Effects of informal controls and psychological empowerment on job satisfaction

ABSTRACT The aim of this article was to investigate the effects of informal controls on psychological empowerment and job satisfaction. Despite previous studies having analyzed the role of certain management control systems in individual results, such as psychological empowerment and job satisfaction, the evidence on informal controls within this context is inconclusive. Credit union systems play a considerable role in economic growth, regional development, and employability. We therefore explore the perception of directors and managers of business units of one of the biggest cooperative systems regarding the informal controls used. Considering that job satisfaction has a series of implications for organizations (for example in employee loyalty and job performance), it is important to understand its determinants. The literature points to the growing concern among contemporary organizations about informal controls. Various studies focus on understanding the role of these controls and their respective effects on organizational and individual behaviors. From the individual perspective, there is a need to analyze the indirect effects of management controls on individual aspects by means of psychological variables. Thus, this study provides new evidence on informal controls in organizations by exploring the intervening role of psychological empowerment and the (beneficial) effects on job satisfaction. In addition, the study provides a methodological contribution to the national research on management control by adding an analysis based on mixed methods. A survey was applied to directors and managers of business units of one of the biggest credit union systems in Brazil. The data were analyzed using a mixed methods approach: partial least squares structural equation modeling and fuzzy-set qualitative comparative analysis. Informal controls are directly and indirectly associated (via empowerment) with job satisfaction. Moreover, the findings indicate more than one solution for high job satisfaction.

АНАЛІЗУВАННЯ ПЕРЕВАГ У ПРОЦЕСАХ РОЗВИТКУ СОЦІАЛЬНОЇ ВІДПОВІДАЛЬНОСТІ ЗАКЛАДІВ ВИЩОЇ ОСВІТИ НА РИНКУ ОСВІТНІХ ПОСЛУГ

The paper seeks to explore the current issues that deepen the understanding of the benefits of social responsibility in higher education institutions. In particular, it is observed that interpreting social responsibility as a philosophical category or an ideological concept is limited to identifying only the boundaries of the company's responsibility for its effects on society and the environment. However, an emphasis is put that to implement a socially responsible strategy, a company should build a model to manage social responsibility and its integration into the key business processes: production, sales management, logistics, and personnel management. The hypothesis of the study is that making use of the benefits in developing social responsibility in higher education institutions will contribute to boosting their competitiveness in the educational services market. The purpose of the study is to provide insights into the benefits of developing social responsibility in higher education institutions in the educational services market. The methodological basis of the study is the neo-institutional theory which assumes concluding contracts (transactions) between counterparties based on a cycle of "negotiations, accepting and fulfilling of obligations"; an institutional paradigm as a process of interaction between the government and the society which negotiates, accepts and fulfils obligations as to organizational and financial involvement in socially responsible activities. The findings have identified cause and effect relationships that determine the terms and the degree of shaping social responsibility in higher education institutions which are of a two-fold character. It is argued that the maturity of social responsibility of the government and higher education institutions significantly enhances their competitiveness. The results of research provide evidence on the existence of certain University social responsibility patterns. However, it is noted that at the early development phase, certain volatility is observed in cause and effect relationships between social responsibility factors, causes and drivers in society as a whole and in terms of differentiated business units including higher education institutions.

Inventory Application Design for Optimizing Business Processes for MSMEs Nyong Group Yogyakarta

Nyong Group is one of the Micro, Small and Medium Enterprises (MSME) located in Sleman, Yogyakarta. Nyong group has several business units, namely nyong shoes and care Yogya, shoes and care Cilacap, nyong donuts, and nyong stalls (food, snacks and chili sauce). The problems by IbM partners include; First, (1) There is no Point of Sales application that uses inventory to meet the needs of the production process or is sold again, (2) Not yet has this Inventory covering raw materials, in-process goods, and goods so (finished goods). The output targets in this program are (1) the application of point of sales applications for recording sales transactions, (2) Adding an inventory application to the created point of sales applications. The service program is carried out in 2 (two) forms; First, (1) design of a point of sales application for Nyong Group's sales transactions. Second, making an inventory application to be able to determine whether to record goods based on arrival time or the amount of stock you can determine to record goods based on arrival time or stock amount. The implementation of this program is designed in four stages of activity, namely: (1) Coordination and preparation stage (2) Design stage (3) Science and technology implementation stage (4) Evaluation and refinement stage.

Assistance of BUMDes Tirta Kamulyan Kangen Water in Bangunjiwo Village, Kasihan, Bantul, Yogyakarta

The purpose of this activity is to increase the income of BUMDes through the Tirta Kamulyan bottled water business, which is one of the BUMDes Bangunjiwo business units. Problems in the production sector, namely the absence of a filter to filter ready-to-drink water and an unhygienic pouring process; while for the marketing field is the lack of ability of managers to market products online, besides that the packaging used is not attractive. The methods used are: 1) Procurement and training on the use of bottled drinking water filters, 2) Lectures on health protocol socialization for BUMDes managers and youth organizations, 3) Training and assistance in making product packaging labels, online product marketing, and making blocks and social media for youth groups. From the service activities, activities were held in the form of: 1) Procurement of water filters and training on the use of water filters, 2) Socialization of the Covid-19 health protocol for BUMDes managers and youth organizations, installing Covid-19 protocol banners around BUMDes, providing health protocol tools, 3) Training and assistance in the manufacture of product packaging labels, 4) Training and assistance in online product marketing; and 5) Training and assistance in making blocks and social media for youth organizations. All activities were completed and were successful, after the service program, sales of Tirta Kamulyan Kangen Water products increased by 20%.

Determinants of the Acceptance of Mobile Payment Systems by E-Merchants

To be effectively deployed, a mobile payment (m-payment) system must be provided by e-merchants and accepted by e-consumers. Although the problem of acceptance of m-payment systems by e-consumers has been widely researched, there are few studies about what actually motivates e-merchants to adopt and deploy these systems in their businesses in the first place. The goal of this research was to discover the behavioral intentions of e-merchants to adopt and deploy an m-payment system. The interviews approach was applied to 347 e-merchants randomly selected from among the whole population of 47,457 independent business units selling goods on-line in Poland. The PLS-SEM method was applied to determine the relationship between variables. Unexpectedly, perceived risk was not a significant factor influencing e-merchants' intention to adopt an m-payment system. The e-merchants’ behavioral intention was significantly impacted by the expected usefulness, perceived ease of deployment and use, perceived cost and price, and hedonic motivation.

Global Inclusion, Diversity, Belonging, Equity, and Access - GIDBEA. The Architecture of A New Different

The article asserts the need for organizations to adopt intentional and transformative Global Inclusion, Diversity, Belonging, Equity, and Access (GIDBEA) practices, to ensure their future readiness. The research developed reaffirms the benefits of GIDBEA strategies in identifying gap areas and navigating crises, by providing insights on how to successfully embed a ‘new different’ GIDBEA strategy into organizational frameworks. By drawing trends across the 2020-2021 COVID-19 pandemic and other previous health and economic crises, it is indicated what is described as the “normality of disruption” and the need to move away from the idea of a ‘new normal’ to a new different. The new different acknowledges that the ‘normal’ or the status quo was often challenging for many. The impact and importance of the disruptions that individuals, communities, nations, etc., all have and will face together, is also recognized. The new different emphasizes organizational transformation through co-creation, sustainability, adaptivity, resilience, and design thinking. By implementing a design thinking model, GIDBEA proactively engages mistakes while promoting innovation through dissent and disruption. As a result, disruptions are not considered episodic crises but as recurring, expected, and presenting opportunities. Furthermore, it is argued that GIDBEA expertise is essential for remaining agile, innovative, and providing strategic organizational architecture to prepare and innovate for these disruptions. However, it is necessary to consider that GIDBEA practice can be limited due to the failure of organizations and leaders to frame it as an asset and develop strategic plans to leverage it in the same way they do other critical functional business units. Therefore, unless prioritized and conducted intentionally, GIDBEA work will not achieve its promised bonuses and transformative potential. The article offers readers insights and tools to assess existing GIDBEA within their organization. Using metaphors of “construction” and “architecture,” it illustrates how reimaging organizational architectures and constructing initiatives focused on GIDBEA are fundamental to resiliency, organizational sustainability, and the ability to thrive through shifting landscapes.

Pemberdayaan Masyarakat Melalui Unit Usaha Simpan Pinjam Di Badan Usaha Milik Kampung Kampung Minas Barat

Village Owned Enterprise is a self-help container that is essentially a forum that conducts empowerment to the community, but the current situation is many unable to function as a forum for community empowerment of Village Owned Enterprise. This research aims to determine community empowerment through The Save Borrow Business Unit in Village Owned Enterprise Mineh Mandiri West Minas Village and to Know what factors hinder community empowerment through the Simpan Pinjam Business Unit in Village Owned Enterprise Mineh Mandiri West Minas Village. This research uses qualitative descriptive research method approach. Primary data obtained directly through interviews from informants, namely the Director of Village Owned Enterprise Mineh Mandiri, Village Chief Of West Minas, representative community Of West Minas Village, Field Experts Of Village Owned Enterprise, and Borrower Community. The results of this study show that community empowerment through the business unit of saving loans in a Village Owned Enterprise Mineh Mandiri West Minas Village is Bad. inhibitory factors in community empowerment through business units save borrowing in Village Owned Enterprise Mineh Mandiri West Minas Village is the limitation of human resources and lack of public awareness and lack of public enthusiasm for Village Owned Enterprise Mineh Mandiri.

Corporate Governance Regulations and Practices under COVID-19 Crisis: Time to Rethink

The COVID-19 has brought the challenge of survival for all the companies around the globe. This pandemic totally changed the procedures of managing and governing the firms with the help of regulations of the state. The said disaster has also hit the existence of the major companies in different sectors of the economy. Consequently, it has drawn the attention of all the practitioners of the Corporate Governance along with the policy makers of the economy. The focus of this article is to see the utility and practicability of different regulations and practices of the corporate governance to cope with the current emerging challenges of COVID-19 in corporate sector. Furthermore, the current study takes some valuable insights from the leading business journal articles and find the key mechanisms of the corporate governance, which help the companies to deal with the recent crisis. These mechanisms could be effective for the different business units during this dilemma of COVID-19. This review intends to change the management philosophy of the different companies. Furthermore, this study aims to provide them with the latest mechanisms of corporate governance, which are helping the companies for their successful progression of business affairs in this tough time of Corona Virus. These mechanisms include presence of risk management committee, more attention to the stakeholders, family ownership, and block holders. This paper concludes that all the above said mechanisms of corporate governance are very helpful during the crisis of COVID-19. The study highlights that this pandemic has affected the governance mechanisms of al the establishments, therefore firms should be prepared for such crisis in future by paying attention to the different corporate governance mechanisms. The study recommends that certain practices of the corporate governance are very helpful in coping the challenges posed by the pandemic of COVID-19.

Meningkatkan Skala UMKM Jambi dengan Penyusunan Rencana Bisnis yang Aplikatif

ABSTRACT Micro, Small and Medium Enterprises (MSMEs) are the largest part of Indonesia's existing business units. Its contribution to Gross Domestic Product (GDP) also continues to increase from year to year. Even though there are many MSMEs in quantity, they can still be improved from the aspect of business scale, in order to strengthen competitiveness and sustainability. To be able to increase the scale of business, planning is needed. The planning involves the necessary preparations so that the business is ready to grow and has the potential to become big. In the plan, which is usually called a “business plan”, business owners are encouraged to know more about the business they are running. Marketing, sales, operations, resources and finance aspects are the main focus. Each aspect is discussed in detail about what can be done, not only in the short term, but also in the medium and even long term. Forward projections based on reasonable assumptions. This is where accuracy and thoroughness are needed in preparing plans so that the steps compiled can be implemented, not only beautiful on paper. This is also found in MSMEs in Jambi Province. On this basis, the Community Service Team (PKM) together with the Center for Entrepreneurship Studies (PUSWIRA) of Tarumanagara University provided training and assistance in the preparation of business plans to 150 Jambi MSMEs. The activity, which lasted for one month, in July 2021, has helped MSME owners develop a simple but applicable business plan so that the managed business is on the right track to grow and be sustainable. ABSTRAK Usaha Mikro Kecil dan Menengah (UMKM) adalah bagian terbesar dari unit usaha yang ada Indonesia. Kontribusinya terhadap Produk Domestik Bruto (PDB) juga terus meningkat dari tahun ke tahun. Walau secara kuantitas berjumlah banyak UMKM masih dapat ditingkatkan lagi dari aspek skala usaha, agar dapat memperkuat daya saing dan keberlanjutan. Untuk dapat meningkatkan skala usaha diperlukan perencanaan. Perencanaan tersebut menyangkut persiapan yang diperlukan agar usaha siap untuk tumbuh dan berkemungkinan menjadi besar. Di dalam perencanaan yang biasa disebut “business plan” pemilik usaha didorong untuk mengenal lebih dalam mengenai usaha yang dijalankan. Aspek pemasaran, penjualan, operasi, sumber daya dan keuangan menjadi fokus utama. Setiap aspek dibahas secara rinci mengenai hal yang dapat dilakukan, tidak hanya dalam jangka pendek saja, tapi juga menengah bahkan panjang. Proyeksi ke depan berdasarkan asumsi yang masuk akal. Di sinilah diperlukan kecermatan dan ketelitian di dalam menyusun rencana agar langkah-langkah yang disusun dapat dilaksanakan, tidak hanya indah di atas kertas. Hal ini yang juga ditemui pada UMKM di Provinsi Jambi. Atas dasar itu Tim Pengabdian kepada Masyarakat (PKM) bersama dengan Pusat Studi Kewirausahaan (PUSWIRA) Universitas Tarumanagara memberikan pelatihan dan pendampingan penyusunan rencana bisnis kepada 150 UMKM Jambi. Kegiatan yang berlangsung selama satu bulan yaitu pada Juli 2021 ini telah membantu pemilik UMKM menyusun rencana bisnis sederhana namun aplikatif agar usaha yang dikelola berada di jalur yang tepat untuk tumbuh dan berkelanjutan.

The Rise of China, Inc.

Leveraging its absolute power, low human rights advantage, and tolerance by other countries, the Chinese Communist Party has transformed China into a giant corporation. Living and working is not a right, but a privilege granted by the party. State-owned firms are business units or subsidiaries, private firms are joint ventures, and foreign firms are franchisees of the party. 'China, Inc.' enjoys the agility of a firm and the vast resources of a state. Meanwhile, foreign firms competing with Chinese firms can find themselves matched against the mighty Chinese state. The Rise of China, Inc. will interest many readers: it will compel business scholars to rethink state-firm relationships; assist multinational business practitioners in formulating effective strategies; aid policy-makers in countering China's expansion; and inform the public of the massive corporate organisation China has become, and how democracies can effectively deal with it.