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.

This study aims to analyze the relationship of e-HRM implementation to employee performance both directly and indirectly through the intervening of the Human Resource service Quality variable, both practically and theoretically. This study uses variance-based structural equation modeling (SEM) techniques with partial least square (PLS) statistical testing tools to test the direct relationship of e-HRM and the performance and relationship moderated by Human Resources service quality tested on 200 civil servants in five offices under the coordination of the Government of the South Sulawesi Province of Indonesia. The data collection model in this study uses an online survey. The data analysis stages through the explanatory concept consist of, first, the interpretation of the distribution of the average frequency of respondents’ answers; second, outer-loading; third, determination of the validity and reliability; fourth, the coefficient of determination test and partial test; fifth, the GoF model; sixth, validity test; and seventh, hypothesis testing. This study explores four hypotheses in a comprehensive fashion; the results of this study show that all hypotheses have positive and significant effects both through direct and intervening relationships. Among the three direct relationships, the relationship of e-HRM variables on HR Service Quality is greatest and most dominant.

Human resource is considered as an important resource that enables organizations to achieve competitive advantage. As such, it is important to have engaged employees to drive the strategic objectives of the organization. The study focuses on variables that can promote employee engagement. Work-life balance and employee engagement have received attention in both academia and practice. Engaged employees are crucial in the achievement of the strategic objectives of organizations. Besides, the role of religious orientation in life and work has been gaining attention from management scholars. The paper attempts to fill the research gap by developing a conceptual model and propositions for empirical testing. Specifically, the study proposes that work-life balance is expected to act as a mediator in the relationship between religiosity and employee engagement. Furthermore, religiosity is included as a moderator since religious belief can strengthen the positive relationship between work-life balance and employee engagement. A systematic literature review was carried out. A framework and propositions for future studies have been developed. The proposed framework provides direction for scholars to empirically test the indirect relationship between work-life balance, religiosity and employee engagement. Empirical testing of the framework could provide insights into how work-life balance and religiosity promote employee engagement.

This research focuses on the importance of corporate social responsibility in building the company’s reputation. Experts have studied CSR as an antecedent of a company’s reputation, but the mechanisms underlying this process are rarely explored. Therefore, to fill this research gap, we demonstrate CSR’s implementation combined with organizational justice based on discrepancy and equity theory. This study involved 210 employees in a family company. The study’s analysis method uses Structural Equation Model (SEM), SmartPLS, with a five-step measurement and analysis procedure. The variables in this study are CSR implementation, organizational justice, employee trust, firm reputation, organizational objectiveness, organizational commitment, job satisfaction, and job performance. The results found that some of the direct relationships stated were not significant, but all demonstrations of indirect links were substantial. Besides, optimal CSR and organizational justice provide a reliable and positive domino effect in increasing the role and consequences of employee trust and firm reputation. The findings in this study confirm that upstream-downstream job performance causality can be successfully achieved if job satisfaction has been realized, job satisfaction can be achieved if organizational commitment can also be recognized, and organizational commitment can be developed. Reflection and influence, rather than organizational attractiveness becomes essential.

Purpose: The purpose of this study was to examine the differential effect of workforce diversity on employee productivity and its subsequent impact on customer experience. Research design, data and methodology: A once-off cross-sectional research design was used in this study where the Zimbabwean civil service was targeted. Randomization was used to collect 324 validated responses. The study focused on both primary (age and gender) and secondary (education and political affiliation) dimensions of workforce diversity. Results: The results were confirmatory that workforce diversity is a significant predictor of employee productivity (β = 0.668, P < 0.05), at the same time employee productivity holds explanation to customer experience by 37%. Results also revealed that gender diversity, educational diversity and political diversity were significant determinants of workforce diversity (P < 0.05). However, the study established that age diversity was not a significant factor in enhancing employee productivity (P > 0.05). Conclusions: The study concluded that workforce diversity is a powerful tool in enhancing both customer experience and employee productivity. As such, the latter can be augmented through shrewd workforce diversity practices as championed by management. To that end, the study recommends the development of a workforce diversity framework which promotes inclusivity.

The aim of this study is to explore the effect of injustice perception on work alienation and the mediating role played by the employee’s cynicism between injustice perception and work alienation in the healthcare sector in Oman. By utilizing a simple random sampling technique, data were collected using a questionnaire consisting of 306 nurses working in private healthcare providing organizations in Oman. The collected data was then analyzed using AMOS program through the Structural Equation Modeling (SEM). The results of study show that the levels of perception of injustice and cynicism of nurses in the private healthcare centers were low, while the work alienation was found to be at moderate level in these healthcare organizations. The findings of the empirical study reveal that injustice perception and employee’s cynicism significantly affect work alienation. The impact of injustice perception in creating employee’s cynicism was also observed. The hypothesis that the mediating role played by employee’s cynicism in injustice perception and work alienation relationship was partially supported. Moreover, injustice perception and cynicism directly affect work alienation, therefore, these hospitals should consider organizational policies and procedures to achieve equality and justice among nursing personnel, and to eliminate the factors that cause cynicism and work alienation.

The introduction of self-service technologies (SSTs) in retail stores aims to provide customers with a more satisfying shopping experience. Many retailers are increasingly turning toward the adoption of self-service technologies in providing services directly to customers. Given that previous SST research has focused mainly on the impact of the introduction of SST on customer responses, the present study explored the impact of the presence of employees in the relationship between SST and customer responses. Based on the two ground theories, motivation-based theories of behavior and social impact theory, this study tested the relationships between shopping motivations, SST use intention, and retailer attitude. Moderating effects of the presence of employees on the three relationships were also tested. Data were collected using an online survey and analyzed through structural equations modeling. Test results showed that both hedonic and utilitarian shopping motivations effect on SST use intentions, and SST use intentions effect on retailer attitude, subsequently. Although the presence of employee did not moderate the relationship between shopping motivations and SST use intentions, the employee presence moderated the relationship between SST use intentions and retailer attitude. The impact of SST use intentions on retailer attitude was higher in the high presence of employee group than in the low group.

The study investigates by empirical methods the effect of motivation, leadership, and organizational culture on job satisfaction, and employee performance at Wahana Resources Ltd North Seram District, Central Maluku Regency, Indonesia. This examination intends to be a critical review for academics researching the field of human resources management (HRM). The study’s sample consisted of 155 employees who were selected using the Proportionate Stratified Random Sampling method. At the same time, data were collected using a questionnaire and then analyzed using the Structural Equation Modeling on Amos. The results of data analysis showed that work motivation and organizational culture had a positive and significant effect on performance, but did not significantly influence employee job satisfaction. While leadership has a substantial impact on employee job satisfaction, it does not affect performance. The results of testing the coefficient of determination show that job satisfaction is influenced for 57.4% by motivation, leadership, and culture variables, while employee performance variables are influenced for 73.5% by motivation, leadership, culture, and job satisfaction variables. Other factors outside this study influence the rest. Motivation, leadership, and organizational culture of employees need to be improved to increase job satisfaction. Invariably, if employee job satisfaction increases, employee performance will also increase.

The paper examines the determinants of employee engagement in the not-for-profit organization (NFPO) sector. A structured questionnaire survey of 205 NFPO employees in Vietnam was employed, preceded by in-depth interviews with NFPO associates and managers. After a multiple regression analysis to study the impact of five independent variables on one dependent variable, the study reveals that Work design and Work-life balance are positively and significantly associated with employee engagement. Of which, Work design is measured by the level of job fit, job autonomy, job challenge, and job meaningfulness. On the other hand, Work-life balance involves measurement aspects consisting of how reasonable the workload is and organizational support. Meanwhile, different from the business world, Leadership, Learning and Development, and Recognition do not show statistically positive impacts on employee engagement in NFPOs. Still, they are crucial back-supporting factors to ensure employee experience at work. Further, the study finds that personal growth contributes a great part to keep employees in the sector motivated. This paper brings the area of study to the forefront in an effort to benefit the practice of human resources management in NFPOs as well as support employees in the sector with a higher quality working experience.

The study aims to examine the relationship between talent management and work engagement and its impact on nurses’ performance in Indonesia. This study is also intended to understand the role of work engagement in moderating talent management and employee performance. This present study applied a quantitative method using path analysis to investigate the relationship between variables and the primary role of work engagement. The participants of the study were nurses both in privates and public hospitals in Indonesia, with a total of 376 respondents. Closed questionnaires were processed in this study with a Likert scale with five choices ranging from 1 (strongly disagree) to 5 (strongly agree). The questionnaires were entirely collected over almost five months using Google form. The results of the study confirmed that the nurse performance, both at government and private hospitals, are categorized as good, while the work engagement and talent management are also categorized as high. The findings confirmed that talent management positively influences work involvement and employee performance. In addition, this study suggests that work engagement plays an essential role in moderating between variables and provides a confirmation of the important role of talent management and work engagement for nurses’ performance.

The study examines direct and indirect impacts of organizational commitment on employee motivation through two mediating factors – opportunistic behavior and knowledge sharing – in Vietnamese enterprises. The samples were selected by the non-probability sampling method followed convenient sampling, relatively stratified by localities in Vietnam. The sample size was 636 employees in Vietnamese enterprises. The number of collected online questionnaires was 379, while the number of valid questionnaires was 329. In the direct survey, the number of distributed questionnaires was 750, while the number of collected questionnaires was 421 and the number of valid questionnaires was 307. The total number of valid questionnaires used for analysis was 636. The study used quantitative methods with structural equation modeling analysis. The results indicate that among the components of organizational commitment, normative commitment has both direct and indirect impacts on employee motivation through two mediating factors: opportunistic behavior and knowledge sharing. Meanwhile, affective commitment has only an indirect impact on employee motivation through these mediating factors. Continuance commitment has both direct and indirect impacts; however, it has only an indirect impact on employee motivation through opportunistic behavior. In addition, the results show opportunistic behavior has a negative impact on the knowledge sharing of employees in enterprises.

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 study aims to identify the factors affecting employee loyalty in the case of small and medium enterprises (SMEs) in Tra Vinh province, Viet Nam and to find out critical factors affecting the loyalty of employees in SMEs. This is implemented with the method of collecting primary data of 320 employees working at SMEs in 5 districts including: Cau Ngang, Tra Cu, Chau Thanh, Cang Long, Tieu Can) and Tra Vinh City, Viet Nam. Using the multivariate regression method, the researchers have found 6 factors affecting employee loyalty: colleagues, leaders, job characteristics, remuneration policies, organizational culture, and working environment. Particularly, learning opportunities may not be not statistically significant for employees' loyalty towards small and medium-sized enterprises in Tra Vinh province. From the above research results, the authors have proposed implicational piolicies such as: focusing on colleague relationships, improving leadership of business owners, attaching importance to appropriate work arrangement, having appropriate remuneration policies for laborers, building effective organizational culture and working environment to improve employee loyalty at SMEs. From the above policy implications, helping business owners realize the aspirations of workers in small and medium-sized enterprises more closely in the future, in order to sustainably develop the business system in Vietnam.

Purpose - Most past studies related to this focused on the physical attractiveness of service employees, but this study emphasizes the social attractiveness and not just the physical attractiveness of employees. Therefore, the purpose of this study is to first categorize attractiveness as physical attractiveness and social attractiveness and to examine the impact of physical attractiveness on social attractiveness for service industry employees. Secondly, this study aimed at verifying the impact of physical attractiveness and social attractiveness on interpersonal trust. Third, it aimed at revealing the impact of interpersonal trust on customer satisfaction, as well as satisfaction on loyalty. Research design, data, and methodology - Questionnaires were distributed to customers that used beauty salon services, among the various service industries, to verify the hypothesis of this study. Also, hypothesis was analyzed with the structural equation method using Amos 20.0. Results - When presenting the results on verifying the research hypothesis, it was found that physical attractiveness had a positive impact on social attractiveness. Second, while physical attractiveness did not have a positive impact on interpersonal trust, social attractiveness was found to have a positive impact on interpersonal trust. Such results show that in forming interpersonal trust, social attractiveness was more important than physical attractiveness for service industry employees. This result is in contrast with the results of past studies, but it is different in that previous studies suggested only physical attractiveness and did not present social attractiveness in the hypothesis. Third, it was found that interpersonal trust had a positive impact on satisfaction, while satisfaction did not have a positive impact on loyalty. Conclusions - The biggest implication of this study is that it presented social attractiveness, which was rarely dealt with in past studies. Also, this study is significant in that it examined the relationship of physical attractiveness and social attractiveness. The results of this study show that in the service industry, the role of human elements such as service employees is important and that in addition to physical attractiveness, social attractiveness in the course of interaction such as communication with customers can also be an important strategic element.

Personality factors and ethical values are considered as vital element in social and professional life. This present research aims to explore the relationship between Personality and Job Satisfaction. Further, we tried to test the moderating effect of Islamic work ethics (IWE) in the relationship of Personality traits with Job satisfaction. Convenience sampling was used in defining sample as in Pakistan there is no data base which provides information regarding number of employees. Due to moderating variable the data has been collected from respondents who identify themselves as Muslim. To collect data from respondents Self-administered, close-ended questionnaires and e-questionnaire were used in this study and respondents were targeted in the normal working environment. Correlation and regression analysis was used to analyze the data statistically. The results of study indicated that neuroticism exhibits significant negative effect on job satisfaction. Also, openness to experience, agreeableness and conscientiousness showed positive effect on job satisfaction. Whereas, extraversion exhibits no effect on job satisfaction and IWE has a negative effect on job satisfaction. However, the output indicates that IWE do not act as moderator in the relation of agreeableness and conscientiousness with job satisfaction moderation effect of IWE is observed between the relationship of neuroticism, extraversion and openness to experience with job satisfaction.

The study aims to investigate the nexus of between role identity, self-efficacy, feeling of energy, and employee creativity in the hotel industry of Korea. The employees’ innovative behaviors like creativity have been many researchers’ interest for decades in the hotel industry. The hypotheses depicting the relationship among the variables have been proposed based on a review of existing literature. The number of 215 cases was used for final analysis and the results were explained through structural equation modeling. The results indicate the hotel employees’ role identity and creative self-efficacy positively influenced their feeling of energy. Further, both role identity and creative selfefficacy make significant impact on employee creativity. Feeling of energy also makes a positively significant impact on employee creativity. Feeling of energy partially mediates the relationship between the two independent variables and employee creativity. As a result, creative role identity, self-efficacy, and feeling of energy explain the variance of the hotel employees’ creativity. The results present that hotel practitioners need to regard their employees’ creative roles and build organizational culture to support creative activities so as to enhance employee creativity. Finally, theoretical and practical implications for the hotel industry and future studies have been discussed.

Purpose – Korean women suffered from serious experience at unfair personnel practice in the work and coexistence between work and home affairs. The study examined woman workers' career plateau perception and success who worked for local public enterprises, that is to say, regional public corporation invested by local government, and investigated mediating effect of dual commitment as well as control effect of self-efficacy from point of view of various access to variables. Research design, data, and methodology – The study investigated women employees of regional public corporation by empirical analysis. The author collected 337 copies from 380 copies and made use of 325 copies after excluding copies with improper answer. SPSS 24.0 and AMOS 24.0 were used. Results – The study investigated effect of career plateau (structure and content) upon subjective career success (job satisfaction and career commitment) according to questionnaire material: First, not only structural plateau but also content career plateau had negative influence upon dual commitment (structure and career). Second, dual commitment had positive influence upon subjective career success from point of view of organizational commitment and career commitment. Third, structural career plateau had positive influence upon career success, and content career plateau had positive influence upon job satisfaction. Fourth, structural career plateau did not have significant influence upon job satisfaction, content career plateau and career satisfaction. Fifth, subordinate variables (organizational commitment and career commitment) had mediating influence upon career plateau cognition and subjective career success. Sixth, self efficacy did not control career plateau cognition and subjective career success. Conclusions – Women employee's career plateau cognition mediated dual commitment to have influence upon career success and to be likely to help career success theory study. Career plateau had negative influence upon dual commitment and career success of women workers. The study shall give base of counteraction from point of view of control and motivation of women workers thinking of career plateau.

Purpose – This study examined the effects of intrinsic and extrinsic motivation on employee creativity. Past research has consistently shown that intrinsic motivation is positively related to creativity. Yet conflicting results have been reported about the relationship between extrinsic motivation and creativity. To explore the reason why extrinsic motivation can either help or hurt creativity, we examined the role of contingent rewards as a moderator and tested whether either tangible or intangible rewards contingent upon creative performance significantly impact the relationship between extrinsic motivation and creativity. Research design, data, and methodology – Survey data was collected from employees working for diverse organizations in Korea through online research firm. Only employees who reported their job or organization provided opportunities to use their creativity were allowed to continue the survey. Out of 305 initial responses collected, those with too much missing data were deleted, which finally left 278 responses for statistical analyses. To examine the validity of the measurements, confirmatory factor analysis was first conducted. Next, to test the hypothesized relationships, multiple hierarchical regression analyses were conducted. Results – As hypothesized, both intrinsic and extrinsic motivation had positive effects on creativity. It was shown that contingent rewards did not influence the positive relationship between intrinsic motivation and creativity, but did significantly moderate the relationship between extrinsic motivation and creativity in a way that tangible rewards strengthened the relationship while intangible rewards mitigated the same relationship. Conclusions – This research enhances our understanding on the relationship between motivation type, rewards, and creativity. Intrinsically motivated employees showed a high level of creativity regardless of whether rewards were expected or not. In contrast, extrinsically motivated employees showed more or less creative behavior depending on whether they were expected to have tangible or intangible rewards. As extrinsic motivation is typically associated with tangible rewards such as pay, promotion, etc., tangible rewards were seen to be more effective in promoting creative performance from extrinsically motivated employees than intangible rewards. Our findings make a significant theoretical contribution to reconcile prior inconsistent findings. Furthermore, they provide useful insights for managers and organizations into developing effective strategies for facilitating employee creativity.

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.

본 연구는 항만물류산업에 종사하는 조직 구성원들의 이직에 영향을 미치는 요인을 실태 조사하여 그 결과를 인사 관련 실무자들 이 현업에서 활용함으로 효율적인 인력관리가 이루어질 수 있도록 하는 것이 연구의제이다. 특히 중소항만물류기업에 업종과 직무에 따라 종 사하는 직원들의 이직원인을 조사함으로써 이직요인을 분석하여 이직을 결정하가는 요인들을 개선할 수 있는 직무환경을 조성하고 이직 방 지 대책을 실시함으로 잦은 이직을 방지하고 지속적인 근무가 가능할 수 있는 인적자원 관리기법의 개발과 발전방향을 제시하고자 하는 목적 을 두었다. 연구 결과, 항만물류기업에서 이직자가 가장 많이 발생한 부서는 현장직 부서로 20.43의 높은 평균값을 나타내었고, 이직자가 발생 한 항만물류기업의 인력 채용형태는 경력사원 채용이 64%, 신입사원 채용이 58%로 거의 비슷하게 나타났으며 정규직 채용을 선호하는 것으 로 조사되었다. 또한 가장 많이 시행하고 있는 이직방지 프로그램은 ‘임금수준 개선’으로 항만물류기업 중 응답 회사의 53.3%가 시행하고 있 었으며 이것을 통하여 항만물류기업들이 일반 기업들과 마찬가지로 장기적인 이직 방지프로그램의 시행보다는 단기적으로 대응하며 자기계 발 또는 근로자와 기업이 공동성장하기 위한 환경조성 프로그램 보다는 금전적인 보상에 치우치고 있음을 알 수 있다. 마지막으로 인사담당 자가 생각하는 이직 방지 프로그램의 효과정도는 임금 수준 개선이 5.86으로 가장 효과가 있을 것으로 나타났다.