scholarly journals Innovative Culture and Firm Performance of Medical Device Companies: Mediating Effects of Investment in Education and Training

2021 ◽  
Vol 18 (17) ◽  
pp. 8926
Author(s):  
Jeong-min Ryu ◽  
Sewon Park ◽  
Yoonseo Park ◽  
Jeongwon Park ◽  
Munjae Lee
Keyword(s):  
Panel Data ◽  
Organizational Performance ◽  
Medical Device ◽  
Education And Training ◽  
Mediating Effect ◽  
Organizational Satisfaction ◽  
Corporation Performance ◽  
Dependent Variables ◽  
Innovative Culture ◽  
And Training

This research explored the mediating effect of investment in education and training relating to the innovative culture and organizational performance of medical device companies. We used the Human Capital Corporate Panel data provided by the Korea Vocational Competency Development Institute. In the industrial classification system of panel data, the industries related to medical devices were extracted and conclusively analyzed for 8629 workers and 368 companies. The independent and dependent variables were innovative culture and corporation performance, respectively. Investment in training and education was a mediating variable between the independent and dependent variables. Quantitative data were analyzed using SPSS software. A higher level of organizational satisfaction emerged in an innovative culture. Innovative culture positively affected organizational satisfaction. Further, investment in education and training to promote an innovative culture positively affected organizational satisfaction. Medical device companies should improve their performance by creating an innovative culture.

scholarly journals The mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public sector

2017 ◽  
Vol 36 (5) ◽  
pp. 626-643 ◽  
Author(s):  
Fathi Mohamed Al Damoe ◽  
Kamal Hamid ◽  
Mohmad Sharif
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Training And Development ◽  
Mediating Effect ◽  
Content Type ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
The Relationship ◽  
And Training

Purpose Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a mediator has, however, not been accorded the respect it deserves in the HRM practices-HR outcomes relationship. Moreover, studies on organizational climate are still scarce and have often focused on western organizations. The purpose of this paper, among others, is to examine the direct effect of HRM practices on the HR outcomes within the context of Libyan organizations. It further investigates whether organizational climate mediates the influence of HRM practices on the HR outcomes within the context of Libyan organizations. Design/methodology/approach This paper uses multiple regression analysis on a sample of Libyan organizations. Findings Regarding the findings, first, the paper finds that organizations that adopt HRM practices, such as performance appraisal, compensation and rewards and HR planning achieve significant HR outcomes. The finding also indicates that recruitment and selection and training and development are not good predictors of HR outcomes in the organization. Finally, the study reveals that the influence of HRM practice dimensions such as performance appraisal, compensation and reward and HRP on organizational performance is mediated by the presence of organizational climate; on the other hand, organizational climate fails to mediate the influence of both recruitment and selection and training and development on the HR outcomes. This study suggests that not all HRM practices are influenced by organizational climate of the organizations in Libya, and this may be due to the present environmental situation in Libya. Originality/value The study is deemed as an initial attempt to investigate the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public organizations. This finding acts as a springboard for further research and a wake-up call to the organizations in Libya to evaluate the importance of organizational climate in achieving HR outcomes in a volatile environment.

scholarly journals THE IMPACT OF TRANSFORMATIONAL LEADERSHIP AND COMPENSATION TOWARDS MOTIVATION AND ITS IMPLICATIONS ON ORGANIZATIONAL PERFORMANCE AT THE EDUCATION AND TRAINING CENTER OF THE MINISTRY OF COMMUNICATION AND INFORMATION

2021 ◽  
Vol 2 (5) ◽  
pp. 766-776
Author(s):  
Beny Adhi ◽  
M. Havidz Aima
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Research Method ◽  
Quantitative Research ◽  
Education And Training ◽  
Training Center ◽  
Analysis Method ◽  
The Impact ◽  
And Training ◽  
Communication And Information Technology

This research has purposes to discover and analyze further relates to the impact which is caused by transformational leadership and compensation towards motivation and its implications for organizational performance at the Education and Training Center of the Ministry of Communication and Information Technology. The current research method used was quantitative research with a causal method. The population and sample in this research amounted to 42 respondents who are civil servants and PPNPN employees at the Education and Training Center of Ministry of Communication and Information. The data analysis method used SEM-PLS. And the results showed that transformational leadership and compensation had a positive and significant impact both simultaneously and partially in order to increase the motivation. Transformational leadership, compensation and motivation had a positive and significant impact either simultaneously or partially in enhancing organizational performance. Motivation could play as a mediator in influencing the relations of transformational leadership and compensation to organizational performance.

scholarly journals prestasi kerja pegawai dan kinerja badan kepegawaian pendidikan dan pelatihan aceh

2019 ◽  
Author(s):  
Mirnawati
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Work Motivation ◽  
Employee Performance ◽  
Employee Motivation ◽  
Education And Training ◽  
Service Agency ◽  
Significant Positive Effect ◽  
Positive Effect ◽  
And Training

The purpose of this study was to determine (1) the state of motivation, discipline,leadership style employee performance and organizational performance, (2) the influence ofmotivation, discipline and leadership style either simultaneously or partially on theperformance of employees, (3) the influence of motivation, discipline and style leadership bothsimultaneously and partially on the performance of the organization and (4) the effect ofemployee performance to organizational performance and (5) the indirect effect of motivation,discipline and leadership style of the performance of the organization through employeeperformance Personnel Board Education And Training Aceh. This research was conducted atthe Personnel Board Education And Training Aceh, whereas the object of this study was theinfluence of motivation, discipline, leadership style, employee performance and theperformance of Civil Service Agency of Education and Training Aceh. These results indicatethat employee motivation, discipline and leadership style and a significant positive effect onemployee performance, then the results also showed that work motivation, discipline andleadership style positive and significant impact on job satisfaction Personnel Board EducationAnd Training Aceh, while the performance of employees positive and significant impact on theperformance of BKPP Aceh and there is indirect influence motivation, discipline andleadership style of the performance of the organization through employee performancePersonnel Board Education And Training Aceh.

scholarly journals PRESTASI KERJA PEGAWAI DAN KINERJA BADAN KEPEGAWAIAN PENDIDIKAN DAN PELATIHAN ACEH

2019 ◽  
Author(s):  
Mirnawati Mirnawati
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Work Motivation ◽  
Employee Performance ◽  
Employee Motivation ◽  
Education And Training ◽  
Service Agency ◽  
Significant Positive Effect ◽  
Positive Effect ◽  
And Training

The purpose of this study was to determine (1) the state of motivation, discipline,leadership style employee performance and organizational performance, (2) the influence ofmotivation, discipline and leadership style either simultaneously or partially on theperformance of employees, (3) the influence of motivation, discipline and style leadership bothsimultaneously and partially on the performance of the organization and (4) the effect ofemployee performance to organizational performance and (5) the indirect effect of motivation,discipline and leadership style of the performance of the organization through employeeperformance Personnel Board Education And Training Aceh. This research was conducted atthe Personnel Board Education And Training Aceh, whereas the object of this study was theinfluence of motivation, discipline, leadership style, employee performance and theperformance of Civil Service Agency of Education and Training Aceh. These results indicatethat employee motivation, discipline and leadership style and a significant positive effect onemployee performance, then the results also showed that work motivation, discipline andleadership style positive and significant impact on job satisfaction Personnel Board EducationAnd Training Aceh, while the performance of employees positive and significant impact on theperformance of BKPP Aceh and there is indirect influence motivation, discipline andleadership style of the performance of the organization through employee performancePersonnel Board Education And Training Aceh.

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.

The Chemistry of Effective Management

1977 ◽  
Vol 2 (2) ◽  
pp. 151-164 ◽  
Author(s):  
Pradlp N. Khandwalla
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Organizational Development ◽  
Risk Taking ◽  
Management Education ◽  
Education And Training ◽  
Management Style ◽  
Effective Management ◽  
Development And Management ◽  
And Training

Different schools of management have emphasized particular orientations as being indispensable for high organizational performance. The data from the study of a sample of Canadian organizations suggest that this is only partially true. Synergic combinations of these orientations were more powerful predictors of organizational performance than individual orientations, and, indeed, wrong combinations of even such acclaimed orientations as scientific or technocratic management, risk-taking, and participative decision-making seemed to result in low organizational performance. The author feels that there is no need to impose one uniquely good management style on all organizations; rather, the style can be fashioned around the most deeply ingrained current orientation of its management, even when it is coercive or bureaucratic or anti-scientific, by nurturing orientations that have a positive synergy with the deeply ingrained orientation. The paper also discusses implications for organizational development and management education and training.

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