Performance Evaluation Using Reward Point and Social Media (Case Study in Utility Company)

This paper aims at two things; first, see the participants' interest if learning is carried out with e-learning. Second, how the impact of the use of social media and reward point methods on the improvement in evaluation of learning outcome. The method used is a survey and experiment. The survey is used to find out whether the reward point and/or social media method will affect employee motivation in e-learning process. Experiments are used to see the impact of the use of both methods on selected samples. The sample used was employees of PT PJB Services located in Head Office and selected by purposive technique. Data analysis used ANOVA Test to measure whether the treatment had a significant effect on the dependent variable. This paper is expected to prove that learning, especially studied in this paper, that combined with these both methods will affect positively to employee learning motivation and support the improvement of learning outcome. The results obtained are e-learning with reward points and posting the learning process on Instagram significantly increase employee motivation in learning. However, e-learning with reward points and posting the learning process on Instagram did not significantly affect on increased of evaluation of employee learning outcomes. Keywords: Performance Evaluation, Reward Points, Social Media, Evaluation E-Learning

SME learning: leave it as a mess or solve it like a maze

Purpose This paper gives executives new perspective on how well employee learning is being managed in their small and medium-sized enterprises (SMEs). Design/methodology/approach The study adopted a rigorous mixed-method approach through questionnaires and semi-structured interviews, from categorizing a sample of Hong Kong SMEs into appropriate growth stages (inception, high-growth or maturity) to exploring their respective learning practices in their workplaces. Findings The most popular learning practices in SMEs at each growth stage are compared accordingly with the most/least important learning practices perceived by their employees from another set of results (citation to be added). Differences or mismatches are noted for reporting. Research limitations/implications Additional samples of SMEs, including those in other countries, are encouraged to broaden the horizon. Practical implications The findings help SME executives understand the dynamics of employee learning in their workplaces across growth stages. Knowing what learning practices are offered by the firm and what learning practices are valued by the employee will practically improve the firm’s training/learning strategies to benefit organizational development. Originality/value It is among the first studies examining SME learning with firm growth as well as sorting the learning practices into some traceable patterns for managerial convenience.

Analisis Pengukuran Kinerja PT Agung Podomoro Land Tbk dengan Metode Balanced Scorecard (BSC)

Balanced scorecard is a strategic management performance metric used to identify and improve various internal business functions and their resulting external outcomes. Balanced Scorecard based on four perspectives, which is employee learning and growth, business process, customer and financial perspective. However, this research will limit the elaboration based on employee learning and growth perspective only as the basic to successful achievement of the company. These aspects are assisted by employee satisfaction variable, coaching or training conducted or received by the employee, productivity and percentage of employee turnover within one company.Formulation of hypothesis for the research is that employee learning and growing perspective affect human resource performance in PT Agung Podomoro Land Tbk. Number of samples used were 35 people with 33 questions. Data sample were obtained using online google form questionnaire method using likert indicator and data validity or reliability was performed using SPSS v.25 method. Research variable shows that employee working satisfaction variable (X1) is the most dominant variable. This hypothesis is tested and proven by using test T in linear regression analysis technique. The result shows Tcount 2,616 > Ttable 2,042 with level of trust α 0,05. Balanced scorecard adalah metrik kinerja manajemen strategis yang digunakan untuk mengidentifikasi dan meningkatkan berbagai fungsi bisnis internal serta hasil eksternal yang di hasilkannya. Balanced Scorecard memiliki empat perspektif yang mendasari yaitu perspektif pembelajaran dan pertumbuhan karyawan, perspektif bisnis proses, perspektif pelanggan dan perspektif finansial. Penelitian ini di fokuskan pada perspektif pembelajaran dan pertumbuhan karyawan, sebagai akar dari proses menuju kesuksesan bagi perusahaan. Dibantu dengan varibel kepuasan karyawan dalam bekerja, pelatihan ataupun training yang dilakukan oleh karyawan, serta turnover karyawan dalam perusahaan dan produktivitas karyawan.Hipotesis penelitian ini di rumuskan bahwa perspektif pembelajaran dan pertumbuhan karyawan berpengaruh terhadap kinerja sumber daya manusia pada PT Agung Podomoro Land Tbk. Jumlah sampel yang digunakan sebanyak 35 orang dengan 33 pertanyaan. Data yang dikumpulkan menggunakan kuesioner online Google Form dengan satuan skala Likert. Uji validitas dan uji reliabilitas di lakukan dengan menggunakan SPSS versi 25. Variabel penelitian menunjukkan kepuasan karyawan dalam bekerja (X1) merupakan variabel yang paling dominan terhadap kinerja sumber daya manusia. Hipotesa ini dites dan dibuktikan melalui uji T dalam teknik analisa regresi liner. Hasilnya menunjukan bahwa Thitung sebesar 2,616 > Ttabel 2,042 dengan tingkat kepercayaan α 0,05.

Organizational Barriers which are Facing Electronic Government Implementation: The Electronic Government Implementation Framework

Investigating e-government specified a few organizational barriers to e-government implementation. This paper proposes a framework for examining how organizational barriers affect the application of e-government. Frame creation depends on three main organizational dimensions. First, the organizational main dimensions, which are related to the culture of the organization, include (control system, strategic direction, integration, and coordination). Second, the organizational main dimensions which are related to the structure of the organization include (adaptability, involvement, integration, agreement, reword, and incentive system). Third, the organizational main dimensions, which are related to Information Technology, include (information transfer, Communication, end-user focus, and employee learning). We initiate those organizational obstacles which are recognized in major electronic government literature linked to the organizational culture effectiveness and dimensions. The conclusion is that the framework is related to understand organizational barriers which prompt the implementation of electronic government. This research is limited to the framework that has been developed based on the lens of e-government literature in the application theory. It is now necessary to test this model in different contexts. This study tries to demonstrate that key that impedes the factors that are associated with the implementation and enhancement of the e-government system. There must be more attention to the progress made in e-government projects quickly and accurately. Thus, there is a strong commitment on the part of each government to implement e-government services.

Developing a measurement of employee learning agility

Purpose The purpose of this study is to develop a reliable and valid measurement of employee learning agility for use in human resources development. Design/methodology/approach This paper analyzed a total of 365 cases collected from Korean organizations. This paper conducted exploratory factor analysis, confirmatory factor analysis and Rasch analysis to validate the measurement. This paper conducted a measurement invariance (MI) test to confirm the generalizability of the measurement and used Harman’s single factor test to assess the common method variance (CMV). Findings This paper derived a learning agility measurement with six subfactors (Cronbach’s α = 0.893). This paper verified that it could be applied equally to supervisors and subordinates using an MI test. Factor analysis confirmed the feasibility of CMV. Based on I-ADAPT theory, the learning agility measurement can be applied to assess not only leader competency but also general employee competency. Research limitations/implications Practitioners may use this model of learning agility for developing competency-based training programs and evaluations. This study is meaningful because it extends the concept of learning agility. In particular, the MI test indicated that there are no differences between supervisors and employees regarding the utility of the concept. Originality/value This study is meaningful because it extends the concept of learning agility. In particular, the MI test indicated that there are no differences between supervisors and employees regarding the utility of the concept. The concept in this paper is distinguished from other studies by applying the Rasch model from an item response theory perspective.

CHANGES TO STAFF TRAINING STRATEGIES IN A BUSINESS ORGANISATION IN TERMS OF LEARNING AND COMPETENCE DEVELOPMENT

This paper presents the findings of a study on attitudes of employees of business organisations towards changes in their development strategies in terms of learning and competence development. The study is based on the assumption that the lack of corporate staffs’ competences hinders innovation, impairs the quality of activities, while the engrained conventional approach towards staff training prevents from using workplace opportunities of self-study and competence development. The study identifies the following practical issue: conventional staff training, principles and methods of competence development that depend on direct and virtual learning are not always effective lately. An analysis of the research participants’ attitudes can help to answer the following problematic questions in more detail: are the acquisition of competences, trainings held, and employee learning considered identical phenomena? What is the efficiency of staff training and competence development activities or the learning tools applied? What does the application of the principles of staff training and competence development in an organisation mean in practice? The article, therefore, is aimed to analyse the changes in staff development strategies in terms of employee learning and competence development from the perspective of corporate staff.

The Influence of Collective Agency on the Culture of Employee Learning:

This study investigated the influence of collective agency on the culture of employee learning among administrative assistants at a comprehensive South African university. Data were gathered through semi-structured interviews with 15 participants; the senior human resource training and development coordinator and a trade union leader. The study found that there is positive intentionality in the official domain of employee learning at the institution, resulting from the need for agents to collectively re-contextualise the knowledge constituting the employee learning curriculum. Similarly, there was evidence of the positive influence of collect- -ive agency in the administrative assistants’ responses to institutional employee learning initiatives. However, some tensions were noted between senior management’s and administrative assistants’ exercise of collective agency in the practice of employee learning. This hampered alignment between the institution’s strategic intentions and the administrative assistants’ collective employee learning goals. Based on these findings, it is recommended that efforts can be made to promote congruence between management’s exercise of collective agency in the official re-contextualisation of the employee learning curriculum and the administrative assist- -tants’ collective responses to employee learning practices. Key words: employee learning, administrative assistants, collective agency