Desire and climate on employee performance – a study on plantation state-owned enterprise in Indonesia

Villages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.

Given the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).
The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance.

Human resources management (HRM) has become critical in modern empirical studies. This study examines the impact of several critical HRM practices, including workforce planning, recruitment and selection, training and development, compensation, and employee appraisal, on employee performance. The study selected employees of Al-Balqa Applied University in Jordan to conduct a survey totaling 150 respondents. The paper adopted a quantitative research approach to achieve the study objectives using self-administrated questionnaires for data collection. The study used the SPSS software to conduct the primary analyses. The results showed that the university’s application of HRM practices was at a high level, where training and development took first place in priority. However, the study suggested a change in HRM practices in the pursuit of excellence to improve the productivity of employees at the university. Therefore, personnel management should always strives to implement one or another strategy of the university, based on which appropriate human resource management practices are chosen.