scholarly journals CONTRIBUTION OF ORGANIZATIONAL JUSTICE AND ORGANIZATIONAL SUPPORT TO EMPLOYEE ENGAGEMENT AND ITS IMPACT ON EMPLOYEES PERFORMANCE

2018 ◽  
Vol 83 (11) ◽  
pp. 240-246
Author(s):  
I N. Wirakusuma ◽  
I.B.K. Surya
Keyword(s):  
Organizational Justice ◽  
Employee Engagement ◽  
Organizational Support

Employee Engagement as a Function of Perceived Organizational Support and Organizational Justice

2021 ◽  
Vol 12 (1) ◽  
pp. 71-71
Author(s):  
Richa Mishra ◽  
Shweta Upamanyu
Keyword(s):  
Organizational Justice ◽  
Employee Engagement ◽  
Organizational Support ◽  
Steel Industry ◽  
Perceived Organizational Support ◽  
Major Contributor ◽  
High Turnover ◽  
Working Lives ◽  
Talented People ◽  
High Level

In today's world, finding dedicated employees is difficult. It is important to identify the root factors that lead to employees being engaged. Employee Engagement is influenced by perceptions of organizational support and organizational justice. Employee engagement and retention are high priorities for HR executives. Disengaged workers are a major contributor to high turnover of employees, and heavily active businesses reduce both sales and staffing costs. Employees who are passionate about their jobs are more likely to be productive on a regular basis. According to Gallup data, companies with a high level of engagement show 22 per cent higher productivity. Today, the test isn't only barely holding talented people, but completely captivating them, capturing their psyches and hearts at any point of their working lives. It's more difficult to attract top talent than before. The aim of this empirical study was to learn more about the factors that influence employee engagement in the steel industry. Keywords: Employee Engagement, Perceived Organizational Support, Organizational Justice

INTERVENSI PELATIHAN PENILAIAN KINERJA PADA ATASAN UNTUK MENINGKATKAN PERCEIVED ORGANIZATIONAL SUPPORT & EMPLOYEE ENGAGEMENT

2017 ◽  
Vol 2 (2) ◽  
pp. 1-8
Author(s):  
Holy Greata
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Study Design ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Paired Sample ◽  
Utrecht Work Engagement Scale ◽  
Before And After ◽  
Before And After Study

This study aims to look at the effectiveness of performance appraisal training programs to improve perceived organizational support and employee engagement among employees at YPTK educational institutions. This research uses a quantitative approach, with the before-and-after study design research design. The strength of this program is the ability to measure the impact of an intervention. Measuring devices perceived organizational support is an adaptation of the survey of perceived organizational support, while measuring instruments employee engagement is an adaptation of the Utrecht work engagement scale. The results of this study indicate the influence of perceived organizational support on employee engagement of 0.168 (p = 0.016 significant at l.o.s 0.05). Paired sample t-test results showed significant differences in perceived organizational support and employee engagement scores before and after the training and outreach of performance appraisal. Keywords: Perceived Organizational Suppor; Employee Engagement, Performance assessment   Penelitian ini bertujuan melihat efektifitas program pelatihan penilaian kinerja untuk meningkatkan perceived organizational support dan employee engagement pada karyawan di lembaga pendidikan YPTK. Penelitian ini menggunakan pendekatan kuantitatif, dengan design penelitian the before-and-after study design. Kelebihan dari program ini adalah kemampuan untuk mengukur dampak dari sebuah intervensi. Alat ukur perceived organizational support merupakan adaptasi dari survey of perceived organizational support, sedangkan alat ukur employee engagement merupakan adaptasi dari Utrecht work engagement scale. Hasil penelitian ini menunjukkan adanya pengaruh perceived organizational support terhadap employee engagement sebesar 0.168 (p=0.016 signifikan pada l.o.s 0.05). Hasil uji paired sample t-test menunjukkan adanya perbedaan skor perceived organizational support dan employee engagement yang signifikan sebelum dan sesudah dilakukan pelatihan dan sosialisasi penilaian kinerja.   Kata Kunci: Perceived Organizational Suppor; Employee Engagement, Penilaian Kinerja.

DAFTAR ISI

2018 ◽  
Vol 2 (2) ◽  
Author(s):  
DAFTAR ISI
Keyword(s):  
Employee Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support

DAFTAR ISI SUSUNAN REDAKSI ............................................................................................................... i DAFTAR ISI ............................................................................................................................. ii Intervensi Pelatihan Penilaian Kinerja Pada Atasan Untuk Meningkatkan Perceived Organizational Support & Employee Engagement Pada Lembaga Pendidikan YPTK Holy Greata .........................................................................................................................1 – 10 Penerapan Terapi Behavioral Komprehensif Untuk Meningkatkan Keterampilan Coping Pada Subjek Trikotilomania Wina Lova Riza .................................................................................................................11 – 18 Konsep Diri Pada Perempuan Korban Kekerasan Seksual Di Karawang Nuram Mubina ..................................................................................................................19 – 31 Kontribusi Motivasi Berprestasi dan Tipe Kepribadian Terhadap Prokrastinasi dalam menyelesaikan Skripsi pada Mahasiswa Cempaka Putrie Dimala ....................................................................................................32 – 41 Keterkaitan Regulasi Diri Dengan Penyesuaian Sosial Di Pondok Pesantren AlAmanah Al-Gontory Pondok Aren Tanggerang Arif Rahman Hakim; Linda Mora Siregar…………………………………………………...42 – 53 Analisis Kepuasan Konsumen di Rumah Sakit Rawamangun Jakarta Timur Lania Muharsih …………………………………………………………………………54-59

scholarly journals Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019 ◽  
Vol 11 (19) ◽  
pp. 5419 ◽  
Author(s):  
Natàlia Cugueró-Escofet ◽  
Pilar Ficapal-Cusí ◽  
Joan Torrent-Sellens
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Comprehensive Model ◽  
Affective Organizational Commitment ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

Do disciplinary matrices moderate the effects of prior disciplinary actions on perceived organizational support (POS) among police officers?

2018 ◽  
Vol 20 (4) ◽  
pp. 272-283
Author(s):  
Paul D Reynolds ◽  
Richard C Helfers
Keyword(s):  
Organizational Justice ◽  
Organizational Support ◽  
Police Officers ◽  
Online Survey ◽  
Perceived Organizational Support ◽  
Positive Association ◽  
Disciplinary Actions ◽  
Organizational Attitudes ◽  
Positive Attitudes ◽  
Disciplinary Matrix

Previous research has argued that disciplinary matrices should increase positive attitudes toward the administration because this form of disciplinary practice allows for more salient, consistent, and predictable outcomes; however, no research has examined the influence of disciplinary actions on police officers’ attitudes, particularly among officers working in smaller agencies. Therefore, this exploratory study assessed the relationship between a department having a disciplinary matrix and perceived organizational support (POS) among police officers. Data were collected via a self-reported anonymous online survey administered by a state-wide police officer association in the southern USA. The findings suggest that the presence of a disciplinary matrix, a policy consisting of organizational justice components, has a positive association with officers’ POS and it also moderates disciplined officers’ POS. Thus, providing support that police administrators may be able to enhance organizational attitudes through the development and implementation of policies that adhere to organizational justice principles.

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