Online ISSN: 2515-8260

Keywords : Employee Performance


Influence Of Organizational Culture On Employee Behavior

Harikumar Pallathadka

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 10, Pages 4331-4341

The relationship between an organization's success and its culture has been
extensively researched. Scholars from both developed and developing countries have
investigated the connections between various organizations. While there is agreement that
the two have a good relationship, scholars have differed on the extent of that relationship.
While researchers agree that a strong organizational culture improves employee efficiency,
the extent to which it does so is a point of contention. The author of this paper uses a
literature review to investigate the effect of organizational culture on employees' actions,
attitudes, and efficiency. This paper begins by debating the various meanings of "culture"
and what organizational culture entails. We then use evidence and literature from around
the world to explore the effect of organizational culture on employee performance.
Organizational culture has been found to affect employee actions and loyalty to the
company and their efficiency, both directly and indirectly. However, it is yet to be
determined which feature of corporate culture has the greatest effect and yields the
greatest return on investment.

EXPLORING THE SUCCESS FACTORS OF COMPETENCY MAPPING IN CAPTIVE POWER PLANTS IN INDIA

Swetalina Mishra; Dr RKS.Mangesh Dash; Dr Supriya Pattanayak

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 2, Pages 5686-5694

Competency has been the bedrock of each and every successful sector. This paper attempts to explore the package of success factors of effective competency mapping in a few representatives Captive Power Plants (CPP) of Odisha. The paper outlines data reduction using exploratory factor analysis (EFA) from an archetypal sample of 420 respondents drawn from four public and private power units of Odisha. Investigation reveals competency mapping process is an effective apparatus including six success factors that lend it credence: result orientation, transparency, updated practice, management support, employee participation and strategic orientation. These factors assign different weightage in terms of perception and significance towards mapping of competencies and embellishing knowledge. A convenient non probability sampling method has been espoused in this study. Future research on this study may attempt to replicate this research with intercession and temperance function to explore the interrelationship of effective competency mapping factors and employee performance. A wider organization network may be used to see whether the success factors have some degree of impact. The study assumes significance as Odisha state in India has been a constantly growing economy in case of power manufacturing and distributing area. The identified success factors do serve power sector organization positively and are observed to be beneficial in terms of employee involvement, establishing transparent communication channels to deliver consistent growth, developing leaders for future, aligning individual performance in sync with organization vision and mission. Power manufacturing and supply industries play a significant role in economic growth supporting the vision of Government of India’s initiative “Power for all”. “Power” is the most essential constituent of infrastructure impacting economic growth and welfare. Power manufacturing units are facing challenges in human knowledge development and its forward linkage with business sustainability. The paper explores the success factors contributing towards having an effective competency mapping of CPP in Odisha. The present study is among the few work studied in the past regarding exploring the success factors behind effective competency mapping. The findings add significantly to the scanty information in this area in Odisha context.

The Influence of Leadership on Human Resource Empowerment and Job Satisfaction in Improving Employee Performance

Cici Ita Ristianty; Nurwati .; nasrul .; Laode Bahana Adam

European Journal of Molecular & Clinical Medicine, 2020, Volume 7, Issue 1, Pages 3844-3852

The effect of leadership on empowering human resources, (2). The influence of leadership on employee satisfaction, (3). The effect of empowering human resources on satisfaction, (4). Influence of satisfaction on employee performance, (5). The influence of leadership on employee satisfaction through empowering human resources. The population in this study was Konawe Regency Government Employees with the characteristicsof Civil Servants (PNS) in all OPDs within the Konawes Regency Government as many as 6,196 people. The sampling technique is stratified random sampling with a sample of 152 people. Data analysis technique to answer the problem in this research hypothesis is a quantitative analysis that is supported by Qualitative through two stages, namely statistical descriptive analysis and Structural Equation Modeling (SEM) analysis. The results showed that the relationship between leadership and human resource empowerment in this study was directly proportional; leadership had a positive and significant effect on employee satisfaction while Human Resources empowerment had a positive but not significant effect on job satisfaction. Job satisfaction has a positive and significant effect on employee performance has a positive but not significant effect on job satisfaction. Furthermore the empowerment variable does not significantly mediate the relationship between the leadership variable and job satisfaction variable