• Journal of Distribution Science
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• v.21 no.4
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• pp.57-67
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• 2023

Purpose: This study aims to measuring the employee performance distributions of company in using relationship analysis between motivation, organization learning, compensation, and Organizational commitment. Research design and methodology: The study was conducted on 102 employees as a sample. Data were analyzed using Path Analysis in Structural Equation Modeling (SEM) with PLS. Results: the research result has shown that motivation and compensation have a positive significant effect on organizational commitment. While organizational learning has negative and insignificant effect on organizational commitment. Furthermore, motivation, organizational learning and motivation have no significant effect on employee performance distribution and organizational commitment has a positive significant effect on employee performance distribution. Results for mediating effect has obtained where organizational commitment mediates the effect of motivation and compensation on employee performance distribution, but cannot mediate the effect of organizational learning on employee performance distribution. Conclusion: Organizational commitment in this study can make employees feel comfortable and attached to the company so that employees can perform well to achieve company goals. Motivation and compensation are driving factors in improving employee performance distribution and will achieved if employees have good organizational commitment. In this study, organizational learning is not an important factor in improving employee performance distribution.

• Journal of Distribution Science
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• v.22 no.7
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• pp.53-61
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• 2024

Purpose: This study aims to analyze distribution of work ethic factors in moderating the influence of Locus of Control on Employee Performance at PDAM (Regional Water Utility) Makassar City. Research design, data and methodology: The sample uses a purposive sampling method with a number sample as many as 35 respondents in PDAM Makassar City. The data collection method used is giving questionnaires to employees in accordance with the research conducted. Data analysis was carried out using multiple linear regression analysis tests and moderated regression analysis with an absolute difference value approach. Results: Locus of control has a positive and significant effect on employee performance and distribution of work ethics are able to moderate the influence of locus of control on employee performance in PDAM Makassar City. Conclusion: when locus of control increases it will be followed by an increase in employee performance, and also equal distribution of work ethic will strengthen the influence of locus of control on employee performance at PDAM Makassar City. Work ethic values that can be implemented include determining work ethic values, clear communication to evaluation and adjustment. The limitation of this research is that it only uses respondents from civil servants and needs further development.

• 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.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.6
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• pp.387-397
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• 2020

The purpose of this study is to determine the effect of work motivation and leadership on job satisfaction and its implications on employee performance. A total of 355 samples of Bukit Asam Coal Mining Company Ltd. in Indonesia were selected proportionally with random sampling. Data were obtained through questionnaires. Data analysis technique employed structural equation modeling (SEM) with AMOS 22. The results of the study show that leadership and work motivation have a positive and significant effect on job satisfaction. Leadership has a more considerable influence (0.263) than work motivation (0.171) toward employee job satisfaction. The influence of leadership towards job performance is 0.175. The influence of work motivation towards job performance is 0.166. Job satisfaction has the most dominant influence (0.363) towards employee performance. The direct effect of leadership on employee performance is 0.175 greater than the indirect influence of leadership on employee performance through employee job satisfaction, which is only 0.096. Likewise, the direct effect of work motivation towards employee performance is 0.166 greater than the indirect effect of work motivation towards employee performance through employee job satisfaction, which is only 0.062. Thus, job satisfaction does not mediate the effects of leadership and work motivation toward employee performance.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.12
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• pp.523-534
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• 2020

The research objective was to find out how Total Quality Management (TQM) mediates antecedents of employee performance variables? The research was conducted with a quantitative approach while the research design was cross sectional. The research model was tested using the structural equation modeling approach with partial least square analysis tools to test the influence among research variables. The research sample consisted of 315 respondents who answered a questionnaire in August-September 2019 at manufacturing companies in East Java. The results showed that situational leadership did not affect employee performance, but did affect the successful implementation of TQM. The performance measurement system has no direct effect on employee performance. The performance measurement system has a direct effect on employee performance. Organizational culture has a direct effect on both employee performance and the application of TQM, so that the application of TQM can improve employee performance. TQM implementation variable acts as a mediation between situational leadership and organizational culture on employee performance. The relationship that was originally a direct influence turned into an indirect effect through TQM. The TQM variable is not proven to be an intervening variable between the performance measurement system and employee performance. There is a direct relationship between these two variables.

• 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.3
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• pp.855-863
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• 2021

This study explores the role of the Accounting Information System (AIS) in mediating the relationship between internal control and the performance of employees. This study examines whether internal control would influence the performance of employees and whether the AIS would impact the performance of employees in Jordan's industrial small and medium-sized enterprises (SMEs). Internal control is expected to impact employee performance. The survey questionnaire was used to gather data. A random sampling approach was used to survey the respondents. A total of 270 questionnaires were distributed; only 203, with a 75% response rate, were available. The data was analyzed using AMOS and SPSS. The result from the analyses provides support for the hypothesis that AIS mediates the relationship between internal control and the performance of the employee. Specifically, this study found evidence that internal control yielded a strong positive relationship with employee performance and a positive relationship with AIS. The study also found that AIS had a positive relationship with the performance of the employee. In brief, internal control has major effects on employee performance. Also, the AIS mediates the relationship between internal control and the performance of the employee. The result of this research found that in the relationship between internal control and employee performance, AIS plays an important role.

• 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.

• 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.15 no.2
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• pp.19-30
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• 2024

Purpose: This paper provides both quantitative and qualitative literature review on employee engagement in State Owned Enterprises (SOEs) as portrayed in literature and offers more insight into the concept on how it can be optimised. Research design, data and methodology: The study adopted a desktop research methodology. A review and analysis of both theoretical and empirical research and articles which are relevant to employee engagement in SOEs was conducted. Only secondary information gathered through those articles and research was used to analyse and build literature review on employee engagement in SOEs. Results: A literature review of both qualitative and quantitative research on employee engagement in organisations generally and in SOEs particularly was done, and it indicated the positive relationship between employee engagement and organisational performance. From the study, it is evident that employee engagement is not optimal around the world, therefore it is an area which needs more attention. Hence, this study proffered strategies for enhancing employee engagement in SOEs. Conclusions: This study proffers strategies for optimising employee engagement in SOEs. These are brand image, work environment, management and leadership characteristics, training and development opportunities, performance management, work life balance, effective communication and Kahn's three factors of meaningfulness, safety and availability. These strategies are essential in optimising employee engagement as portrayed in the reviewed literature.