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Journal articles on the topic 'Employer agility'

Author: Grafiati

Published: 5 June 2025

Last updated: 2 August 2025

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1

Li, Miao, Muhammad Shaukat Malik, Mahrukh Ijaz, and Muhammad Irfan. "Employer Responses to Poaching on Employee Productivity: The Mediating Role of Organizational Agility in Technology Companies." Sustainability 15, no. 6 (2023): 5369. http://dx.doi.org/10.3390/su15065369.

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This study investigates the impact of an organization’s response to poaching on employee productivity while considering the mediating role of organizational agility, contributing to the sustainability literature. The study aimed to explore the impact of three responses toward poaching, including the constructive response (CR), defensive response (DR), and retaliatory response (RR), on employee productivity. The survey-based approach collected data from companies in the Pakistani service sector, an essential step toward understanding sustainable human resource practices in developing countries.

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Kramer, Markus. "Creating cultural edge: Strategic employer branding for enhanced organisational agility, resilience and top talent acquisition and retention." Journal of Brand Strategy 13, no. 3 (2024): 219. http://dx.doi.org/10.69554/hdof9523.

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The primary argument in this paper is that employer branding, when effectively utilised as a strategic tool to cultivate and reinforce culture, serves as a pivotal mechanism for enhancing organisational agility, resilience and talent engagement. Thorough employer branding is not about the latest TikTok video on the company’s social media feed to attract young talent. Successful employer branding dares to tackle the complex fabric of culture and align it with a company’s vision and brand. Utilising academic insights and first-hand experience, the paper offers a holistic framework for businesses

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Khandelwal, Sonal, Deepti Sharma, and Navaneetha Krishnan Rajagopal. "Influence of spirituality(S) and emotional intelligence (EI) on employee experience (EX): An structural equation modeling approach." Journal of Interdisciplinary Mathematics 26, no. 3 (2023): 329–40. http://dx.doi.org/10.47974/jim-1664.

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Today employees are in pursuit of purpose and connections on emotional, social, physical and spiritual levels. It is all the more pertinent for the employer to understand employees and offer them significance and value. In the present context employees expect integration of work life with their individual as well as emotional needs. Their spirituality impacts the way they identify themselves, which has a profound impact on their pursuit of self-actualization. Juxtaposed to it is the Emotional Intelligence of the employee, the impact of which manifests into the overall performance of the employ

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Boobanian, Bahare, Milad Heidari Pakrouh, and Hossein Javehtash. "Investigating the Effects Employer Brand on the Human Resource Agility through Mediating Role of Employer Brand Attractiveness and Internal Marketing in Company’s Knowledge Base." Journal of Ecophysiology and Occupational Health 20, no. 3&4 (2020): 165–69. http://dx.doi.org/10.18311/jeoh/2020/25946.

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Houston, Kathleen. "Surprised by success: An interim evaluation of an international career development programme." Journal of the National Institute for Career Education and Counselling 32, no. 1 (2014): 49–56. http://dx.doi.org/10.20856/jnicec.3208.

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Career guidance professionals and employability teachers aim to develop graduate employability characteristics in response to employer and CBI demands for ‘future fit’ graduate entrants to the labour market (CBI 2009). Part of this ‘future fitness’ relies on a global outlook and ‘cultural agility’ (AGR, CIHE, CFR 2011). The ‘Start your International Career’ programme at the University of Central Lancashire (UCLan) aims to promote and develop global career awareness and graduate capacities. A case study approach was used to examine the experience from the first cohort to seek out indications of

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Ahuja, Sanya. "Development of Perceived Psychological Contract Violations (PPCV): A Theoretical Study." Gyan Management Journal 18, no. 1 (2023): 43–49. http://dx.doi.org/10.48165/gmj.2023.18.1.6.

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In order to survive in this constantly changing and transforming environment, a business requires agility and a rapid response technique. One heuristic technique that can be focused upon to embrace the said change and bring about a transformation is the understanding of psychological contracts as well as their violations. Psychological contracts are “intangible” contracts that exist at a place of work. Perceived Psychological Contract Violations (PPCV) is a concept that helps to identify and explain the feeling of anger and disappointment that employees face when their needs are not met by the

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Elhadidy, Islam, and Yongqiang Gao. "The impact of humble leadership on employee agility: unveiling the mediating role of employees' self-efficacy." International Journal of Research in Business and Social Science (2147- 4478) 13, no. 1 (2024): 200–209. http://dx.doi.org/10.20525/ijrbs.v13i1.3145.

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While employee agility has recently gained increased attention, there is a notable lack of research on its antecedents. This study investigates the impact of humble leadership on employee agility within the context of Egypt's hospitality industry. Utilizing survey data collected from 320 frontline employees within Egypt's travel agencies, the findings reveal a positive and significant impact of humble leadership on employee agility. Notably, the study identifies employees' self-efficacy as a partial mediator in this relationship, shedding light on the underlying mechanisms through which humble

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Wang, Wanyu, Muhammad Hussin, and Mohamad Zuber Abd Majid. "Employment Skills in Tertiary Work-Based Learning: A Multiple-Stakeholder Investigation into China’s “3 + 1” Programs." International Journal of Learning, Teaching and Educational Research 23, no. 9 (2024): 198–219. http://dx.doi.org/10.26803/ijlter.23.9.11.

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Rapid economic development and globalization have reshaped the labor market, demanding a highly skilled and adaptable workforce. Tertiary education institutions worldwide have increasingly incorporated work-based learning into their curricula to close the gap between academic knowledge and practical skills. In China, the “3 + 1” programs, combining three years of academic study with one year of practical training, have emerged as a prominent work-based learning model. Despite the strategic importance of these programs, critical gap in consensus remains regarding the specific employment skills

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Dr.A.Shaji, George. "The Ephemeral Career: How Technological Change Necessitates Flexible Employment." Partners Universal International Innovation Journal (PUIIJ) 01, no. 05 (2023): 47–62. https://doi.org/10.5281/zenodo.10003775.

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As technology rapidly evolves in the 21st century, career longevity is undergoing a dramatic transformation. Where once an employee could expect to remain in a single role or company for decades, technological disruptions now necessitate more fluidity and flexibility in one's employment trajectory. This paper examines how ongoing advancements are shortening career spans and requiring adaptability of both employees and employers. Through examples across industries, it is demonstrated how innovations consistently render existing skills and job functions obsolete. Artificial intelligence and

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Aidan, Zoya, Ahmad Alibabaei, and Hassan Shah Mohammad. "Identify the Relationship between Employer Brand Attractiveness, Job Satisfaction, Organizational Commitment and Workforce Agility in Telecom Industries Based on Structural Equation Modeling (SEM) (Case Study: Huawei Technologies Service Iranian)." Journal of Ecophysiology and Occupational Health 18, no. 1&2 (2018): 6–11. http://dx.doi.org/10.18311/jeoh/2018/21068.

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Strugar, Jelača, Agneš Slavić, Timea Juhász, and Tamás Gáspár. "Students' perception of the importance of soft skills in the business context of Hungary and Serbia." Strategic Management, no. 00 (2025): 85. https://doi.org/10.5937/straman2400021s.

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Background: Soft skills have a considerable influence on the personal and professional development of future employees, affecting employment opportunities and work success. Purpose: The aim of the empirical analysis described in this paper is to define the groups of key soft skills in the business context of Hungary and Serbia. The obtained results aid the creation of a unique methodology in soft skills teaching and assessment at the universities of these neighbouring countries with a high potential for mutual transfer of students and workforce. Study design/methodology/approach: Authors perfo

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SUMUKADAS, NARENDAR, and RAJEEV SAWHNEY. "Workforce agility through employee involvement." IIE Transactions 36, no. 10 (2004): 1011–21. http://dx.doi.org/10.1080/07408170490500997.

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Suparjiman, Reza Fikri Alfatah, and Yuti Yuniarti. "Leadership alone is not enough: Why culture and satisfaction matter more in developing employee agility?" JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 22, no. 1 (2025): 1–30. https://doi.org/10.31106/jema.v22i1.23411.

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Due to the intense rivalry in the communications industry, businesses require adaptive employees to keep staying resilient. While various factors have been examined to support employee agility, the combined roles of organizational culture transformation and leadership style in shaping employee satisfaction and agility remain underexplored, especially in the context of telecommunications sector. This study investigates how organizational culture transformation and leadership style influence employee satisfaction and, in turn, employee agility. A quantitative approach was employed by collecting

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Simatupang, Marhisar, Lania Muharsih, Nur Ainy Sadijah, Randwitya Ayu Ganis Hemasti, Ahmad Paisal Gozali, and Kurnia Pratiwi. "PERAN EMPLOYEE AGILITY DAN EMPLOYEE ENGAGEMENT TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR PADA KARYAWAN DI KARAWANG." JURNAL ILMIAH GLOBAL EDUCATION 4, no. 2 (2023): 572–78. http://dx.doi.org/10.55681/jige.v4i2.569.

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The behavior of employees at work determines the success or failure of the company in achieving the vision and mission that has been set. Increasingly high business competition requires quality human resources, totality and agility in work. This study aims to determine the role of employee agility and employee engagement on organizational citizenship behavior among employees in the Employee District. The sample used in this study were 92 employees and the sampling technique used was snowball sampling. The scale used is the Psychology scale which consists of organization citizenship behavior, e

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Bhardwaj, Shruti. "Innovative HR: Harnessing CRM Software to Revolutionize Talent Acquisition and Management – A Game Changer for Recruitment Excellence." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 06 (2025): 1–9. https://doi.org/10.55041/ijsrem50524.

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ABSTRACT In the rapidly evolving landscape of human resource management, the integration of Customer Relationship Management (CRM) software has emerged as a transformative force in talent acquisition and employee lifecycle management. This research paper explores the innovative application of CRM systems—traditionally used in sales and marketing—in the recruitment domain, highlighting how their adoption is redefining HR practices to enhance efficiency, personalization, and strategic decision-making. By leveraging CRM capabilities such as candidate tracking, communication automation, data analy

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Aji Surya Wicaksono, Gregorius, Anita Maharani, and Shine Pintor Siolemba Patiro. "Adaptive Leadership, Employee Recognition and Employee Engagement as Mediator to Employee’s Agility: The Point of View from Supervisors Level Up to Manager." Jurnal Manajemen 15, no. 3 (2024): 566–82. http://dx.doi.org/10.32832/jm-uika.v15i3.17218.

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There are three aims of this research: to determine the role of employee recognition on employee agility, the role of adaptive leadership on employee agility, and the role of employee engagement as a mediator between adaptive leadership and employee recognition on employee agility from supervisor’s level up to manager in a manufacturing company focuses in automotive in Jakarta. This research is based on a comprehensive review of existing literature on adaptive leadership, employee recognition, engagement, and agility. The research approach applied in this study is quantitative, using a Partial

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Sajuyigbe, Ademola Samuel, Anthony Abiodun, ENIOLA, Adebanji Ayeni, and Nwoye James Obi. "Employee Relationship Management and Organizational Agility: Mediating Role of Employee Empowerment in Consumer Goods Sector." Journal of Evolutionary Studies in Business 8, no. 2 (2023): 50–76. http://dx.doi.org/10.1344/jesb2023.8.2.36938.

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The study examines the mediating role of employee empowerment in the relationship between employee relationship management and organizational agility. The survey method was used in the study using a closed-end copy of the questionnaire to collect data from three hundred and fifty-eight (358) respondents via the Google Document platform. Structural equation modeling was used to analyze the data using the PROCESS macro program as a regression-based software package. The results show that employee relationships have a significant impact on organizational agility. It was also found that managing r

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Naik, Abhisha, Ricovero De’Silva, Prachi Kolamker, Vishal Gaonkar, Aakruthi Alarnkar, and Sujal Naik. "Leveraging employee relationship management to foster agility: The mediating role of employee empowerment in the Indian banking sector." Banks and Bank Systems 19, no. 4 (2024): 234–45. https://doi.org/10.21511/bbs.19(4).2024.18.

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Organizational agility is a prerequisite for ensuring enhanced corporate performance in the face of technological developments. However, the supplementary role of employee relations and empowerment practices in organizational agility has not been widely explored. FinTech introduction in the banking sector has added to its already dynamic work environment. The study aimed to investigate the effect of Employee Relationship Management (ERM) on Organizational Agility (OA) &amp;amp; Employee Empowerment (EE), and Employee Empowerment on Organizational Agility, and evaluate whether EE has a medi

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Mansi, Makkar, and Rani Neetu. "Workforce agility and employee performance: A conceptual framework." i-manager’s Journal on Management 18, no. 4 (2024): 36. http://dx.doi.org/10.26634/jmgt.18.4.20527.

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Due to the uncertainty, ambiguity, and volatility of business environments, companies are forced to search for innovative organizational and business models that will enable them to respond quickly and effectively to changes in the market. The answer to this uncertainty and volatility is workforce agility, which is the ability of the individual to continuously use abilities and resources to respond to unforeseen and shifting opportunities for the customer in order to maximize the value of the organization. This study is intended to understand the relationship between employee agility and emplo

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Dzimidienė, Agnė, and Dalia Bagdžiūnienė. "The Effect of Employee Agility and Self-Efficacy on Innovative Behavior at Work." Psichologija 67 (December 30, 2022): 70–88. http://dx.doi.org/10.15388/psichol.2022.60.

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In order for organizations to remain competitive and successful in the contemporary business environment, one of the fundamental prerequisites is innovative behavior of employes. Therefore, research analyzing the organizational and personal factors of this behavior is relevant, in which increasing attention is paid to the agility of employees. In general, agility can be described as a person’s ability to adapt quickly and efficiently to normal or new work situations, accept changes and respond appropriately to them. The study aimed to determine the relationship between employees agility, self-

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Vinesian, Gresika Tabitha, Suryanto Suryanto, and Reza Lidia Sari. "FACTORS RELATED TO LEARNING AGILITY: A SYSTEMATIC LITERATURE REVIEW." JOURNAL OF BUSINESS STUDIES AND MANGEMENT REVIEW 6, no. 2 (2023): 182–86. http://dx.doi.org/10.22437/jbsmr.v6i2.24817.

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The current situation in the world is experiencing VUCA, where there are rapid and drastic changes in technology, economics, the environment, and other aspects. Every adult, especially employees and job seekers, needs to develop learning agility so that they can adapt and compete in today's era. This systematic literature review aims to identify the factors related to learning agility. Article searches were conducted from March to June 2022 using six databases, namely SpringerLink, Emerald Insight, ScienceDirect, SAGE, Scopus, and ProQuest, with keywords "Learning Agility" AND "Employee*" OR "

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Meera, Jyothirmai.K. "Employee Competencies Interrelation of Workforce Agility Attributes." International Journal of Innovative Research in Engineering & Management (IJIREM) 9, no. 5 (2022): 97–103. https://doi.org/10.5281/zenodo.7298054.

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Organizations must be able to evaluate the performance of their digital efforts quickly to know where to channel human resources and when to pull the plug if necessary. In a demand-based banking services environment the organization need to build agility and competencies to adapt to shift and act on it with speed. The workforce sharpens the behavioral competencies to meet the agility dimensions is an answerable to stay strong in business operations. This research is to understand the relationship of behavioral competencies and workforce agility attributes. It gives the insight of knowledge on

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Sadijah, Nur Ainy, Marhisar Simatupang, Florensia Nei, Epifania Margareta Ladapase, and Randwitya Ayu Ganis Hemasti. "PERAN EMPLOYEE AGILITY TERHADAP READINESS TO CHANGE PADA DOSEN." JURNAL ILMIAH GLOBAL EDUCATION 4, no. 2 (2023): 565–71. http://dx.doi.org/10.55681/jige.v4i2.558.

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This study aims to determine the role of employee agility in the readiness to change of lecturers in carrying out merdeka belajar kampus merdeka. In this study involved 190 samples using saturated sampling technique. Test the hypothesis using simple linear regression. The scale used in this study is the employee agility and readiness to change scale. The results of the study show that there is a role for employee agility in the readiness to change for lecturers in carrying out merdeka belajar kampus merdeka. This shows that the higher employee agility will increase the readiness to channel for

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Breu, Karin, Christopher J. Hemingway, Mark Strathern, and David Bridger. "Workforce Agility: The New Employee Strategy for the Knowledge Economy." Journal of Information Technology 17, no. 1 (2002): 21–31. http://dx.doi.org/10.1080/02683960110132070.

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The notion of the agile workforce has been discussed as central to creating the agile organization, which achieves superior environmental responsiveness in contexts of turbulence and change. Previous agility research has focused overly on the organization, paying scant attention to the workforce. This paper addresses a significant gap in agility research by reporting on the first empirical study to examine how the pressures of organizational agility impact upon the workforce. Survey evidence from 515 UK organizations is used for eliciting an initial indicator of workforce agility. The data sug

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Prieto, Leonel, and Md Farid Talukder. "Resilient Agility: A Necessary Condition for Employee and Organizational Sustainability." Sustainability 15, no. 2 (2023): 1552. http://dx.doi.org/10.3390/su15021552.

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Resilient agility is a novel concept that refers to the combined resilience-agility capability that allows an actor to successfully perform in rapidly changing contexts. Change dynamics, at all levels, increase uncertainties and responsibilities for employees augmenting the need to strengthen the self via resilient agility. This study examines employee resilient agility as anteceded by supervisors’ safety, coworkers’ safety, workplace belongingness, job satisfaction, willingness to embrace organizational change, and creativity. Respondents are from multiple organizations, industries, and regio

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Shetty, Prathika, Sindu Bharath, and P. Nagesh. "Nexus between Workforce Agility and Employee Loyalty - An IT Sector Perspective." Indian Journal Of Science And Technology 16, no. 14 (2023): 1056–61. http://dx.doi.org/10.17485/ijst/v16i14.193.

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Fitriana, Fitriana, Mafizatun Nurhayati, and Heffi Christya Rahayu. "Influence Of Compensation And Organizational Culture On Workforce Agility Mediated By Employee Engagement." International Journal of Management and Digital Business 4, no. 1 (2025): 47–57. https://doi.org/10.54099/ijmdb.v4i1.1286.

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Purpose – This paper examines the influence of compensation and organizational culture on workforce agility, mediated by employee engagement, at Raja Ali Haji Maritime University (UMRAH). Methodology/approach – Data were collected via a survey focusing on the influence of compensation and organizational culture on workforce agility. The population consisted of 227 education personnel at UMRAH. The sample comprised 103 ASN education personnel from UMRAH.Findings – The study found that organizational culture is a key factor directly and significantly affecting workforce agility. This highlights

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Pangilayan, Aljamin J., and Susan P. Losañes. "The Effects of the Plyometric Exercise Training Program on Explosive Movement (Agility) on the Performance of Futsal Athletes." American Journal of Physical Education and Health Science 3, no. 2 (2025): 1–6. https://doi.org/10.54536/ajpehs.v3i2.5049.

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This study employed quantitative research design specifically the quasi-experimental research design to compare the explosive movements of the control and experimental groups before and after intervention wherein the primary instrument was the Plyometric exercise training program adopted from Jsport Sci Med. 2006. The survey questionnaire was used that consisted of items that measure the acceptability and relevance of the training program and was rated by the athletes themselves. In data analysis, the researcher utilized the mean and standard deviation to determine the level of athletes’ agili

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Salsabila, Adinda Tasya, and Megawaty Megawaty. "PENGARUH LEARNING AGILITY TERHADAP KINERJA KARYAWAN PADA OTORITAS JASA KEUANGAN REGIONAL 6 SULAWESI MALUKU DAN PAPUA." Jurnal Bisnis dan Kewirausahaan 12, no. 2 (2023): 189–201. http://dx.doi.org/10.37476/jbk.v12i2.3825.

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This study aims to analyze and determine the effect of people agility, results agility, mental agility, and change agility on employee performance at the Regional Financial Services Authority offices 6th Sulawesi, Maluku and Papua. The research method used in this study is multiple linear regression with a sample of 40 respondents who are organic employees at the OJK Regional 6th Sulampua office. Data was collected by distributing questionnaires containing statements about learning agility. The results of the study partially show that people agility, results agility, mental agility, and change

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Lai, Han, Abdul Hameed Pitafi, Noman Hasany, and Tahir Islam. "Enhancing Employee Agility Through Information Technology Competency: An Empirical Study of China." SAGE Open 11, no. 2 (2021): 215824402110066. http://dx.doi.org/10.1177/21582440211006687.

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This study investigated how employees’ information technology (IT) competency is associated with employee agility via perceived task structure. Most scholar’s emphasis is on the impact of IT competency on individual work performance; however, it seems as if no attention has been given to explore the relationship between IT competency on employee’s agility through perceived task structure. This research offers and tests a new comprehensive model that links the individual’s IT competency with perceived task structure and employee agility. Data were gathered from 167 representatives who used vari

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Mustofa, Ardian, and Heru Kurnianto Tjahjono. "Improving organizational agility through ethical leadership, employee job satisfaction and Islamic OCB." Asian Journal of Business Research 14, no. 2 (2024): 129–50. http://dx.doi.org/10.14707/ajbr.240176.

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In the contemporary business realm, characterized by dynamic shifts and technological progress, agility has emerged as a vital concept to enable businesses to navigate and thrive amidst uncertainty and intensified competition. Key to fostering Agility is garnering comprehensive support from all stakeholders, notably organizational leaders and employees. This research aims to explore several factors contributing to Organizational Agility, including Ethical Leadership, Islamic OCB, and Employee Job Satisfaction. Adopting a quantitative methodology, the research focuses on employees and managers

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Oh, Ho-june, and Je-goo Shin. "The Effect of Collective Leadership on Employee Agility." Korea Association of Education Consulting and Coaching 4, no. 1 (2020): 45–66. http://dx.doi.org/10.31137/ecc.2020.4.1.45.

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Madu, Blessing Chinomso, Dhakir Abbas Ali, and Rasak Bamidele. "Effect of Organisational Agility on Employee Performance in Nigerian Communication Commission." Open Access Journal of Management Sciences Research 2, no. 3 (2024): 43–58. https://doi.org/10.5281/zenodo.13990720.

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<em>The effect of organisational agility on employee performance at the Nigerian Communications Commission (NCC) was investigated in this systematic review. In company management, organisational agility-the capacity to quickly adjust to changes in the market and environment-is essential. The review sought to determine the relationship between staff productivity, job satisfaction, and flexibility in the NCC and agility. A rigorous search approach looked for pertinent academic literature in databases like Scopus and Web of Science. With the help of keywords like "Nigerian Communication Commissio

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Prasetiawan, Tira, Mafizatun Nurhayati, and Kurnia Endah Riana. "The Influence of Agile Leadership and Talent Management on Employee Performance Mediated by Workforce Agility." International Journal of Applied Management and Business 3, no. 1 (2025): 1–22. https://doi.org/10.54099/ijamb.v3i1.1201.

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This study aims to analyze the effect of agile leadership and talent management on employee performance mediated by workforce agility at the Sendang Kamulyan Regional Drinking Water Company, Batang Regency. The sample of this study was permanent staff level employees of the Sendang Kamulyan Regional Drinking Water Company, Batang Regency, totaling 149 employees. The analysis method used in this study is SEM-PLS (Structural Equation Modeling-Partial Least Square). The results showed that agile leadership had no effect on employee performance. Agile leadership had a positive and significant effe

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Attiany, Murad Salim, Sami Awwad Al-kharabsheh, and Abdallah Abusalma. "The impact of human resource agility on the innovative performance in Jordanian pharmaceutical companies." Journal of Infrastructure, Policy and Development 8, no. 8 (2024): 6176. http://dx.doi.org/10.24294/jipd.v8i8.6176.

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The goal of this research is to focus on the impact of HR agility on Jordanian pharmaceutical manufacturing companies’ innovative performance. The study population of the study consists of managers at different levels of pharmaceutical companies listed on the Amman Stock Exchange. Convenience sample consists of 450 questionnaires was sent. PLS-SEM was employed in this work to assess the measurement model and to verify the study theories. The findings revealed that human resource agility has a positive impact on innovative performance. The implications of the research as this analysis have show

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Esterina, Meriam, Faturokhman Faturokhman, and Nazal Syahsyah Dzaki Kusuma. "Investigation of employees performance of Indonesian electricity company." BIS Economics and Business 2 (May 29, 2025): V225009. https://doi.org/10.31603/biseb.225.

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PLN as a state-owned company that plays role in supplying electricity needs certainly needs to be supported by excellence performance. The research aims to determine the factors that affect employee performance. This study is a quantitative study using four questionnaires, namely the psychological capital questionnaire, learning agility questionnaire, psychosocial safety climate questionnaire, and employee performance questionnaire. The subjects of the study were employees of PLN Central Java-DIY Region. The data collected were then analyzed using multiple regression methods, using SPSS ver.26

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Arifin, Rois, and Henny Purwanti. "Examining the Influence of Leadership Agility, Organizational Culture, and Motivation on Organizational Agility: A Comprehensive Analysis." Golden Ratio of Human Resource Management 3, no. 1 (2023): 33–54. http://dx.doi.org/10.52970/grhrm.v3i1.205.

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The primary objectives of this study encompass three main aspects: firstly, to determine and thoroughly analyze the influence of Leadership Agility on Organizational Agility; secondly, to ascertain and examine the impact of Organizational Culture on Organizational Agility; and finally, to establish and evaluate the effect of Motivation on Organizational Agility. To accomplish these objectives, a research methodology comprising descriptive analysis and multiple linear regression analysis was employed, with a sample size consisting of 85 respondents. The outcomes derived from the multiple linear

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Gunawan, Hari, and Yetty Dwi Lestari. "Tracing Success Path: How Individual Agility Influences In-Role Performance and Employability Levels." RSF Conference Series: Business, Management and Social Sciences 4, no. 1 (2024): 194–200. http://dx.doi.org/10.31098/bmss.v4i1.880.

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This study examines the influence of individual agility on in-role performance and employability and examines how employability affects in-role performance. Individual agility, which includes employees’ ability to adapt quickly, learn new things, and respond effectively to change, is considered a key factor in improving job performance and employee attractiveness in the job market. Data were collected through a survey conducted directly with village employees in Gayungan District, Surabaya. A total of 64 employees participated in this study. The collected data were then analyzed using SEM-PLS

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Nurhastuti, Evi Sri, Karima Astari, Ilham Medal Junjunan, and Balqis Nurul Fazrin. "Pengaruh Employee Engagement terhadap Workforce Agility pada Karyawan Start -Up di Indonesia." JIPSI 6, no. 1 (2024): 12–18. https://doi.org/10.37278/jipsi.v6i1.851.

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Bisnis start-up berkembang pesat karena Indonesia adalah pasar yang potensial bagi pelaku usaha dengan usia produktif yang tinggi. Keterlibatan karyawan (employee engagement) menjadi penting untuk dapat beradaptasi dengan berbagai tantangan. Karyawan yang engagement akan merespon sesuai dengan kebutuhan organisasi. Tujuan dilakukannya penelitian ini yaitu untuk mengetahui pengaruh employee engagement terhadap workforce agility pada karyawan start-up di Indonesia. Metode yang digunakan dalam penelitian ini adalah kuantitatif dengan teknik analisis regresi sederhana. Berdasarkan hasil analisis y

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Dwi Ardian, Mafizatun Nurhayati, and Madris Madris. "Influence of Compensation Procedural Fairness and Employee Engagement on Workforce Agility and Its Impact on Employee Performance." International Journal of Applied Management and Business 1, no. 2 (2023): 95–104. http://dx.doi.org/10.54099/ijamb.v1i2.676.

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Purpose – The objective of the research is to examine the influence of compensation procedural fairness and employee engagement on workforce agility and its impact on employee performance at BPS Sulawesi Barat Province. Methodology/approach – The causality associative research approach is used in this research design. The Structural Equation Modeling with Partial Least Square (SEM-PLS) approach is used in this study for quantitative analysis, while graphs and tables are used for descriptive analyses. The primary data used in this study was obtained from 139 respondents throughout the ent

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Robert, M. Noach, W. Batilmurik Ridolof, Amilex W. Bowakh Bernad, and Max Jeko Suy Ody. "The Role of Organizational Support in Moderating the Influence of Learning Agility on Employee Performance." International Journal of Social Sciences World (TIJOSSW) 5, no. 1 (2023): 21–28. https://doi.org/10.5281/zenodo.7572228.

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This research aims to find out; (1) whether learning agility affects the performance of customer service, (2) whether organizational support affects customer service performance, and (3) whether organizational support able to moderate the relationship between learning agility and customer service performance. The research method used in this research is a descriptive survey and an explanatory survey. The population in this study was 120 customer service employees spread across government and private banking institutions in Kupang City. The number of samples is 92 customer service people. The s

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Makori, Artlibert, Florence Maina, Brian Obiero, et al. "EFFECT OF EMPLOYEE AGILITY ON ORGANIZATIONAL PERFORMANCE (A CASE STUDY OF THE STATE DEPARTMENT FOR LABOUR, KENYA)." Journal of Human Resource and Leadership 7, no. 1 (2022): 38–58. http://dx.doi.org/10.47604/jhrl.1537.

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Purpose: The research sought to assess the effect of employee agility on organization performance with a specific study by the State Department for Labour. Methodology: The data for this study were collected at the State Department for Labour. The respondents included a sample of the employees working at the department as of the end of 2020. The study population comprised 484 employees working at the State Department for Labour. This study adopted ten percent of the target populace, which translates to 59 participants. Therefore, the sample scope for the research was 59 respondents. The

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Ponlajun, Napaporn, and Orawee Sriboonlue. "THE INFLUENCE OF TECHNOLOGY AND ORGANIZATIONAL SUPPORT FOR REMOTE WORK ON FIRM PERFORMANCE IN THE NEXT NORMAL ERA: THE MEDIATING ROLE OF STRATEGIC AGILITY." RMUTT GLOBAL BUSINESS ACCOUNTING AND FINANCE REVIEW 9, no. 1 (2025): 1–16. https://doi.org/10.60101/gbafr.2025.279725.

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Purpose – The purpose of this research was to examine how technology and organizational support for remote work affect firm performance, with strategic agility as a mediating variable. Methodology – This quantitative research employed survey method using validated questionnaires for data collection. The respondents were 400 employees in private companies located in the Bangkok Metropolitan Region. Descriptive statistics used for data analysis included frequency, percentage, mean, and standard deviation. Due to hypothesis testing, inferential statistics were used, specifically Pearson’s Product

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Zhu, Mengyi, Yuan Sun, Anand Jeyaraj, and Jie Hao. "Impact of task characteristics on employee agility: the moderating effect of enterprise social media visibility." Internet Research 31, no. 3 (2021): 931–60. http://dx.doi.org/10.1108/intr-07-2020-0409.

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PurposeThis study aims to explore whether and how task characteristics affect employee agility in the context of enterprise social media (ESM).Design/methodology/approachAdopting the social network ties perspective, this study examines how task characteristics (i.e. task complexity, task interdependence and task non-routineness) affect employee agility by promoting their social network ties (i.e. instrumental ties and expressive ties) and how ESM visibility moderates their relationships. Data gathered from 341 ESM users in workplaces were analyzed using Smart-PLS 3.2.FindingsFirst, task comple

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Badriyah, Nurul, Farzana Parveen Tajudeen, Abid Muhtarom, Siti Rochmah Ika, and Rahmawati Rahmawati. "Business process maturity assessment in micro, small, and medium-sized enterprises." International Journal of Innovative Research and Scientific Studies 8, no. 3 (2025): 2656–66. https://doi.org/10.53894/ijirss.v8i3.7065.

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This research looks at how developed the business processes are in micro, small, and medium enterprises (MSMEs) in Indonesia, focusing on how leadership commitment, process documentation, employee skills, and performance measurement affect organizational agility as a moderating factor. The study employed quantitative research methods, collecting data from a total of 235 respondents representing MSMEs in Indonesia. The results were obtained using multiple linear regression analysis, which examined how the independent variables are directly connected to the dependent variable of business process

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Wolor, Christian Wiradendi, Usep Suhud, Ahmad Nurkhin, Wong Chee Hoo, and Mahmoud Ali Rababah. "Unleashing the Potential of Learning Agility: A Catalyst for Innovative Work Behavior and Employee Performance." Public Health of Indonesia 11, no. 2 (2025): 169–80. https://doi.org/10.36685/phi.v11i2.992.

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Background: In today’s rapidly evolving business environment, particularly in the information technology (IT) sector, learning agility has emerged as one of the most crucial competencies for workforce adaptability, ranking as the second most sought-after skill in recruitment after advanced cognitive abilities. Companies in this industry require employees who can quickly adapt to new software, programming languages, and emerging technologies, yet many fresh graduates struggle with learning agility assessments, resulting in lower employability rates in competitive firms. Objective: This study ai

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Widodo, Teguh, Asri Laksmi Riani, Nur Wening, and Muhammad Rizqi Saifuddiin. "Organizational commitment and work involvement on employee work agility in the restructuring condition." Interdisciplinary Social Studies 3, no. 3 (2023): 42–49. http://dx.doi.org/10.55324/iss.v3i3.633.

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In order to increase the productivity of the sugar business performance as well as assist the Government in realizing national sugar self-sufficiency, PT. XYZ restructured the sugar business. The business restructuring will certainly bring about significant changes in each business area, including organizational changes. The condition of business restructuring requires employees to be adaptive, resilient and proactive or in other words have good workforce agility. In addition, employees' organizational commitment and employees' job involvement in business restructuring conditions are a key var

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Salmela, Hannu, Abayomi Baiyere, Tommi Tapanainen, and Robert D. Galliers. "Digital Agility: Conceptualizing Agility for the Digital Era." Journal of the Association for Information Systems 23, no. 5 (2022): 1080–101. http://dx.doi.org/10.17705/1jais.00767.

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It goes without saying that digital technologies have been forming an increasingly crucial component of companies’ value offerings in recent times. In many industries, this trend has led to converging markets, where traditional firms compete and collaborate with software firms and digital startups. One central competitive factor in these markets is the ability to capitalize on digital options faster than the competition. Prior research on agility in this context has advanced our knowledge on managerial and employee behaviors, as well as structures supporting such behaviors, to enable agility b

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Meilinda, Friska Catleya, Kusiyah Kusiyah, and Shultonnyck Adha. "The Influence of Transformational Leadership and Employee Agility on Organizational Citizenship Behavior (OCB) and Its Impact on Employee Performance at PT Trubus Mitra Swadaya." Priviet Social Sciences Journal 5, no. 3 (2025): 9–22. https://doi.org/10.55942/pssj.v5i3.374.

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This study investigates the influence of transformational leadership and employee agility on Organizational Citizenship Behavior (OCB) and its subsequent impact on employee performance at PT Trubus Mitra Swadaya, Jakarta. Employing a quantitative approach with Structural Equation Modeling (SEM) using SmartPLS 4.0, primary data were collected through questionnaires from 53 respondents. The findings reveal that transformational leadership significantly influences OCB, which in turn has a positive and substantial effect on employee performance. However, employee agility did not significantly affe

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Indiarmeta, Nina, and Joko Suyono. "Effect of Use of Enterprise Social Media (ESM) on Employee Agility (Study on State Civil Apparatus in Ngawi Regency)." International Journal of Economics, Business and Management Research 06, no. 08 (2022): 204–19. http://dx.doi.org/10.51505/ijebmr.2022.6815.

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This study aims to explain the effect of using Enterprise Social Media (ESM) on employee agility in an organization by including Enterprise Social Media (ESM) as a mediator, namely to explore the role of meta-knowledge, digital fluency, work skills, and IT skills. Conducted at the Ngawi Regency Regional Apparatus Organization, this study involved 532 respondents. This type of research is quantitative with strategies and data collection using survey research methods. The sampling technique was carried out using proportionate stratified random sampling. The data analysis technique used quantitat

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