scholarly journals How a Proper Performance Related Reward System Can Contribute to Work Performance Excellence

2014 ◽  
Vol 02 (03) ◽  
pp. 189-194 ◽  
Author(s):  
Sara Indileni Hamukwaya ◽  
Rashad Yazdanifard
Keyword(s):  
Work Performance ◽  
Reward System ◽  
Performance Excellence ◽  
Proper Performance

Establishing a Mutually Respectful Environment in the Workplace: A Toolbox for Performance Excellence

2019 ◽  
pp. e219-e226 ◽  
Author(s):  
Narjust Duma ◽  
Shail Maingi ◽  
William D. Tap ◽  
Colin D. Weekes ◽  
Charles R. Thomas
Keyword(s):  
Health Care ◽  
Health Care Professionals ◽  
Work Performance ◽  
Performance Excellence ◽  
Political Climate ◽  
Negative Behaviors ◽  
Team Members ◽  
Emotional Environment ◽  
Overall Job Satisfaction

Most health care professionals spend a substantial amount of their time at the workplace. Our interactions with team members can define our daily experiences, impact our work performance, and influence our overall job satisfaction. Over the last years, how we interact with colleagues and patients has changed with the introduction of social media, a tenser political climate, and an evolving health care system. In oncology, a team can be composed of medical students, clinicians, and support and administrative staff within a heavy emotional environment where some of our patients are facing the risk of early mortality and most are dealing with the unmeasurable burden of cancer. Many of these factors can increase the risk for professionalism lapses. We discuss common challenges faced in the practice of cancer care, including the generational gap between medical trainees and senior members, gender disparities, and microaggressions. Microaggressions represent verbal, behavioral, and environmental indignities that communicate hostile, derogatory, and negative slights that insult a target person or group. Microaggressions should not be accepted as the norm in the workplace. It is essential to recognize these negative behaviors and manage them effectively to reduce or even prevent the long-term toxicities that these behaviors can bring to the workplace environment. Ultimately, we must acknowledge that these issues exist and remember that education and collaboration are the pillars of an inclusive workplace. We owe such efforts to our patients who deserve good care, to our partners in the care of patients so that they feel supported and included, and to ourselves.

Mediating effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction

2018 ◽  
Vol 37 (1) ◽  
pp. 65-75 ◽  
Author(s):  
Muhammad Idrus Taba
Keyword(s):  
Organizational Commitment ◽  
Work Performance ◽  
Work Satisfaction ◽  
Reward System ◽  
Mediation Effect ◽  
Extrinsic Reward ◽  
Content Type ◽  
Intrinsic Reward ◽  
South Sulawesi ◽  
The Relationship

Purpose The purpose of this paper is to investigate the mediation effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction. Design/methodology/approach The study population constituted all employees/permanent employees (civil servants and non-civil servants) at Bank of BNI, Bank of BRI, Bank of Mandiri, and Bank of South Sulawesi. The analytical method used to test the hypothesis of the research was structural equation modeling. Findings Based on the analysis results, it can be concluded that the extrinsic reward system and the intrinsic reward system have a direct, significant effect on work performance and organizational commitment, and work performance and also organizational commitment have a direct, significant effect on work satisfaction. On the other hand, the extrinsic reward system and the intrinsic reward system have no direct effect on work performance, but work performance and organizational commitment as mediation variables bridge the relationship between the extrinsic reward system and the intrinsic reward system to work satisfaction. Originality/value Mediation effect (using the Sobel test) of work performance, and organizational commitment in the relationship between Reward Systems on work satisfaction, location of the study (no previous research for this relationship): Bank of South Sulawesi, Indonesia.

scholarly journals PENGARUH KEPEMIMPINAN SENIOR, TATA KELOLA DAN TANGGUNG JAWAB SOSIAL TERHADAP KINERJA KEPALA RUANG RAWAT INAP RUMAH SAKIT KARYA BHAKTI KOTA BOGOR TAHUN 2008

2015 ◽  
Vol 34 (2) ◽  
pp. 147
Author(s):  
Adila Kasni Astiena ◽  
Hafizurrachman Hafizurrachman ◽  
Mieke Savitri
Keyword(s):  
Social Responsibility ◽  
Path Analysis ◽  
Work Performance ◽  
Survey Design ◽  
Leadership Capacity ◽  
Senior Leadership ◽  
Performance Excellence ◽  
Baldrige Criteria ◽  
Malcolm Baldrige Criteria ◽  
Malcolm Baldrige

AbstrakPenelitian ini bertujuan untuk mengetahui pengaruh Kepemimpinan Senior, Tata Kelola dan Tanggung Jawab Sosial Terhadap Kinerja Kepala Ruang Rawat Inap Rumah Sakit Karya Bhakti (RSKB) Bogor Tahun 2008. Kerangka teori dari penelitian ini diambil dari Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) bagi institusi kesehatan dalam Hertz (2008). Kriteria MBCfPE yang diambil adalah kepemimpinan (leadership) yang dijabarkan menjadi variabel Kepemimpinan Senior, Tata Kelola Dan Tanggung Jawab Sosial. Penelitian ini merupakan penelitian survei dengan pendekatan kuantitatif. Data yang dikumpulkan adalah data primer dengan menggunakan kuesioner dan diolah dengan menggunakan metode analisis jalur (Path Analysis). Responden penelitian ini adalah semua perawat ruang rawat inap Dahlia Anyelir RSKB tahun 2008. Hasil penelitian ditemukan bahwa Kepemimpinan Senior, Tata Kelola dan Tanggung Jawab Sosial mempengaruhi Kinerja Kepala Ruang sebesar 57.59% sedangkan sisanya 42.41% dipengaruhi oleh variabel yang tidak diteliti. Variabel yang paling besar mempengaruhi kinerja kepala ruang adalah kepemimpinan senior (30.44%) disusul oleh variabel tata kelola (22.96%) dan Tanggung Jawab Sosial (4.18%). Tanggung Jawab Sosial mempunyai koefisen jalur yang tidak bermakna dan sangat kecil, namun tetap dipertahankan dalam model akhir karena secara substantif, penting dalam menentukan kinerja kepala ruang. Berdasarkan penelitian ini disarankan untuk lebih memperhatikan dan meningkatkan kepemimpinan senior, tata kelola dan tanggung jawab sosial guna meningkatkan kinerja kepala ruang dengan cara (1) melakukan pembinaan dalam hal kepemimpinan mencakup kemampuan (ability), keterampilan (skill) dan perilaku (behaviour). (2) Menciptakan kebijakan guna terciptanya kondisi peningkatan kemampuan kepemimpinan senior, tata kelola dan tanggung jawab sosial, termasuk memberikan kesempatan untuk menambah pengetahuan (3) Dalam pemilihan kepala ruang disarankan untuk memperhatikan kapasitas kepemimpinanARTIKEL PENELITIAN148(kemampuan, keterampilan dan tingkah laku), tata kelola dan tanggung jawab sosial dari calon kepala ruang.Kata Kunci : Kepemimpinan Senior, Tata Kelola, Tanggung Jawab Sosial, Kinerja, PerawatAbstractThis study has an objective to know the influence of senior leadership, governance, social responsibility to performance of roomcare head nurses in Karya Bhakti hospital Kota Bogor (RSKB) 2008. Theoretically, this concept is taken from Malcolm Baldrige Criteria for Performance Excellence (MBCfPE), in Health Care (Hertz, 2008). The choosen criteria MBCfPE is Leadership. Leadership criteria consist of senior leadership, governance and social responsibility variables. The study design is a survey design with quantitative approaches. The method being used in this study is path-analysis-method. The data are primer taken by the questionaires. Respondance are taken among nurses at Dahlia Anyelir roomcare RSKB Bogor 2008. The result shows that senior leadership, governance and social responsibility influenced performance of roomcare head nurses is 57.59% while the rest 42.41% is influenced by other factors which is not included in this study. The biggest variable which influenced work performance roomcare head nurses is senior leadership (30.44%), followed by governance (22.96%) and social responsibility (4.18%). Social responsibility variable is not significant to work performance roomcare head nurses, but it being defended because of substantive importance to influence work performance of roomcare headnurse. According to the result of this study, it is recommended to give more attention to improve senior leadership, governance and social responsibility to improve work performance of roomcare head nurses, such as: (1) To maintance ability, skill and behaviour of roomcare headnurses (2) To create regulation to support improvement senior leadership capacity, governance and social responsibility with opportunity to improve knowledge (3) To give suggestion for election roomcare head nurses must have leadership capacity (ability, skill and behaviour), governance and social responsibility from the candidate.Key word : senior leadership, governance, social responsibility, work performance, nurse

scholarly journals Religiosity Moderation on the Effect of Reward System and Motivation on Work Performance

2020 ◽  
Vol 3 (02) ◽  
pp. 152-167
Author(s):  
Hayat Hayat ◽  
Sumartono Sumartono ◽  
Choirul Saleh ◽  
Ratih Nur Pratiwi
Keyword(s):  
Research Method ◽  
Quantitative Research ◽  
Work Performance ◽  
Work Motivation ◽  
Reward System ◽  
Employee Motivation ◽  
The State ◽  
Performance Effect

The purpose of this study is to analyze the reward system on work motivation of the state civil apparatus and work performance, the effect of religiosity moderation on the influence of motivation on the work performance of the state civil apparatus and the effect of religiosity moderation on the effect of the reward system on the work performance of the civil apparatus country. The research method used quantitative research using WarpPLS 0.6 analysis. The results of research and discussion show that the reward system has a positive and significant effect on work motivation. More rewards given will have an impact on employee motivation. In addition, the effect of the reward system on work performance also has a positive and significant effect. In the aspect of Religiosity as moderation, motivation and work performance effect is insignificant and positively moderates both, even the tendency to weaken. The emphasis is that work does not only depend on competence, skill, and capacity, but must be supported by the belief that there is a God who is always at work, because serving the community is part of worship that rewards God will repay with multiplied kindness.

Social Desirability in Personality Inventories

2014 ◽  
Vol 35 (3) ◽  
pp. 144-157 ◽  
Author(s):  
Martin Bäckström ◽  
Fredrik Björklund
Keyword(s):  
Social Desirability ◽  
Big Five ◽  
Work Performance ◽  
Factor Model ◽  
Five Factor Model ◽  
Peer Ratings ◽  
Personality Inventories ◽  
Model Study ◽  
The Difference ◽  
New Variables

The difference between evaluatively loaded and evaluatively neutralized five-factor inventory items was used to create new variables, one for each factor in the five-factor model. Study 1 showed that these variables can be represented in terms of a general evaluative factor which is related to social desirability measures and indicated that the factor may equally well be represented as separate from the Big Five as superordinate to them. Study 2 revealed an evaluative factor in self-ratings and peer ratings of the Big Five, but the evaluative factor in self-reports did not correlate with such a factor in ratings by peers. In Study 3 the evaluative factor contributed above the Big Five in predicting work performance, indicating a substance component. The results are discussed in relation to measurement issues and self-serving biases.

The Relation Between Financial Incentives, Motivation, and Performance

2017 ◽  
Vol 16 (2) ◽  
pp. 61-76 ◽  
Author(s):  
Anaïs Thibault Landry ◽  
Marylène Gagné ◽  
Jacques Forest ◽  
Sylvie Guerrero ◽  
Michel Séguin ◽  
...  
Keyword(s):  
Financial Incentives ◽  
Work Performance ◽  
Autonomous Motivation ◽  
Compensation Plans ◽  
Work Settings ◽  
Path Analyses ◽  
Three Samples ◽  
And Performance ◽  
Performance Results

Abstract. To this day, researchers are debating the adequacy of using financial incentives to bolster performance in work settings. Our goal was to contribute to current understanding by considering the moderating role of distributive justice in the relation between financial incentives, motivation, and performance. Based on self-determination theory, we hypothesized that when bonuses are fairly distributed, using financial incentives makes employees feel more competent and autonomous, which in turn fosters greater autonomous motivation and lower controlled motivation, and better work performance. Results from path analyses in three samples supported our hypotheses, suggesting that the effect of financial incentives is contextual, and that compensation plans using financial incentives and bonuses can be effective when properly managed.

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