PRAKTIK-PRAKTIK MANAJEMEN SDM STRATEGIK: PENGUJIAN EMPIRIS UNIVERSALISTIK DAN KONTINJENSI DALAM MENJELASKAN KINERJA ORGANISASIONAL

KINERJA, Volume 9, No.2, Th. 2005: Hal. 123-134

AUTHOR:
Heru Kurnianto Tjahjono

ABSTRACT:

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

Keywords: strategic HRM, universalistic, contingency, organizational performance
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EMPLOYEE MOTIVATION AS IT RELATES TO EFFECTIVENESS, EFFICIENCY, PRODUCTIVITY, AND PERFORMANCE

Proceedings of the Academy of Legal, Ethical and Regulatory Issues, Volume 8, Number 2 Maui, 2004

AUTHOR:
Rob H. Kamery
ABSTRACT:

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

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

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The Role of Non-Material Factors in Increasing Labor Productivity

bilig Autumn / 2004 Number 31: 37-50
Ahmet Yesevi University Board of Trustees

AUTHORS:
Sharzada Akhmetova
Ardak Sakhanova

ABSTRACT:

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

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

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