• The Journal of Asian Finance, Economics and Business
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• v.9 no.10
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• pp.147-158
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• 2022

This study examines the relationship between employee engagement and goal orientation toward competence. In addition, it also examines the relationship between competence and employee performance in financial institutions in Indonesia. Questionnaires were distributed to several employees who work at financial institutions in Aceh, North Sumatra, and Riau. The basis for selecting the research object was that most financial institutions have similar business products. The similarities are the marketing of home loan ownership products and multipurpose investments. The three study regions are located in western Indonesia's most central provinces and have a significant amount of trade. The sampling technique used was purposive sampling based on specific criteria for the respondents. 275 employees made up the research sample, and partial least squares data analysis methods were applied. In data analysis, initial testing was carried out on the components of the research statement items to see their validity and reliability. The results of this study indicate that employee engagement behavior can improve employee performance, which improves financial institutions' organizational performance. The study's findings offer suggestions for policies and guidelines that will encourage productive work behavior among employees and boost organizational performance. The fact that employees must think and act creatively to develop their competence and become superior employees is another distinctive feature of this research.

• The Journal of the Korea Contents Association
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• v.18 no.8
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• pp.415-433
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• 2018

The purpose of this study is to examine the relationship between collective leadership and employee's work engagement and psychological empowerment. This study tested the impact of collective leadership on employee's work engagement and the mediating role of psychological empowerment between the two variables. And also, this study tested moderating role of self-efficacy between psychological empowerment and work engagement. A total of 237 employees in 7 companies in South Korea participated in this study. The SPSS 21.0 and M-Plus6 statistical programs were used in this study to analyze and statistically process the collected survey data. The result showed that collective leadership positively influence employee's work engagement and psychological empowerment works as mediator in the relationship between collective leadership and employee's work engagement. This results means that collective leadership is a crucial factor to facilitate employee's psychological empowerment toward employee's work engagement. Self-efficacy had moderating effect between psychological empowerment and work engagement. Finally, theoretical and practical implications of the study results have been discussed along with limitations and future direction of the study.

• Journal of Digital Convergence
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• v.16 no.8
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• pp.117-128
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• 2018

China's rapid economic growth is continuous but the country still has a long way to become a center for creativity. Leaders have no idea how to encourage their employees to work more efficiently in Chinese companies. Meanwhile the majority of employees are not fully engaged in their work, sometimes they think their work is not meaningful. The purpose of this study is to explore the relationship between transformational leadership and employee creativity, through perceptions of meaning in work and work engagement among employees working in XunLei Networking Technology Corporation. 140 valid data were collected and were analysed using SPSS and AMOS. Results showed that transformational leadership has a positive and significant influence on meaning in work and work engagement. Meaning in work has a significant effect on work engagement, and work engagement has a significant influence on employee creativity. This study provides both academic and practical implications about transformational leadership and employee creativity through meaning in work and work engagement.

• Asian Journal of Innovation and Policy
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• v.11 no.3
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• pp.363-396
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• 2022

This study focuses on the happiness of the generation MZ of innovative enterprises, which are evaluated as the driving force of economic growth at a time when the value of happiness is emerging. Happiness is related to the prosperity and performance of the organization. However, MZ generation office workers, who account for 45% of the economically active population, are considered unhappy at work. Therefore, this study attempted to explore the preceding factors (organizational factors, relationship and communication factors, and personal factors) of happiness for the generation MZ of innovative enterprises and to examine the effect of happiness on employee engagement. For the study, 300 usable responses were collected from generation MZ working in innovative enterprises through an online survey. Research hypotheses and research questions were verified using SPSS 26.0 and AMOS 23.0. As a result, it was confirmed that procedural justice among the organizational factors, rewarding co-worker/supervisor relationship among the relationship/communication factors, and personal factors (meaningfulness of work, personal accomplishment) positively affected the MZ generation's workplace happiness. In particular, the meaningfulness of work, which corresponds to personal factors, exerted the most significant influence. In addition, in the case of happiness at the workplace, there was a positive effect on employee engagement, which was stronger in organizational engagement than in job engagement. As a result of examining the structural relationship between variables used in the study, it was found that procedural justice, rewarding co-worker/supervisor relationships, the meaningfulness of work, and personal accomplishment positively affected employee engagement through happiness. Through research, the importance of happiness at the workplace was suggested by systematically reviewing the preceding variables of happiness at the workplace and grasping the positive effects of happiness. In addition, the management measure of generation MZ employees of innovative enterprises was discussed, the necessity of research on happiness at the workplace was emphasized, and follow-up studies were proposed.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.1003-1012
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• 2021

This study aims to identify the relationship between human resource management practices, work engagement, and proactive behavior of health workers in Gia Lai Province in Vietnam. Based on theoretical frameworks of human resource management, work engagement, and proactive behavior, this study developed a research model and tested its relationship between human resource management practices, work engagement, and the proactive behavior of healthcare workers in Gia Lai Province. This research has used a mixed research method with qualitative and quantitative research. The quantitative research was conducted by survey with 232 health workers. The hypotheses were tested by using structural equation modeling (SEM). The findings showed that human resource management practices have a positive and significant influence on proactive behavior, which directly influences healthcare workers' work engagement. Besides, work engagement plays a role in mediating the influence of human resource management practices on proactive behavior. This research implies that health care organizations should pay more attention to human resource management practices to improve work engagement that assists in increasing employee proactive behavior. Efficient human resource management practices help boost work engagement and, initiality, improve the quality of health care services and minimize errors in treatments.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.519-529
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• 2021

This study aims to investigate the impact of Human Resource Management Practices (HRMP) on improving Employee Performance (EP). The study is accomplished by hypothesizing the impact of HRMP on EP, additionally, this impact is theorized to be mediated through job satisfaction. Employee engagement is also taken into account because of the potential moderating effect it has within the theorized model. Data was collected from 480 questionnaires which were distributed among commercial banks' workers in Jordan and were analyzed using structural equation modeling techniques (SEM), path analysis, and confirmatory factor analysis (CFA). Analysis of a moment structures (AMOS) software version 24 was applied to complete our analysis. The results show that HRMP had a positive impact on EP, as well as job satisfaction and its components (job stability and job enrichment). The mediating role of job satisfaction (enrichment and stability) was discovered. Finally, employee engagement emerged as a moderating variable linking HRMP and EP. The findings of this study show the importance of the role played by job satisfaction and employee engagement in achieving human resources performance goals. Future analysis is recommended to gain deeper insight into the relationship between HRMP, job satisfaction, worker training, and performance appraisal.

• Journal of Information Technology Applications and Management
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• v.31 no.1
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• pp.45-55
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• 2024

How to create high levels of employee engagement and how to avoid burnout in the workplace is main issue in human resource management. According to Job Demands-Resources (JD-R) model, this study aims to investigate when self-efficacy plays as a mitigator on the impact of job demand on burnout, and explains why job resources are translated into work engagement. A sample of 237 Mongolian employees is used to test hypotheses. Results show that self-efficacy does offset the relationship between job demands and burnout. Meanwhile, self-efficacy plays as a mediator on the impact of job resources on work engagement. The implications of these findings for the context of JD-R model are discussed.

• The Korean Journal of Franchise Management
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• v.8 no.4
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• pp.21-32
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• 2017

Purpose - In hotel business, how to build the relationship between leader and employees is very important, because it affects on the customer satisfaction. Thus, this research examines the effect of authentic leadership on job performance in the context of hotel industry and identifies mediating roles of organizational engagement, job satisfaction, and creativity in the relationship between authentic leadership and job performance. This study suggests the guidelines for how hotel companies should improve employee productivity and build a desirable organizational culture by presenting employee attitudes and behavioral models that explain the relationship between leaders and employees. Research design, data, and methodology - This study examines the structural relationship between authentic leadership, organizational engagement, job satisfaction, creativity, and job performance from the employee's perspective. Authentic leadership divide into four sub-dimensions such as self-awareness, balanced process of informations, internalized moral perspective, and relational transparency. In order to test the purposes of this study, research model and hypotheses were developed. All constructs were measured with multiple items developed and tested in the previous studies. The data were collected from 114 franchise hotel employees and were analyzed using SPSS 21.0 and Smart PLS 3.0. program. Result - The results of this study are as follows. First, authentic leadership have significant impacts on organizational engagement and creativity, but does not have impact on job satisfaction directly. Second, organizational engagement have significant impacts on job satisfaction and job performance, but does not have impact on creativity directly. Third, job satisfaction has significant impact on creativity, but does not have impact on job performance. Fourth, creativity has significant impact on job performance. Conclusions - The findings of this study indicate that hotel leaders should properly implement the authentic leadership and consider how to build a corporate culture to improve an organizational and employee productivity through authentic leadership. Due to the nature of the hotel industry, which relies heavily on human resources, hotel companies must manage their employees with authenticity in order to increase organizational engagement, job satisfaction, and creativity that affect hotel and employee productivity. If hotel employees perceive their leader's authentic leadership, they show more organizational engagement that increases creativity and leads to job performance. Finally, hotel employees can propose creative ideas only if they will be satisfied with their jobs. Therefore, the leader should develop non-monetary or monetary reward system for the employees and, make an efforts to foster creativity of the employees.

• The Journal of Industrial Distribution & Business
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• v.14 no.12
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• pp.23-31
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• 2023

Purpose: The primary objectives of this research are: (1) To examine the current situation of employee welfare in diverse workplace settings. (2) To explore and identify the different challenges that affect employees' overall well-being. (3) To examine and establish the importance of consultation as a strategic tool in addressing these challenges and enhancing employee welfare. Research design, data and methodology: The first step of the research design is the identification of databases, search terms, and filters. A thorough search will be conducted across respectable academic databases, journals, and pertinent sources using keywords and controlled vocabulary about consultation, employee welfare, and related concepts. The next step is full-text assessment, which verifies compliance with the research question and assesses the caliber of the methodology. Results: According to the previous evidence, the significant benefits of effective consultation for employee welfare have been highlighted: 1. positive impact on productivity in the workplace, 2. Effective consultation Improves employee's engagement, 3. Effective consultation Increases employee retention, and 4. Effective consultation facilitates trust in a corporate communication. Conclusions: The study has identified four main advantages: enhanced productivity, enhanced engagement, increased retention, and enhanced trustbuilding. These findings provide insightful information for practitioners looking to foster positive workplace cultures and improve organizational success.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.11
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• pp.285-296
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• 2021

The purpose of this study is to determine the effect of organizational culture, job involvement, and emotional intelligence on employee performance through job satisfaction, organizational commitment at commercial banks in the Great Malang. This study applied the purposive sampling method to obtain data from 240 out of 600 workers working in four commercial banks, which was then analyzed using the SEM. The results showed that organizational culture, job involvement, emotional intelligence have no significant effect on employee performance through job satisfaction. Organizational culture, emotional intelligence, job involvement, satisfaction significantly affect employee performance through organizational commitment. Organizational culture, job involvement, emotional intelligence significantly affect employee performance through job satisfaction, organizational commitment. By investigating the impact of organizational culture, job engagement, emotional intelligence on job satisfaction, organizational commitment, employee performance simultaneously in this study, this study expands the existing literature by providing a better understanding of organizational culture, job engagement, and emotional intelligence. Given that articles on organizational culture, job involvement, and emotional intelligence are limited in the HRD literature, the findings of this study may offer reliable information for HRD practice, encourage researchers to explore research related to organizational culture, job involvement, and emotional intelligence.