Employee Empowerment and Compensation as A Consequence on Employee Job Performance with the Moderating Role of Employee Accountability

Using data from 200 employees of FMCG companies in Multan, this study aims to analyze the effect of Employee Empowerment and Employee Compensation on Employee Job Performance while moderating the role of Employee Accountability. The partial least square method is used to estimate the results. The results of PLS-SEM reveal that Employee Empowerment, Employee Compensation, and Employee Accountability are all positively and significantly related to Employee Job Performance. Employee Accountability was found to partially moderate the relationship between Employee Empowerment and Employee Compensation using moderated regression. It is recommended that, in order to improve employee job performance, the organization develop and implement strategies for providing appropriate compensation. After processing and analyzing information from the labor market and internal regulations of the company, there seems a need to modify an appraisal system in line with the specified compensation structure and other benefits.

Selecting the Right Evidence to Inform Compensation and Benefits Decisions

It is important that managers make well-informed, evidence-based decisions about employee compensation and benefits. As a field, evidence-based management recognizes four primary sources of sound evidence: scientific research, personal expertise, specific organizational data, and stakeholder perceptions. This article walks the reader through each so that compensation and benefits practitioners may make better informed, evidence-based compensation and benefits decisions.

Effects of TQM Practices Against Outsourcing Employee Satisfaction and Loyalty Electricity Sector

This study examines the relationship of Total Quality Management (TQM) to the satisfaction and loyalty of Outsourcing PT employees. PLN Bungo area, Indonesia. The TQM variables used include employee training, employee empowerment, teamwork, employee compensation, and management leadership. The research results are poured into a theoretical model that shows the satisfaction and loyalty of outsourcing employees. This study uses structural equation modeling (SEM) with the Partial Least Squares (PLS) approach. The computer program used is SmartPLS version 3.0. The number of samples used was 176 respondents. The results showed that employee empowerment, employee compensation, teamwork, and management leadership were significant positive predictors of employee satisfaction, and employee loyalty can be increased through employee satisfaction.

Pengaruh Penempatan Kerja dan Kompensasi Terhadap Kinerja Karyawan

This research aims to influence: 1) placement and compensation on employee performance, (2) work placement on employee compensation, (3) work placement on employee performance, and (4) compensation for employee performance at Sea Breeze Lovina. The research design used is a causal quantitative, research design using path analysis and the calculation operation uses the Statistical Package for Social Science (SPSS) 16.0 for Windows program. This research was conducted at Sea Breeze Lovina by taking the entire population of 32 employees and the objects were placement, compensation, and employee performance. The results of this study are as follows: (1) placement and compensation have a positive effect on employee performance by 94.60%, (2) placement has a positive effect on employee compensation by 90.10%, (3) placement has a positive effect on performance employees of 36.60%, and (4) compensation has a positive effect on employee performance by 67.00% at Sea Breeze Lovina.

Pengaruh Tingkat Pendidikan Formal dan Pengalaman Kerja Terhadap Kompensasi Pegawai Pada kantor Camat Mendoyo

This study aimed to examine the effects of (1) the level of formal education on work experience, (2) the level of formal education on employee compensation, (3) work experience on employee compensation, (4) the mediating role of work experience on the inflence of the level of formal education on employee compensation. This research was a causal quantitative study in wich data were analyzed using path analysis. The subjects in this study were all employees of the Kantor Camat Mendoyo. The objects of this study were the level of formal education, work experience, andcompensation. The population of this study were30 employees as respondents. The results obtained in this study indicate that the level of formal education has a positive and significant effect on work experience; the level of formal education has a positive and significant effect on compensation; work experience has a positive and significant effect on compensation and work experience mediates the effect of the level of formal education on compensation.

Did the COVID-19 Pandemic Dampen Americans’ Tipping for Food Services? Insights From Two Studies

The recent COVID-19 pandemic raises questions about consumer willingness to give tips during such times of hardship. Analyses of a Texas pizza delivery driver’s tip records and of nationwide Square payment data for quick- and full-service restaurants explored this issue by comparing tips during the pandemic with those before it. These data suggest that the pandemic increased the average tip-per-order given to a pizza delivery driver as well as the average tip percentage given for many transactions at quick- and full-service restaurants. They also suggest that the pandemic decreased the average tip percentage for face-to-face transactions at full-service restaurants but only by a modest 1 to 2 percentage points. The findings suggest that the tipping model remains a viable means of employee compensation even during periods of public health and economic crises if the nature of the services provided does not change substantially.

Can Employees Exercise Control Over Managers? The Role of the Employees' Knowledge of Manager Behavior and Manager Discretion

I investigate whether organizations can use the "power of the employee" to reduce managers' opportunistic behavior toward others. I predict that revealing this behavior to employees makes managers less inclined to act opportunistically. Employees' knowledge has a stronger impact on reducing managers' opportunistic behavior when managers have discretion over employee rewards versus when they do not. I further predict that the effect of employee-based control depends on whether managers are other-interested versus self-interested. Revealing manager actions alone is sufficient to reduce other-interested managers' opportunism, even when they lack discretion over employee rewards. Revealing manager actions alone has no discernible influence on self-interested managers' opportunism, but pairing this action with granting them discretion over employee compensation does reduce their opportunism. Results of two experiments support my predictions, and these results have important implications. By relying on the power of the employee, organizations can induce (even selfish) managers to act less opportunistically.

Effects of Stakeholder Engagement and Corporate Governance on Integrated Reporting Disclosure

Integrated reporting (IR), one of the latest developments in organizational reporting practices, collates important financial and non-financial information in an integrated and concise manner. This study aims to investigate the effects of stakeholder engagement and corporate governance on IR disclosure. In this study, stakeholder engagement was proxied by ownership concentration, the effective tax rate, leverage, and employee compensation, while corporate governance was proxied by the independent board of directors, frequency of audit committee meetings, and gender diversity. Using purposive sampling methods, the sample was selected from a population of companies listed on the LQ45 Index of the Indonesian Stock Exchange. A total of 22 companies that were consistently listed on the LQ45 index during the period 2013–2016 were selected. Panel data regression was employed to analyze the collected data. The results show that only employee compensation had a significant positive effect on IR disclosure while the other variables did not have any significant effect. The results of this study could be used to select the variables that companies must consider when preparing for their IR disclosure to stakeholder.

Modeling the Effectiveness of Employee Compensation Based on Financial Resources

Modeling the effectiveness of employee compensation by evaluating the relationship with the factors of the labor intensity of products, work experience, and incentive payments based on a linear model of multiple regression on the main components. In this paper, several methods are utilized, including the classical least squares method, variation inflation factor, principal component method. It is expected with theoretical representations that the labor intensity of products reduces the efficiency of employee remuneration, the experience and incentive payments in the General Fund of remuneration positively contribute to the increase in the efficiency of employee remuneration. The expediency of applying linear regression to the main components for measuring internal corporate factors of the employee remuneration system is shown since the linear model of multiple regression can give incorrect estimates due to collinear regressors. A methodological way to modeling employee remuneration effectiveness based on a regression on individual determinants of the motivation and remuneration system has been developed. The developed methodological means to modeling employee remuneration effectiveness has been tested on a poultry enterprise's data for the period from January 2015 to March 2020. The article's main conclusions can be used in the scientific and practical activities of agricultural enterprises in measuring and evaluating the effectiveness of using financial resources to pay.