scholarly journals The Effect of Talent Management, Knowledge Management and Work Culture on the Performance in the Survey Unit Centre of Hydrography and Oceanography Indonesia Naval (Pushidrosal)

2021 ◽  
Vol 6 (2) ◽  
pp. 23-29
Author(s):  
Dian Amrainy ◽  
Lenny Christina Nawangsari
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Talent Management ◽  
Education And Training ◽  
Partial Least Square ◽  
Work Culture ◽  
Organization Performance ◽  
Management Knowledge ◽  
And Training

The purpose of this study was to determine whether talent management, knowledge management and work culture have a significant influence on organizational performance. The research method used is explanatory research conducted quantitatively. In order to obtain complete and relevant data, in addition to primary data in the form of surveys, researchers also use secondary data. The author took a sample of 100 members of the PT X survey unit. Data were collected using a questionnaire in the form of a list of questions. The data analysis method used is Partial Least Square (PLS). The results of this study indicate that talent management does not have a significant effect on organization performance. Knowledge management has a positive and significant effect on organization performance. Work Culture has no significant effect on organization performance. Talent management, knowledge management and work culture together have a significant effect on organization performance. Suggestions given in this research are that the organization must consistently and continuously provide understanding to personnel, in order to use the opportunities given by the organization to improve competence and qualifications through education and training. Personnel must also ensure that improvements in the quality of work results come from education and training. By improving talent management practices, knowledge management and work culture it is hoped that it can improve organizational performance and achieve company goals.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

EFEKTIFITAS PENDIDIKAN DAN PELATIHAN TERHADAP SELLING SKILL, KNOWLEDGE DAN BUDAYA KERJA KARYAWAN BANK ACEH CABANG IDI KABUPATEN ACEH TIMUR PASCA KONVERSI

2019 ◽  
Vol 1 (2) ◽  
pp. 19-36
Author(s):  
Zulfadly Zulfadly ◽  
Andi Tarlis
Keyword(s):  
Employee Performance ◽  
Knowledge Work ◽  
Education And Training ◽  
High Impact ◽  
Good Work ◽  
Training Effect ◽  
Work Culture ◽  
Employee Effectiveness ◽  
And Training ◽  
Very High

The formulation of the problem in this research is the effectiveness of education and training effect on Selling Skill of employees of Bank Aceh After Conversion amounting to 1220 that is on score "Very High". Does the effectiveness of education and training affect Selling Skill, Knowledge and work culture of Bank Aceh after Conversion employees? Selling Skill enters the "Very High" score ranking of 1,212, Knowledge enters the "Very High" score ranking of 1.220 and the Working Culture enters the score ranking "Very Height "of 1.213. This means that the three variables are very effective effect on employees of Bank Aceh Caban Idi East Aceh. Does the effectiveness of education and training affect the employee's work culture that has a very high impact of 1.213, this indicates that in addition to the knowledge that must be owned by employees must also have a good work culture in order to improve the performance of employees of Bank Aceh Branch Idi Aceh Timur. . Although Knowledge becomes the main point of the appraisal result, it remains that other variables should not be ruled out as they are interdependent in order to effectively improve the employee performance of Bank Aceh Branch Idi post-conversion. When viewed from the comparison between Education and Training on Selling Skill, Knowledge and Working Culture, it is known that Training is more effective than education that has a score of 1.222.This indicates that the Aceh Bank should more often provide training to employees in order to improve employee effectiveness Bank Aceh After Conversion. Keyword : Education, Training, Selling Skill, Knowledge, Work Culture   Abstrak Rumusan masalah dalam penelitian ini adalah Efektiftifitas pendidikan dan pelatihan berpengaruh pada Selling Skill karyawan Bank Aceh Pasca Konversi sebesar 1.220 yakni berada pada skor “Sangat Tinggi”. Apakah efektivitas pendidikan dan pelatihan berpengaruh pada Selling Skill, Knowledge dan budaya kerja karyawan Bank Aceh Pasca Konversi yakni Selling Skill masuk ranking skor “Sangat Tinggi” sebesar 1.212, Knowledge masuk ranking skor “Sangat Tinggi” sebesar 1.220 dan Budaya Kerja masuk ranking skor “Sangat Tinggi” sebesar 1.213. Artinya bahwa ketiga variabel tersebut sangat berpengaruh efektif terhadap karyawan Bank Aceh Cabang Idi Aceh Timur. Apakah efektifitas pendidikan dan pelatihan berpengaruh pada budaya kerja karyawan yakni terdapat pengaruh yang Sangat Tinggi sebesar 1.213, hal ini menunjukkan bahwa selain knowledge yang harus dimiliki oleh karyawan juga harus memiliki budaya kerja yang baik dalam rangka meningkatkan kinerja karyawan Bank Aceh Cabang Idi Aceh Timur. . Walaupun Knowledge (Pengetahuan) menjadi poin utama dari hasil penilaian, akan tetap variabel-variabel yang lain tetap tidak boleh dikesampingkan karena semuanya saling keterkaitan dalam rangka meningkatkan kinerja karyawan Bank Aceh Cabang Idi secara efektif pasca konversi.Jika dilihat dari perbandingan antara Pendidikan dan Pelatihan terhadap Selling Skill, Knowledge dan Budaya Kerja, maka diketahui bahwa Pelatihan lebih efektif dibandingkan dengan pendidikan yakni memiliki skor sebesar 1.222.Hal ini menandakan bahwa Bank Aceh harus lebih sering memberikan pelatihan kepada karyawan dalam rangka meningkatkan efektifitas karyawan Bank Aceh Pasca Konversi. Kata Kunci: Pendidikan, Pelatihan, Selling Skill, Pengetahuan, Budaya Kerja

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement

2021 ◽  
Vol 3 (1) ◽  
pp. 38-55
Author(s):  
Arshad Mahmood ◽  
Muhammad Yousuf Khan Marri ◽  
Hussain Ali ◽  
Shahid Nadeem
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Involvement ◽  
Major Influence ◽  
Leader Member Exchange ◽  
Empirical Examination ◽  
Member Exchange ◽  
Knowledge Management Practices

Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper

scholarly journals Organizational Knowledge Systems Design & Implementation

2017 ◽  
Vol 1 (1) ◽  
pp. 215-228
Author(s):  
Abdulmunem AlShehhi ◽  
Wathiq Mansoor
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Systems Design ◽  
Talent Management ◽  
Research Paper ◽  
Organizational Knowledge ◽  
Knowledge Systems ◽  
Organization Learning ◽  
Proposed Model ◽  
Depth Analysis

This research paper aims to explain relationships of   organization learning (OL), knowledge management (KM), talent management (TM) practices and organizational performance (OP) in order to have excellent understanding of the subject by using in-depth analysis of the extant literature. This research offers mechanisms for Organizational Knowledge Systems (OKS) that will help the entity to apply OKS. The research paper has created a complete mechanism of the OKS then tests the proposed model. Keywords: Organization Learning, Knowledge Management, Talent Management and Organization Knowledge Systems.

scholarly journals The Effect of Work Culture and Reward on Military Education Professional Commitments at the Middle of the Center of the Commando for the Development of the Doctrines of Education and Training of the Tni Al (Kodiklatal) Surabaya

2019 ◽  
Vol 8 (2S9) ◽  
pp. 438-441
Keyword(s):  
Random Sampling ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Education And Training ◽  
Military Education ◽  
Work Culture ◽  
Education Professional ◽  
And Training

The purpose of this study was to determine the effect of work culture and reward on military education professional commitments at the middle of the center of the commando for the development of the doctrines of education and training of the TNI AL (KODIKLATAL) Surabaya. The research used is a survey with a causal design. The number of respondents was set at 160 educators, the sampling technique was done by simple random sampling from 265 organic educators at the level of Middle Officers who were lecturing in Kobangdikal, Bumi Moro, Surabaya

scholarly journals Keterlibatan Siklus Terintegrasi Knowledge Management Terhadap Perilaku Kerja Inovatif Sumber Daya Manusia di Balai Diklat Keuangan Yogyakarta

2020 ◽  
Vol 16 (1) ◽  
pp. 1-22
Author(s):  
Bagas Dwi Praptowo ◽  
Mikhriani Michdor ◽  
Agus Suharsono
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Financial Education ◽  
Education And Training ◽  
Work Behavior ◽  
Knowledge Capture ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
And Training

To realize Knowledge Management as one of pillars of Ministry of Finance Corporate University, Financial Education and Training Agency Yogyakarta as an institution that carries out a role of building a learning environment needs to have a series of systems and procedures for managing financial knowledge so that is available and well managed. This study aims to prove efforts effective influencing Human Resource (HR) Innovative Work Behavior in Financial Education and Training Agency Yogyakarta are through an integrated Knowledge Management Cycle namely Knowledge Capture, Knowledge Sharing and Dissemination, Knowledge Acquisition and Application. This integrated cycle can stimulate HR in critical, creative, and innovative thinking to produce useful new knowledge. This research method was a quantitative approach to SEM analysis using Smart PLS software. The results of the study proved that Knowledge Acquisition and Application affect the HR Innovative Work Behavior. However, Knowledge Capture and Knowledge Sharing and Dissemination did not affect HR Innovative Work Behavior, this indicates that there was a need to increase Knowledge Capture and Knowledge Sharing and Dissemination at Financial Education and Training Agency Yogyakarta so that overall employees could contribute to fostering Innovative Work Behavior in accordance under BPPK Decree No. KEP-140/PP/2017 which regulates that Knowledge Management is all employees’ task of Ministry of Finance. Keywords: Knowledge Capture, Knowledge Sharing and Dissemination, Knowledge Acquisition and Application, Human Resource (HR) Innovative Work Behavior Abstrak Mewujudkan Knowledge Management sebagai salah satu pilar Kemenkeu Corporate University, Balai Diklat Keuangan Yogyakarta sebagai instansi yang menjalankan peran membangun lingkungan pembelajaran, perlu memperhatikan rangkaian sistem dan prosedur dalam mengelola pengetahuan keuangan negara agar tersedia dan terkelola dengan baik. Penelitian ini bertujuan untuk membuktikan bahwa upaya yang dipandang efektif dalam mempengaruhi Perilaku Kerja Inovatif SDM di Balai Diklat Keuangan Yogyakarta adalah melalui siklus terintegrasi dari tiga tahapan Knowledge Management, yaitu Knowledge Capture, Knowledge Sharing and Dissemination, Knowledge Acquisition and Application. Siklus terintegrasi tersebut dapat merangsang SDM untuk berfikir kritis, kreatif, dan inovatif sehingga menghasilkan pengetahuan baru yang berguna. Metode penelitian ini melalui pendekatan kuantitatif analisis SEM menggunakan software Smart PLS. Hasil penelitian membuktikan bahwa Knowledge Acquisition and Application berpengaruh terhadap Perilaku Kerja Inovatif SDM. Namun, Knowledge Capture dan Knowledge Sharing and Dissemination tidak berpengaruh terhadap Perilaku Kerja Inovatif SDM. Hal ini mengindikasikan bahwa perlunya peningkatan Knowledge Capture dan Knowledge Sharing and Dissemination di Balai Diklat Keuangan Yogyakarta agar secara keseluruhan pegawai dapat berkontribusi menumbuhkan Perilaku Kerja Inovatif sesuai Keputusan Kepala BPPK No. KEP-140/PP/2017 yang mengatur bahwa tugas Knowledge Management adalah seluruh pegawai Kemenkeu. Kata kunci: Knowledge Capture, Knowledge Sharing and Dissemination, Knowledge Acquisition and Application, Perilaku Kerja Inovatif SDM

Evaluation of perceived benefits and employee satisfaction through knowledge management practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jamini Ranjan Meher ◽  
Rohita Kumar Mishra
Keyword(s):  
Knowledge Management ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Research Study ◽  
Essential Element ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Employee Benefit ◽  
Content Type ◽  
Perceived Benefit

Purpose This study aims to identify the key contributing factors of knowledge management (KM) practices with respect to an employee benefit. The research is designed to gain insight into the KM practices of Indian information technology (IT) firms and evaluate its effects on employee perceived benefit (EPB) and employee satisfaction (ES). Design/methodology/approach This study focuses on the cause and effect relationship between the variables. In this research study, a structured questionnaire is administered and accumulated responses from executives, software developers and knowledge managers from five IT firms with the help of google form. The sample size was 339 for this study. Confirmatory factor analysis and partial least square (PLS)-structural equation modeling have been used to analyze the data with the help of SMART-PLS software. Findings The well-fitted model describes the importance of KM practices with respect to increasing employee benefit and satisfaction. The hypothesized model is empirically investigated and it is also supported by the analysis. The KM practices have significant effects on EPBs. Employee benefits have a significant effect on ES. The result shows that the benefits of KM practices are more intended toward the sources of motivation where they can increase their capability with the help of KM practices. Research limitations/implications Benefit leads to the motivation and satisfaction of employees. The work itself can be a highly motivating dimension with the help of proper KM practices. The managers’ prime responsibility is to focus on collaborative work with regularizing the exchange of knowledge, where new knowledge can be created and, do better for the organization. Originality/value This research study offers a new direction of motivation to work. The employee can be highly motivated if he can be benefited from the work itself. This study gives an approach to satisfy the employee with the help of KM practices. Perceived benefit is considered as an essential element for this study.

Why do employees respond to hospitality talent management

2019 ◽  
Vol 31 (10) ◽  
pp. 4021-4042 ◽  
Author(s):  
Enrique Murillo ◽  
Ceridwyn King
Keyword(s):  
Organizational Performance ◽  
Latin American ◽  
Management Practices ◽  
Brand Management ◽  
Structural Model ◽  
Talent Management ◽  
Employee Attitudes ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
Relationship Orientation

Purpose In consideration that the purpose of talent management is to attract and nurture productive employees for the benefit of the hospitality organization, this study aims to examine why employees respond in such favorable ways. Recognizing beneficial employee behavior advances a hospitality organization through their ability to deliver an experience that aligns with the promoted brand promise, inspiration is drawn from both the strategic human resource management as well as the internal brand management literature. The power of this approach is illustrated through a survey of employees of a Latin American restaurant chain with a long-standing policy of values-based recruiting, inclusive talent management and progressive people management practices. Design/methodology/approach Informed by literature, employee perception of their relationship with the organization (i.e., relationship orientation) and alignment with the brand’s values (i.e., brand fit) were considered drivers of favorable employee attitudes and behavior as a result of hospitality talent management practices. These were hypothesized to positively influence employee confidence and motivation as reflected in organization-based self-esteem (OBSE) and brand motivation, which in turn drive employee brand-aligned behavior. A survey measured the variables of interest with the same employees over two time periods, matched using employees’ identification code, resulting in 199 complete surveys. The structural model was estimated using partial least squares (PLS). Findings Relationship orientation and brand fit were significant drivers of OBSE and brand motivation, respectively. In turn, they had a significant effect on employee brand-aligned behavior. Model estimation complied with all PLS quality criteria. Research limitations/implications Traditional talent management practices that tend to focus on the transactional benefits of the job/career can be strengthened by leveraging strong organizational relationships as well as engagement with the hospitality brand. In turn, employees have the confidence and motivation to exhibit brand-aligned behavior, a path to competitive advantage, which may also act as a buffer helping employees manage the stress of hospitality jobs. Originality/value Understanding why employees respond favorably to hospitality talent management practices, beyond simply transactional, monetary reasons, is important to designing relevant and timely initiatives that have the potential to enhance organizational performance.

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