scholarly journals LEADERSHIP BALANCE: IKLIM KOMUNIKASI ORGANISASI PEKERJA MILENIAL DAN CUSTOMER DALAM HOSPITALITY INDUSTRY

2018 ◽  
Author(s):  
Dewi Febrina Iriani
Keyword(s):  
Human Resources ◽  
Leadership Style ◽  
Hospitality Industry ◽  
Young Workers ◽  
Industry Leadership

<br /><table class="data" width="100%"><tbody><tr valign="top"><td class="value"><p>Hospitality Industry is one of the influential industries to support economic<br />growth in Indonesia, the culinary industry is one of it. The incraseing number of<br />culinary industries certainly requires considerable human resources, along with that<br />situation, young workers or millenial generation is currently in a productive age.<br />However, in fact, amid the development of this culinary industry, the leader experienced<br />some difficulties, one of them is to balance the demands of customers in this era of<br />globalization that critical enough for a product or service that they will use, along with<br />millenials workers who tend to be difficult to regulate. The discussion of this research is<br />how leaders in the culinary industry address this phenomenon, as well as the<br />appropriate leadership style for this situation.<br /><strong>Keywords : Hospitality Industry, Leadership, Millenials, Culture Organization, </strong><strong>Climate Organization</strong></p></td></tr></tbody></table>

İNSAN KAYNAKLARI YÖNETİCİLERİNİN LİDERLİK TARZI, YARATICI PROBLEM ÇÖZME KAPASİTESİ VE KARİYER TATMİNİ ARASINDAKİ İLİŞKİLERİN ARAŞTIRILMASI: AMPİRİK BİR ÇALIŞMA

2016 ◽  
Vol 4 (3) ◽  
Author(s):  
Hüseyin YILMAZ
Keyword(s):  
Problem Solving ◽  
Human Resources ◽  
Leadership Style ◽  
Career Satisfaction ◽  
Leadership Behavior ◽  
Future Research ◽  
Creative Problem Solving ◽  
Democratic Leadership ◽  
Creative Problem ◽  
The Relationship

The aim of this study is the creative problem-solving capacity of the organization with leadership behaviors of human resources managers and employees to examine the relationship between career satisfaction and is tested empirically. Research within the scope of the required data structured questionnaire method, operating in the province of Aydin was obtained from 130 employees working in five star hotels. Democratic leadership style according to the factor analysis, easygoing, participants converter, and releasing autocratic leadership dimensions were determined. According to the analysis, the dependent variable with a significant level of research and positive leadership style has been determined that no relationships. Regression analysis revealed that the leadership of the relationship with the creative problem-solving capacity of democratic leadership in style when found to be stronger than other leadership styles, while the variable describing the career of the employee satisfaction level of the maximum it was concluded that the creative problem-solving capacity of the organization. Research in the context of human resources on the very important for organizations, leadership behavior, creative problem-solving capacity and career satisfaction studies analyzing the relationships between variables it seems to be quite limited. The discovery by analyzing the relationship between the aforementioned variables, can make significant contributions to knowledge in the literature and are expected to form the basis for future research.

Pengarug Gaya Kepemimpinan, Budaya Organisasi, dan Kepercayaan Pegawai terhadap Komitmen Organisasi pada Suku Dinas Pendidikan Dasar Kota Administrasi Jakarta Barat

2015 ◽  
Vol 3 (3) ◽  
Author(s):  
Soeparlan Kasyadi
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Strategic Planning ◽  
Human Resources ◽  
Path Analysis ◽  
Leadership Style ◽  
Basic Education ◽  
Human Resources Development ◽  
Resources Development ◽  
Unit Analysis

<p>This research is aimed at obtaining information related to the affect of the <br />leadership style, organizational culture, and employees’ trust on organizational <br />commitment. Research has been implemented using path analysis after all variables put into a matrix of correlation. In this research, employees had been chosen as a unit analysis and 65 samples selected randomly. The results of research found out that: (1) there is direct affect of leadership style on employees’ trust; (2) there is direct affect of organizational culture on employees’ trust; (3) there is direct affect of leadership style on organizational commitment; (4) there is direct affect of organizational culture on organizational commitment; and (5) there is direct affect of employees’ trust on <br />organizational commitment. Based on those findings it could be concluded that any changing or variation which occurred to the organizational commitment of Basic Education Office in West Jakarta had been effected by leadership style, organizational culture, and trust to employees. Therefore, leadership style, organizational culture, and employees’ trust should be put into strategic planning of human resources development in increasing the organizational commitment of Basic Education Office in West Jakarta, however other variables are necessary to be taken into account properly. <br /> <br /><br /></p>

scholarly journals The Effect of Leaders’ Adoption of Task-Oriented or Relationship-Oriented Leadership Style on Leader-Member Exchange (LMX), In the Organizations That Are Active In Service Sector: A Research on Tourism Agencies

2018 ◽  
Vol 7 (1) ◽  
pp. 50 ◽  
Author(s):  
Nilufer Ruzgar
Keyword(s):  
Human Resources ◽  
Leadership Style ◽  
Service Sector ◽  
Considerable Effect ◽  
Survey Method ◽  
Leader Member Exchange ◽  
Face To Face ◽  
Member Exchange ◽  
Group Members ◽  
Task Oriented

It is essential in all organizations to provide integration of human resources and the organization, in terms of organizational effectiveness. In organizations that are active in service sector, this integration is especially important because of the fact that the employees are in face-to-face relationship with the customers. In this sense, the extent of responsibility on managers/leaders, is really important. Managers/leaders in organizations can adopt a leadership style and behave as “Task (Work) Oriented” or “Employee (Relationship) Oriented”. The style that is adopted by the leader, has a considerable effect on their relationship with employees.Leader-member Exchange Theory (LMX) is the leading theory that scrutinizes endogeneity and exogeneity. LMX, codes human resources as inner-group and outer-group in the context of leader-member exchange. The leadership styles that are adopted by the managers, have great impact on the exchange among leaders and subordinates. Thus, the subordinates perceive their situation either inner-group members or outer-group members.The purpose of this study, is to find out the effect of the leadership style that is adopted by the managers on Leader-Member Exchange (LMX). In this context, a survey method is applied to the tourism agencies that are active in Yalova, Turkey. The survey consists Fiedler’s LPC (least preferred co-worker) measure, Leader-member Exchange measure and demographical questions. According to the results, there is no statistically significant effect of Task Oriented leadership style on Self Oriented dimension of LMX. On the other hand, it has been found that there is statistically significant effect of Relationship Oriented Leadership Style on Self Oriented dimension of LMX.

scholarly journals Knowledge Management and Intellectual Capital - A Theoretical Perspective of Human Resource Strategies and Practices

2017 ◽  
Vol 8 (1) ◽  
pp. 148
Author(s):  
Isniar Budiarti
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Human Resource ◽  
Leadership Style ◽  
Intellectual Capital ◽  
Theoretical Perspective ◽  
Strategic Human Resource Management ◽  
Research Management ◽  
Competitive Advantages ◽  
Human Resources Strategies

Significant debates on the role of human resources have been shifted from organizational assets to initiator of innovation and competitive advantages. A current research has investigated suggestive roles of intellectual capital (IC) in strategic human resource management (SHRM) process and human research management (HRM) practices. Conversely, others have shown that the successful management of IC has related to implementation of knowledge management (KM). In turn, those perspectives suggest the implementation and usage of KM ensure the growth of IC, and the innovative IC may become an effective human resources strategies and practices to acquire innovation and competitive advantages. Through a comprehensive analysis of the latest journals on those concepts, this study argues that human resource strategies and practices involving KM and management of IC give potential oppurtunities to gain innovation and competitive advantages. Besides, this theoretical perspective suggests organizational culture and leadership style are interrelated to the process.

scholarly journals KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, DAN KOMITMEN AFEKTIF PADA KARYAWAN PERUSAHAAN BIDANG KONSTRUKSI MILIK PEMERINTAH DI MEDAN

2019 ◽  
Vol 18 (3) ◽  
pp. 209
Author(s):  
Bachruddin Saleh Luturlean ◽  
Arif Partono Prasetio ◽  
Anisa Firli ◽  
Gilang Ananda Mikola ◽  
Muhammad Adnan Darmawan
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Human Resources ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Positive Experience ◽  
Business Organizations ◽  
Transformational Leadership Style

Affective commitment is a commitment that comes from within and it needs quite some time to develop. Organizations need to ensure that their employees have strong affective commitment. Transformational leadership style can help employees to feel valued and develop strong commitment. On the other hand the positive atmosphere inside the organization will also enrich the positive experience of employees which in the end will increase the affective commitment. This study analyses the effect of transformational leadership and job satisfaction on employee’s affective commitment. We study one of the state companies in Medan using 72 participants. The explanatory method and path analysis are used to explain relationships and influences between variables. The results of the study prove that transformational leadership style and job satisfaction simultaneous and partial have effects in improving the quality of employee affective commitment. Business organizations need to apply transformational leadership styles and develop human resources program that can enhance job satisfaction. By carefully focus on these two elements, the organization is expected to be able to increase employee affective commitment. Keywords—Transformational Leadership, Job satisfaction, Affective Commitment Abstrak Komitmen afektif adalah komitmen yang muncul dari dalam diri sendiri dan dibangun seiring berjalannya waktu. Organisasi perlu memastikan bahwa karyawan mereka memiliki komitmen afektif yang kuat. Unsur kepemimpinan khususnya yang bersifat transformasional diyakini dapat membuat karyawan merasa dihargai dan pada akhirnya memiliki komitmen yang kuat. Di samping itu, suasana dalam organisasi yang menyenangkan akan memperkaya pengalaman positif karyawan yang juga berdampak pada peningkatan komitmen afektif. Penelitian ini menganalisis pengaruh kepemimpinan transformasional dan kepuasan kerja terhadap terbentuknya komitmen afektif karyawan di salah satu perusahaan negara di Medan. 72 Responden yang berpartisipasi dalam penelitian ini. Metode eksplanatori dan analisis jalur digunakan untuk menjelaskan hubungan dan pengaruh antar variabel. Hasil penelitian membuktikan bahwa gaya kepemimpinan transformasional dan kepuasan kerja memiliki pengaruh simultan dan parsial terhadap peningkatan kualitas komitmen afektif karyawan. Organisasi bisnis perlu mengaplikasikan gaya kepemimpinan transformasional serta mengembangkan program sumberdaya manusia yang bisa meningkatkan kepuasan kerja karyawan. Dengan mengoptimalkan kedua unsur ini, organisasi diharapkan mampu meningkatkan komitmen afektif karyawan. Kata kunci—Kepemimpinan Transformasional, Kepuasan Kerja, Komitmen Afektif

Leadership

2022 ◽  
pp. 106-123
Keyword(s):  
Leadership Development ◽  
Human Resources ◽  
Leadership Style ◽  
Roles And Responsibilities ◽  
Leadership Management

Leadership development happens when one can determine and/or strengthen leadership style. Development continues when there is a trusting connection, when there are clear roles and responsibilities, and when an environment that facilitates quality communication is maintained. This chapter examines a study that shows a disconnect in opinions from employees, CEOs, and human resources professionals who were all asked the same questions about how people view their organization. Top-level leaders were overly optimistic about the frequency with which their employees were being recognized for their contributions. Conversely, human resources professionals were pessimistic about frequent recognition while employees seemed to be divided about the frequency and appropriateness of recognition. The authors find a variety of team qualities as they peruse thousands of leadership, management, and self-improvement books. This chapter narrows the focus to engagement, the setting of leader and manager roles, and developing members.

Competency of Human Resources and Customer Trust on Customer Satisfaction and Its Consequence on Customer Retention in the Hospitality Industry North Sumatra

2020 ◽  
Vol 11 (6) ◽  
pp. 1515
Author(s):  
Yohny ANWAR ◽  
Kiki Farida FERINE ◽  
Nikous Soter SIHOMBING
Keyword(s):  
Customer Satisfaction ◽  
Human Resources ◽  
Human Resource ◽  
Hospitality Industry ◽  
Customer Retention ◽  
The North ◽  
Customer Trust ◽  
North Sumatra

This research was carried out by of the hospitality industry in North Sumatra. The object of this research is human resource competency, customer trust, customer satisfaction and customer retention in the North Sumatra hospitality industry. The Outcome of this study indicates that human resource competence, customer trust, customer satisfaction and customer retention in the hospitality industry in North Sumatra, Indonesia is relatively good. Human resource competency has an Consequence on customer satisfaction. Customer trust Consequences customer satisfaction. Human resource competency has a Consequence on customer retention. Customer trust has a significant Consequence on customer retention. In addition, there is a Consequence of customer satisfaction on customer retention and there are direct and indirect Consequences of human resource competence and customer confidence in customer satisfaction as well as a Consequence on customer retention of the hospitality industry in North Sumatra.

Employee loyalty in the hospitality industry and ways to develop organizational citizenship behaviour

10.12737/5367 ◽  
2014 ◽  
Vol 8 (5) ◽  
pp. 98-109
Author(s):  
Джавания Чернова ◽  
Dzhavaniya Chernova ◽  
Любовь Морозова ◽  
Lyubov Morozova ◽  
Анастасия Поправкина ◽  
...  
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Management System ◽  
Hospitality Industry ◽  
Employee Loyalty ◽  
Scientific Approach ◽  
Personnel Turnover

The article considers the key tasks of Human resources departments in building and maintaining executive employee loyalty in the hospitality industry. The issue of employee loyalty attracts increasing attention for a number of reasons: (1) the possibility of forecasting and preventing personnel turnover; (2) a belief that a loyal employee is more efficient than either an apathetic or an disloyal one. Human resource is one of the greatest contributors to a company’s competitive potential, it is currently regarded as a pivotal element of the management system and, therefore, requires and deserve a scientific approach.

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