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1
Valtakoski, Aku, Javier Reynoso, Daniel Maranto, Bo Edvardsson, and Egren Maravillo Cabrera. "Cross-country differences in new service development." Journal of Service Management 30, no. 2 (June 3, 2019): 186–208. http://dx.doi.org/10.1108/josm-05-2018-0134.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to test how national culture may help to explain cross-country differences in new service development (NSD) by comparing the impact of NSD success factors between Mexico and Sweden. Design/methodology/approach Eight hypotheses based on prior literature on NSD and national culture were tested using covariance-based structural equation modeling and survey data from 210 Mexican and 173 Swedish firms. Findings Launch proficiency and customer interaction had a positive impact on NSD performance with no difference between the two cultures. NSD process formalization did not have clear positive impact on NSD performance but had a statistically significantly stronger impact in the structured culture (Mexico). Team empowerment affected NSD performance positively, but the difference between cultures was non-significant. Research limitations/implications The impact of national culture depends on the type of NSD success factor. Some factors are unaffected by the cultural context, while factors congruent with the national culture enhance performance. Factors incongruent with national culture may even hurt NSD performance. Practical implications When choosing priorities in NSD improvement, managers need to consider the national culture environment. Originality/value Paper directly tests how national culture moderates NSD performance using primary data. Findings suggest that the effects of NSD success factors are contingent on congruence with national culture.
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Radulescu, Madalina Mirela. "A feedback culture for a performance culture." Proceedings of the International Conference on Business Excellence 12, no. 1 (May 1, 2018): 843–50. http://dx.doi.org/10.2478/picbe-2018-0075.
Повний текст джерелаАнотація:
Abstract In today’s business world people have to face complexity, unpredictability and continuous change. In a worldlike this, time is the most requested resource and, apparently, everybody blames time for non-accomplishing business objective and good relationships between colleagues. Thus, feedback becomes a requested instrument that might help people within organizations to achieve the desired performance. When speaking of feedback, we will refer to its definition and perception about it within organization, but also outside organization between, different actors on the commercial processes, therefore several levels will be approached. On vertical, the transfer top-bottom and bottom-top (different hierarchical levels) and on horizontal, the transfer between peers but also between clients and providers and vice versa.More and more companies are looking for development programs that develop team cohesion. In order to createa performance culture and feedback to be practice as a development tool, we will identify a series of competencies to be developed, so that in the end to have an answer to the question: Can a feedback culture build a performance culture? The proposed article’sobjective is to bring your attention to what leaders and members of an organization can do in order to ensure a proper culture of performance based on feedback. The article is based on a critical analysis of literature and a qualitative analysis of the opinions investigated by the author into practice.
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Fomchenko, E. V. "PERFORMANCE IN FOLK CULTURE." Arts education and science 1, no. 1 (2020): 143–49. http://dx.doi.org/10.36871/hon.202001018.
Повний текст джерелаАнотація:
The article deals with such a modern phenomenon of culture and art — as performance. The purpose of this study is to determine the performative features as characteristics of modern artistic creativity and their influence on the development of folk culture. The tendency for turning to ritual, ceremonial types of folk art, whereby the communication is put forward, is considered on the example of the creative activity of the folklore ensemble "Rosstan". The article notes such performative characteristics as the creation of an event and atmosphere, space and communication organization, the interaction of the audience, that provide conditions for perception and response. The author relies on the works of such scientists as: E. Fischer-Lichte, V. Turner, A. Ya. Flier, L. N. Zakharova, L. V. Demina and others. In the process of studying following methods were used: generalization, comparison and also dialectical, historical and logical once. Modern features in folk culture, expressed in the interaction of traditional and innovative folkloristics are revealed on the example of the creative activity of "Rosstan". The revival of folk culture, the realization of its creative potential is possible through the development of cultural traditions and the creation of innovations related to ancient ritual forms of interaction, which should be adapted to the present and be understood by modern generation.
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Santosa, Achadi Budi. "Organizational Culture as The Basis of Teacher Performance Development." AL-TANZIM: Jurnal Manajemen Pendidikan Islam 6, no. 3 (July 14, 2022): 962–73. http://dx.doi.org/10.33650/al-tanzim.v6i3.3019.
Повний текст джерелаАнотація:
This study not only measures the relationship between organizational culture and teacher performance but also finds an essential foundation for madrasah in building organizational culture and how to improve their performance. A descriptive quantitative approach is used in this research; data collection is done through surveys and the preparation of research instruments. The results show that, in general, the organizational culture is quite good, the values, teamwork, and work performance are also good, while in performance, teachers generally have various levels of achievement, satisfaction, responsibility, honesty, empathy, and persistence in work. In madrasah, organizational culture is related to teacher performance so a superior organizational culture will affect teachers' performance; on the other hand, educational institutions that cannot build a good culture result in decreased teacher performance.
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Mahapatra, Jyotirmaya, and Dinesh Kumar. "OCTAPACE Human Resource Development Culture Impact on Bank Performance." International Journal of Risk and Contingency Management 3, no. 3 (July 2014): 42–54. http://dx.doi.org/10.4018/ijrcm.2014070103.
Повний текст джерелаАнотація:
Initiation of economic reforms in India overwhelmed the large banks starting in 1991. Liberlaisation, privatisation, and globalisation, along with foreign direct investment exposed Indian banks to operational and credit risks. To overcome these risks, the banks have upgraded their financial, technological, and Human Resource Development (HRD) processes. The case study organization was one of the nationalized banks in India that lost its supremacy, slipping in rank from first to eighth. During the last decade, this bank adopted several HRD practices to create a strong OCTAPACE culture. As a result, the bank won several HRD awards over 10 years. This study critically reviews that bank as a single case study. Data were collected from 153 employees of the case study bank (all had completed at least 10 years of service). The focus was to examine if the OCTAPACE culture had impacted performance. The findings were that the OCTAPACE culture improved and the bank increased its financial performance without experiencing credit risk.
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Yarkina, Liubov V., and Elena V. Vorontsova. "DEVELOPMENT OF MUSICAL CULTURE AMONG STUDENTS THROUGH AMATEUR PERFORMANCE." Известия Воронежского государственного педагогического университета, no. 1 (2022): 86–90. http://dx.doi.org/10.47438/2309-7078_2022_1_86.
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Hope, Joan. "Provide effective professional development for a high-performance culture." Dean and Provost 18, no. 10 (May 23, 2017): 1–5. http://dx.doi.org/10.1002/dap.30329.
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Lee, Alfred Bo Shing, Felix T. S. Chan, and Xiaodie Pu. "Impact of supplier development on supplier’s performance." Industrial Management & Data Systems 118, no. 6 (July 9, 2018): 1192–208. http://dx.doi.org/10.1108/imds-05-2017-0229.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to explore the impact of supplier development (SD) on supplier’s performance by sharing implicit knowledge in mentorship under the influence of supplier’s organizational culture (OC). Design/methodology/approach A survey questionnaire was employed to collect data from 226 employees of participating suppliers after conducting mentorship training at the suppliers’ site. The data were analyzed by the partial least squares structural equation modeling with software SmartPLS Ver. 3.0. Findings The empirical analysis indicates that SD by mentorship partially mediates the total effects of OC – power distance and uncertainty avoidance – on performance. It completely mediates the collaborative culture on performance. Originality/value This study may confirm that the SD program by mentorship is a viable strategy to enhance the performance of supply chain partners and the selection of suppliers.
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Umanto, Chandra Wijaya, and Andreo Wahyudi Atmoko. "Intellectual capital performance of regional development banks in Indonesia." Banks and Bank Systems 13, no. 3 (July 30, 2018): 36–47. http://dx.doi.org/10.21511/bbs.13(3).2018.04.
Повний текст джерелаАнотація:
Studies related to intellectual capital, particularly in banking sector, are basically focused on the relationship between intellectual capital performance and bank performance. In con¬trast to previous studies, this study analyzes the intellectual capital performance of regional development banks throughout Indonesia to develop performance through management of efficiency and productivity. The population and sample in this study consist of 26 regional development banks in Indonesia for the period 2007–2013. The management of efficiency is measured using the ratio of operating expense to operating income (BOPO), while the management of labor productivity is measured using the ratio of labor expenses to total operating expense and income level. At the theoretical level, this study is expected to fill the gap for the assessment of intellectual capital performance of banking institutions with unique characteristics such as regional development banks. To analyze intellectual capital performance, VAICTM method developed by Pulic (1998, 2000, 2004, 2008) is applied. The findings show that the intellectual capital performance of regional development banks is in the category of common performers. Finally, regional development banks need to focus on the importance of strengthening intangible resources directly affecting banking management in terms of strengthening information technology, positioning, and management competence, as well as organizational culture and working climate.
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Budhathoki, Tribikram, Julien Schmitt, and Nina Michaelidou. "Does culture impact private label performance?" International Marketing Review 35, no. 1 (February 12, 2018): 93–112. http://dx.doi.org/10.1108/imr-02-2016-0038.
Повний текст джерелаАнотація:
Purpose To better understand the disparity of private label performance across countries, the purpose of this paper is to investigate the role played by national culture. Two types of impact are considered: a direct influence of cultural dimensions on the performance of private labels in a country and an indirect one where national culture favours the development of modern retailers, which, in turn, benefits private label performance. Design/methodology/approach Using the five dimensions of the Hofstede model to describe national culture, this paper performs a structural equation modelling incremental building model approach using secondary data collected from a sample of 65 countries. Findings The results show that individualism (positively) and long-term orientation (negatively) directly impact private label performance. Moreover, four dimensions (individualism, masculinity, power distance and uncertainty avoidance) are shown to have a significant indirect impact on private label performance via the mediation of retail market development, positively for individualism and negatively for the three other dimensions. Practical implications The findings provide retailers with important insights into the critical decisions of the selection of new markets and adaptation of the private label strategy according to the culture of the country. Originality/value This research pioneers by being the first to determine the impact of all the dimensions of the Hofstede cultural model on private label performance, use a very large number of countries to test this impact and study the role of important retail market factors in this phenomenon.
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Silva, Silaine Tavares Toro da. "Orgazational culture and company’s strategic performance." Revista Ibero-Americana de Estratégia 3, no. 1 (December 12, 2007): 63–78. http://dx.doi.org/10.5585/ijsm.v3i1.52.
Повний текст джерелаАнотація:
The present work is a bibliographic study about organizational culture and companies’ strategic performance. After a brief introduction about organizational culture and its strategies, it is discussed the correlation between both of them and the result related to the companies’ performance analyzed through bibliographic material, pointing out the internal chain of values in the companies. It is presented some articles and reviews commentaries extracted from books and periodicals, as well as the changes in human relations concepts, with special focus on the development of knowledge that may result in a quality process.
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Davies, Gail. "Nature performed: environment, culture and performance." cultural geographies 13, no. 3 (July 2006): 476–77. http://dx.doi.org/10.1191/1474474006eu370xx.
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Kim, Taesung, and Jihyun Chang. "Organizational culture and performance: a macro-level longitudinal study." Leadership & Organization Development Journal 40, no. 1 (February 11, 2019): 65–84. http://dx.doi.org/10.1108/lodj-08-2018-0291.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time. Design/methodology/approach Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination. Findings Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2). Research limitations/implications The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations. Practical implications Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments. Originality/value The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.
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Charbonneau, Étienne, Daniel E. Bromberg, and Alexander C. Henderson. "Performance improvement, culture, and regimes." International Journal of Public Sector Management 28, no. 2 (March 2, 2015): 105–20. http://dx.doi.org/10.1108/ijpsm-08-2014-0093.
Повний текст джерелаАнотація:
Purpose – The purpose of this paper is to better understand the performance improvement outcomes that result from the interaction of a performance regime and its context over more than a decade. Design/methodology/approach – A series of partial free disposable hull analyses are performed to graph variations in performance for 13 services in 444 municipalities in one province for over a decade. Findings – There are few examples of mass service improvements over time. This holds even for relative bottom performers, as they do not catch up to average municipalities over time. However, there is also little proof of service deterioration during the same period. Research limitations/implications – A limitation results from the high churning rate of the indicators. The relevance of refining indicators based on feedback from practitioners should not be dismissed, even if it makes the task of proving performance improvement more difficult. It is possible that the overall quality of services on the ground improved, or stayed stable despite diminishing costs, without stable indicators to capture that reality. Practical implications – Not all arrangements incentives and structures of – performance regimes – are equally fruitful for one level of government to steer a multitude of other governments on the generalized path to improved performance. Social implications – With the insight that was not available to public managers putting together these performance regimes in the beginning of the 2000s, the authors offer a proposition: mass performance improvement is not to be expected out of intelligence regime. It neither levels nor improves performance for all (Knutsson et al., 2012). Though there are benefits to such a regime, a general rise in performance across all participants is not one of them. Originality/value – Performance improvements are assessed under difficult, yet common characteristics in the public sector: budgetary realities where there are trade-offs between many services, locally set priorities, no clear definition of what constitutes a good level of performance, and changes in the indicators over time.
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HUNDLEY, GREG, and S. DUANE HANSEN. "ECONOMIC PERFORMANCE AND THE ENTERPRISE CULTURE." Journal of Enterprising Culture 20, no. 03 (September 2012): 245–64. http://dx.doi.org/10.1142/s0218495812500112.
Повний текст джерелаАнотація:
Research has typically examined culture as an independent or moderating variable. In this empirical study, we examine culture as a dependent variable and specifically investigate whether higher levels of economic performance might shape a national culture more supportive of entrepreneurial activities. Analysis controlling for the effects of unobserved country-specific factors and prior levels of economic development reveals that people in nations with greater gains in per capita GDP tend to place greater value on jobs that allow for achievement, the exercise of initiative, and more interesting and challenging work. Results show that people in nations with below average economic performance become less enterprising/entrepreneurial and that the propensity for nations to converge on pro-entrepreneurial values will depend on how economic performance is distributed across countries. Theoretical and practical implications are discussed.
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Kosmajadi, E. "The Impact of Human Resources Development and Organizational Culture on Employee Performance." Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences 4, no. 2 (May 4, 2021): 2227–33. http://dx.doi.org/10.33258/birci.v4i2.1915.
Повний текст джерелаАнотація:
Research is motivated by the phenomenon of low employee performance, presumably due to suboptimal human resource development and a less conducive organizational culture. The study aims to identify and analyze: a. human resource development, organizational culture, employee performance; b) the magnitude of the influence of human resource development on employee performance; c) the importance of the impact of organizational culture on employee performance; and the extent of the effect of human resource development and organizational culture on employee performance. This research uses a quantitative approach with a survey method. The data collection tool used a questionnaire distributed to 44 employees. The data obtained were analyzed descriptively and through a statistical process. The results showed: a. From the results of descriptive analysis of human resource development, organizational culture and employee performance are in good condition, but there are weaknesses in certain aspects. The results of the verification analysis show; b) human resource development has a significant effect on employee performance with a magnitude of influence of 66.69%; c) organizational culture has a significant impact on employee performance with the importance of the result of 51.84%; and d) the development of human resources and organizational culture together have an effect on employee performance with the magnitude of the influence of 78.30%, the remaining 21.70% is influenced by other factors that are not included in the model. In conclusion, both partially and simultaneously, human resources and organizational culture's development affects employee performance.
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LIU, SHUNZHONG. "ORGANIZATIONAL CULTURE AND NEW SERVICE DEVELOPMENT PERFORMANCE: INSIGHTS FROM KNOWLEDGE INTENSIVE BUSINESS SERVICE." International Journal of Innovation Management 13, no. 03 (September 2009): 371–92. http://dx.doi.org/10.1142/s1363919609002340.
Повний текст джерелаАнотація:
Current research on new service development (NSD) management has resulted in an impressive amount of literature on the success factors of new service development, but there is little literature on NSD organizational culture. The purpose of this study was to assess the relationship between organization culture and NSD performance. Data were collected via questionnaires through face-to-face interviews with KIBS managers knowledgeable about NSD in their organization (sample size 192). The set correlation analysis was chosen to assess and evaluate the relationship between organization culture and NSD performance. Research results indicate that there exist strongly complementary relationships among innovative supportive culture, market orientation culture, learning culture and customer communication culture. This study outlines that the NSD management should perform to foster the different NSD organizational culture together and thereby enhance the performance of new service development activities.
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Laulita, Nasar buntu. "Influence of Organizational Culture to Supply Chain Performance by Moderating Effect of Transformational Leadership on Manufacturing Company in Riau Island Province." Journal of Business Studies and Mangement Review 3, no. 2 (June 29, 2020): 53–61. http://dx.doi.org/10.22437/jbsmr.v3i2.9760.
Повний текст джерелаАнотація:
The purpose of this study is to know the relationship of organizational cultures to supply chain performance by moderating effect of supply chain transformational leadership style. The explanatory research was used by testing eight hypotheses for total samples from 171 manufacturing companies being represented by manager in supply chain management divisions of total 850 companies in Riau Island Province as one of region in Indonesia. SEM (Structural Equation Model) was used to analyze the data after getting primary data through questionare. The result of analyze found that: (1a) Development Culture is not significant to affect Supply Chain Performance; (1b) Transformational Leadership Style is significant to moderate relationship between Development Culture and Supply Chain Performance; (2a) Group Culture is significant to affect Supply Chain Performance and positively; (2b) Transformational Leadership Style is significant to moderate relationship between Group Culture and Supply Chain Performance; (3a) Rationale Culture is significant to affect Supply Chain Performance and positively; (3b) Transformational Leadership Style is significant to moderate relationship between Rationale Culture and Supply Chain Performance; (4a) Hierarchy Culture is significant to affect Supply Chain Performance; (4b) Transformational Leadership Style is significant to moderate relationship between Hierarchy Culture and Supply Chain Performance. The managerial implication of this research is as a guidance for decision maker in the company or manager in the supply chain management to implement suitable organizational culture and consider the effect of supply chain transformational leadership style to improve Supply Chain Performance.
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Hung, Ying-Cheng, Tzu-Cheng Su, and Kuo-Ren Lou. "Impact of Organizational Culture on Individual Work Performance with National Culture of Cross-Strait Enterprises as a Moderator." Sustainability 14, no. 11 (June 5, 2022): 6897. http://dx.doi.org/10.3390/su14116897.
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In this study, we investigated the effect of organizational culture on individual work performance, tested the moderation of national culture on the relationship between organizational culture on individual work performance, and analyzed the differences among organizational culture, national culture, and individual work performance of enterprises without the same attributes. This study employed a questionnaire survey with 966 valid questionnaires using purposive sampling. The findings indicated that, in terms of organizational culture, hierarchy had a significant positive effect on task performance, whereas clan and adhocracy cultures both had the same result on contextual performance. Clan culture had a significant negative effect on counterproductive work behaviors, but adhocracy culture had the opposite effect. The power distance of national culture strengthened the positive effect of clan culture on task performance and enhanced the negative effect of clan culture on counterproductive work behaviors. Moreover, it weakened the positive effect of market culture on contextual performance. Masculinity enhanced the positive effect of clan culture on task performance; however, uncertainty avoidance strengthened the positive effect of adhocracy culture on contextual performance. Regarding enterprises with different attributes, employees in Taiwan exhibited higher individual work performance and organizational culture levels, whereas employees in mainland China scored higher on each dimension of national culture.
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Gebril Taha, Mahmoud, and Tomás F. Espino-Rodríguez. "The Impact of the Organizational Culture on Hotel Outsourcing and Sustainable Performance an Empirical Application in the Egyptian Hotel Sector." Sustainability 12, no. 22 (November 20, 2020): 9687. http://dx.doi.org/10.3390/su12229687.
Повний текст джерелаАнотація:
In recent years, the concept of an organizational culture in hotels has held an important position on both a theoretical and practical level because this culture significantly affects organizational performance and the strategies adopted by hotels. Therefore, it is considered one of the key factors in determining hotels’ tendency towards outsourcing and sustainable performance. In this study, we aim to analyze the impact of the organizational culture on the level of outsourcing and sustainable performance. To do so, we will use the Competing Values Framework (CVF), which divides organizational culture into four typologies: hierarchical, group, rational, and development cultures. A personal questionnaire was administered to the directors or managers of 114 hotels located in two Egyptian cities: Hurgada and Sharm El Sheikh. The results of the structural model suggest the negative impact of the hierarchical and development cultures on the level of outsourcing. The results show a positive influence of the four types of organizational culture on sustainable performance, suggesting that these hotels have a strong interest in sustainability and the environment. The findings reveal a negative relationship between the level of outsourcing and sustainable performance. Finally, this study presents academic and practical implications, as well as recommendations for future research.
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Zhu, Andy, Maximilian Von-Zedtwitz, Dimitris George Assimakopoulos, and Kiran Fernandes. "Organizational Culture and New Product Development: Implications for Product Safety Performance." Academy of Management Proceedings 2015, no. 1 (January 2015): 16129. http://dx.doi.org/10.5465/ambpp.2015.16129abstract.
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Li, Dong Bei. "Case Study on Development of Performance Contents Using Local Culture Prototype." Academic Association of Global Cultural Contents 35 (August 30, 2018): 103–24. http://dx.doi.org/10.32611/jgcc.2018.8.35.103.
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Hedeen, Katherine M. "Decolonizing Culture: Visual Arts, Development Narratives, and Performance in the Americas." Latin American Research Review 40, no. 3 (2005): 244–53. http://dx.doi.org/10.1353/lar.2005.0049.
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Narang, P., and P. Mittal. "Performance Assessment of Traditional Software Development Methodologies and DevOps Automation Culture." Engineering, Technology & Applied Science Research 12, no. 6 (December 15, 2022): 9726–31. http://dx.doi.org/10.48084/etasr.5315.
Повний текст джерелаАнотація:
Successful implementations of Software Development Methodologies significantly improve software efficiency, collaboration and security. Most companies are moving away from traditional development methodologies towards DevOps for faster and better software delivery. DevOps, which is a primary need of the IT industry, brings development and operation teams together to overcome communication gaps responsible for software failures. It relies on different sets of automation tools to robotize the tasks of software development from continuous integration, to testing, delivery, and deployment. The existence of several automation tools in each development phase raises the need for an integrated set of tools to reduce development time. For this purpose, we used the DevOps-based hybrid model Integrated Tool Chain (ITC), along with three sample java-based projects or code repositories to quantify the results. This paper evaluates and compares measurement metrics of java projects using traditional development methodologies and DevOps, and the results are shown in tabular and graphical format. The latest Google and Stack Overflow Trends have also been included to retrieve the best performer development methodology. This comparative and evaluative performance analysis will be beneficial to young researchers that study the metrics of software development, while also they will be introduced to the automotive environment of DevOps, the latest emerging buzzword in software development.
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Sedlarski, Teodor. "INDIVIDUALISM, COLLECTIVISM, SOCIAL CAPITAL, AND ECONOMIC DEVELOPMENT." Economic Thought journal 67, no. 2 (June 23, 2022): 171–204. http://dx.doi.org/10.56497/etj2267203.
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This article summarizes the main distinguishing characteristics of the interactions between economic agents in individualistic and collectivist cultures. A brief systematization of the debate in the literature on the relationship between culture and economic development is proposed and the productivity for the economic analysis of a good knowledge of the peculiarities of national cultures is substantiated. The review necessarily includes evidence and arguments for the existence of mechanisms through which deep aspects of culture influence economic performance, e.g., through the formation of beliefs and preferences – as demonstrated by the effects of social capital. Some of the apparent contradictions in the hypotheses presented can be resolved by considering the scope of the group to which the collective identity and perceived shared responsibilities extend. This leads to the main conclusion of the analysis that the kind of collectivism that hinders economic development usually consists in loyalty to a narrow social group.
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Sulastini, Hj. "DOES HUMAN RESOURCES DEVELOPMENT AND ORGANIZATIONAL CULTURE STILL IMPACT ON EMPLOYEE PERFORMANCE?" Journal of Industrial Engineering Management 6, no. 2 (August 20, 2021): 25–39. http://dx.doi.org/10.33536/jiem.v6i2.920.
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This study aims to analyze (1) the effect of human resource development on employee performance, (2) ) The Influence of Organizational Culture on Employee Performance (3) The Influence of Human Resource Development and Organizational Culture on Employee Performance. The object of this research is PT.Sega Mas Banjarmasin. This study uses a survey method with a cross section design. The sampling technique uses saturated side (census). Respondents in this study were 40 permanent employees at PT.Sega Mas-Banjarmasin. This research resulted in the findings that by developing education and training, work capacity, knowledge skills, skills abilities, attitudinal abilities of employees organizational goals were achieved. Human Resource Developmentis a way to achieve an organizational goal effectively and efficiently through the implementation of individual duties and obligations in the organization. The findings of this study seem to enrich understanding of how to improve organizational performance through the inculcation of an effective Organizational Culture. This study found that the Organizational Culture that is built by increasing the culture of innovation, employee-oriented organizational activities and also paying attention to existing problems have implications for employee serenity and performance
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Cindy, Cindy, and Efendy Pakpahan. "Organizational culture development in improving employee performance at PT. Welling Tapioka Jaya." Research, Society and Development 9, no. 12 (December 21, 2020): e24491211002. http://dx.doi.org/10.33448/rsd-v9i12.11002.
Повний текст джерелаАнотація:
The background of this research is the desire of researchers to find out how the development of organizational culture in improving the performance of employees of PT. Welling Tapioka Jaya. The purpose of this study is to understand and analyze the development of organizational culture in improving employee performance at PT. Welling Tapioka Jaya. The method used in this research is qualitative method. The author uses semi-structured interviews as a data collection technique. The author interviewed 9 people. The research data were analyzed using the Miles and Huberman model consisting of data reduction, data presentation and conclusions. Test the credibility of the data that I use is triangulation of sources. The results showed that the organizational culture adopted at PT. Welling Tapioka Jaya is quite good, this can be seen from employees who work by harmonizing the cultural values of the organization that is in it regardless of whether they like it or not and the employees at PT. Welling Tapioka Jaya respects and values the culture of the organization by following and adapting to the culture within it.
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TALAS, Mustafa. "CULTURE IN TURKEY’S RECENT DEVELOPMENT PLANNING." Zeitschrift für die Welt der Türken / Journal of World of Turks 14, no. 1 (April 15, 2022): 133–41. http://dx.doi.org/10.46291/zfwt/140111.
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Culture is everything that is created by human and belongs to human. Culture is a completed with its various codes. In addition to culture which affect on its tradition is related to whole life. Political life is the part of social life in society. For that reason cultural pollitics has an impotant role for socities about future and now. Cultural planning is also one of the manners of the politics in the states. Culture can survive by tradition. In the Republic Era, the reformations and the novelties has been more favorable about the aplication. In the Ataturk’s cultural politics, it has been considered important practical workings. A lot of Questions which were not thought before have been made laws. However after Atatürk, this understanding has been lost weight because directors could not charismatic personality like him. However, Turkey has a strong tradition about development planning. In particular Turkey has reached advanced level of planning along with republic governance. But this performance has not been get about culture sector because of the fact that development planning has got economical priority. In this study, we argued that Turkish Development Plans has been investigated about culture sector. Espically it is studied on recent development plans which they are number ninth, tenth and eleventh. It is drawn on theoritical analyze in this study. Key words: Development, planning, development plans, culture
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Myers, David J. "Institutional performance, political culture and political change." Studies In Comparative International Development 30, no. 1 (March 1995): 84–91. http://dx.doi.org/10.1007/bf02687155.
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Kirikova, Elena, and Natalia Kelchevskaya. "Energy conservation culture and energy performance of industrial companies." Revista Amazonia Investiga 10, no. 43 (August 31, 2021): 150–57. http://dx.doi.org/10.34069/ai/2021.43.07.15.
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Recent years have seen sparked interest to business models based on sustainable development, which seek harmonious co-development of human resources, organizational culture, and production systems. This paper analyzes how HR management practices, a culture of energy conservation, and staff’s knowledge regarding energy efficiency affect the ability of Russian industrial companies to reach their targets in energy management. Methods in use involve factor analysis, structural equation modeling (SEM), and the author-developed questionnaire that is designed to measure the effects of internal intellectual factors (human resources, culture, and knowledge) on industrial energy performance. For the first time, this paper presents an SEM-based estimation of HR practices and their effects on industrial energy performance. Empirically, this study is based on the results of surveys that involved managers and technical officers of 14 Russian industrial companies in 2016-2017. Analysis shows that employee training, development of energy efficiency skills, and sharing knowledge on energy conservation issues do contribute to reaching the energy policy targets.
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Sun, Yaya, Tao Wang, and Xin Gu. "A Sustainable Development Perspective on Cooperative Culture, Knowledge Flow, and Innovation Network Governance Performance." Sustainability 11, no. 21 (November 3, 2019): 6126. http://dx.doi.org/10.3390/su11216126.
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The contemporary sustainable development imperative sees enterprises seeking competitive advantages in innovation networks, the distinguishing features of which are continuous interaction and knowledge flow between participants. As an informal governance mechanism, cooperative culture influences the stability and durability of the members’ interactions. Knowledge flow is a core network activity that is highly dependent on the cultural environment. The purpose of this paper is to explore whether innovation governance performance is affected by cooperative culture and knowledge flow. How do they play an influential role? We use structural equation modeling (SEM) to analyze the linear relationships among the three variables: cooperative culture, knowledge flow, and governance performance. The results suggest that knowledge flow has a mediating effect on the relationship between cooperative culture and governance performance. We also use fuzzy set qualitative comparative analysis (fsQCA) to explore how cooperative culture and knowledge flow combined can influence governance performance. The results indicate that different combinations of cooperative culture and knowledge flow lead to different levels of governance performance, with two paths leading to high governance performance, which are fit creation-oriented and compatible sharing-oriented paths. These findings have significant implications for improving innovation governance performance and their sustainable development.
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Laulita, Nasar Buntu. "The Effect of Organizational Culture and Supplier Integration to Supply Chain Performance." Management and Economic Journal (MEC-J) 4, no. 3 (December 25, 2020): 295–306. http://dx.doi.org/10.18860/mec-j.v4i3.8896.
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This study aims to investigate the influence of four types of organizational cultures and supplier integration to supply chain performance. The methodology of this research is an explanatory study by testing two hypotheses. The data’s were collected from a convenience samples of 171 manufacturing companies of total 850 companies in Kepulauan Riau Province being represented by manager in supply chain management divisions. Data’s were collected using questionnaire and technical data analysis using SEM (Structural Equation Model). The result of this study found that: (1) Group Culture and Rational Culture affect Supply Chain Performance positively and significantly but Development Culture and Hierarchical Culture are not significant; (2) Supplier Integration affects Supply Chain Performance positively and significantly. The managerial implication of this research is as a guidance for decision maker in the company or manager in the supply chain management to implement suitable organizational culture and consider the supplier integration as a strategic to improve Supply Chain Performance.
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Al Nasser, Ali, and Juraifa Jais. "HR Development in Saudi Public Universities: The Role of Organizational Culture and Communication." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 19 (August 29, 2022): 1318–24. http://dx.doi.org/10.37394/23207.2022.19.118.
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Universities in Saudi Arabia are expected to improve their quality, standard, effectiveness, and efficiency to achieve their objective of becoming world-class universities. Moreover, organizational communication tends to affect human resources development performance. This study seeks to examine the organizational culture and communication influence on HRD performance among academicians. A total of 425 academicians at institutions of higher learning in Saudi Arabia responded to a questionnaire survey. The result indicated that organizational culture and communication positively impact HRD performance. Decision makers in higher education have to focus more in implementing effective communication and organizational culture to improve the HRD performance of universities.
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Tahalele, Stephany Maria. "THE FUNCTION CHANGE OF POTEHI PUPPET PERFORMANCE IN CHINESE TRADITION IN JAKARTA." Bambuti 3, no. 1 (January 24, 2022): 77–90. http://dx.doi.org/10.53744/bambuti.v3i1.26.
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This paper shows the development of wayang potent in Jakarta, changes in its function, the causes of changes in the function of wayang potent performances in Jakarta, and the impact of changes in the function of wayang potent performances for Chinese culture and society. In this writing, the research used is a qualitative method based on literature study, observation, and interviews. Based on this paper, it can be concluded that the wayang’s potent performance in its development has changed function and its performance has begun to adapt to the local culture. Currently, wayang potehi is not only performed at the temple but has begun to spread to the stage for entertainment outside the temple.
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Azizi, Putri, Ai Elis Karlinda, and Mardhatila Fitri Sopali. "Pengaruh budaya organisasi, pengembangan karir dan self efficacy terhadap kinerja karyawan pada PT. Pos Padang." Journal of Information System, Applied, Management, Accounting and Research 5, no. 3 (August 10, 2021): 539. http://dx.doi.org/10.52362/jisamar.v5i3.473.
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This study aims to determine how much influence Organizational Culture, Career Development, and Self Efficacy have on Employee Performance. The analytical method used is correlation analysis and multiple regression. The method of data collection in this study is to use a questionnaire filled out by respondents, namely employees of PT. Padang Post. From the results of multiple regression analysis, it shows that: (a) organizational culture has a partially significant effect on employee performance, (b) career development has a partially significant effect on employee performance, (c) self-efficacy has a partially significant effect on employee performance development, (d) ) organizational culture, career development and self-efficacy together on career development, (e) the contribution of organizational culture, career development, and self-efficacy variables together on employee performance is 71.4% while the remaining 28.6 % influenced by other variables not examined in this study.
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Cera, Elona, and Anri Kusaku. "Factors Influencing Organizational Performance: Work Environment, Training-Development, Management and Organizational Culture." European Journal of Economics and Business Studies 6, no. 1 (January 1, 2020): 16. http://dx.doi.org/10.26417/ejes.v6i1.p16-27.
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Public sector performance has attracted the attention of many researchers, because it is considered as one of the key factors for efficiency and positive results in the public sector. Various studies have identified many variables that influence performance in public organizations. Four of them were considered in this study: organizational culture, work environment, training and development, and management. A sample of 162 local government employees were surveyed to carry out this research. Statictical tests such as Cronbch Alpha, KMO and Bartlett, factor analysis, correlation and regression were used to achieve the results. The study shows that variables as: work environment, training-development and management are important determinants of organizational performance. Meanwhile, organizational culture doesn’t corelate positively with organisational perfomance.
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Venkatesh, Bindu. "Best Practices in Organization Development and Change: Culture, Leadership, Retention, Performance, Coaching." NHRD Network Journal 2, no. 3 (July 2008): 174. http://dx.doi.org/10.1177/0974173920080331.
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Chen, Yu‐Shan, Shu‐Hsien Lin, Chun‐Yu Lin, Shu‐Tzu Hung, Chih‐Wei Chang, and Ching‐Wen Huang. "Improving green product development performance from green vision and organizational culture perspectives." Corporate Social Responsibility and Environmental Management 27, no. 1 (June 14, 2019): 222–31. http://dx.doi.org/10.1002/csr.1794.
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ASADI, Rahil. "The Sustainable Links of Development between Leadership and Organizational Cultures." Journal of Economic Development, Environment and People 8, no. 2 (June 26, 2019): 45. http://dx.doi.org/10.26458/jedep.v8i2.626.
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Leadership performances develops closely connected to the institutional behaviour and societal culture given the permanent trends to implement changes to update standards according to existing norms and rigors existing in any company. The styles adopted in managing or leading the activities influences the tasks’ achievement, the future path to take and the way success is understood, accepted, shared and disseminated. Nowadays, companies face compulsory the influences of more cultures, given the temptation of delocalisation, the curiosity of working with immigrants, the advantages provided in different situations of accepting a higher exposure of leader to different sides of performance, different dimensions of market and financial profits, new behaviours in managing the employees. Starting from this idea, the purpose of this study is to identify and enquire into the hidden dimensions of organizational culture and how the leadership style impacts the strategic developing and let effective relations spring out.The research is built on a survey based on designed questioner applied to 550 leaders and employees, members of the operation and Maintenance Company of MAPNA (Q&M) in Iran. Data collected refers to MLQ leadership style and Denison's Organizational Culture Questionnaire, and the responses received were analysed with SPSS and Smart Plus software. The findings reveal that the relationship between the leadership style and the organizational culture are strongly linked to each other. Therefore, those leaders able to change and accept to use a transformational style will assist the company to move forward faster that those who adopt and keep the transactional style as the single one to prove important.
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Putra, Johan Yuda Prawira. "Pengaruh Career Development dan Organizational Culture terhadap Job Satisfaction serta Dampaknya pada Employee Performance." Jurnal Ilmu Manajemen 8, no. 4 (July 21, 2020): 1185. http://dx.doi.org/10.26740/jim.v8n4.p1185-1200.
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The purpose of this study is to identify and test the effect of career development and organizational culture on performance through job satisfaction in banking employees in the South Jakarta area. 38 employees were participating, while the questionnaire processed using Partial Least Square. The results prove organizational culture and career development can influence the level of employee satisfaction. Next, if seen from its influence on performance, only organizational culture affects, while satisfaction and career development do not affect. If based on its influence through job satisfaction, organizational culture and career development do not affect. The implication that can be practiced by companies is objectivity in promotion with based on aspects of performance and optimize organizational culture that has been applied in the company and researchers suggest that companies can create programs that can increase dedication, loyalty, and employee commitment to work such as providing rewards, providing clear career paths, and better HR management.
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Sapta, I. Ketut Setia, I. Nengah Sudja, I. Nengah Landra, and Ni Wayan Rustiarini. "Sustainability Performance of Organization: Mediating Role of Knowledge Management." Economies 9, no. 3 (June 27, 2021): 97. http://dx.doi.org/10.3390/economies9030097.
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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.
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Tan, Boon-Seng. "In search of the link between organizational culture and performance." Leadership & Organization Development Journal 40, no. 3 (May 13, 2019): 356–68. http://dx.doi.org/10.1108/lodj-06-2018-0238.
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Purpose The organizational culture–performance link is fundamental to organization development and building a high-performance culture is a responsibility of leaders. The claim of a culture–performance link is most visible in the 1980s (e.g. In Search of Excellence) but is replaced by skepticism by the 1990s. Using conclusion validity as the framework, the purpose of this paper is to synthesize cross-disciplinary literature in organization studies and the emerging sub-field of organizational economics to lay a foundation to establish the link rigorously. Design/methodology/approach The drivers of conclusion validity – internal validity, external validity and construct validity – guided the literature search and review. The author began with the concepts of organizational culture and performance, examined the organizational economic literature for the causal culture–performance link (internal validity), reviewed the organization studies literature on the debates in the measurement of organizational culture (external and construct validity) and examined the debate if organizational culture can be managed (internal validity). Findings Organizational economics (which conceptualizes organizational culture as shared beliefs) shows that cultures that are more homogeneous, encourage teamwork and have a clear mission, enhance organizational performance. In measuring culture, survey instruments using the process-oriented approach can rely on these results to strengthen their construct validity. In the search for the organizational culture–performance link, non-cultural factors affecting performance have to be included as control variables. Practical implications The weaknesses of early research on the organizational culture–performance link become clear when examined with the conclusion validity framework. This clearness shows the way toward a rigorous empirical analysis. Originality/value This review provides guidance for researchers to evaluate published studies on the organizational culture–performance link. It also helps researchers to design new studies with stronger conclusion validity.
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Bashayreh, Anas M. "Organizational Culture and Effect on Organizational Performance." International Journal of Knowledge and Systems Science 5, no. 2 (April 2014): 35–48. http://dx.doi.org/10.4018/ijkss.2014040103.
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Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This study aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies. The objective of this study is to examine the relationship between the dimensions of organizational culture and organizational performance among insurance companies operating in the Jordanian market. A sample of 240 respondents that were selected randomly from insurance companies participated in this study. Data were collected by survey questionnaire. Both descriptive and influential statistic namely frequency, mean, and multiple regression were used to analyze the data. The result shows that there is limited significant relationship between organizational expectations, encourage development, behavioral styles, and stability and communication and organizational performance. The results also showed that a significant relationship exists between policies and procedures and organizational performance. This study explored the results of the effect of organizational culture dimensions on organizational performance and to assess which organizational culture dimensions have a larger marginal impact on organizational performance. This study improved the managers' understanding on a way to improve organizational culture dimensions that have a vital impact on overall performance.
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Haliah, Haliah. "A study of performance model development and good governance budgeting." International Journal of Law and Management 63, no. 3 (February 27, 2021): 301–19. http://dx.doi.org/10.1108/ijlma-11-2016-0122.
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Purpose The purpose of this study is to empirically examine the influence of politics, culture and regulation on the budgetary slack and its impact on performance. Specifically, the purpose of this study is to analyze the influence of culture, politics and regulation on budgetary slack and performance in local government. Design/methodology/approach Studies to develop model pengangaran good (good governance budgeting). Using the survey method. The total sample is 300 respondents in seven local governments in West Sulawesi. Respondents from the executive and legislative participate in the preparation of budgets in local government. The research instrument in questionnaire is tested using GSCA. Findings The third structural coefficient of the relationship is positive, indicating all three positive relationships. That is, the higher political, cultural, regulatory, will result in the higher budgetary slack. Thus, if one wants to reduce the budgetary slack, then one needs to reduce the problems of politics, culture and regulations. Other results obtained (a) significant political, cultural and regulatory effect on performance either directly or indirectly through budgetary slack. The sixth structural coefficient of the relationship is positive, indicating all six positive relationships. That is, the higher political, cultural and regulatory variables will lead to higher performance either directly or indirectly through budgetary slack; (b) information asymmetry and budgetary slack significantly affect performance. The second structural coefficient correlation is positive, indicating both positive relationships. That is, the higher information asymmetry and budgetary slack will result in higher performance; (c) budgeting participation moderating influence budgetary slack variables that are false and strengthen moderation. That is, the higher the value of participation budgeting (M) affects increasing influence through budgetary slack (Y1) on the performance (Y2). Research limitations/implications The results showed that the political, cultural and regulatory variables significantly affect the budgetary slack. The structural coefficient of the relationship of these three variables had positive-marked, indicating that the relationship of all those three was positive. Thus, the higher political, cultural and regulatory variables will result in higher budgetary slack. Political, cultural and regulatory variables significantly affected the performance both directly and indirectly through budgetary slack. Structural coefficient of the relationship of those six had positive-marked, indicating that the relationship of all those six was positive. Thus, the higher political, cultural and regulatory variables will lead to higher performance both directly and indirectly through budgetary slack. Originality/value This paper conducts a research on mediation effect of budgetary slack in relationship between politics, culture and regulation toward performance; this research retests the research result from Fisher (2002) about information asymmetry and performance, Rubin (1993) about political, budgetary slack and performance, Scott (2000) about regulatory, budgetary slack and performance, Indriantoro (2000) about mediation of budgetary slack in relationship between politics, culture and regulation toward performance and Mardiasmo (2005) about budgetary slack and performance. No studies have examined this kind of relationship simultaneously. location of study (no previous research for this relationship): local governments in West Sulawesi.
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Al-Hammadi, Faisal Ahmed Ali, and Ahmad Amri Zainal Adnan. "The Moderating Effect of Organisational Culture on the Relationship Between Workplace Learning and Employees’ Performances in the United Arab Emirates." European Journal of Economics and Business Studies 6, no. 2 (August 15, 2020): 96. http://dx.doi.org/10.26417/174lnd17e.
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The purpose of the current study was to elaborate the moderating effect of culture on workplace learning and employees’ performances in the United Arab Emirates. The study had a purpose to contribute new knowledge to the existing literature available on the workplace learning and job performances. It also highlighted the contemporary literature on the topic specifically formal and information learning, as well as, performance related to tasks and contextual. The research explained and highlighted the role of training and development on employees’ performances to improve the quality of task process. An empirical study was conducted and data was collected through questionnaire to obtain the results. The present study aimed to contribute to new knowledge to the existing literature on workplace learning and job performance. Particularly, the study analysed contemporary literature on workplace learning and job performances, specifically formal and informal learning as well as employee task performance and contextual performance. The study hypothesized that informal, incidental and formal workplace learning had direct positive significant relationships with employee task and contextual performance. Findings of the study developed that adopting effective techniques of workplace learning, and techniques can improve employees’ performances. The study, further, showed that the Informal, formal and incidental workplace learning had direct and positive impact on employee task and contextual performance. The study showed that there is a significant positive relationship between workplace learning including formal, informal and incidental learning, and job performance including task performance, contextual performance and counterproductive work behaviour. It was also found that there was a positive relationship between result-oriented cultures with two types of job performance but there was a significant relationship between team orient culture and task performance. Furthermore, the moderating effect of innovation, communication and people-oriented culture on the relationship between incidental workplace learning and contextual performance was significant.
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Seralurin, Yohanes Cores, Paulus K. Allolayuk, Muhamad Yamin Noch, Victor Pattiasina, and Eduard Yahannis Tamaela. "Factors Affecting Internal Auditor Performance: The Moderation Role of Papuan Culture-Based Development." JABE (JOURNAL OF ACCOUNTING AND BUSINESS EDUCATION) 6, no. 2 (March 26, 2022): 41. http://dx.doi.org/10.26675/jabe.v6i2.16681.
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This study aimed to analyze the impact of locus of control, task complexity, and organizational commitment on internal auditor performance. The population of this study included all auditors at 4 (four) Inspectorate Offices in Papua Province (Jayapura City, Jayapura Regency, Keerom Regency, and Sarmi Regency). The research samples were collected using a purposive sampling technique. The collected data were the processed using the Moderated Regression Analysis (MRA) technique. The results showed that locus of control had a significant effect on inspectorate internal auditor performance. Task complexity had a negative effect on internal auditor performance. Organizational commitment did not affect internal auditor performance. Papuan culture-based development moderated the effect of locus of control on internal auditor performance. Papuan culture-based development did not moderate the effect of task complexity on internal auditor performance, and traditional Papuan culture based-development did not moderate the effect of organizational commitment on internal auditor performance. The finding implied that locus of control affected auditor performance, while tax complexity and organizational commitment did not affect auditor performance
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Lee, Hyo Joo, Hyun Gyu Oh, and Sung Min Park. "Do Trust and Culture Matter for Public Service Motivation Development? Evidence From Public Sector Employees in Korea." Public Personnel Management 49, no. 2 (August 22, 2019): 290–323. http://dx.doi.org/10.1177/0091026019869738.
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Ethical values and performance have gained importance in the Korean public sector because of the new public management wave and social issues such as corruption. This study examines how the effects of types of organizational culture, such as performance-driven culture and ethics-driven culture, serve as the antecedents of public service motivation (PSM) among central government agencies, public enterprises, and executive agencies in Korea. Furthermore, it investigates how trust in top management affects PSM and how organizational culture moderates this relationship. A survey of 1,216 Korean public employees and seven focus group interviews show that trust in management strongly predicts PSM. Performance-driven culture is positively and significantly associated with norm-based PSM and affective PSM, and ethics-driven culture predicts rational PSM. The moderating effects of organizational culture differ by PSM dimension.
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Sawangwan, Thornthan. "Glucosylglycerol on performance of prebiotic potential." Functional Foods in Health and Disease 5, no. 12 (December 29, 2015): 427. http://dx.doi.org/10.31989/ffhd.v5i12.222.
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Background: Glucosylglycerol (GG), an organic compound constitutes a structurally diverse group of small organic molecules, which has a glycosidic chemical structure, where is a powerful osmolyte which catalyzed by sucrose phosphorylase in the presence of sucrose and glycerol as the donor and acceptor substrate.Context and purpose of this study: This research aims to study the potential of prebiotic properties from GG compared with three commercial oligosaccharides (FOS, inulin and lactulose) which have the prebiotic properties.Results: The cultures with GG and FOS showed statistically significant difference (P<0.05) capacity to stimulated both probiotic strains (Lactobacillus acidophilus and Lactobacillus plantarum) and presented high ability to inhibit four intestinal pathogens (Bacillus cereus, Escherichia coli, Samonella paratyphi and Staphyloccous aureus) as displayed from wider inhibition zone compared with the culture without oligosaccharide. The tolerance ability of different gastrointestinal conditions (alpha-amylase, bile extract and HCl) in the culture medium with GG presented the highest percentage of survival (6.50%) after incubated with HCl for 3 hours (significant difference as P<0.05). The culture of L. acidophilus with GG in the medium displayed maximum lactic acid concentration (1.46 mg/mL) after 48 incubation hours.Conclusions: GG has high potential of prebiotic properties for probiotic growth stimulation, pathogenic inhibition and gastrointestinal tolerance. In addition, GG can introduce probiotic for high production of lactic acid concentration in the culture media. From these results, GG is promising for application and development to become an efficiency of functional food in the coming future.Keywords: glucosylglycerol, prebiotic, probiotic, pathogen inhibition, gastrointestinal tolerance, lactic acid
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Rizal, Anis Syamsu, and Nurjaya Nurjaya. "Effects of Principal Skills, Work Culture, Learning Facilities on Primary School Teacher Performance." Tarbawi: Jurnal Keilmuan Manajemen Pendidikan 6, no. 01 (May 30, 2020): 21. http://dx.doi.org/10.32678/tarbawi.v6i01.2093.
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The purpose of this study was to analyze the principal's skills on teacher performance; cultural influences on teacher performance; the effect of learning facilities on teacher performance; and the motivation to learn from the principal, work culture and learning facilities together on teacher performance. The study was conducted on 86 elementary school teachers at the Tadika Puri Foundation in South Jakarta, data were collected through a questionnaire distributed to respondents, while open interviews were conducted with Foundation administrators. Data analysis use SPSS application assistance. The research findings show that there are principals 'skills on teacher performance, there is a development of work culture towards teacher performance, there is development of learning facilities on teacher performance, and there is development of principals' skills, work culture, and joint learning development on teacher performance.
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Amri, Ferian, and Masydzulhak Djamil Mz. "Antecedents That Influence Employee Performance in PT Lion Air with Organizational Culture as a Mediation Variable." Jambura Science of Management 5, no. 1 (January 16, 2023): 24–39. http://dx.doi.org/10.37479/jsm.v5i1.15702.
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This study aims to determine and analyze the effect of motivation and career development on employee performance and the organizational culture of PT Lion Air employees. This quantitative research takes place in PT Lior Air with 100 empolyees as the research sampel. The data collected by online qustionare and the analysis technique using statistical method ed by SmartPLS 3.0. Development have positive impact on corporate culture. Motivation have positive impact on employee performance. Meanwhile, Career development have no impact employee performance. Also Organizational culture have no impact employee performance.