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There are several perspectives to explain the relationship between strategic human resources management practices and organizational performance. This article discusses the controversy within each perspective, which is universalistic and contingency perspectives. This article tries to replicate some of Delerey and Doty’s research on modes of theorizing in strategic human resource management. Strategic human resource management practices are identified into seven practices and are used to develop argumentation from that individual perspective. Organizational performance is measured by financial performance. The results show that argumentations from those two perspectives can explain the variation levels within financial performance.

Employees may be motivated on the job by many things, such as a sense of achievement, recognition, enjoyment of the job, promotion opportunities, responsibility, and the chance for personal growth. Employee motivation and performance are tied directly to the style of management that is applied and to principles of positive or negative reinforcement. This paper discusses motivation as it relates to effectiveness, efficiency, productivity, and performance.

Motivation can be induced by the employer or reside within the employee. Employees have higher levels of motivation when they perceive that management cares about their welfare, when they are involved in the management process, and when the management-labor environment is positive. Control stifles motivation while involvement creates a more productive environment. If the workers feel they are being treated fairly and with respect, this attitude will develop and guide their behavior in a positive direction. To be motivated, they must be excited about and interested in their jobs. Activities that can gain interest on the part of workers include employee participation committees, task force efforts, training programs, opportunities for outside education, newsletters, contests, and congratulatory messages from management (Kennish, 1998).

The main idea of article «The Role of Non-Material Factors in Increasing Labor Productivity » is that social –psychological climate in collective is the major factor of economic - social progress in the country. In Kazakhstani market conditions the understanding of the person as productive force has amplified and his personal features are ignored. However in conditions of teamwork moral qualities of each member of labor collective become a component of productive force of all collective. In this research paper the social - psychological climate, its development and influence on productivity are key objects of economic measurement. Research has been carried out in copper-smelting factory in the city of Dzhezkazgan. The main purpose of the research was to study a social - psychological climate of a primary work collective (factors of a psychological climate, general job satisfaction, mutuality, neutrality, potential conflict, concurrence of the formal and informal leader in collective, intensity of potential fluidity, interpersonal compatibility, an evaluation of the master) and its influence on labor productivity. The greatest possible value of productivity has been designed at an ideal social  - psychological climate on the basis of economic-mathematical model. It has been identified that on average it is possible to increase productivity up to 30 % due to the moral factors, not attracting additional investments. It is proved that economic relations should be bound with social – psychological ones, forming a single whole. 

Key Words: Basic or main production collective, collectivism, foreman evaluation factor, intermediate or secondary collective, labor collective, primary labor collective, primary production collective, reciprocity factor

The purpose of this study is to measure employee satisfaction and determine the existing gap between employees’ expectation and perception of their working condition. This paper uses SERVQUAL model to measure employee satisfaction in an Iranian auto parts manufacturing company. The results from the gap model highlighted which aspects of the job condition employees would like to see improved. The gap measurement is effective for use in managerial decisions to improve and diagnose physical environmental features. This paper can be used as a guide for managers who are interested in measuring employee satisfaction in order to excel in satisfying their expectations, increase their motivation, and as a result lead to more productivity.

The Job Descriptive Index is a popular measure of job satisfaction with five subscales containing 72 items. A national sample (n = 1,534) and a sample of university workers (n = 636) supported development of an abridged version of the Job Descriptive Index (AJDI) containing a total of 25 items. A systematic scale-reduction technique was employed with the first sample to decide which items to retain in each scale. The abridged subscales were then tested in the second sample. Results indicated that the relationships among the five abridged subscales and between the five abridged subscales and other measures were substantially preserved.

Motivation could be described as a driving force that makes people willingly want to put in their best in what they do. The concept of motivation is that there is no need to force or threaten people to work harder, as any such force or threat is likely to be ineffective in the long run. Rather, it is better that people should be motivated as it is believed that the driving force which results from motivation will compel people to put in their best out of willingness and not out of force or threat.

Motivation is believed to lead to an increase in employees’ work performance. That in turn leads to an increase in overall organisational productivity levels. Furthermore, motivation is said to improve employee job satisfaction. Nevertheless, it should be borne in mind that motivation is not a ‘magic show’ that can perform miracles. Thus, we should not expect a secondary school leaver to be able to do the work of a qualified engineer simply because he is highly motivated. Rather for motivation to be effective not only should staff be motivated but management should make sure that the staff has the ability to do the job in the first place. It is when they have the ability and skills that motivation would work. Thus, if a staff member who fails to improve in work performance even though he is clearly  motivated it could be a sign of lack of ability, which in turn could be a sign of training need. Motivation in this case would only improve if this particular member of staff is trained to acquire the vital skills and ability - such training could be both on-the-job and off-the-job.

Productivity remains an intriguing subject and a dominant issue in the construction sector, promising cost savings and efficient usage of resources. Productivity is one of the most important issues in both developed and developing countries. The developed countries are aware of the importance of economic growth and social welfare. The developing countries which face unemployment problems, inflation and resource scarcity seek to utilise resources and in such a way to achieve economic growth and improve citizens’ lives. Productivity is an issue of particular importance to projects located within the Gaza Strip, as it is considered a newly-developed area, and a huge number of projects have been planned for the near future. The aim of this research is to identify factors affecting labour productivity within building projects, and to rank these factors according to their relative importance from a contractor’s viewpoint. The analysis of 45 factors considered in a survey indicates that the main factors negatively affecting labour productivity are: material shortage, lack of labour experience, lack of labour surveillance, misunderstandings between labour and superintendent, and drawings and specification alteration during execution.

Studies have demonstrated that intemal/extemal locus of control impacts job satisfaction. Additionally, research indicates that locus of control relates to many other work-related perceptions. However, few studies exist that investigate the relationship between loc~iso f control and job satisfaction for hotel managers. This study investigates hotel managers' job satisfaction (n = 68), intemdextemal locus tendencies, and the relationship between the two constructs. The results indicate that variables other than the locus personahty construct may relate to hotel managers' perception of job satisfaction. Additionally, the results stimulate the ongoing person versus situation debate in job satisfaction research.

In the early 1990s, a few organisations in the Netherlands began to experiment with flexible workplaces. Traditional cellular offices and the open-plan offices or team-oriented bullpen spaces in which everyone had their own fixed workplace were no longer a matter of course. Making use of modern information and communication technology, the pioneers redirected their attention towards the sharing of activity-related workplaces in a combi-office. Economic considerations (e.g. low occupancy of expensive workplaces), organisational developments (network organisations, teamwork, fast exchange of knowledge, part-time work) and external developments (globalisation, strong competition) are important drivers for change. The aim is to stimulate new ways of working (dynamic, less closely linked to place and time), to improve labour productivity and to make major cost savings (fewer workplaces, fewer square metres), without reducing employee satisfaction.

Since then a number of new offices have been realised. Twelve per cent of organisations that have  moved recently use flexible workspaces for the most part or exclusively. An important question now is whether the aims have been achieved. What are the actual benefits? What are the risks? How should consultants advise their clients? The field is dominated by the opinions of those in favour and those against. Statements expressing the successes or failures of flexible offices contradict each other. Hard data are almost lacking. Due to the scarcity of empirically supported insights, the Delft  University of Technology in the Netherlands together with the Centre for People and Buildings and the Centre for Facility Management are carrying out investigations into the costs and benefits of workplace innovation. This paper reports on progress so far, with a focus on employee satisfaction and labour productivity.

Keywords: new offices, flexible working, productivity, employee satisfaction, research,  postoccupancy evaluation

This paper illuminates significant relationships between three major knowledge management (KM) design dimensions and the perceived ability of 150 organizations to retain their knowledge workers. Knowledge worker retention is a critical challenge for today’s organizations as they face increasing global competition with its demands for even more such workers, while dramatically shifting workforce demographics hasten their exit. KM design initiatives that accelerate knowledge creation, acquisition, and particularly knowledge capture, sharing and retention, are receiving unprecedented levels of investment as a result. While many factors impact organization financial performance, this research indicates that successful knowledge worker retention is significantly related with higher reported financial performance. The implications of these results are noted.

Dalam kenyataannya para pemimpin dapat mempengaruhi moral dan kepuasan kerja, keamanan, kwalitas kehidupan kerja dan terutama tingkat prestasi suatu organisasi. Para pemimpin juga memainkan paranan kritis dalam membantu kelompok, organisasi atau masyarakat untuk mencapai tujuan mereka. Kemudian timbul pertanyaan yang membuat seorang pemimpinan effektif? Apa Hampir semua orang, bila diajukan pertanyaan itu akan menjawab bahwa pemimpin yang effektif mempunyai sifat atau kualitas tertentu yang diinginkan.

Kemampuan den ketrampilan kepemimpinan dalam pengarahan adalah faktor penting effektifitas manajer. Bila organisasi dapat mengidentifikasikan kualitas–kualitas yang berhubungan dengan kepemimpinan, kemampuan untuk menseleksi pemimpin-pemimpin efektif akan meningkat. Dan bila organisasi dapat mengidentifikasikan perilaku dan teknik-teknik kepemimpinan efektif, akan dicapai pengembangan efektifitas personalis dalam organisasi.

The purpose of this research is to look for determinants that effect leadership. The research was conducted in 13 airports and in the head office of its managing organization consisting of 84 different working units on different levels. The sample size is 3.048 respondents from a total of 4.150  employees. 

The findings are 22 hypotheses explaining leadership significantly: 16 independent  variables determine positively and show a mutual impact as well as an accumulative direct influence to and from leadership. Only one variable shows a positive impact on leadership without any impact back. Five variables show a negative and non-accumulative effect towards leadership. Determinants show to have a positive, mutual and accumulative direct impact towards leadership. 

These determinants are: conduct to change, communication, working with leadership, networking, developing human resources, influence, working in groups, managing differences, using local language, commitment, discipline, non-reward based working, optimism, mutual caring, and consistency. One determinant, leader using software other than MS Office has a positive effect towards leadership. However, leadership has no impact on the use of software other than MS Office towards the leader. The other 5 variables show a negative, non-mutual and non-accumulative impact towards leadership, these variables are: happiness, perseverance, efficiency, serving others with respect, and adherence to norms.

The study was aimed to examine the effect of leadership development on employee performance in Pakistan. This study was conducted considering five factors of leadership development, i.e. coaching, training and development, empowerment, participation and delegation and it was found that the  combined effect of these factors influences employee performance with 50%. However, rest of the 50% contribution towards employee performance other than leadership development factors can be the result of other factors such as: attitude, commitment, motivational factors, and trust in the  organization, and other factors such as compensation, reward and bonuses etc. can also increase the employee performance. The five variables collectively as leadership development factors prove a synergic effect and increase the overall employee performance. The policy alternative should be that organizations must be cleared about the learning requirement of the employees. Therefore, both managers and employees must collaborate effectively and communicate the requisite for performance.

The purpose of this research is to examine the impact of transformational leadership (TL) and employee empowerment (EE) on employee job stress (JS). This study also extends the findings of Gill et al. [1] related to the factors that mitigate job stress in the service industry. A survey research (a non-experimental field study design) was utilized. The current study consists of a population of Indian hospitality industry employees. A convenience sampling method was applied to select and recruit the research participants. Data were collected using questionnaires. The p < .05 significance level was used to accept or reject the null hypotheses. The results suggest that the improvement in the level of perceived TL used by managers and EE mitigate the job stress of customer contact service employees (CCSEs) in the Indian hospitality industry. The results also show that TL and EE mitigate the job  stress of CCSEs in the Indian hotel industry.

Keywords: Hospitality; empowerment; transformational leadership; customer-contact service employees; job stress.

Factors such as the rising numbers of immigrants, mergers or joint ventures with companies in other countries, the rising use of temps and contract workers, and the increasing globalization of business are a few of the forces making our workforce more diverse daily. With this growing diversity, companies must be constantly adjusting their cafeteria-style benefits programs if they are to motivate this variable group. Some of the groups to be targeted are employees from other cultures, same-sex couples, singles and unmarried, the older worker, and female executives. Other groups to be targeted are the health-conscious worker, the generation X’er, and the worker with family responsibilities. The array of benefits would range from ESL classes to employee sponsored schools. Job sharing, telecommuting, flexible scheduling, child-care flex spending accounts, EAP’s, paid family leave, on-site childcare, and numerous others would be included. This paper covers these diverse groups and the newer benefits being designed to recruit, retain, and motivate such employees. Cafeteria plans must be constantly modified if they are to be effective.

Purpose: This study aims at identifying similarities and differences between the leadership practices of managing entrepreneurs and professional CEOs and to investigate how these impact on their immediate subordinates’ satisfaction, commitment, motivation, and effectiveness (Engagement).
Design: A multiple-respondents survey, aiming at CEOs and their immediate subordinates was conducted. Factor analysis, correlations and moderated regression analysis were used in order to reach conclusions 

Findings: Two leadership dimensions are found to be most influential: (a) being a good manager/mentor and (b) articulating vision. Although good manager/mentor characteristics prove crucial for both types of CEOs, the effect of vision articulation on subordinates is moderated by the type of company the CEO is leading. No significant differences are found in the leadership style that the two types of CEOs adopt, except for their calmness and selfpossession, which is lower among entrepreneurs.
Implications: The findings raise questions regarding the differences in subordinate expectations from owners- CEOs, as opposed to professional CEOs and points at certain characteristics which could be developed in order to enhance leadership effectiveness in both groups of top managers.
Originality/Value: The study underlines the importance of sound vision development and articulation in entrepreneur-run firms, as it appears that people working for such firms expect more direction from the Head. It is also sustained that good management and mentoring is essential in any kind of firm, in order to develop an effective, committed and motivated Top Management Team, which will bring corporate success
Keywords: Leadership, Entrepreneur, CEOs, Top Management, Vision

Illness and injury associated with an unhealthy lifestyle or modifiable risk factors is reported to account for at least 25% of employee health care expenditures. The most significant of these risk factors are stress, tobacco use, overweight or obesity, physical inactivity, excessive alcohol use, and poor nutritional habits. Over the past two decades, a variety of groups at the local, state, and national levels have promoted the concept that health risk reduction and care management programs can improve employee health, and that worksite health education, health risk management, and benefit counseling should complement standard health insurance benefits.

The intensity of worksite health promotion programs range from bulletin board, pamphlet or newsletter information to onsite fitness facilities, health risk reduction classes, and personal lifestyle change coaching. Wellness programs today often include a health risk assessment (HRA) to evaluate each employee’s modifiable risk factors of disease. Program coordinators then target interventions to those that are at increased risk through personal communications and individual follow-up.

The study of strategic alliances has focused primarily on alliances between large corporations and between large corporations and joint ventures. However, powerful strategic partnership and alliances between small and medium sized enterprises and big businesses are also critical to the ability of big business to develop and maintain sustainable competitive advantage. This paper lays out a conceptual framework for studying the relationship between the strategic human resource management practices of small and medium sized businesses and their performance as corporate partners, as industry and competitive conditions change.

This research is done as a mean to know influence motivate employees, PPKP, and justice perception to the transformational compensation to satisfaction work employees in environment PT Bank Nasional Indonesia (Persero) Tbk Branch Surakarta. Population which population which at the same times as sample in this research is entire employees PT Bank Nasional Indonesia (Persero) Tbk Branch Surakarta mounting to 56 people. The research methodology used to reach the aim is a regression analysis. Where as the analysis will be help be having descriptive analysis and instrument test at first. The instrument test here is concerning the validity and reliability test. The hypothesis will be held for the next phase. Pursuant to obtained data from 56 respondent obtained by result: most employees have men type (52,9%) with age less than 40 year (76,5%), having year of service up to 10 year (72,5%), and have education of scholar degree (84,4%). Entire research variable reside in on course is enough. Mount satisfaction of employees (64,2%). Employees motivational level attainment of PPKP (92,4%). Hypothesis test give chapter and verse that only justice perception factor to the compensation which is significant influence satisfaction work employees in environment PT Bank Nasional Indonesia (Persero) Tbk Branch Surakarta.Result of this research is expected can give input to management PT Bank Nasional Indonesia (Persero) Tbk Branch Surakarta to ever to pay attention dimensions or things which can improve employees motivation, justice perception to the  compensation, PPKP, and also satisfaction work employees. To researcher here in after, can become input materials in doing research which of a kind. 

This research is conducted to obtain some illustrations about the analysis influence of variables Motivation on the work satisfaction of staff Relationship Agency at Local Government of Muara Enim. Method used in the research is survey. The number of sample are 43 staffs Relationship Agency at Local Government od Muara Enim. Data collecting is conducted by filling out some questionnaires. In this research there are two groups of variable, those are independent variable which are motivation factors with indicators are; the gartified work area (X1), necessity (X2), education level (X3) and personal wish and hope (X4). The dependent variable which are work satisfaction (Y). To measure the relation between variables multiple regression linear used as the examination  supporting tool. According to the result of regression analysis find that; simultaneously variables of motivation factors have significance effects on work satisfaction of staff Relationship Agency at Local Government of Muara Enim. Partially variable of individual characteristic; necessity (X2) have bigger effects on job description than another variabel.

Based on the task-to-performance chain, this study seeks to investigate the implications and consequences of government employee performance via information systems. Data was collected from 847 employees of the Taipei City government through the stratified proportion sampling method. In addition, the multiple regression method is used to investigate factors that influence employee performance. The results indicate that three factors affect performance: task-technology fit, computer self-efficacy, and utilization. Utilization was found to have the greatest positive effect on performance. In addition to verifying prior empirical findings, this study presents factors that influence employee performance and information systems development work in the context of e-government.

Keywords: task-to-performance chain, task-technology fit, computer self-efficacy, performance, e-government

Views of constituents toward alternative promotion systems are examined. Using a survey with 11 bipolar adjective scales, subjects compared a performance-based system to a content-based exam for two positions in a state agency, one professional and one upper management. The performance-based system was rated as more effective, innovative, and comprehensive, but also less efficient (p < .05) for both positions. A qualitative analysis of the agency over twenty-five years suggests that initial positive perceptions of the promotion system, along with support from top management and the corporate culture, are fruitful areas to research in explaining a promotion system’s length of use.

Keywords: promotion system, performance-based, content-based, employee perceptions, bipolar adjective scale

Background: Job satisfaction is the main factor of organizational  citizenship behavior. A satisfied lecturer seem to be  more able to speak positively about there organization, helping other and exceeding normal expectations of their job. In performing their daily task the administrative office  employees  of the Health Polytechnic Palu have low working enthusiasm. It can be noticed from several unfinished work at the time required. Yet its office’s facility, working support equipments, working atmosphere are all quite condusive.

Purpose: The purpose is to learn the correlation of between employee’s performance of administrative office toward lecturer satisfaction at Health Polytechnic Palu.

Methods: This research was using a quantitative method with a cross sectional research design. Data collected by questionairs and were analyzed with Pearson Product Moment.

Result: Result of product moment correlation analysis between the administrative office employee’s variable with lecturer’s satisfaction are also have significant with correlation r value 0,0809 and p=0,000. Administrative office employee’s variable factors and Lecturer’s satisfaction are also have significants correlation r values. The correlation values from each employee’s performance factors are the results from the working itself and the working sincerity r=0,606 (p=0,000), working quality and quantity r=0,556 (p=0,000), working planning r=0,549 (p=0,000), working behavior r=0,340 (p=0,008), working speed r=0,600 (p=0,000) and working knowledge r=0,670 (0,000).

Conclusion: There is positive significant correlation between the administrative office employee’s performance with the lecturer’s satisfaction at Health Polytechnic Palu. The is also a positive significant correlation between employee’s performance factors at the administrative office, which include: working result and sincererity, working quality and quantity, working planning, working behavior, working speed and working knowledge of the administrative office with Lecturer’s satisfaction at the Health Polytechnic Palu.

It is extremely important that agricultural workers have the proper knowledge, skills, and attitudes to perform well in their jobs. Knowledge, skills, and attitudes are the internal competencies that workers bring with them to the job or that they must learn through training. They are not, however, the only factors that go into success at getting the job done. Furthermore, they are the most difficult performance factors for a manager to change. Factors that are external to the worker, such as the environment, standard operating procedures, equipment, and management’s own behaviors, can have  a big influence on how well workers perform in a job. Perhaps most importantly, managers can  directly change and improve most of the external factors much more easily than the worker’s internal competencies.

A good manager of human resources strives to create conditions that are most likely to encourage excellent performance. This paper describes eight factors that help to determine employee  performance. The first seven are under the direct control of management, so it makes sense to ensure that they are consciously designed to support and encourage great performance.

Previous work on service performance has focused on either organization- or individual-level analysis. This multilevel study of 257 employees, 44 managers, and 1,993 customers from 25 restaurants demonstrated that both individual- and store-level factors were significantly associated with employee service performance: conscientiousness and extraversion explained within-store variance, and service climate and employee involvement explained between-store variance. Further, employee service performance aggregated to the store level explained between-store variance in customer satisfaction and loyalty.