scholarly journals Kiat Memotivasi Karyawan

2015 ◽  
Vol 11 (2) ◽  
Author(s):  
Bambang Suseno Hastono
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Reward System ◽  
High Motivation ◽  
The Right ◽  
Motivation To Work

Employee's motivation has become crucial for the organization to be enhanced because of the rapid changing situation faced by organization. High motivation to work will result in good behavior and job performance. Understanding some motivation theories and applying them properly will help a manager to find out the right methods to motivate the employees well. In addition to the changing employees paradigm, a manager should have good understanding about some factors that affect employee's motivation such as a good reward system and appraisal, physical and non-physical improvements and organizational culture. All of them are needeed to be implemented in order to motivate employees effectively.Key words: Employee's motivation, changing employees paradigm, a good reward system and appraisal, physical and non-physical improvements,organizational culture

scholarly journals THE IMPACT OF ORGANIZATIONAL CULTURE, ORGANIZATIONAL STRUCTURE, AND JOB-SATISFACTION ON HIGH SCHOOL TEACHERS’ JOB-PERFORMANCE

2015 ◽  
Vol 3 (3) ◽  
Author(s):  
Wesly Hutabarat
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Job Performance ◽  
Organizational Structure ◽  
High School Teachers ◽  
Indirect Effects ◽  
Random Sampling ◽  
Stratified Random Sampling ◽  
Direct And Indirect Effects ◽  
School Teachers

Abstract: This study was a causal espouse fact study intended to find out and uncover direct and indirect effects of organizational culture, organizational structure, and job-satisfaction on teachers’ jobperformance. The sample consisting of 143 out of 645 public high school teachers were selected from 10 senior high schools by using the stratified random sampling technique. The teachers were those having teaching experience of at least 10 years and they had been certified as professional teachers and received certification fees continuously, except for guidance and counseling teachers. The findings showed that organizational culture, organizational structure and job-satisfaction had a positive impact on teachers’ job-performance. The direct and indirect effects of organizational culture on job-satisfaction were 21.20%, and 10.00% respectively. The direct and indirect effects of organizational culture on job-performance were 23.20% and 22.80% respectively. The direct effect of organizational structure on job-performance was 29.50%. Meanwhile, the indirect effect of organizational structure on job-performance was not significant. Finally, the direct effect of job-satisfaction on job-performance was 18.60%. Keywords: organizationa culture, organizational structure, job-performance, job-satisfaction DAMPAK BUDAYA ORGANISASI, STRUKTUR ORGANISASI DAN KEPUASAN KERJA TERHADAP KINERJA GURU SMA Abstrak: Penelitian ini merupakan penelitian kausal espouse facts yang dimaksudkan untuk meng- ungkap efek langsung dan tidak langsung budaya organisasi, struktur organisasi, dan kepuasan kerja terhadap kinerja. Sampel terdiri atas 143 dari 645 guru SMA yang diambil dari 10 SMA di Medan yang diambil dengan teknik stratified random sampling techmiques. Sampel guru paling tidak memiliki pengalaman mengajar 10 tahun dan telah disertifikasi sebagai guru profesional. Data dianalisis dengan teknik regresi dan sebelumnya telah diuji normalitas dan linearitas sebarannya. Temuan penelitian menunjukkan bahwa budaya organisasi, struktur organisasi dan kepuasan kerja memberi dampak positif terhadap kinerja guru SMA Kota Medan. Pengaruh langsung dan pengaruh tidak langsung budaya organisasi terhadap kepuasan kerja masing-masing 21,20%, dan 10,00%. Efek langsung dan tidak langsung budaya organisasi terhadap kinerja masing-masing 23,20% dan 22.80%. Efek langsung dari struktur organisasi terhadap kinerja ada 29,50%, sedangkan pengaruh tidak langsung dari struktur organisasi terhadap kinerja tidak fignificant. Akhirnya, efek langsung dari kepuasan kerja terhadap kinerja ada 18,60%. Kata Kunci: budaya organisasi, struktur organisasi, kepuasan kerja, kinerja

scholarly journals Organizational culture of the Public Service and features of its change

2019 ◽  
pp. 114-122
Author(s):  
Nataliіa Sorokina
Keyword(s):  
Organizational Culture ◽  
Public Relations ◽  
Public Service ◽  
High Performance ◽  
Psychological Climate ◽  
Public Servants ◽  
Public Authorities ◽  
The Public ◽  
High Level ◽  
Motivation To Work

The article is devoted to the study of organizational culture in public service. The essence of the concept of organizational culture is considered. It has been determined that organizational culture is an interdisciplinary phenomenon which concern several fields. Therefore, there is no single approach to understanding of this concept. It is indicated that organizational culture is a distinguishing feature of every organization and is a decisive factor in the success / the failure of the whole group. In the article, the author conducted a sociological survey among public servants. The purpose of the survey was to find out what major changes have occurred in the organizational culture of public service in recent years. Based on empirical data, it has been found that changes in organizational culture are very slow. Respondents noted that the majority of elements of organizational culture remained constant, such as: the culture of appearance; the individual independence and the responsibility; the interaction of members of the organization with each other; the physical and psychological comfort; the motivation to work. It is proved that a favorable socio-psychological climate in public authorities is very important. So, the high performance indicators of the authorities, the low staff turnover, the high level of labor discipline, and the absence of tension and conflicts in the group depend on it. The important elements of organizational culture, such as the motivation to work, the culture of appearance, the communication links both within the organization (between public servants) and outside (public relations) are analyzed. It is indicated that the leader plays a key role in communication. He must directly participate in the formation of a favorable moral and psychological climate in the group. It has been established that the process of changing organizational culture is quite complicated, requires time and effort, and high level of professionalism of leader. Changes very often cause discontent of the group, they are often perceived painfully. A strong organizational culture generates a positive image of the public service, which in is turn an important factor in raising confidence in public authorities. Therefore, it is necessary to continue to studied organizational culture, to monitor its formation, to improve and to regulate its changes.  

Educational Institutions

2018 ◽  
pp. 275-283
Author(s):  
Vasiliki Manoli
Keyword(s):  
Organizational Culture ◽  
Educational Change ◽  
Leadership Style ◽  
School Leader ◽  
Educational Institutions ◽  
School Life ◽  
Holistic Model ◽  
Educational Decision ◽  
The Right

Through the use of different political games, power items of the typology of French and Raven, and leadership style, the leader has to make the right educational decision. When the school is shaken by internal and external conflicts, the school leader is the manager, and he will give constructive solutions to these conflicts to emerge as valuable sources of ideas that will enrich school life. This chapter aims to present both the various political games, as mentioned mainly by Mintzberg, and the entry types in the typology of French and Raven present in educational institutions and the meaning of educational change and conditions for success. Also mentioned is the organizational culture and strengthening through the holistic model of leadership of Pashiardis and Brauckmann emphasizing the concept of “mentorship.” The significance of the work lies in the fact that the undermentioned issues are relevant to educational institutions and require attention from both the leader-director and the teachers of each school unit.

Implications, Limitations, and Future Research

2019 ◽  
pp. 110-115
Keyword(s):  
Organizational Culture ◽  
The Body ◽  
Decision Makers ◽  
Future Research ◽  
Body Of Knowledge ◽  
Research Findings ◽  
Ict Tools ◽  
Overall Performance ◽  
The Right ◽  
Practical Implications

This chapter aims to explain the different implications of the research results, including theoretical implications, and how the findings contribute to the body of knowledge, and the practical implications for managers and decision makers in organizations. These include how they could use the research findings to achieve better results in customer, employee, society, and overall performance areas by developing the right types of organizational culture and using the right ICT tools. This chapter also sets out the research limitations and provides recommendations for future research based on the findings and experience from this study.

Appropriate Leadership Style in Knowledge Management System (KMS) Building

2017 ◽  
pp. 91-112
Author(s):  
Andrea Bencsik
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Leadership Style ◽  
Management System ◽  
Knowledge Management System ◽  
Close Connection ◽  
The Right

Building up a knowledge management system is a commonly arising challenge in managing organizations. Leaders need to change their leadership style in order for their organization to be successful, in accordance with the requirements of building and operating a knowledge management system. The aim of this chapter is to sketch the necessity of the change and the right leaders' behavior. The author shows the relationships residing in the background of the elements that are in close connection with the suitable leadership style: EQ, competence, organizational culture, trust, communication, and employees' commitment and satisfaction. During this chapter readers will be led logically across the connections of the above-mentioned elements and, at the end, a figure summarizing the connections closes the chapter.

Unifying a Framework of Organizational Culture, Organizational Climate, Knowledge Management, and Job Performance

2017 ◽  
pp. 327-355
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Climate ◽  
Business Process ◽  
Causal Model ◽  
Process Orientation ◽  
Climate Knowledge ◽  
Positive Effect

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.

Performance Benefits From Providing Assistance in Networks: Relationships That Generate Learning

2015 ◽  
Vol 44 (2) ◽  
pp. 412-444 ◽  
Author(s):  
Neha Parikh Shah ◽  
Rob Cross ◽  
Daniel Z. Levin
Keyword(s):  
Social Network ◽  
Problem Solving ◽  
Job Performance ◽  
Knowledge Base ◽  
Work Performance ◽  
Contextual Factors ◽  
Prosocial Motivation ◽  
Performance Effects ◽  
The Right

Social network scholarship emphasizes that receiving resources from others in a network can benefit an individual’s job performance. Yet this paradigm rarely considers the effects on the provider of assistance. Outside the networks literature, scholars have been increasingly attentive to factors that affect motivations to provide help (i.e., prosocial motivation). However, the performance effects associated with providing help have been mixed. We concentrate specifically upon assistance that has the potential to enhance the providers’ learning and knowledge base and, hence, their performance. Using a bounded-network survey in a large consulting firm, we show that providing problem-solving assistance to many others on task-related matters increases the provider’s own work performance. We then consider how this learning may be affected by other relational and contextual factors. In so doing, we shift the predominant network perspective that people accrue performance advantages from receiving assistance to show that such advantages also occur—under the right circumstances—from providing it.

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