THE EFFECT OF TEAM ORIENTATION, CREATING CHANGE AND CUSTOMER FOCUS ON INNOVATION AND EMPLOYEE  PERFORMANCE ON PT. PELINDO III (PERSERO) BANJARMASIN

This research was aims to describe the magnitude of the effect of organizational culture on employee performance Regional General Hospital Massenrempulu Enrekang a nd explain the factors of the Cultural Organization of the most dominant influence on the performance of employees of District General Hospital Massenrempulu Enrekang. Based on the results of analysis show that the factors of organizational culture (employee behavior, Communication, Innovation and Risk Taking, Caution on the reward, support, Leadership Behavior, result orientation and team orientation) simultaneously and significant partial effect on employee performance Massenrempulu Enrekang hospitals. Based on the results of analysis show that employee behavior factor (X1), the strongest influence on employee performance.

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ORGANIZATION CULTURE IMPACT TO PERFORMENT HOTEL EMPLOYE (CASE STUDY : HOTEL LEGIAN RESORT –BALI)

Journal of Business on Hospitality and Tourism ◽

10.22334/jbhost.v2i1.68 ◽

2017 ◽

Vol 2 (1) ◽

pp. 330 ◽

Cited By ~ 1

Author(s):

I Wayan Pantiyasa ◽

Michelle Michelle

Keyword(s):

Qualitative Method ◽

Employee Performance ◽

Individual Performance ◽

Core Values ◽

Organisational Culture ◽

Organization Culture ◽

Customer Focus ◽

The Core ◽

Organisational Cultures

Organisational culture is a set of values or personality that is implemented by certain company or hotel as a form of identity of that hotel or company. The effect of organisational culture is profound, and correlates heavily towards employee performance by enhancing individual performance and increasing employee retention. This research is conducted to discover the effect of organisational culture towards employee performance in Padma Resort Legian. The hotel’s established core values points are used by measuring the effect of each core values towards employee performance. Whereas the core values that had been established is as follows; achievement, excellence, customer focus, honesty and integrity and people oriented. Quantitative and qualitative method is used as a tool to unravel the connection between organisational culture towards employee’s performance. Later on questioners that had been distributed to 119 respondents by using likert scale measurement. The data then is analysed by using both simple and multiple correlation to measure the corelation between the core values towards employees performance both entirely or partially. The result of the research shows that there is a correlation between organisational cultures towards employee’s performance entirely, although only achievement and customer focus that show a significant value of correlation towards employee’s performance.

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Peran Organizational Citizenship Behavior (OCB) dan Budaya Organisasi Dalam Meningkatkan Kinerja Karyawan di UKM Snak Makroni Cap Bintang Desa Mutih Wetan, Kabupaten Demak

BISNIS : Jurnal Bisnis dan Manajemen Islam ◽

10.21043/bisnis.v6i2.4566 ◽

2019 ◽

Vol 6 (2) ◽

pp. 17

Author(s):

Andi Aina Ilmih

Keyword(s):

Organizational Culture ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Employee Performance ◽

Field Research ◽

Citizenship Behavior ◽

People Orientation ◽

Authentic Data ◽

Team Orientation

<span lang="IN"><em>The study was conducted on employees of UKM Sank Makroni Cap Bintang, Mutih Wetan Village, Demak Regency. This research includes the type of field research, which is a research study that takes authentic data objectively. Whereas seen from the type, this research is classified as qualitative research using descriptive method. The research was conducted to determine the role of organizational citizenship behavior (OCB) and organizational culture to improve employee performance. There are five aspects in implementing OCB, namely: Altruism, Conscientiousness, Courtesy and Civic Virtue. While the role of organizational culture will improve employee performance through seven aspects in its implementation, namely: innovation and courageous risk taking, attention, people orientation, team orientation, aggressiveness, stability.</em></span>

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The Influence of Organizational Culture on Employee Performance

Budapest International Research and Critics Institute (BIRCI-Journal) Humanities and Social Sciences ◽

10.33258/birci.v3i1.761 ◽

2020 ◽

Vol 3 (1) ◽

pp. 296-302

Author(s):

Yeti Kuswati

Keyword(s):

Organizational Culture ◽

Standard Deviation ◽

Employee Performance ◽

Survey Methods ◽

Poor Performance ◽

Poor Quality ◽

People Orientation ◽

Outcome Orientation ◽

Team Orientation

This study was motivated by the insignificant performance of employees at Municipal Waterworks (Perusahaan Daerah Air Minum, PDAM) in Majalengka Regency office. Their performance was considered to be insignificant due to the following indicators: (1) some employees were less responsible resulting poor performance in carrying out the task; (2) some employees lack discipline in carrying out tasks such as coming and leaving work not following the applicable regulations; (3) some employees carried out their tasks not following the applicable guidelines (resulting poor quality of work); (4) There were delays in reporting by employees. This study used descriptive and survey methods by processing and analyzing quantitative data through a parametric statistical approach. The calculation was conducted using the SPSS version 19 program. The parameters used were variable X which was organizational culture and variable Y which was employee performance. According to Robin, organizational culture includes innovation and risk placement, clear attention, outcome orientation, people orientation, team orientation, aggressiveness, and stability. Meanwhile, according to Moeherionon, employee performance includes effectiveness, efficiency, quality, timeliness, productivity, and safety. After analyzing the data and testing the hypothesis, the results indicated that the organizational culture in Majalengka PDAM office was categorized well with the respondents’ response of 3.45 and a standard deviation of 0.574. Meanwhile, the employee performance reached a good category with a respondents’ response of 3.49 and a standard deviation of 0.705. The correlation coefficient (r) between variable X and Y was 0.828 indicating the influence of organizational culture on service quality by 68.5%. Moreover, the results of the t-test (significant level) obtained a t-value of 15.683 with a t-table of 1.661. Thus, t-arithmetic was greater than the t-table. Therefore, H0 was rejected and H1 was accepted. In other words, there was a positive and significant influence between organizational cultures (X) on employee performance (Y).

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The Influence of Organizational Culture on Employee Performance at Bappeda and Statistics of Bone Regency

Pinisi Business Administration Review ◽

10.26858/pbar.v2i2.16492 ◽

2021 ◽

Vol 2 (2) ◽

pp. 117

Author(s):

Suparman Mekka ◽

Wahyuddin Hamid ◽

Henni Zainal ◽

Aksa Aksa

Keyword(s):

Organizational Culture ◽

Organizational Commitment ◽

Employee Performance ◽

Employee Empowerment ◽

Work Culture ◽

Significant Positive Effect ◽

Organizational Goals ◽

Team Orientation ◽

Bone Research ◽

Positive Effect

Fun work culture create a positive employee attitude and gave impetus to work more diligently and more good.Aims this study was to determine the influence of organizational culture on organizational commitment in Bappeda and Statistics of Bone. Research uses explanatory research with a quantitative approach (positivism). Explanatory research explains the causal relationship between variables that influence the hypothesis. The results show that organizational culture has a significant positive effect on employee performance. This organizational culture can be seen from employee empowerment, team orientation, clarity of vision, direction and organizational goals. The stronger the organizational culture, the higher the performance.

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Investigating pregnancy and marital status discrimination in employee performance appraisals

PsycEXTRA Dataset ◽

10.1037/e518392013-011 ◽

2010 ◽

Author(s):

Sarah M. Haynes ◽

Jane A. Halpert ◽

Brian J. Marentette ◽

Micah D. Lueck

Keyword(s):

Marital Status ◽

Employee Performance ◽

Performance Appraisals

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The effect of subconscious and conscious goals on employee performance

PsycEXTRA Dataset ◽

10.1037/e518442013-437 ◽

2008 ◽

Author(s):

Amanda Shantz ◽

Gary Latham

Keyword(s):

Employee Performance

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Pengaruh Motivasi Kerja Dan Lingkungan Kerja Terhadap Kinerja Karyawan Bappeda Kabupaten Wonosobo Tahun 2013

Jurnal Riset Manajemen Sekolah Tinggi Ilmu Ekonomi Widya Wiwaha Program Magister Manajemen ◽

10.32477/jrm.v1i2.69 ◽

2017 ◽

Vol 1 (2) ◽

pp. 135-147

Author(s):

Ary Sutrischastini ◽

Ratna Setyani

Keyword(s):

Work Environment ◽

Work Motivation ◽

Employee Performance ◽

Linear Regression Analysis ◽

Test Validity ◽

Multiple Linear Regression Analysis ◽

Reliability Testing ◽

Evaluation Influence ◽

Environment Variables ◽

Research Goal

This research goal is to identification and evaluation influence of work motivation and work environment to employee’s performance in BAPPEDA Kabupaten Wonosobo. The object of this research is 37 employees of Badan Perencanaan Pembangunan Kabupaten Wonosobo. And the location of this research is at Badan Perencanaan Pembangunan Kabupaten Wonosobo. The analysis used is test validity, reliability testing, and test the hypothesis, with the help of the computer program SPSS version 17, using multiple linear regression analysis. Based on calculations of data and analysis used, the regression equation is obtained: Y = 11.733 + 0.320 X1 +0.334 X2 + ε, by using the equation regression analytical method can conclude that (X1) take effect positively against employees performance. With t value in amount of 2,219 (bigger than t in table in amount of 1,690) and significance value in amount of 0,33. By applying significance limited value in amount of 0,05, it means, hypothesis that claim if work motivation take effect against employees performance can be accepted. There is a positive and significant correlation between work environment variables (X2) against employees. With t value in amount of 2,219 (bigger than t in table in amount of 1,690) and significance value in amount of 0,33 (smaller than 0,5). Simultaneously, work motivation take effect positively and significantly against employees performance with the F value in amount of 11,562 (bigger than 0.05), then obtained significance value 0.000. It can be concluded that the work motivation and work environment has a positive and significant influence on employee performance in BAPPEDA Kabupaten Wonosobo.

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Pengaruh Kecerdasan Emosional Dan Kecerdasan Spiritual Pada Kepuasan Kerja Yang Berdampak Terhadap Kinerja Karyawan PT. Madu Baru Bantul, Yogyakarta

Kajian Bisnis STIE Widya Wiwaha ◽

10.32477/jkb.v26i1.262 ◽

2018 ◽

Vol 26 (1) ◽

pp. 13-29

Author(s):

Erlangga Arya Mandala ◽

Faresti Nurdiana Dihan

Keyword(s):

Job Satisfaction ◽

Emotional Intelligence ◽

Statistical Analysis ◽

Significant Influence ◽

Significant Relationship ◽

Research Method ◽

Quantitative Method ◽

Employee Performance ◽

Spiritual Intelligence ◽

Employee Job Satisfaction

The Emotional intelligence, spiritual intelligence and job satisfaction to be part of the factors that influence performance. The purpose of this study was to determine the effect of emotional intelligence and spiritual intelligence on the performance through job satisfaction as an intervening variable partially and simultaneously. This study also aimed to determine the effect of emotional intelligence and spiritual intelligence on the performance through job satisfaction as an intervening variable directly and indirectly. This study was conducted to 77 respondents employees of PT. Madu Baru, Yogyakarta. The research method used is quantitative method uses statistical analysis and descriptive. The results of this study are (1) there is a significant effect of emotional intelligence on employee job satisfaction. (2) there is a significant influence of spiritual intelligence on employee job satisfaction. (3) There is a significant relationship between emotional intelligence and spiritual intelligence on job satisfaction. (4) There is a significant relationship between emotional intelligence on employee performance. (5) There is a significant relationship between spiritual intelligence on employee performance. (6) There is a significant relationship between emotional intelligence and spiritual intelligence on employee performance. (7) There is a significant relationship between job satisfaction on employee performance. (8) There is an indirect effect of emotional intelligence on the performance of employees through job satisfaction. (9) There is the indirect influence of spiritual intelligence on the performance of employees through job satisfaction. Keywords: emotional intelligence, spiritual intelligence, job satisfaction and employee performance

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