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RISS 인기검색어
- 검색키워드
- 저자 : MAPPAMIRING, M. (검색결과 4 건)
- 무료
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What Millennial Workers Want? Turnover or Intention to Stay in Company
Mappamiring MAPPAMIRING,Muhammad AKOB,Aditya Halim Perdana Kusuma PUTRA 한국유통과학회 2020 The Journal of Asian Finance, Economics and Busine Vol.7 No.5
The purpose of this study is to investigate and reconfirm the research instruments and variables that have been developed by prior study and built new concepts from empirical research results. Besides analyzing the essential role of fundamental, rational, and psychology aspects to increase employee’s intention to stay in a company, which is useful for the development of human resource development strategies for millennial workers in the future. A total of 438 non-student male respondents aged 23-36 years, with unmarried status and not working in the SOE sector or as a civil servant, were surveyed with questionnaires. The study was conducted in Makassar, Indonesia. Data collection uses a survey with the second-order model approach and regression with control variables. The findings of this study suggest the existence of an inter-relationship between fundamental, rational and psychological aspects. They are inseparable and have a positive and significant influence. Broadly speaking, the link between fundamental, psychology and rational aspects states that the decision for millennial male workers to stay in the company will depend on whether the company has a good image and reputation, the level of attention the organization pays to career development, is competent, and applies regulations and rules with flexibility.
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What Millennial Workers Want? Turnover or Intention to Stay in Company
MAPPAMIRING, Mappamiring,AKOB, Muhammad,PUTRA, Aditya Halim Perdana Kusuma Korea Distribution Science Association 2020 The Journal of Asian Finance, Economics and Busine Vol.7 No.5
The purpose of this study is to investigate and reconfirm the research instruments and variables that have been developed by prior study and built new concepts from empirical research results. Besides analyzing the essential role of fundamental, rational, and psychology aspects to increase employee's intention to stay in a company, which is useful for the development of human resource development strategies for millennial workers in the future. A total of 438 non-student male respondents aged 23-36 years, with unmarried status and not working in the SOE sector or as a civil servant, were surveyed with questionnaires. The study was conducted in Makassar, Indonesia. Data collection uses a survey with the second-order model approach and regression with control variables. The findings of this study suggest the existence of an inter-relationship between fundamental, rational and psychological aspects. They are inseparable and have a positive and significant influence. Broadly speaking, the link between fundamental, psychology and rational aspects states that the decision for millennial male workers to stay in the company will depend on whether the company has a good image and reputation, the level of attention the organization pays to career development, is competent, and applies regulations and rules with flexibility.
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MAPPAMIRING, Mappamiring,PUTRA, Aditya Halim Perdana Kusuma Korea Distribution Science Association 2021 The Journal of Asian Finance, Economics and Busine Vol.8 No.2
Objectively, the purpose of this study aims to re-confirm and analyze the relationship between variables through direct relationships and mediation (i.e., career optimism (CO), organizational fairness (OF), organizational entrepreneurship commitment (OEC) on employee engagement). This study also addresses whether career optimism provides a strong-impact if it mediates other antecedent variables on employee engagement. Therefore, to test and prove this, we made observations on 200 samples comprising lecturers in Indonesia. The data collection method uses a survey both offline and online. Through the PLS-SEM approach, the statistical testing demonstration states that all hypotheses, either through direct relationship or mediation, are proven to have a positive and significant effect. Career optimism has also proven to be a substantial and positive contribution to testing employee engagement as a mediating variable. The results of seven hypothesis testing in our study confirm that the broaden-built theory and organizational theory are closely related. Therefore, this study positively contributes to human resource management's science to balance the psychological and organizational aspects. In this study, we also add that consistency and a positive attitude in a career trigger a person's career optimization in a better and more positive direction, especially for career-path and employee engagement.
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CSR and Firm Reputation from Employee Perspective
TANGNGISALU, Jannati,MAPPAMIRING, M.,ANDAYANI, Wuryan,YUSUF, Muhammad,PUTRA, Aditya Halim Perdana Kusuma Korea Distribution Science Association 2020 The Journal of Asian Finance, Economics and Busine Vol.7 No.10
This research focuses on the importance of corporate social responsibility in building the company's reputation. Experts have studied CSR as an antecedent of a company's reputation, but the mechanisms underlying this process are rarely explored. Therefore, to fill this research gap, we demonstrate CSR's implementation combined with organizational justice based on discrepancy and equity theory. This study involved 210 employees in a family company. The study's analysis method uses Structural Equation Model (SEM), SmartPLS, with a five-step measurement and analysis procedure. The variables in this study are CSR implementation, organizational justice, employee trust, firm reputation, organizational objectiveness, organizational commitment, job satisfaction, and job performance. The results found that some of the direct relationships stated were not significant, but all demonstrations of indirect links were substantial. Besides, optimal CSR and organizational justice provide a reliable and positive domino effect in increasing the role and consequences of employee trust and firm reputation. The findings in this study confirm that upstream-downstream job performance causality can be successfully achieved if job satisfaction has been realized, job satisfaction can be achieved if organizational commitment can also be recognized, and organizational commitment can be developed. Reflection and influence, rather than organizational attractiveness becomes essential.
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