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Linking organizational intangibles to sustainable performance: A mediated-moderated model from the hospitality industry
Abstract
The hospitality sector in Batam drives the local economy by creating jobs, increasing incomes, and supporting local businesses through collaboration with vendors. While maintaining service quality remains challenging, competition among hotels encourages innovation. Adapting to technology and sustainability trends helps the sector thrive in tourism development. This research examines how organizational culture, knowledge management practices, and organizational learning impact human resource management practices, job satisfaction, and sustainable organizational performance, with organizational climate as a moderator. The study surveyed 233 out of 557 employees from star-rated hotels in Batam, using structural equation modeling with AMOS 20 for data analysis. The results show that organizational culture and knowledge management practices significantly influence human resource management practices (HRMP), while organizational learning does not. Organizational culture does not significantly affect job satisfaction, but knowledge management practices and organizational learning do. Organizational culture does not significantly impact sustainable organizational performance, whereas knowledge management practices and organizational learning positively do. HRMP significantly affects sustainable organizational performance, while job satisfaction does not. Organizational climate does not moderate the effect of HRMP on sustainable organizational performance but moderates the effect of job satisfaction on it. HRMP mediates the influence of organizational culture and knowledge management practices on sustainable organizational performance but does not mediate the effect of organizational learning. Job satisfaction does not mediate the effects of organizational culture, knowledge management practices, or organizational learning on sustainable organizational performance.
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Objective: This research aims to investigate the impact of differentiation strategies, market-based approaches, and artificial intelligence marketing on sustainable competitive advantage, with school image as an intervening variable moderated by school culture at Balikpapan Private Vocational Schools. Theoretical Framework: Differentiation Strategy and Sustainable Competitive Advantage; Market Driven and Sustainable Competitive Advantage; Artificial Intelligence Marketing and Sustainable Competitive Advantage; School Image as an Intervening Variable; School Culture as a Moderating Variable By using these theoretical approaches, this research aims to explore how differentiation strategies, market orientation, and artificial intelligence-based marketing can influence sustainable competitive advantage in private vocational schools in Balikpapan City, with school image as an intervention variable and school culture as a moderating variable. Method: This research was designed as research using a quantitative descriptive approach. The data analysis technique uses SEM (Structural Equation Modeling) using AMOS software. This research can also be said to be research with an inductive paradigm, namely testing from a sample which will then be generalized to the parent population. The population in this study were 12th-grade students at Balikpapan Private Vocational School. Researchers chose class 12 because students at that class level can be said to have lived for quite a long time and experienced the learning process at school since entering (class 10) and have made adjustments until they reach the final level (class 12). So, grade 12 students are students who already have self-confidence towards various components of school, be it towards teachers, friends, or the applicable rules. The population and samples were taken through school clusters with the criteria for schools that have been accredited B. Results and Discussion: The results of multivariate outlier detection based on Table 5.14 show that fourteen observations have a mahalonobis d-squared value greater than the table chi-square limit of 58.30, namely respondents number 4, 5, 8, 9, 10, 12, 13, 14, 17, 18, 21, 22, 23, and 28 so that these fourteen observations (respondents) were indicated as outliers, and were excluded from the analysis. Next, the data will be reanalyzed without including outliers, so the sample size will be 223 (237-14=223). This size of 223 still meets the sample size criteria explained in the previous subchapter. this research confirms the importance of differentiation, market orientation and artificial intelligence-based marketing strategies in building sustainable competitive advantages for private vocational schools in Balikpapan City, with school image as a key factor that mediates this influence. An integrated and responsive approach to market needs and the application of innovative technology will increase the school's competitiveness and reputation sustainably. Research Implications: Practical Implications: Differentiation Strategy Development: 1. Schools: Educational institutions can implement effective differentiation strategies to increase sustainable competitiveness. This includes offering unique programs, innovative teaching methods, and extracurricular activities that are different from other schools 2. Education Policy: Policymakers can encourage schools to develop their special strengths, by providing support in the form of training and resources. Improved School Image: 1. School Management: School managers must focus on efforts to strengthen the school's image, such as improving facilities, achieving high academic achievement, and building good relationships with the local community. 2. Marketing Communications: School marketing teams should leverage this positive image in their communications strategies to attract more potential students. Market-Based Approach: 1. Curriculum Strategy: Schools must continually adapt to market and industry needs, ensuring that their curriculum is relevant to today's work demands. 2. Collaboration with Industry: Partnerships with local companies and industry can help adapt educational programs to the real needs of the world of work. Application of Artificial Intelligence Based Marketing: 1. Technology Implementation: Schools should adopt AI technology in their marketing efforts to increase personalization and efficiency of communication with prospective students and parents. 2. Training and Development: Specialized training is required for marketing staff to optimize the use of AI tools. Theoretical Implications: Development of Educational Marketing Theory: This research enriches the literature on marketing strategies in vocational education, especially regarding how differentiation and market-based approaches influence sustainable competitive advantage. The Role of School Image as a Mediating Variable: The results of this study confirm the importance of school image as a significant mediating variable between differentiation strategies, market-based approaches, AI marketing, and sustainable competitive advantage. This adds to the theoretical understanding of influence mechanisms in educational contexts. School Culture as Moderator: This study also highlights the important role of school culture in moderating the relationship between AI marketing and sustainable competitive advantage, providing new insights into how cultural factors influence the effectiveness of technology marketing strategies. Affected Areas or Sectors: 1. Vocational Education Sector: Provides practical guidance for vocational schools to increase competitiveness through technology-based differentiation and marketing strategies. 2. Education Policy Development: Offers recommendations for policymakers to support differentiation and innovation initiatives in the curriculum. 3. School Management: Provides implementation strategies that can assist school management in improving the image and attractiveness of their schools. 4. Educational Marketing and Technology: Informing educational marketing practitioners about the benefits and challenges of using AI in their marketing strategies. This research, therefore, makes a significant practical and theoretical contribution, supporting the development of more effective and innovative educational policies and practices. Originality/Value: This research contributes to the literature by highlighting originality through an innovative approach in combining differentiation strategies, market-based approaches, and artificial intelligence marketing to enhance sustainable competitive advantage in the vocational education sector. The relevance and value of this research are evidenced by how the results can have a significant impact on school management practices, strengthen the image of institutions, and guide educational policies to be more responsive to market and technological needs.
This research has analyzed the role of learning in an organization while measuring and managing sustainable organizational performance. Furthermore, our research has also included the intervening role of organizational networking and organizational innovation while analyzing the relationship between organizational learning and sustainable organizational performance. Our research has adopted a quantitative approach while using the survey method to collect data from 710 owners of the manufacturing sector belonging to the Small and Medium Enterprises SMEs operating in Laos. Informed consent was obtained from all participants for your research. Structure equation modeling SEM was used through partial least square PLS software to test the collected data's reliability and validity and test the hypothesis to meet the research objectives. The study's findings reveal that organizational learning is vital to organizational performance and success. Information sources (networks) moderate the relationship between innovation and organizational performance. Our findings confirm that innovation is disruptive if it is not well-informed and well-processed. The research concludes that organizational learning is very vital for sustainable organizational performance. The current research contributes to the body of knowledge by examining sustainable organizational performance from an entirely different perspective.
Despite increasing competition, the construction industry is still lagging behind other industries in several aspects such as productivity growth, technology adoption, and human resource management. Although the causal link between human resource management (HRM) and organizational performance (OP) is well established and reinforced by several studies, the mediating mechanisms through which HRM practices impact organizational performance remain areas lacking consensus. This article, therefore, aims at examining the mediating roles of knowledge management (KM) and organizational learning (OL) in the established relationship between HRM and the long-term or sustainable peformance of Thai construction firms. Confirmatory factor analysis and partial least square structural equation modeling (PLS-SEM) were employed as the methods of analysis. Based on the dataset of 194 responses, the empirical results of the study strongly supported the three hypotheses that assumed positive relationships between (1) HRM and OP, (2) HRM and knowledge management, and (3) organizational learning and the OP of the firms under study. These findings thus provide empirical evidence for the three relationships. However, empirical results testing the roles of KM or OL or both as mediating variables behind the link between HRM and sustainable OP were not confirmed by the dataset. Therefore, one of the practical implications provided by this study is that Thai construction firms should be better aligned and integrated their HRM practices, knowledge management, and organizational learning to enhance the firms’ competitive advantage and to help lead the firms towards a more sustainable pathway of business operations. However, since the fragmented activities of construction make it hard to apply human resource management effectively, such good alignment and integration of HRM, KM, and OL for improving performance may, in practice, be quite challenging for most construction firms.
The COVID‐19 global pandemic has adversely affected educational institutions worldwide, resulting in frequent mandatory lockdowns and social distancing rules. After waiting for a brief period, most organizations, including educational institutions, moved their operations from traditional in‐class to virtual, web‐based teaching‐learning. As a result of unprecedented change, faculty, students, and administrators faced several challenges. However, how the educational institutions were coping with this challenging situation remained an important question. To address this, we present Knowledge Management Process (KMP), Knowledge Management System Infrastructure (KMSINF), and Knowledge Management System Quality (KMSQU) as resilient strategies to convert the challenges into opportunities. Using the KM processes and practices, a complex model is constructed to positively influence employee commitment, performance, and job satisfaction. A survey instrument was used to collect data from 747 faculty members from 14 higher educational institutions in the southern part of India. After testing the measurement properties using the Lisrel package of structural equation modeling, the complex model was tested using Hayes PROCESS macros. The results indicate (i) KMP is positively related to performance and employee commitment, (ii) employee commitment mediates the relationship between KMP and performance, (iii) KMSINF moderates the relationship between KMP and employee commitment, (iv) KMSQU moderates the moderated relationship between KMP and KMSINF in influencing the employee commitment, and (v) performance is positively related to job satisfaction. The results suggest that KM processes, system infrastructure, and system quality are effective, resilient strategies to bring educational institutions to normal functioning during the present global pandemic. The implications for KM, employee commitment, and job satisfaction are discussed.
The purpose of this study was to analyze the effect of transactional leadership, organizational culture, commitment, and compensation on job satisfaction. The research was conducted at the Agricultural Quarantine Center for the South Sulawesi Region with a population of 193 respondents. Data from the questionnaire were analyzed using the Structural Equation Model using the help of AMOS 18. The results found that transactional leadership directly had a positive and significant effect on employee job satisfaction. Organizational culture has a negative and significant effect on employee job satisfaction. organizational commitment has a significant effect on employee job satisfaction. Compensation has a significant effect on employee job satisfaction. Transactional leadership directly has a significant effect on employee performance. Organizational culture has insignificant effect on employee performance. Organizational commitment has significant effect on employee performance. Compensation has significant effect on employee performance. Job satisfaction has significant impacts employee performance. Indirectly, transactional leadership through job satisfaction positively and significantly affects employee performance. Indirectly, organizational culture through job satisfaction has a negative and insignificant effect on employee performance. Indirectly, organizational commitment through job satisfaction positively and significantly affects employee performance. Indirectly, compensation through job satisfaction has a positive and significant effect on employee performance.
Research about sustainable performance and its impact on the organization’s economic, social, and environmental development has attracted the attention of many scholars. However, the research investigating the relationship between sustainable performance from traditional organizations based on local culture is still underdeveloped. This study aimed to examine the relationship among organizational culture and leadership styles with knowledge management and sustainable performance. Moreover, this study investigates knowledge management’s role as a mediating variable in the relationship between organizational culture, leadership style, and sustainable performance. This study adopted a quantitative approach using the purposive sampling method with a questionnaire distributed to 99 respondents in Bali Province, Indonesia. The analysis technique was SEM-PLS. The results revealed that organizational culture and transformational leadership have significant effects on knowledge management. This study also proves that knowledge management mediates the relationship between organizational culture and sustainable performance, as well as the relationship between leadership style and sustainable performance. Theoretically, this study confirms the knowledge-based theory about knowledge management practices and sustainability performance. The present study also highlights the characteristics of organizational culture in traditional organizations and the effectiveness of transformational leadership to achieve sustainable organizational performance. Practically, the results provide insights to aid governments and regulators in continuously implementing knowledge management to achieve sustainable performance.
The purpose of this research was to analyze the role of employee engagement from the perspective of job engagement and organization engagement on job satisfaction and its effect on organizational performance. This research was conducted at a multinational manufacturing chemicals company located in Tangerang and Cilegon. The population was approximately 121 employees consisting of three job levels: Manager, White Collar, and Blue Collar. A target sample determined approximately 93 employees. Sampling using a non-probability sampling approach with a quota sampling method. The questionnaire was distributed to the population, but only 86 respondents filled out and returned the questionnaire. Method of hypothesis testing using Partial Least Square of Structural Equation Modeling (PLS-SEM) approach. The results suggested that job engagement has a positive and significant effect on job satisfaction but does not significantly affect organizational performance. Next, organization engagement has a positive and significant effect on job satisfaction but does not significantly affect organizational performance. Furthermore, job satisfaction has a positive effect and significantly influences organizational performance. Future research is advisable to examine the relations of other variables such as workload, work-life balance, and implementation of an integrated management system, which, believed, can provide a comprehensive view of employee engagement, job satisfaction, and organizational performance.
Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.
This research was about school supervisors who play a strategic role in the management of human resources in the school environment. The study aims to determine the direct and indirect influences of organizational culture, personality, job satisfaction, and trust on the school supervisor's performance. The research samples were 180 supervisors of the school Education Office Special capital Jakarta. Data collection using questionnaires with a Likert scale, before analyzed the obtained data will be validated and reliably in respondents outside of the research sample. Data were analyzed through path analysis, as data analysis requirements were tests of normality, homogeneity, and linearity. Research results there was a direct influence of organizational culture, and personality on job satisfaction; Organizational culture, and personality on trust; Organizational culture, and personality on performance; Job satisfaction, and trust on performance, then there was an indirect influence of organizational culture through job satisfaction on the performance of school supervisor. The conclusion that the performance of the school supervisor at the Education Office of Jakarta was influenced by variations level of organizational culture, personality, and Trust, but the personality of school supervisors should have a priority attention to improving their performance. This is an open access article under the CC BY-SA license.
Leadership stains affect the follower’s performances regarding innovative work behavior, and a gap is found in leadership research in higher education, specifically in Pakistan. The basic purpose of this research is to point out the effect of leadership styles on innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior among the Head of the Departments (HODs) in higher education institutions (HEIs). A survey method has been carried out to collect data from 160 respondents to, further, verify how leadership styles of academic leaders affect employees’ performances in universities. The statistical study exposes a substantial positive effect of leadership styles on innovative work behaviors of employees highlighting mediating and moderating effects of organizational culture and OCB on such a relationship. This study carries various implications for prior research in both theoretical and practical fields, and its scope may also be enlarged, geographically or institutionally, to another context. This research uncovers the relationship of leadership styles and innovative work behavior in academic research, which has been ignored before in higher education of Pakistan.
Background
This study examined how human resource management (HRM) can directly and indirectly influence sustainable organizational performance (SOP), with organizational innovation (OI) as a mediator.
Research methods
For this quantitative study, a 31-item questionnaire was used to collect data on HRM and SOP from 20 Shanghai branches of five Chinese banks. HRM was defined as multidimensional, consisting of employee staffing, staff development, performance management, and compensation and benefits. Partial least squares structural equation modeling (PLS-SEM 3.2) was used to estimate the effects.
Results
The HRM practices of performance management and compensation and benefits showed a direct and positive influence on SOP. Looking at indirect relationships, all four dimensions of HRM practices were positively related to OI (product, process, and knowledge innovation), which, in turn, was positively related to SOP. Organizational innovation was thus shown to play a mediating role between HRM and SOP.
Conclusion
The study emphasizes that the banking sector of China consists of many employees who maintain old styles of working, alongside some who attempt to take on the new innovative working mechanisms and engage with staff development programs. This latter group of personnel make a valuable contribution to SOP. Moreover, the effect on organizational dynamics of implementing HRM practices aids in bringing about innovations in processes, products, and knowledge.
The main purpose of this study is to investigate the mediating role of innovation practices (IP) amidst relations of knowledge management practices (KMP) and sustainable balanced performance (SBP). Furthermore, this research illustrates a comprehensive empirical study in the Iranian knowledge-based industrial companies that are the manufacturers of advanced machineries and equipment. First- and second-order exploratory factor analysis (EFA) was done to confirm constructs validity. Then, relations among variables were studied by applying the partial least squares (PLS) technique to collected data from 104 industrial knowledge-based companies. The results obtained from the analysis supported all the research hypotheses. KPM significantly and strongly affects IP and SBP. Also, IP mediates the relations between KPM and SBP in industrial knowledge-based firms.
Growing trends of globalization bringing many challenges for organizations including managing performance of multicultural workforce toward achieving the organization’s objectives. Based on past researchers, many factors that influence employee’s performance have been highlighted, but the nature and scope of these factors have been limited to conventional settings. Therefore, the purpose of this article is to develop a comprehensive framework to better understand the role of the psychological diversity climate, human resource management (HRM) practices, and personality traits (Big Five) in job satisfaction and performance of a culturally diverse workforce. The review of past literature was conducted in the development of a conceptual framework. For this purpose, different databases, books, reports, and business magazines were consulted to evaluate current nature of literature related to multicultural workforce job satisfaction and performance. This conceptual article provides theoretical ground and proposes that psychological diversity climate, HRM practices (recruitment and selection, training and development, compensation and performance appraisal), and personality traits (Big Five) positively influence multicultural workforce job satisfaction. Finally, this article explains that culturally diverse workforce job satisfaction predicts job performance. This article suggests that managers and human resource professionals should develop psychological diversity climate among employees, upgrade HRM practices as per diversity needs, and attract individuals with certain personality traits such as agreeableness, emotional stability, and extroversions. Based on past theoretical review, the proposed framework is developed with the aim to address the gap and contribute to the HRM body of knowledge. These variables have never been explained by past researchers in multicultural setting.
Research Question: The study aims to identify the level of effectiveness in Human Resource Management (HRM) and its impact on employees’ satisfaction in the banking sector of Serbia. Motivation:The aim of this research is to measure the satisfaction of employees in the banking sector of Serbia. In addition to the overall goal of this study, it is necessary to list some specific objectives: to provide human resource management (HRM) analysis, to focus on the main dimensions of HRM in practice, to present a test for measuring employee satisfaction in practice, to identify weaknesses in management that affect employee satisfaction and to propose measures to improve employee satisfaction and increase motivation. The research attempts to point out the basic driving factors for better work and effects, as common motives for all workers, such as salary, job interest, the opportunity of further progress, the degree of autonomy in the performance of tasks, and the possibility of personal affirmation. The challenge that puts the management of human resources and its application into practice becomes a very relevant field of inquiry. It is important to know the answer to the research question in order to arrive at a response to whether or not to comply with Pareto optimum: “When we know where and why we are headed, little things can point us to the right direction” (Debreu, 1954). The novelty in the study is that some aspects (career improvement and job security) bring employees a greater degree of satisfaction, while others (salary and business climate) are rated as bringing significantly lower levels of satisfaction. The work is based on the applied Kruger study (Kruger et al., 2008). It is used for research, because in this specific case it makes it possible to collect the results of mortgage execution on a sample of employees of 10 banks, whose results would be useful at the level of the banking sector in Serbia. Idea: The basic idea of this paper is to evaluate different levels of employee satisfaction with different dimensions of quality of work in banking institutions. The study involves analyzing the level of satisfaction from the aspect of selection and selection of employees, job security, employee salaries, career advancement, professional training and professional development, management style, job responsibilities, awards and recognitions and, finally, business climate as key dependent variables. The key independent variables are gender, age, education and length of service, as demographic characteristics of the respondents. Data: The analysis was carried out through a questionnaire sent to the employees of the bank. The target population is employed in the banking sector on the territory of Serbia. Among the different banks, this study takes into account ten banks. 93 questionnaires were available for statistical analysis. Tools: Statistical analysis of all collected data (Z-test, correlation analysis) were used to draw conclusions about relationships between variables, specifically what employees start in the organization. With the help of the Pierson correlation coefficient, statistical significance is determined, which shows motivational effects in the behavior of employees. Findings: The findings revealed a high level of effectiveness of all HRM practices. A strong positive relationship has been identified between the effectiveness of HRM and employees’ satisfaction. The study recommended improving financial compensation system of banks, which would positively increase the level of employees’ satisfaction. Contribution: This paper expands the existing research related to the developing employee motivation in the banking sector and formulates practical suggestions for increasing motivation and avoiding its relativization. Promoting transparency and publicity and an effective system of rewards, compensation and salaries according to merit and contribution to work tasks should be promoted. It is possible to achieve a business climate by respecting the individuality and dignity of each employee, and thus to build trust among employees and loyalty to the institution.
The present study puts forward a model that examines variables of human resources management practices, organizational culture, knowledge management and organizational performance. By this model, it intends to explore the effects of human resources management practices and organizational culture on organizational performance. Particularly, it intends to find out their relationship with knowledge management as a mediator. The research applies SmartPLS for data analysis, with 163 respondents by means of saturation sampling technique. The results display several facts. First, both HRD practices and organizational culture have significant effects on knowledge management. Second, while knowledge management and organizational culture have a significant effect on organizational performance, HRD practices do not significantly affect organizational performance. It makes knowledge management only serve a partial mediation between human resources management practices and organizational performance, and serve a full mediation between organizational culture and organizational performance.
The present study examined the influence human resource practices on job satisfaction in the context of hotel industry in Jordan. The present study used five human resource practices such as recruitment and selection, performance appraisal, training and development, compensation, and employee participation. A total of 120 responses from 8 hotels were collected and analyzed objectively. Multiple regression was used to test the hypotheses. Results showed that all practices of human resource (i.e. recruitment and selection, performance appraisal, training and development, compensation, and employee participation) had positive influence on job satisfaction.
Labor unrest in RMG sector of Bangladesh has become a major problem in trade and finance due to whichorganizations are losing their business. RMG workers are not so happy with their employers because of improperlabor practices. However, employee’s job satisfaction is an important factor for organizational success. ThroughHRM practices, organizations try to increase satisfaction among the employees for goal achievement. Theobjective of this study is to examine the relationship among financial, non financial HRM practices and jobsatisfaction of RMG workers in order to reduce unrest. For this study, 35 different RMG companies have beenchosen on convenient basis around Dhaka, Gazipur and Narayanganj district of Bangladesh. This study adoptsregress method under 200 questionnaires survey where data have been collected from both managerial and nonmanagerial workers. Present study has found that both financial and non-financial job factors are making theworkers satisfied, so that they are less likely to involve in labor unrest.
The study was aimed to examine the effect of organizational learning on market orientation moderated by job satisfaction. Quantitative approach was used due to the design of this study. The causal relationship of variables was understood using Structural Equation Modeling-Partial Least Squares (SEM-PLS). Population of study was 52 dairy cattle milk cooperatives in East Java. Sampling method was simple random sampling, which, after subjecting this population to this method, resulted in a sample of 46 cooperatives. Data were obtained through questionnaire where the items were prepared and processed with SmartPLS. Two results were obtained: (1) higher organizational learning was related with higher market orientation, and (2) job satisfaction had a positive effect on market orientation because it was helpful to increase market orientation of dairy cattle milk cooperatives in East Java, Indonesia.
There have been many literature focusing on Knowledge Management (KM) contribution to the business world, and there is still a lacuna of empirical studies related to KM and Human Resource Management (HRM) practices. This paper examines the effects of KM and HRM practices relating to the organizational performance and employee’s job satisfaction level. A theoretical model is proposed to identify significant relationships and to develop some hypothesis. These hypotheses are then tested with a structural equation modeling using a randomly selected survey data set of 150 respondents, where variables in the questionnaire have been considered from previous empirical studies. Results demonstrate significant positive effects of KM and HRM practices to the organizational performance. Finding also reveals that employee’s loyalty to the organization depends on employee’s job satisfaction which is highly influenced by the organizational performance. Although the sample is limited to a Bangladeshi organization, the new model can be employed to datasets from other developing countries.
Most of the research has been conducted in the job satisfaction of employees’ on employees job related outcomes but there is little well comprehensive research done that shows the influence of HRM practices on the satisfaction of employees towards a job.This study is correlational type of research design which is aimed to describe or ascertain if there are significant associations between selected HRM practices and employees’ job satisfaction.In addition to Correlation and Regression, Descriptive statistics, frequencies and percentages were utilized to analyze the data. Interpretation is made on the mean, frequency, and percentage of the data and summarized by bar graphs and pie charts.The study result has implied that recruitment and selection is found to have moderate but positive correlation with employees’ job satisfaction and the remaining, training and development, performance appraisal and compensation package found to have strong positive correlation with employees’ job satisfaction. Moreover, the regression result shows that recruitment and selection, training and development, performance appraisal and compensation package have a significant positive impact on job satisfaction.Each HRM practices in the banks should be a source for employees’ satisfaction and then employees will be loyal and willing to stay in those organizations (Banks) because, employees’ satisfaction on the job will reduce absenteeism and turn over intentions in public banks.
Innovation has been recognized as the primary strategy to attain competitive sustainable advantage. The current dynamic environment has impelled organizations to adopt a new business model based on creativity and innovation. Although the researchers realized the significance of innovation, organizations have to focus on organizational learning to enhance their innovativeness. The present study attempts to study the mediating effect of organizational learning between types of organizational culture and HRM practices, and innovativeness based on research in several disciplines. The study used convenient sampling technique to identify organizations, while the respondents were chosen through random sampling technique from selected organizations. The data were collected from 321 respondents using random sampling and with the help of structured interview schedule. The sample consisted of service and manufacturing sector from both government and private/public organizations. The results show that organizational learning mediates the relationship between clan, adhocracy and market culture, HRM practices and innovativeness. The results imply that to increase learning and innovativeness, organizations have to focus on building a culture that incorporates a sense of competitiveness and market leadership and at the same time, provide employees flexibility, autonomy, opportunities for growth and reward them for their contributions.
The conceptes of human resource management practices, organisational culture, knowledge management,organisational innovation, and organisational performance in the human resource management research fieldhave been implemented. Although the results of literature were significant, no studies were released in order toconduct a study about the function of human resource management practices in intensifying the organisationalperformance with interfering organisational culture, knowledge management, and organisational innovation.The purpose of this study is to narrow this gap in the research. The study, moreover, attempts to investigate theconnections amid organisational culture, knowledge management, and organisational innovation.The researchutilizes causality models and suggests a conceptual schema subsequent to a comprehensive analysis of theliterature linked to human resource management field. A sample of 203 human resource directors working inlarge organisations in the Eastern Region of Saudi Arabia is used. The confirmatory factor analysis [CFA] andSEM are used to analyze and approve the proposal of the conceptual schema.The study illustrates that human resource management practices is an important ancestor of organisationalculture, knowledge management, and organisational innovation, which have in turn a positive link toorganisational performance. The research attempts to draw concentration to some of the elements, playing thefunction of arbitrator amid human resource management practices and organisational performance. The study isunique because it is initially conducted to urge the impacts of some important related patterns such as humanresource management practices, organisational culture, knowledge management and organisational innovation,and organisational performance.
Human resources and knowledge management are considered to be one of the most important factors within organizations that help them to achieve a competitive advantage. However, organizations should take care of the human factor and increase and take advantage of the knowledge within them. The purpose of this research is to investigate the relationship between human resources management practices and knowledge management process. The study is survey research method as a structured questionnaire is used for data collection. The sample for the study is HR managers and IT employees working in the select organizations in the study. A theoretical model was proposed and tested using structural equation modeling (SEM). The results of the SEM analysis indicated that human resources practices (recruitment methods, team work , training and development, performance appraisals, and reward systems) have a significant influence on Knowledge management process. Keywords: Human resource practices, knowledge management process, SEM Modeling, IT
This paper aims to propose main facets and indices that characterize knowledge management (KM), job satisfaction (JS), and intellectual level of work (ILW), and introduce a method of determining degrees of their impacts based on explaining their relation theoretically. A method of examining the impacts of KM on JS of four classes of employees (general employee, expert, middle-manager, top-manager) is proposed. Then a method of evaluating ILW resulting from JS is considered. First, the main facets and indices that characterize KM, JS, and ILW in organizations are proposed, and then their relation is theoretically explained. Second, the relation between five facets of KM and six indices of JS is determined by first regression and a method of determining relation between five facets of KM and four indices of ILW is proposed using advanced pair-comparison method.
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.
Why do some organizations learn at faster rates than others? Why do organizations "forget"? Could productivity gains acquired in one part of an organization be transferred to another? These are among the questions addressed in Organizational Learning: Creating, Retaining and Transferring Knowledge. Since its original publication in 1999, this book has set the standard for research and analysis in the field. This fully updated and expanded edition showcases the most current research and insights, featuring a new chapter that provides a theoretical framework for analyzing organizational learning and presents evidence about how the organizational context affects learning processes and outcomes. Drawing from a wide array of studies across the spectrum of management, economics, sociology, and psychology, Organizational Learning explores the dynamics of learning curves in organizations, with particular emphasis on how individuals and groups generate, share, reinforce, and sometimes forget knowledge. With an increased emphasis on service organizations, including healthcare, Linda Argote demonstrates that organizations vary dramatically in the rates at which they learn-with profound implications for productivity, performance, and managerial and strategic decision making. © Springer Science+Business Media New York 2013. All rights are reserved.
The project challenges of the oil and gas industry are characterized by changeand uncertainty. Work operations span the globe and smooth working partnershipscannot be anticipated. However, we can confront that uncertainty by becomingmore agile. Greater levels of agility rest upon leveraging the power ofknowledge - the cornerstone of successful corporations.
The difference between powerful Knowledge Management (KM) programs and thealso-ran is the ability to identify and enable critical knowledge. Theknowledge management system is a tool and not the end product. People stillmake the system work and are the critical component for input, expertcollaboration, and mentoring. In fact business value is created when criticalknowledge gets to the right person at their teachable moment and it is applied.The crucial knowledge-set within your organization is often hidden - sometimesburied - because it resides in people or in many electronic reports or instacks of lessons-learnt. The question we need to ponder is: Can too muchknowledge flow?
The goal of this paper is to outline how executives in the oil and gas industrycan capture and share knowledge to improve business performance. The papercontents will detail the best, most practical and innovative practicesorganizations are using today to create, maintain and measure knowledgesystems. The paper draws upon decades of research and experiential learning onperformance analytics, best practices, process improvement, and knowledgemanagement. The hope of the author is that the paper will prove to be a usefulreference whether your needs are to retain technical knowledge across globaloperations or transfer best practices in complex drilling geographies.
What Is Knowledge Management?
From a practical perspective, we define knowledge as information in action.Until people take information and use it, it isn't knowledge. In a businesscontext, knowledge is what employees know about their customers, each other,products, processes, mistakes, and successes, whether that knowledge is tacitor explicit.
Human Resource Management: Theory and Practice is a book, now in its 6th edition, published by Macmillan Higher Education (2017).
The Second Edition of this classic work, first published in 1981 and an international bestseller, explores the differences in thinking and social action that exist among members of more than 50 modern nations. Geert Hofstede argues that people carry "mental programs" which are developed in the family in early childhood and reinforced in schools and organizations, and that these programs contain components of national culture. They are expressed most clearly in the different values that predominate among people from different countries. Geert Hofstede has completely rewritten, revised and updated Cultures Consequences for the twenty-first century, he has broadened the book's cross-disciplinary appeal, expanded the coverage of countries examined from 40 to more than 50, reformulated his arguments and a large amount of new literature has been included. The book is structured around five major dimensions: power distance; uncertainty avoidance; individualism versus collectivism; masculinity versus femininity; and long term versus short-term orientation. --Publisher.
Sumario: What culture is and does -- The dimensions of culture -- How to study and interpret culture -- The role leadership in building culture -- The evolution of culture and leadership -- Learning cultures and learning leaders
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