• Knowledge Management Research
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• v.17 no.2
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• pp.103-130
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• 2016

Many organizations have paid less attention to knowledge withholding intention (KWI) rather than knowledge sharing. KWI is the likelihood that employees will give less than their full effort to contributing knowledge. KWI can be affected by employee's knowledge psychological ownership (KPO), cultural level (Individualism/collectivism: I/C), and altruism for organizational benefits. Also I/C is an important motivational factor that affects KPO and KWI closely. The purpose of this study is to examine the relationship between employee's KPO and KWI in the perspective of employee's motivational factors (I/C, altruism for organizational benefits). The results of analysis show that employee's KPO and collectivism are driving forces leading to KWI and that individualism is the significant influential factor of employee's KPO. For theoretical and practical contributions, the research presents the grounds for arguments that KPO and I/C are employee's psychological motivation for individual KWI and organizations trying to pay attention to employee's KPO and individualism need to decrease employee's KWI under individual, leader, and organizational dimensions. Limitations arisen in the course of the research and suggestions for future research directions are also discussed.

• The Journal of Asian Finance, Economics and Business
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• v.4 no.1
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• pp.67-78
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• 2017

The competitive nature of enterprises requires organizations to foster an environment that encourages employee innovation that leads to profitability and customer satisfaction. Organizational innovation is influenced by several factors with employee behaviour being one of the important factors. Employees contribute in the innovation process and thus, it is important for organizations to understand employee expectations to demonstrate innovative work behaviour in order to create and maintain an innovative work culture. In the present study, a conceptual model based on culture, reward and program, training, compensations, leadership and systems was tested to assess that impact on employee expectations leading to innovative work behaviour. The study was conducted in the context of city-state of Singapore due to its significant emphasis on promoting and nurturing employee innovation. The model was tested using empirical data collected through a survey of employees in Singapore. The results indicate that while culture, rewards and training programs have a direct relationship on employee expectations to demonstrate innovative work behaviour, when considered together, leadership and systems are significantly and positively associated with employee expectations. These factors are usually under the control of organizations and can be enhanced through systematic interventions, thereby providing practice managers an avenue to improve employee innovation behaviour. The other implications of the findings and future scope are discussed.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.545-553
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• 2021

This study examines the role of Leadership style and Organizational culture in predicting employee Performance. The aim of the research is: 1) to know the direct effect of Democratic Leadership on employee Performance, 2) to know the direct effect of Democratic Leadership on organizational culture, 3) to know the direct effect of Organizational culture on employee Performance, 4) to test the role of Organizational culture as mediation the effect of Democratic Leadership on employee Performance. The respondents were all employees at the Education Office East Java. The sampling method was used to collect data from 106 employees at the Education Office East Java, Indonesia, using surveys and questionnaires. The data obtained were analyzed using the Path Analysis with SPSS statistical software. The study had four findings. Firstly, Democratic Leadership has a significant effect on employee Performance. Secondly, Democratic Leadership also has a significant effect on Organizational culture. Thirdly, Organizational culture has a significant effect on employee performance. Fourthly, organizational culture mediates the effect of Democratic Leadership on employee Performance. Furthermore, the direct effect of Leadership style and the mediation role contribute to knowledge. The results showed that implementing Democratic Leadership supported by a conducive organizational culture guides employee to perform better.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.625-633
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• 2021

This study analyzes the impact of the reward variable on employees' performance through work motivation and employee engagement. This study's specific purpose is to investigate employee engagement's mediating role in the relationship between reward and employee performance. The sample of research is the employee at Sukorejo, Pasuruan Indonesia. The sample is permanent employees at manufacture corporate. The sample size is 150 employees of the total 759 workers through the calculation of the Slovin formula. Respondents in this study were employees with the criteria for having worked for at least last five years. The data obtained is in the form of answers from employees to the statements submitted. The data analysis was used structural equation modeling partial least square. To test the relationship between variables, it was equipped with a Sobel mediation test of statistics. SmartPLS 3.0 is used to help analyze the relationship between variables. The result shows that the reward does not have a direct influence on the performance of employees. However, it has a significant positive effect on the performance of employees through employee engagement. While working motivation variable does not have the role as a mediation variable related to the effect of reward on employee performance.

• Journal of Distribution Science
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• v.19 no.6
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• pp.21-28
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• 2021

Purpose: Facing numerous challenges, organizational management is one of the most important research areas for organizations which handles workers' behaviors when they are within their workplace and organization to make more profits. The current research aims to analyze the effect of organizational management factors on direct employee consultation in distribution channels. Research design, data, and methodology: To achieve the purpose of the study and provide adequate empirical results, the current authors conducted the structural equation analysis using IBM AMOS 24.0 and collected 387 U.S employees in distribution channels (Wholesale and Retail shops). Results: Investigating the relationships between three organizational management factors and direct employee consultation, we found out that organizational practitioners in distribution channels face numerous challenges that must be resolved to ensure effective direct employee consultation to benefit employees. Empirical findings suggest that practitioners and leaders in distribution channels should focus on developing employee psychological management and utilizing direct employee consultation. Conclusions: In sum, the present research concludes that it must ensure that the employee in distribution channels should be a comfortable environment to appropriately respond to consultations. An approachable management team is ideal for employee consultations to find the right ways to keep employees at par with the consultation issues.

• International Journal of Computer Science & Network Security
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• v.21 no.11
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• pp.278-286
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• 2021

The aim of this paper is to examine the importance of skills development in the process of employee performance. As part of this research, we will seek to determine the nature and extent of skills development impact in improving employee performance. This research project is one of the new themes that some researchers have started in recent years. The novelty of this theme is the inclusion of the skill development factor. This factor is likely to have a positive impact on employee motivation and performance. Some of the factors already known to have an impact on employee performance, such as motivation, career development, training, and experience, will be adopted. It is assumed that the results of this research will have a positive impact on employee performance and employee retention.

• The Journal of Information Systems
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• v.30 no.4
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• pp.21-42
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• 2021

Purpose In order for companies to continue to grow, they should properly manage human resources, which are the core of corporate competitiveness. Employee turnover means the loss of talent in the workforce. When an employee voluntarily leaves his or her company, it will lose hiring and training cost and lead to the withdrawal of key personnel and new costs to train a new employee. From an employee's viewpoint, moving to another company is also risky because it can be time consuming and costly. Therefore, in order to reduce the social and economic costs caused by employee turnover, it is necessary to accurately predict employee turnover intention, identify the factors affecting employee turnover, and manage them appropriately in the company. Design/methodology/approach Prior studies have mainly used logistic regression and decision trees, which have explanatory power but poor predictive accuracy. In order to develop a more accurate prediction model, XGBoost is proposed as the classification technique. Then, to compensate for the lack of explainability, SHAP, one of the XAI techniques, is applied. As a result, the prediction accuracy of the proposed model is improved compared to the conventional methods such as LOGIT and Decision Trees. By applying SHAP to the proposed model, the factors affecting the overall employee turnover intention as well as a specific sample's turnover intention are identified. Findings Experimental results show that the prediction accuracy of XGBoost is superior to that of logistic regression and decision trees. Using SHAP, we find that jobseeking, annuity, eng_test, comm_temp, seti_dev, seti_money, equl_ablt, and sati_safe significantly affect overall employee turnover intention. In addition, it is confirmed that the factors affecting an individual's turnover intention are more diverse. Our research findings imply that companies should adopt a personalized approach for each employee in order to effectively prevent his or her turnover.

• The Korean Journal of Franchise Management
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• v.7 no.2
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• pp.5-14
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• 2016

Purpose - Competitive industry structure and recent economic depression challenge a survival of Korean small- and medium-sized food franchising companies (SMFCs), albeit the explosive growth of the Korean food service industry for last few decades. Against this backdrop, it examines how these SMFCs overcome liabilities of smallness and resource scarcity to strengthen competitive advantage in the market. To tackle this, in this article we focus on corporate entrepreneurship and human resources as a knowledge-based asset for these SMFCs. Furthermore, the ratio of employee turnover is high in SMFCs. We view that such brain-drain may result in poor performance of the Korean SMFCs. As such, we pay attention to the role of organizational commitment to an organization as a solution for enhancing individual-level employees' loyalty toward their organization. Research design, data, and methodology - Our research question is to what extent corporate entrepreneurship (i.e., innovative organizational culture, organizational autonomy, and administrative innovation) affects an individual-level attitude toward the organization and, in turn, employee creativity and satisfaction in the Korean SMFCs context. We collected data from employees in SMFCs for three months. A total of 126 valid questionnaires were collected, and analyzed the data using partial least squares path modeling. Results - The reliable and valid measurement model feed into testing the structural model. Our findings suggest that innovative organizational culture and organizational autonomy positively affect employee commitment. Particularly, organizational autonomy has a greater effect than innovative culture on employee commitment. However, the relationship between administrative innovation and employee commitment is not significant. We also find that employee commitment positively affects both employee creativity and satisfaction. Conclusions - Our contribution to the existing franchising business and management literature is twofold. First, the conceptual model includes three antecedents in the organizational entrepreneurship dimension to organizational commitment. Second, we conceptualize organizational commitment as employee commitment, and validate its impact on employee creativity and job satisfaction at an individual performance level. Overall, this article suggests that it is critically important for the Korean SMFCs to develop corporate entrepreneurship in order to facilitate employees' positive attitudes toward their organizations.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.1017-1026
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• 2020

This study aims to analyze the effect of workplace spirituality in reducing workplace deviant behavior through job satisfaction and its impact on employee performance. The objectives of this study are to explore and investigate (1) the effect of workplace spirituality on workplace deviant behavior; (2) the effect of workplace spirituality on job satisfaction; (3) the effect of workplace spirituality on employee performance; (4) the effect of job satisfaction on employee performance; (5) the effect of workplace deviant behavior on employee performance; and (6) the mediating role of job satisfaction in the relationship between workplace spirituality and workplace deviant behavior. This study was conducted with 143 permanent non-lecturer staff at Universitas Muhammadiyah Yogyakarta, Indonesia. The data analysis technique employed in this study was Structural Equation Modeling (SEM) based on Partial Least Square (PLS). The results of this study indicate that workplace spirituality affected workplace deviant behavior; workplace spirituality affected job satisfaction; job satisfaction affected employee performance; and workplace deviant behavior affected employee performance. Meanwhile, the findings further showed that workplace spirituality did not affect employee performance; job satisfaction did not affect workplace deviant behavior; and job satisfaction could not mediate the effect of workplace spirituality on workplace deviant behavior.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.401-411
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• 2020

Recognizing the vital role of employees in achieving optimal performance and sustainable competitive advantage as expected, organizations need to facilitate high support for employees, implement appropriate leadership styles, and increase affective commitment within the organization. Therefore, the objective of this study is to analyze and explore: (1) the effect of perceived organizational support (POS) on employee performance and affective commitment; (2) the effect of transformational leadership on employee performance and affective commitment; and (3) the effect of affective commitment on employee performance. The covered population in this study were all employees (including managers, supervisors, and functional staff) who worked in the stone milling companies in Central Java, Indonesia. Data obtained in this study were processed statistically employing structural equation modeling (SEM) with the SmartPLS 3 software package. Based on the data analysis results on 103 respondents, this study concluded that POS had a significant effect on affective commitment and employee performance as well as transformational leadership on affective commitment and employee performance. Furthermore, affective commitment also had a significant effect on employee performance. Thus, the results of this study, theoretically and practically, can be used by all parties concerned to improve employee performance and maintain a sustainable competitive advantage.