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performance</title> <meta name="description" content="Search results for: employee performance"> <meta name="keywords" content="employee performance"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="employee performance"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 13203</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: employee performance</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13203</span> Factors Affecting Employee Performance: A Case Study in Marketing and Trading Directorate, Pertamina Ltd.</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Saptiadi%20Nugroho">Saptiadi Nugroho</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Nur%20Muhamad%20Afif"> A. Nur Muhamad Afif</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Understanding factors that influence employee performance is very important. By finding the significant factors, organization could intervene to improve the employee performance that simultaneously will affect organization itself. In this research, four aspects consist of PCCD training, education level, corrective action, and work location were tested to identify their influence on employee performance. By using correlation analysis and T-Test, it was found that employee performance significantly influenced by PCCD training, work location, and corrective action. Meanwhile the education level did not influence employee performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20development" title="employee development">employee development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management%20system" title=" performance management system"> performance management system</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/6460/factors-affecting-employee-performance-a-case-study-in-marketing-and-trading-directorate-pertamina-ltd" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/6460.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">390</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13202</span> A Case Study at PT Bank XYZ on The Role of Compensation, Career Development, and Employee Engagement towards Employee Performance </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Badawi%20Saluy">Ahmad Badawi Saluy</a>, <a href="https://publications.waset.org/abstracts/search?q=Novawiguna%20Kemalasari"> Novawiguna Kemalasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine, analyze and explain the impacts of compensation, career development and employee engagement to employee’s performance partially and simultaneously (Case Study at PT Bank XYZ). The research design used is quantitative descriptive research causality involving 30 respondents. Sources of data are from primary and secondary data, primary data obtained from questionnaires distribution and secondary data obtained from journals and books. Data analysis used model test using smart application PLS 3 that consists of test outer model and inner model. The results showed that compensation, career development and employee engagement partially have a positive impact on employee performance, while they have a positive and significant impact on employee performance simultaneously. The independent variable has the greatest impact is the employee engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=compensation" title="compensation">compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20development" title=" career development"> career development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a> </p> <a href="https://publications.waset.org/abstracts/88863/a-case-study-at-pt-bank-xyz-on-the-role-of-compensation-career-development-and-employee-engagement-towards-employee-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/88863.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">152</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13201</span> Effect of Training and Development on Employee Performance in the Banking Industry: A Case Study of Some Selected Banks within Bauchi Metropolis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sagir%20Abubakar">Sagir Abubakar </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organization must move along with the employees, because organization should adapt itself to the changing environment. The paper examines the effect of training and development on employee performance. Training and development has an important role in improve the performance, skills and attitude of employee in an organization. Training and development will also help an employee to do his present job or to prepare him for a higher position with increased responsibilities. The paper analyses the employee performance towards training and development conducted in some selected banks within Bauchi metropolis. Review of related literature was done on, training, training objectives, methods and development and its method. A census survey was carried out using staff of GTB and Skye Banks Bauchi branch where a total of 40 questionnaires were administered personally by the researcher and there were 100% responses. Correlation analysis was adopted for the analysis of data collected. The study concludes that 95% of respondents agreed that training and development are vital for both employee and organizations performance. They also suggest that training and development should be made compulsory for all categories of employee in an organization. Training and Development programmes are necessary in any organization for improving the quality of work of the employee. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=training" title="training">training</a>, <a href="https://publications.waset.org/abstracts/search?q=development" title=" development"> development</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=banks" title=" banks"> banks</a> </p> <a href="https://publications.waset.org/abstracts/14490/effect-of-training-and-development-on-employee-performance-in-the-banking-industry-a-case-study-of-some-selected-banks-within-bauchi-metropolis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14490.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">470</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13200</span> Psychological Capital and Work Engagement as Predictors of Employee Performance in a Technology Industry During COVID-19 Pandemic: Basis for Performance Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marion%20Francisco">Marion Francisco</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study sought to investigate the psychological capital and work engagement of employees as predictors of employee performance in the technology industry in Makati City. It made used of a descriptive correlational method of research and utilized standardized tests, such as Psychological Capital Scale, Utrech Work Engagement Scale, and Employee Performance Scale. A convenience sampling technique was used to gather data samples from 100 populations with the help of Roscoe concept approach. The study revealed that both psychological capital and work engagement have a significant relationship with employee performance. Psychological capital and work engagement can predict employee performance of the respondents. With the results given, the study suggests: (1) to focus on maintaining a high level of psychological capital and work engagement, on achieving a very high level of psychological capital and work engagement, and on improving the low level of psychological capital or work engagement mostly during this COVID-19 pandemic using the proposed employee performance management plan and (2) to create a proposed employee performance management plan as necessary to tailor fit on employees needs to enhance their performance that will help meet company and client’s needs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20management" title=" performance management"> performance management</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital" title=" psychological capital"> psychological capital</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20industry" title=" technology industry"> technology industry</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20engagement" title=" work engagement"> work engagement</a> </p> <a href="https://publications.waset.org/abstracts/164310/psychological-capital-and-work-engagement-as-predictors-of-employee-performance-in-a-technology-industry-during-covid-19-pandemic-basis-for-performance-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/164310.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">112</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13199</span> Employee Engagement: Tool for Success of Higher Education in Thailand</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pooree%20Sakot">Pooree Sakot</a>, <a href="https://publications.waset.org/abstracts/search?q=Marndarath%20Suksanga"> Marndarath Suksanga</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations are under increasing pressure to improve performance and maximize the contribution of every employee. Employee engagement has become an attractive business proposition. The triple bottom line consists of three Ps: profit, people and planet. It aims to measure the financial, social and environmental performance of the corporation over a period of time. People are the most important asset of every organization. Most of the studies suggest that employee engagement improves the bottom line in almost every instance and it is well worth all organizational efforts to actively engage employees. Engaged employees have an impact on productivity and financial performance. Efficient leadership and effective management can take place if emerging paradigm like employee engagement is appropriately understood and put into practice. Employee engagement starts at the first step i.e. recruitment of an employee to the last step i.e. retirement .The HR Practices of an organization play the most major role in helping the employees walk the extra mile. Effective employee engagement is the key component for improved organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title="employee engagement">employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title=" higher education"> higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=tool" title=" tool"> tool</a>, <a href="https://publications.waset.org/abstracts/search?q=success" title=" success"> success</a> </p> <a href="https://publications.waset.org/abstracts/30256/employee-engagement-tool-for-success-of-higher-education-in-thailand" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30256.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">335</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13198</span> Service Orientation, Employee Service Skills and Employee Performance of Travel Agency in Surabaya</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hatane%20Semuel">Hatane Semuel</a>, <a href="https://publications.waset.org/abstracts/search?q=Foedjiawati"> Foedjiawati</a>, <a href="https://publications.waset.org/abstracts/search?q=Michelle%20Sunur"> Michelle Sunur</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study took the research object of fifteen legal travel agencies in Surabaya. The respondents are taken through purposive sampling of a number of 100 employees out of Fifteen travel agencies which are varied in its division. Service orientation is constructed based on several dimensions; such as, service leadership practices, service encounter practices, human resources management practices, and service system practices. Service skills are constructed with dimensions; namely: technical skills, interpersonal skills, and problem-solving skill. While employee performance is constructed with dimensions; namely: quantity of work, quality of work, timeliness of work and organization of work. The results show that there is a direct positive influence on employee performance service orientation. Additionally, service orientation influences indirectly positive on employee performance through the service skills. Therefore, the total effect of service orientation on employee performance is proven stronger. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20orientation" title=" service orientation"> service orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20skills" title=" service skills"> service skills</a>, <a href="https://publications.waset.org/abstracts/search?q=travel%20agencies" title=" travel agencies"> travel agencies</a> </p> <a href="https://publications.waset.org/abstracts/62045/service-orientation-employee-service-skills-and-employee-performance-of-travel-agency-in-surabaya" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/62045.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">354</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13197</span> The Impact of Transformational Leadership on Individual Attributes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bilal%20Liaqat">Bilal Liaqat</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Umar"> Muhammad Umar</a>, <a href="https://publications.waset.org/abstracts/search?q=Zara%20Bashir"> Zara Bashir</a>, <a href="https://publications.waset.org/abstracts/search?q=Hassan%20Rafique"> Hassan Rafique</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohsin%20Abbasi"> Mohsin Abbasi</a>, <a href="https://publications.waset.org/abstracts/search?q=Zarak%20Khan"> Zarak Khan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leadership is one of the most studied topics in the organization sciences. However, the impact of transformational leadership on employee’s individual attributes have not yet been studied. Purpose: This research aims to discover the relationship between transformational leadership and employee motivation, performance and creativity. Moreover, the study will also investigate the influence of transformational leadership on employee performance through employee motivation and employee creativity. Design-Methodology-Approach: The data was collected from employees in different organization. This cross-sectional study collected data from employees and the methodology used includes survey data that were collected from employees in organizations. Structured interviews were also conducted to explain the outcomes from the survey. Findings: The results of this study reveal that transformational leadership has a positive impact on employee’s individual attributes. Research Implications: Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee motivation, performance and creativity, the prospects for further research are still present. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20creativity" title="employee creativity">employee creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20motivation" title=" employee motivation"> employee motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a> </p> <a href="https://publications.waset.org/abstracts/85528/the-impact-of-transformational-leadership-on-individual-attributes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85528.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">228</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13196</span> The Role of Organizational Culture, Organizational Commitment, and Styles of Transformational Leadership towards Employee Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Badawi%20Saluy">Ahmad Badawi Saluy</a>, <a href="https://publications.waset.org/abstracts/search?q=Novawiguna%20Kemalasari"> Novawiguna Kemalasari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine and analyze the influence of organizational culture, organizational commitment, and transformational leadership style on employee performance. This study used descriptive survey method with quantitative approach, and questionnaires as a tool used for basic data collection. The sampling technique used is proportionate stratified random sampling technique; all respondents in this study were 70 respondents. The analytical method used in this research is multiple linear regressions. The result of determination coefficient of 52.3% indicates that organizational culture, organizational commitment, and transformational leadership style simultaneously have a significant influence on the performance of employees, while the remaining 47.7% is explained by other factors outside the research variables. Partially, organization culture has strong and positive influence on employee performance, organizational commitment has a moderate and positive effect on employee performance, while the transformational leadership style has a strong and positive influence on employee performance and this is also the variable that has the most impact on employee performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20commitment" title=" organizational commitment"> organizational commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership%20style" title=" transformational leadership style"> transformational leadership style</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a> </p> <a href="https://publications.waset.org/abstracts/89483/the-role-of-organizational-culture-organizational-commitment-and-styles-of-transformational-leadership-towards-employee-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89483.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">226</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13195</span> Talent Management, Employee Competency, and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sunyoung%20Park">Sunyoung Park</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Context: Talent management is a strategic approach that has received considerable attention in recent years to improve employee competency and organizational performance in many organizations. The implementation of talent management involves identifying objectives and positions within the organization, developing a pool of high-potential employees, and establishing appropriate HR functions to promote high employee and organizational performance. This study aims to investigate the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. Research Aim: The main objective of this study is to investigate the structural relationships among talent management, human resources (HR) functions, employee competency, and organizational performance. Methodology: To achieve the research aim, this study used a quantitative research method. Specifically, a total of 1,478 responses were analyzed using structural equation modeling based on data obtained from the Human Capital Corporate Panel (HCCP) survey in South Korea. Findings: The study revealed that talent management has a positive influence on HR functions and employee competency. Additionally, HR functions directly affect employee competency and organizational performance. Employee competency was found to be related to organizational performance. Moreover, talent management and HR functions indirectly affect organizational performance through employee competency. Theoretical Importance: This study provides empirical evidence of the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. The findings suggest that organizations should focus on developing appropriate talent management and HR functions to improve employee competency, which, in turn, will lead to better organizational performance. Moreover, the study contributes to the existing literature by emphasizing the importance of the relationship between talent management and HR functions in improving organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20competency" title="employee competency">employee competency</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20functions" title=" HR functions"> HR functions</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/168290/talent-management-employee-competency-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">96</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13194</span> The Role of Employee Incentives in Financing from Customers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mengyu%20Lu">Mengyu Lu</a>, <a href="https://publications.waset.org/abstracts/search?q=Yongsheng%20Guo"> Yongsheng Guo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates how employee incentives affect employee performance in financing from customers. This study followed a grounded theory approach where data were collected through 29 interviews. Main themes and categories were identified through the coding processes. This study found that casual conditions, including financial barriers, informal finance, business location, customer base and customer relationship, influenced the adoption of customer finance in the case of SMEs. The SMEs build and maintain long-term relationships with customers through personal communications. The SMEs engage and motivate employees in customer communications and business financing strategy through financial incentives programs, including bonuses, salary rises, rewards and non-financial incentives, including training opportunities, extra holiday leave, and flexible working hours. Employee performance was measured through financing contribution and job contribution. As a consequence, customers will be well served by employees and get a better customer experience. SMEs can get benefits such as employee engagement, employee satisfaction and sustainable financing sources. This study gets in sight of employee incentives in improving employee performance in customer finance and makes implications to human capital theories. Suggestions are provided to the decision-makers in businesses as incentive programs improve employee performance that, eventually contributes to overall business performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=SMEs" title="SMEs">SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=financing%20from%20customers" title=" financing from customers"> financing from customers</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20incentives" title=" employee incentives"> employee incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=performance-based%20measurement" title=" performance-based measurement"> performance-based measurement</a> </p> <a href="https://publications.waset.org/abstracts/184591/the-role-of-employee-incentives-in-financing-from-customers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184591.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">56</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13193</span> The Effect of Human Relation on Employee Performance at Faculty of Economics of Syiah Kuala University</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yurnalis%20Usman">Yurnalis Usman</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In an organization, institution or enterprise, human resource is very important aspect since many human skills cannot be replaced by technology tools even though technology has advanced rapidly now. The relationship among people is very necessary to create a subordinate and leader relation in the assumption that human beings are creatures who have feeling, desires, needs, aspirations and ideas differing from one another. This study on human relation was conducted at the Faculty of Economics of UNSYIAH, Darussalam, Banda Aceh, while the research object is associated with human relations and employee performance in Faculty of Economics of UNSYIAH. To determine the extent of employee relations in Faculty of Economics with fellow employees or superiors, the employees are given some questions. The result shows that human relations influence the employee performance at Faculty of Economics UNSYIAH strongly. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20relation" title="human relation">human relation</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=communication" title=" communication"> communication</a>, <a href="https://publications.waset.org/abstracts/search?q=Syiah%20Kuala" title=" Syiah Kuala"> Syiah Kuala</a> </p> <a href="https://publications.waset.org/abstracts/39429/the-effect-of-human-relation-on-employee-performance-at-faculty-of-economics-of-syiah-kuala-university" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39429.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">286</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13192</span> The Impact of HRM Practices and Brand Performance on Financial Institution Performance: An Empirical Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=M.%20Khasro%20Miah">M. Khasro Miah</a>, <a href="https://publications.waset.org/abstracts/search?q=Chowdhury%20Hossan%20Golam"> Chowdhury Hossan Golam</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammed%20Siddique%20Hossain"> Muhammed Siddique Hossain </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Recently, financial institution brand image is turning out to be pretty weak due to the presence of strong local competitors and this in term is affecting their firm performance also. In this study, four major HR practices, namely employee commitment, empowerment, loyalty, and engagement are considered in order to measure its effects on the brand and financial performance of banking organization. This study finds that the banking institutions of Bangladesh are more customer oriented rather than internal employee oriented, which makes it quite obvious that the internal HR practices will have little or no effect on the banks brand performance. Employee Commitment has emerged out to be the most important predictor, followed by employee loyalty and empowerment. The employees are well-empowered, engaged, and shows loyalty towards the organization, but their activities are not well linked with the brand. Firms should concentrate to create a congenial working atmosphere and employees should feel like a part of the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=HR%20in%20bank" title="HR in bank">HR in bank</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title=" employee commitment"> employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=empowerment" title=" empowerment"> empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=finance" title=" finance"> finance</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20commitment" title=" employee commitment"> employee commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=loyalty%20and%20engagement" title=" loyalty and engagement"> loyalty and engagement</a> </p> <a href="https://publications.waset.org/abstracts/1448/the-impact-of-hrm-practices-and-brand-performance-on-financial-institution-performance-an-empirical-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1448.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">482</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13191</span> Employee Job Performance and Supervisor Workplace Gossip Employee Job Engagement's Mediation Effect</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pphakamani%20Irvine%20Dlamini">Pphakamani Irvine Dlamini</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The impact of supervisory gossip on subordinate work performance was investigated in this paper. The paper postulated that supervisory gossip, both bad and positive, has an impact on employee job engagement, which in turn has an impact on employee job performance. Data was collected from 238 employees and supervisors from the Mpumalanga Government Municipality in South Africa using a dyadic study approach. Employees responded to questions on supervisor gossip and job engagement, while supervisors responded to questions about employee work performance. Three waves of data gathering were carried out. Favourable superior gossip had a positive and substantial effect on employee job engagement, which increased employee job performance, according to the study, but negative superior gossip had a positive but insignificant effect on employee job engagement. The multicultural aspect of the municipality, as well as causation concerns and frequent method biases connected with research design, hampered the study. After successfully disentangling the supervisor-subordinate reciprocal communication web using Social Exchange Theory (SET), the study suggests that managers should instil effective ways for using both positive and negative gossip in the workplace to achieve favourable employee outcomes. Positive gossip creates workplace rivalry and competition, but negative gossip creates tension, stress, and mistrust among employees. This study attempted to assess the implication of supervisor gossip on employee job engagement and performance in the public service sector, whose employees are characterised by high job security as compared to their peers in the private sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=worlplace%20gossip" title="worlplace gossip">worlplace gossip</a>, <a href="https://publications.waset.org/abstracts/search?q=supervisor" title=" supervisor"> supervisor</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=LMX" title=" LMX"> LMX</a> </p> <a href="https://publications.waset.org/abstracts/151841/employee-job-performance-and-supervisor-workplace-gossip-employee-job-engagements-mediation-effect" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/151841.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">124</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13190</span> Sustainable Human Resource Management in the Hotel Industry: Assessing the Mediating Effect of Physiological Climate on Employee Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Salameh%20Almasarweh">Mohammad Salameh Almasarweh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The primary aim of this research is to explore the mediating role of physiological climate in the relationship between green HRM practices (specifically, GHRM practices, GHRM recruitment, GHRM training, GHRM performance appraisal, and GHRM empowerment) and employee performance within the hotel industry. The study revealed that green HRM practices, encompassing green recruiting, green training, green performance evaluation, and green empowerment, exerted a statistically significant influence on employee performance. A quantitative method was employed for this research, focusing on hotel managers in Jordan as the study's population. Data were collected through a questionnaire distributed to a convenience sample of 300 managers from various hotels in Jordan. The results of the study align with prior research, supporting the notion that green HRM practices positively impact both employee performance and physiological climate. Furthermore, the findings of this study indicate that physiological climate acts as a mediating factor in the relationship between green HRM practices and employee performance in Jordanian hotels. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=GHRM%20practices" title="GHRM practices">GHRM practices</a>, <a href="https://publications.waset.org/abstracts/search?q=GHRM%20recruitment" title=" GHRM recruitment"> GHRM recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=GHRM%20training" title=" GHRM training"> GHRM training</a>, <a href="https://publications.waset.org/abstracts/search?q=GHRM%20performance%20appraisal" title=" GHRM performance appraisal"> GHRM performance appraisal</a>, <a href="https://publications.waset.org/abstracts/search?q=GHRM%20empowerment" title=" GHRM empowerment"> GHRM empowerment</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20performance" title=" employee’s performance"> employee’s performance</a>, <a href="https://publications.waset.org/abstracts/search?q=physiological%20climate" title=" physiological climate"> physiological climate</a> </p> <a href="https://publications.waset.org/abstracts/182914/sustainable-human-resource-management-in-the-hotel-industry-assessing-the-mediating-effect-of-physiological-climate-on-employee-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/182914.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">68</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13189</span> Do Formalization and Centralization Influence Self-Efficacy and Its Outcomes? A Study of Direct and Moderating Effects</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghulam%20Mustafa">Ghulam Mustafa</a>, <a href="https://publications.waset.org/abstracts/search?q=Richard%20Glavee-Geo"> Richard Glavee-Geo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined the relationship between traditional variables of organizational structure (formalization and centralization), employee work related self-efficacy and employee subjective performance. The study further explored the moderating role of formalization and centralization on the link between employee self-efficacy and job performance. Five hypotheses were tested using a sample of employees from a large public organization in Pakistan. The results indicated a significant positive relationship between employee self-efficacy and job performance. Regarding the direct effects of formalization and centralization on self-efficacy, the results showed that formalization relates positively while centralization has a negative impact on self-efficacy. However, the results revealed no empirical evidence to confirm the hypotheses that formalization and centralization strengthen or weaken the relationship between self-efficacy and job performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=centralization" title="centralization">centralization</a>, <a href="https://publications.waset.org/abstracts/search?q=formalization" title=" formalization"> formalization</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=self-efficacy" title=" self-efficacy"> self-efficacy</a> </p> <a href="https://publications.waset.org/abstracts/32223/do-formalization-and-centralization-influence-self-efficacy-and-its-outcomes-a-study-of-direct-and-moderating-effects" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32223.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">297</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13188</span> Sustainability Performance in the Post-Pandemic Era: Employee Resilience Impact on Improving Employee and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sonali%20Mohite">Sonali Mohite</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Severe changes to Organizational Sustainability (OS) have been brought about by the COVID-19 pandemic. This situation forces organizations to tackle the competencies required to augment Employee Resilience (ER) and make profitable growth. This study explores how employee resilience contributes to both individual and organizational success in the wake of the COVID-19 pandemic. We suggest that employees who possess strong coping mechanisms and adaptability are better equipped to handle ongoing disruptions, resulting in improved individual performance metrics like productivity, engagement, and innovative thinking. Hence, exploring the efficiency of ER in improving EP and OS in post-pandemic (PP) is the aim of this research. By utilizing convenience sampling techniques, a total of 422 employees have been collected from numerous organizations. After that, the study’s hypothesis is analysed by using Structural Equation Modelling (SEM). As per the study’s findings, the ER factors of “Job Satisfaction (JS)”, “Self-Efficacy (SE)”, “Supervisors’ Support (SS)”, and “Facilitating Conditions (FC)” have positive and significant associations with organizational efficiency. Furthermore, the study’s findings also exhibited that there is the most important relation between SE and EOP. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20resilience" title="employee resilience">employee resilience</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title=" employee performance"> employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a>, <a href="https://publications.waset.org/abstracts/search?q=post-pandemic" title=" post-pandemic"> post-pandemic</a> </p> <a href="https://publications.waset.org/abstracts/189250/sustainability-performance-in-the-post-pandemic-era-employee-resilience-impact-on-improving-employee-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/189250.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">22</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13187</span> Effect of Recruitment and Selection on Employee Performance in Hospitality Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Yusuf%20A.%20Bako">Yusuf A. Bako</a>, <a href="https://publications.waset.org/abstracts/search?q=Olubunmi%20O.%20Kolawole"> Olubunmi O. Kolawole</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study sought to establish the effect of recruitment and selection on the employee performance in hospitality industries. The success of any organization in this modern business environment depends on the caliber of the manpower that steer the affairs of the organization. History has shown that recruitment and selection as a function of human resources management practices have a pivotal role in determining the level of employee performance in an organization. The hospitality industries have been faced with challenges of performance due to unconventional selection and placement practices in terms of poor policy in selecting candidate, inconsistency in selection process, sidetracking employment test and interview, godfatherism and regional selection process etc. The overall objective of the study was to determine how recruitment and selection affect employee performance in hospitality industry in Ogun State, Nigeria. This study adopts descriptive and inferential research design while population was drawn from leading hotels in Ogun State, Nigeria. The samples size was 100 employees and questionnaire was used to collect data while Cronbach alpha was used to test the instrument. The result of the study reveals that correlation between employee performance and recruitment and selection were highly significant. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=practices" title=" practices"> practices</a>, <a href="https://publications.waset.org/abstracts/search?q=recruitment" title=" recruitment"> recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=selection" title=" selection"> selection</a> </p> <a href="https://publications.waset.org/abstracts/43616/effect-of-recruitment-and-selection-on-employee-performance-in-hospitality-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/43616.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">379</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13186</span> The Evaluation and Performance of SSRU Employee’s that Influence the Attitude towards Work, Job Satisfaction and Organization Commitment </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bella%20Llego">Bella Llego </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to explain and empirically test the influence of attitude towards work, job satisfaction and organizational commitment of SSRU employee’s evaluation and performance. Data used in this study was primary data which were collected through Organizational Commitment Questionnaire with 1-5 Likert Scale. The respondent of this study was 200 managerial and non-managerial staff of SSRU. The statistics to analyze the data provide the descriptive by the mean, standard deviation and test hypothesis by the use of multiple regression. The result of this study is showed that attitude towards work have positive but not significant effect to job satisfaction and employees evaluation and performance. Different with attitude towards work, the organizations commitment has positive and significant influence on job satisfaction and employee performance at SSRU. It means every improvement in organization’s commitment has a positive effect toward job satisfaction and employee evaluation and performance at SSRU. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attitude%20towards%20work" title="attitude towards work">attitude towards work</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20evaluation%20and%20performance" title=" employee’s evaluation and performance"> employee’s evaluation and performance</a>, <a href="https://publications.waset.org/abstracts/search?q=jobs%20satisfaction" title=" jobs satisfaction"> jobs satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organization%20commitment" title=" organization commitment "> organization commitment </a> </p> <a href="https://publications.waset.org/abstracts/17781/the-evaluation-and-performance-of-ssru-employees-that-influence-the-attitude-towards-work-job-satisfaction-and-organization-commitment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17781.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">454</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13185</span> Acceptance of Big Data Technologies and Its Influence towards Employee’s Perception on Job Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jia%20Yi%20Yap">Jia Yi Yap</a>, <a href="https://publications.waset.org/abstracts/search?q=Angela%20S.%20H.%20Lee"> Angela S. H. Lee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> With the use of big data technologies, organization can get result that they are interested in. Big data technologies simply load all the data that is useful for the organizations and provide organizations a better way of analysing data. The purpose of this research is to get employees’ opinion from films in Malaysia to explore the use of big data technologies in their organization in order to provide how it may affect the perception of the employees on job performance. Therefore, in order to identify will accepting big data technologies in the organization affect the perception of the employee, questionnaire will be distributed to different employee from different Small and medium-sized enterprises (SME) organization listed in Malaysia. The conceptual model proposed will test with other variables in order to see the relationship between variables. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=big%20data%20technologies" title="big data technologies">big data technologies</a>, <a href="https://publications.waset.org/abstracts/search?q=employee" title=" employee"> employee</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=questionnaire" title=" questionnaire"> questionnaire</a> </p> <a href="https://publications.waset.org/abstracts/59432/acceptance-of-big-data-technologies-and-its-influence-towards-employees-perception-on-job-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59432.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">298</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13184</span> The Role of Organizational Culture in Facilitating Employee Job Satisfaction in Emerald Group</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Haffar">Mohamed Haffar</a>, <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Abdul%20Aziz"> Muhammad Abdul Aziz</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmad%20Ghoneim"> Ahmad Ghoneim</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The importance of having a good organizational culture that supports employee job satisfaction has fascinated both the business and academic world because of a tantalizing promise: culture can be fundamental to the enhancement of financial performance. This promise has led to growing interest for both researchers and practitioners in attempting to understand the influence of organizational culture on employees’ satisfaction and organizational performance. Even though the relationship between organizational culture and employee job satisfaction have gained attention in the literature, the majority of studies have been conducted within manufacturing organizations and tend to oversee the impact of culture on employee job satisfaction in a service-based environment. Thus, the main driving force of this study was to explore the role of organizational culture types in facilitating employee job satisfaction at Emerald Publishing Group. Interviews qualitative data analysis indicated that Emerald’s culture dominated by adhocracy and clan culture values. In addition, the findings provided evidence, which demonstrated that group and adhocracy organizational culture types play key roles in facilitating employee job satisfaction in a service-based environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20satisfaction" title="employee satisfaction">employee satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title=" organizational culture"> organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=performance" title=" performance"> performance</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20based%20environment" title=" service based environment"> service based environment</a> </p> <a href="https://publications.waset.org/abstracts/107900/the-role-of-organizational-culture-in-facilitating-employee-job-satisfaction-in-emerald-group" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107900.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">438</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13183</span> Role of Organizational Culture in Building Sustainable Employee’s Performance in Organizations: A Case Study of Zenith Bank PLC Jalingo Taraba State Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jerome%20Nyameh">Jerome Nyameh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The most valuable asset in the existence of organization is the employees and their ability in maintain appreciable level of performance which support the goal of the organization and the ability to do that depend largely on the organizational culture and culture has been considered most currently as the factor that relate positively to organizational excellence and sustainable employee’s performance over the period of time An employee engagement program will not go far without first establishing the organizational culture that is required to support sustainability. This means integrating sustainability into the overall employee’s performance, with clear vision, goals and metrics. It means having strong culture and a collaborative governance structure that has been develop as a ways of doing things in the organization for decision making and resource allocation. It requires a rewards and recognition program to support and reinforce sustainability behaviors. With such a culture in place, organization will be able to develop a strategy that fully engages employees, while fully realizing the benefits of their contributions. The study investigated empirically the role of organizational culture building sustainable employee’s performance using Zenith bank PLC a model where organizational culture will build sustainable employees performance strategy for a lasting actualization of organizational was developed. In order to achieve the research objectives of (i) to assess how organizational culture can build sustainable employee’s performance (ii) to analyze the gap that exists between organizational culture and sustainable employee’s performance in the organization, a survey questionnaires of 20 items was administered to sixty respondents. The findings of this study have practical implications for organizational leaders, managers and employees, and their organizations, particularly commercial banks in Nigeria, besides offering scope for further research in the area of organizational culture and sustainable employee’s performance. It will also show a significance and positive relationship that exist between organizational culture and sustainable employee’s performance, as means of building viable organization with cultural uniqueness and excellence performance in the world of competition. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20culture" title="organizational culture">organizational culture</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20employee%E2%80%99s%20performance" title=" sustainable employee’s performance"> sustainable employee’s performance</a>, <a href="https://publications.waset.org/abstracts/search?q=organizations" title=" organizations"> organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=Zenith%20Bank%20PLC%20Nigeria" title=" Zenith Bank PLC Nigeria"> Zenith Bank PLC Nigeria</a> </p> <a href="https://publications.waset.org/abstracts/19761/role-of-organizational-culture-in-building-sustainable-employees-performance-in-organizations-a-case-study-of-zenith-bank-plc-jalingo-taraba-state-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19761.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">514</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13182</span> The Relationship of Employee’s Job Satisfaction and Job Performance in Service Sector in Bangkok</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Vithaya%20Intaraphimol">Vithaya Intaraphimol</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates the relationship between employee’s job satisfaction and job performance of hotel’s employees in five-star hotels in Bangkok. This study used self-administration data collection from a sample of 400 employees of five-star hotels in Bangkok. The results indicated that there was a relationship between job satisfaction and job performance. In addition, dysfunctional conflict was related negatively to job satisfaction; meanwhile, functional conflict was related positively to job satisfaction. Moreover, there was a positive relationship between integrating, obliging, avoiding and compromising style and job satisfaction; however; dominating style had a negative relationship with job satisfaction and proved that job satisfaction tend to increase the positive emotion on job satisfaction in the service setting, consequently, employee has ability to deal with problems with more effectively and predictor of job satisfaction due to employee who satisfied with the job seems to remain in the organization and appearing to gain rewarding beneficial. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=conflict%20management" title="conflict management">conflict management</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20sector" title=" service sector"> service sector</a> </p> <a href="https://publications.waset.org/abstracts/55227/the-relationship-of-employees-job-satisfaction-and-job-performance-in-service-sector-in-bangkok" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/55227.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">275</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13181</span> A Review of the Antecedents and Consequences of Employee Engagementc</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ibrahim%20Hamidu%20Magem">Ibrahim Hamidu Magem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee engagement has continued to gain popularity among practitioners, consultants and academicians recent years. This is due to the fact that the engaged employees are central to organizational success in today’s highly competitive and rapidly changing business environment. Employee engagement depicts a situation whereby employee’s harnessed themselves to their work roles. The importance of employee engagement to organizations cannot be overemphasized in today’s rapidly changing business environment. Organizations both large and small are constantly striving to improve their performance, retain employees, reduce absenteeism, and create loyal customers among others. To be able to achieve these organizations need a team of highly engaged employees. In line with this, the study attempts to provide a valuable framework for understanding the antecedents and consequences of employee engagement in organizations. The paper categorizes the antecedents of employee engagement into individual and organizational factors which it is assumed that the existence of such factors could result into engaged employees that will be of benefit to organizations. Therefore, it is recommended that organizations should revisit and redesign its employee engagement system to enable them attain their organizational goals and objectives. In addition, organizations should note that engagement is personal but organizational engagement programmes should be about everyone in the organization. The findings from this paper adds to existing studies about employee engagement and also provide awareness to academics and practitioners about the importance of employee engagement to improve organizations efficiency and effectiveness, as well as to impact to overall firm performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=antecedents" title="antecedents">antecedents</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20involvement" title=" job involvement"> job involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a> </p> <a href="https://publications.waset.org/abstracts/53259/a-review-of-the-antecedents-and-consequences-of-employee-engagementc" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53259.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">260</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13180</span> The Impact of Change Management on Employee Satisfaction and Engagement</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ju-Chun%20Chien">Ju-Chun Chien</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The main purpose of this study was to figure out employees’ attitudes toward the new performance appraisal program and to examine whether three different types of appraisal processes differentially affected job satisfaction and employee engagement. The second purpose of this study was to investigate the relationship between performance appraisal reform, job satisfaction, and employee engagement. A large polyester and textile corporation had 2046 non-operational employees in February 2014. The valid participants were 1474 (72.04%) in this study. Data analysis included descriptive statistics, one-way ANOVA, one-way MANOVA, Pearson correlation, Content Validity Index, the exploratory factor analysis, and reliability analysis. The general results showed that employees who received the new performance appraisal program viewed the program more positively and showed more job satisfaction than those who did not. In particular, the implementation effects of this new performance appraisal program were most highly rated by employees who used the KPI to evaluate their job performance. Moreover, employees’ attitudes toward the new performance appraisal program were positively related to their job satisfaction and work engagement. On the other hand, most employees regarded themselves as engaged workers. To sum up, the HR department of this company has made an effective contribution to performance appraisal reforms. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=change%20management" title="change management">change management</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20appraisal%20reform" title=" performance appraisal reform"> performance appraisal reform</a> </p> <a href="https://publications.waset.org/abstracts/29132/the-impact-of-change-management-on-employee-satisfaction-and-engagement" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29132.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">332</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13179</span> The Impact of Employee Assistance Program on New Hire Well Being and Turnover</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Steffira%20Anjani">Steffira Anjani</a>, <a href="https://publications.waset.org/abstracts/search?q=Agnes%20Dessyana"> Agnes Dessyana</a>, <a href="https://publications.waset.org/abstracts/search?q=Luciyana%20Lesmana"> Luciyana Lesmana</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee well-being has been a major factor for an employee to deliver optimal performance in the workplace. During the COVID-19 pandemic, there has been a major concern for organizations to develop Employee Assistance Program as an approach to maintain employees’ well-being. However, there is little published evidence assessing the effectiveness of Employee Assistance Program for the employee’s well-being. The purpose of this paper is to advance theory and practice by understanding how the Employee Assistance Program (EAP) impacts to new hire well-being and turnover, especially in private organization. This paper provides an intervention framework used for new employees. The intervention program (onboarding and support group) is carried out to improve new hire well-being and to make them stay at the organization. The intervention is delivered to 36 new hire employees that were recruited from January 2021 to still ongoing 2022. The result of level 1 evaluation shows that new hire employees give a good rating to the intervention program. Next, the result of level 2 evaluation shows that the intervention has a significant difference in new hire well-being before and after the intervention program (Z=-2,11, p<0.05) and increases the percentage of recruitment quality index (RQI = 10%). <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Employee%20Assistance%20Program" title="Employee Assistance Program">Employee Assistance Program</a>, <a href="https://publications.waset.org/abstracts/search?q=well-being" title=" well-being"> well-being</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover" title=" turnover"> turnover</a>, <a href="https://publications.waset.org/abstracts/search?q=intervention%20program" title=" intervention program"> intervention program</a> </p> <a href="https://publications.waset.org/abstracts/146622/the-impact-of-employee-assistance-program-on-new-hire-well-being-and-turnover" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/146622.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">167</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13178</span> Employees’ Satisfaction and Engagement in UAE: Antecedents and Outcomes</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sareh%20Rajabi">Sareh Rajabi</a>, <a href="https://publications.waset.org/abstracts/search?q=Taha%20Anjamrooz"> Taha Anjamrooz</a>, <a href="https://publications.waset.org/abstracts/search?q=Ahmed%20Hassan%20%20Almarzooqi"> Ahmed Hassan Almarzooqi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee satisfaction, engagement, and performance are crucial for successful organizations. The performance of the employees now depends on their satisfaction level and whether they are satisfied with the management. Due to this fact, the organizations are now measuring the satisfaction level of their employees to increase profitability, productivity, and turnover. The aim of this research is to inspect the antecedents which direct in the direction of significant employee engagement and good job fit by finding the relationship between employee satisfaction and engagement. Based on an inclusive literature review on the employees’ satisfaction, engagement and performance, this research will conduct a study and survey in the UAE organizations in order to develop a framework for evaluating the impact of factors like employee satisfaction and engagement on the operation as an outcome by using statistical analysis. This study will allow in understanding the advantages of containing satisfied employees and how they perform in their peak motivation to make the company more profitable and competitive. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20satisfaction" title="employees’ satisfaction">employees’ satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20engagement" title=" employees’ engagement"> employees’ engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=antecedents" title=" antecedents"> antecedents</a>, <a href="https://publications.waset.org/abstracts/search?q=outcomes" title=" outcomes"> outcomes</a> </p> <a href="https://publications.waset.org/abstracts/128752/employees-satisfaction-and-engagement-in-uae-antecedents-and-outcomes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/128752.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">151</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13177</span> A Resource-Based Perspective on Job Crafting Consequences: An Empirical Study from China</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Eko%20Liao">Eko Liao</a>, <a href="https://publications.waset.org/abstracts/search?q=Cheryl%20Zhang"> Cheryl Zhang</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee job crafting refers to employee’s proactive behaviors of making customized changes to their jobs on cognitive, relationship, and task levels. Previous studies have investigated different situations triggering employee’s job crafting. However, much less is known about what would be the consequences for both employee themselves and their work groups. Guided by conservation of resources theory (COR), this study investigates how employees job crafting increases their objective task performance and promotive voice behaviors at work. It is argued that employee would gain more resources when they actively craft their job tasks, which in turn increase their job performance and encourage them to have more constructive speak-up behaviors. Specifically, employee’s psychological resources (i.e., job engagement) and relational resources (i.e., leader-member relationships) would be enhanced from effective crafting behaviors, because employees are more likely to regard their job tasks as meaningful, and their leaders would be more likely to notice and recognize their dedication at work when employees craft their job frequently. To test this research model, around 400 employees from various Chinese organizations from mainland China joins the two-wave data collection stage. Employee’s job crafting behaviors in three aspects are measured at time 1. Perception of resource gain (job engagement and leader-member exchange), voice, and job performance are measured at time 2. The research model is generally supported. This study contributes to the job crafting literature by broadening the theoretical lens to a resource-based perspective. It also has practical implications that organizations should pay more attention to employee crafting behaviors because they are closely related to employees in-role performance and constructive voice behaviors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=job%20crafting" title="job crafting">job crafting</a>, <a href="https://publications.waset.org/abstracts/search?q=resource-based%20perspective" title=" resource-based perspective"> resource-based perspective</a>, <a href="https://publications.waset.org/abstracts/search?q=voice" title=" voice"> voice</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20performance" title=" job performance"> job performance</a> </p> <a href="https://publications.waset.org/abstracts/84062/a-resource-based-perspective-on-job-crafting-consequences-an-empirical-study-from-china" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/84062.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">168</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13176</span> Attributes of Employee Engagement Best Practices: A Guideline for SMEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ghazanfar%20Bozai">Ghazanfar Bozai</a>, <a href="https://publications.waset.org/abstracts/search?q=Kanwal%20Gul"> Kanwal Gul</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Pakistan, SMEs are the major source of contribution to the economy, but due to lack of proper HR practices (lack of employee engagement), these fast growing business shut down with in few years of startup. The purpose of this study is to conduct a comprehensive literature survy of the major best practices used for employee engagement globally. This paper could be used as employee engagement best practices guide for SME’s in developing countries. This article is focused on identifying the attributes of employee engagement in different countries/ cultures and organizations. It will provide a summary of employee engagement models used globally and how SMEs could pick suitable attributes of employee engagement as per their structural culture. This article will add valuable literature on employee engagement in developing countries for new startups and small, medium business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=attributes" title="attributes">attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20engagement" title=" employee engagement"> employee engagement</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20practices" title=" human resources practices"> human resources practices</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20medium%20enterprises" title=" small medium enterprises"> small medium enterprises</a> </p> <a href="https://publications.waset.org/abstracts/78599/attributes-of-employee-engagement-best-practices-a-guideline-for-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78599.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">251</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13175</span> The Impact of Motivation on Employee Performance in South Korea</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Atabong%20Awung%20Lekeazem">Atabong Awung Lekeazem</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to identify the impact or role of incentives on employee’s performance with a particular emphasis on Korean workers. The process involves defining and explaining the different types of motivation. In defining them, we also bring out the difference between the two major types of motivations. The second phase of the paper shall involve gathering data/information from a sample population and then analyzing the data. In the analysis, we shall get to see the almost similar mentality or value which Koreans attach to motivation, which a slide different view coming only from top management personnel. The last phase shall have us presenting the data and coming to a conclusion from which possible knowledge on how managers and potential managers can ignite the best out of their employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=motivation" title="motivation">motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%E2%80%99s%20performance" title=" employee’s performance"> employee’s performance</a>, <a href="https://publications.waset.org/abstracts/search?q=Korean%20workers" title=" Korean workers"> Korean workers</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20information%20systems" title=" business information systems"> business information systems</a> </p> <a href="https://publications.waset.org/abstracts/26562/the-impact-of-motivation-on-employee-performance-in-south-korea" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/26562.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">414</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">13174</span> The Specificity of Employee Development in Polish Small Enterprises</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=E.%20Rak">E. Rak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of the paper is to identify some of the specific characteristics of employee development, as observed in the practice of small enterprises in Poland. Results suggest that a sizeable percentage of employers are not interested in improving the development of their employee base. This aspect is often perceived as insignificant. In addition, many employers have no theoretical or practical knowledge of employee development methods. Lack of sufficient financial support is reported as third on the list of the most important barriers to employee development. Employees, on the other hand, typically offload the responsibility of initiating this type of activities onto the employer. Employee development plans are typically flexible and accommodating. The original value offered by this research comes in the form of a detailed characteristics of employee development in small enterprises, accompanied by identification of specificity of human resource development in Polish companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20development" title="employee development">employee development</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20development" title=" human resources development"> human resources development</a>, <a href="https://publications.waset.org/abstracts/search?q=small%20enterprises" title=" small enterprises"> small enterprises</a>, <a href="https://publications.waset.org/abstracts/search?q=trainings" title=" trainings"> trainings</a> </p> <a href="https://publications.waset.org/abstracts/51189/the-specificity-of-employee-development-in-polish-small-enterprises" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/51189.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">374</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20performance&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20performance&page=3">3</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20performance&page=4">4</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=employee%20performance&page=5">5</a></li> <li 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