motivation. Training and development involved training focused on career development and upward mobility. Rules and regulations involved inflexible guidelines that impede innovation. Motivation involved the necessary culture needed to engage Generation Y employees and build morale. Three recommendations were provided for organizational leadership: 1) leadership acquire a good understanding of Generation Y employees, 2) invest in Generation Y's training and career development, 3) adopt ways to motivate Generation Y employees.

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