• The Journal of Economics, Marketing and Management
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• v.9 no.1
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• pp.41-50
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• 2021

Purpose: In general, when a company wants to build a brand, its brand managers research the market and industry trends and then make decisions regarding the brand architecture and brand positioning development. This study was conducted not only in the service industry but also in manufacturing, finance, public institutions, and a variety of other business institutions. This led to a statistically significant difference between the status of external mobile branding for each business sector, and brand commitment and performance. Research Design, Data and Methodology: External mobile brand communication activities influence on employees' brand commitment. External mobile brand communication has a greater impact on employee brand commitment than any other factors. Result: Among the three external mobile branding activity variables, the external mobile brand communication variables have the greatest impact on employee brand performance. This supports the arguments proposed by that external mobile brand communication has a greater impact on employee brand commitment than any other factors. Conclusion: As a result, public institutions, such as ordinary businesses, need to recognize that external branding activities that enhance employee brand performance should be a key management activity. In contrast, financial institutions have the highest leadership activities and employee brand commitment.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.9-17
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• 2023

Purpose: Intrinsic motivation can be affected by external factors and may not always be present in an employee. This study aims to shed light on the role of intrinsic and extrinsic motivation in driving employee performance and to determine which type of motivation has a greater impact on performance. Additionally, the research seeks to understand the impact of motivation on different employee characteristics, such as age, gender, and job tenure. Research design, data and methodology: The present author has obtained textual data from the current literature dataset, However, focusing on mostly journal articles and published books because it could provide the justification of reliability and validity and help to collect solid previous studies which is logically categorized themes. Results: The findings of the present research are divided into four differences (Difference in Job Satisfaction, Difference in Job Involvement, Difference in Organizational Commitment, and Difference in Turnover Intention), each focusing on one aspect of employee performance: job satisfaction, job involvement, organizational commitment, and turnover intention. Conclusions: Organizations can use the differences in employee performance based on intrinsic and extrinsic motivation to improve employee performance by recognizing the importance of intrinsic motivation, providing opportunities for employees to experience intrinsic motivation, and balancing extrinsic and intrinsic motivation.

• Journal of Distribution Science
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• v.20 no.2
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• pp.43-53
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• 2022

Purpose: This research aims to provide solutions for human resource problems in public educational institutions to improve employee performance. Research design, data, and methods: The study used a quantitative approach with a survey method. Data were obtained through questionnaires and documentation. Meanwhile, the model used path analysis using Analysis Moment Structure (AMOS) software. Results: Results showed that there was a significant relationship between locus of control and redistribution variables on employee empowerment as well as on employee performance. This result implied that good management through the locus of control and employee redistribution in public organizations could be better to serve the community and organizations. Public change to be superior and demanded by the community to make it a good place to learn. Employees' good behavior and increasing competence can satisfy users of educational and sustainable institutions. Conclusion: To sum up, research on management development of locus of control and employee redistribution is needed to make public organizations, especially those engaged in education. This study provides academic implications by revealing that the locus of control factor and employee redistribution in public organizations are needed to improve institutional services.

• The Journal of Industrial Distribution & Business
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• v.14 no.7
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• pp.19-26
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• 2023

Purpose: This study explores the intrinsic and extrinsic stress factors that affect employees' job satisfaction. The study reviews the literature on three intrinsic and three extrinsic stress factors that influence the job satisfaction level of employees, establishing the various research findings on the factors and finding the relevant links that such findings have to current research. Research design, data and methodology: The present researcher collected the relevant prior studies via literature content approach that was used by numerous previous works. The researcher transcribed the data gathered from the participants. The next analyst would code the different features of data systematically across the entire set of data, thereby collecting the relevant data for each of the codes. Results: The investigation suggests six stress factors to be connected to job satisfaction, such as Hours of Work Employee Job Satisfaction, Communication and Employee job Satisfaction, Leadership Style Employee Job Satisfaction, Competition Employee Job Satisfaction, Career Development Opportunities Employee Job Satisfaction, Strikes and employee Job Satisfaction Conclusions: This research concludes that organizations with proper communication channels will certainly influence their employees positively and hence give them job satisfaction. Overall, this qualitative research has found that intrinsic and extrinsic factors influence the job satisfaction level of employees in a workplace.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.1
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• pp.423-435
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• 2022

Sharing culture brings many benefits to enterprises, creating initiative and efficiency in the work performance of managers and employees. The study aims to test the correlation between Sharing culture, opportunistic behavior, and effectiveness of employee management in enterprises in Vietnam. There is the implementation of a quantitative research method, through analysis of linear structural model SEM, with survey data including 601 samples of employees at enterprises. Research results show that sharing culture has a direct and negative impact on opportunistic behavior, positively on the effectiveness of employee management in enterprises. In these correlations, the employee's Trust and Organization commitment act as mediators. At the same time, opportunistic behavior has also been shown to play a mediating role in the relationship between the impact of Sharing culture on the effectiveness of employee management. Based on those results, the study suggested several recommendations to improve the effectiveness of employee management. The findings of this study have shown the importance of sharing culture and its direct and indirect correlation with opportunistic behavior and the effectiveness of employee management. These are meaningful contributions in both theory and practice of the research, and they will be the important basis for further research.

• 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.

• Culinary science and hospitality research
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• v.17 no.5
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• pp.154-166
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• 2011

This research aims to analyze the effects of a service employee's personality on job fit and customer orientation in food service business. Based on total 164 samples obtained from an empirical research for service employees who engage in food service business, the findings of the research are as follows. First, the service employee's personality consists of extroversion, neuroticism, agreeableness, conscientiousness and intelligence. Second, the service employee's job fit is affected by agreeableness, conscientiousness and intelligence of a service employee. Third, the service employee's extroversion, agreeableness, conscientiousness and intelligence significantly affect the service employee's customer orientation. Fourth, the service employee's customer orientation is affected by job fit. Based on the findings of this research, service employee's personality affect job fit and customer orientation.

• Fashion & Textile Research Journal
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• v.6 no.2
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• pp.177-183
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• 2004

This study was interested in dissatisfaction in the service encounter from the service employee's viewpoint by exploring employee dissatisfaction and the problem customers as the causes. The study explored the incidents leading to dissatisfactory service encounters from the service employee's viewpoint, the causes of the dissatisfactory incidents, and the attitudinal, verbal and behavioral expressions of the customers involved in the incidents. Employees of the beauty service business were individually interviewed, and 204 incidents were analyzed. The incidents were categorized to identify the events and related behaviors of customers that caused employee dissatisfaction. Three major groups were classified: the way dissatisfied customers complain; customers' misbehaviors; and customers' no harmful behaviors. Further the major groups were classified into 8 categories. Based on the findings the study provided implications for employee and customer management.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.5
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• pp.293-302
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• 2021

Being able to survive during the Covid19 pandemic is a big task for a company, as such, empowerment of employees is a must. The sample in this study was 300 employees who worked in Spas throughout Bali. The sampling technique was purposive sampling. Data analysis was using SEM and SMARTS as data processing. The results showed that green communication, namely communication that occurs between employees, superiors, and the environment, has a very good influence on the sustainability of employee performance. To become green management, a green organizational commitment that cares about the safety of employee health and the environment is an important factor as motivation in green dedication or positive employee productivity, but communication between work actors and justice is also a motivating factor. Work safety and job security for employees empower employees (which is a green line), especially for freelance work organizations so that further research in subsequent studies can make samples in a more varied industrial sector.

• Journal of Legislation Research
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• no.41
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• pp.337-366
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• 2011

In this article, I intend to analyze the definition of an employee under the Trade Union Act in Japan. Recently, the Supreme Court of Japan held that not only opera singer but also customer engineer is an employee under the Act. Conclusions are as follows:First, it is noteworthy that the Supreme Court reaffirmed the principle of all circumstances established by CBC case. The case focused on deciding that who is an employee under the Act. Notwithstanding this holding of the Supreme Court, district courts and courts of appeals, in deciding this kind of question, have emphasized especially on the side of a legal right and obligation on a contract between an employer and a potential employee. Therefore an independent contractor has not been generally recognized as an employee under the Act. However, even though he or she was, as an independent contractor in name, offering its work to his or her putative employer, the Supreme Court applied the principle of all circumstances to both cases and held in favor on the workers on April, in 2011. Second, the Supreme Court failed to make a general legal principle for deciding that who is an employee under the Act. According to the above holdings of the Supreme Court, nobody can anticipate wether he or she is an employee or not in a concrete case. Finally, the Supreme Court did not also make its opinion clearly about the relations between an employee of the Section 3 of the Act and an employee whom an employer employs under the Section 7(2) of the Act. In conclusion, it can be said that the Supreme Court has narrowly and strictly interpreted an employee of the Section 3. That is to say, only where an employee is recognized as an employee of the Section 7(2), the employee will be also an employee of the Section 3. In Japan, however, the majority interprets that an employee by the Section 3 should be distinguished from the employee whom an employer employs by the Section 7(2). Consequently, according to the majority opinions, unemployed persons, students and citizens will be also included in the definition of an employee by the Section 3.