The purpose of this study is to study the effect of market orientation and authenticity on innovation capability both directly and moderated by paradox mindset, organizational level. We also study the effect of motivation, individual level, on innovation capability both directly and moderated by a paradox mindset. The hypotheses proposed in this study are empirically tested using data from 580 respondents and 180 Batik SME organizations in Indonesia. To analyze the data, multilevel analysis with MPlus software is used. The results show that in a cross-level relationship, artisan motivation had a positive effect on innovation capability, and paradox mindset significantly moderated the relationship between market orientation and innovation capability. In addition, the authors also found a significant effect of authenticity on innovation capability. The study uses multilevel analysis to evaluate the mechanism of influence of artisan motivation (bottom-up) on innovation capability, and the moderating effect of paradox mindset in the Indonesian batik industry.

This study aims to obtain the results of employee performance appraisal through a decision support system (DSS) on situational leadership with work motivation as a connecting variable to employee performance. The use of this type of quantitative research with the number of respondents with a saturated sample technique will make this research more relevant and objective in showing the re-sults. Data analysis using smart PLS 3.0 which resulted in the finding that the decision support sys-tem (DSS) in situational leadership had not been able to contribute to improve employee perfor-mance. It can be concluded that the role of technology in semi structured decision making must be based on sufficient data to help improve employee motivation and performance. In fact, leadership is still used to make unstructured decisions without paying attention to the data stored in the perfor-mance system. Performance indicators are not well-paid attention so that the value generated from this study shows negative results.

One of the important tasks is to improve work ability, work motivation, performance and work productivity in business. The research objective is to examine the contribution and influence of work ability, work motivation, performance, and their impacts on work productivity. The research was conducted among all 105 cooperatives in the city of Pasuruan, East Java. The research method used survey methods and data analysis techniques using path analysis. The results showed that work ability and work motivation had significant effects on the performance (β=0.226, Sig. = 0.000). Work ability, work motivation, and performance had significant effects on work productivi-ty (β=0.481, α = 0.000). The ability to work had a significant direct effect on the performance (β=0.393, Sig. = 0.000). Work ability had a significant direct effect on productivity (β=0.578, Sig. = 0.043). Performance had a significant direct effect on work productivity (β=0.542, α = 0.000). Furthermore, work ability had a significant effect on work productivity through performance (t-value=2.083>1.983). Finally, work motivation had a significant indirect effect on productivity through performance (t-value=2.921>1.983).

The purpose of this study was to examine and analyze the influence of personality, motivation, job satisfaction, employee engagement, organizational commitment on employee performance in PT. PLN (Persero) The Power Generation Unit of Mahakam, Indonesia. There were 167 employees participated in this survey using a saturated sample in which all populations were sampled. The re-search model used in this study was a structural model to test the hypotheses proposed by the SEM (Structure Equation Modeling) analysis technique using the Warp PLS 6.0 program approach. The results show that personality and job satisfaction had a positive and significant effect on employee engagement. Motivation was not significant to employee engagement. Personality and motivation were not significant to organizational commitment. Job satisfaction had positive and significant effect on organizational commitment. Personality, motivation, and job satisfaction did not have significant effect on employee performance. Employee engagement was positive and significant for organizational commitment. Employee engagement and organizational commitment were positive and significant for employee performance.

This study examines effect of transformational leadership (TFL) on work motivation in Vietnam, through the mediating role of employee emotions (expressed by the effect of leader on employee satisfaction). This paper considers employee motivation using independent and intermediate variables characterizing individuals and organizations. In order to find relationships between the select-ed variables, and to evaluate the role of the mediator, a technique of Explore Factor Analysis method (EFA) is sued with primary data collected from 286 among 317 employees currently working using regression models and 500 bootstrapping samples in order to quantify the role of the mediator. For the purposes of the analysis, the structural equation modelling (SEM) method was efficiency applied. The quantitative research was conducted in SMEs selected by stratification technique. In both cases the outcomes are significantly determined by employees’ motivation. This practical model demonstrates an influential relationship between TFL and work motivation. The study provides proof that the relations of transformational leadership have been shown to have a direct indirect influence on employee motivation, in which the mediator is the satisfaction which has direct impact on work motivation. The results of the research show strong evidences for policy makers and enterprises for management at SMEs as well as it contributes to literature review of behavior organization. Findings also strongly show implied solutions which would support for Vietnamese SMEs to improve stable job performance.

Aged workers were mostly questioned in terms of their work efficiency. However, as time changed and the structure of human resource in the organization also changed, older people became important part of all human resources in the organization. The study, hence, aimed 1) to study the level of work efficiency of aged workers; and 2) to study factors affecting work efficiency of aged workers. The study applied quantitative method using questionnaire as a data collection tool, collecting data from aged governmental officers in Nong Khai province, Thailand. There were 402 completed questionnaires which were taken for analysis. The finding presented that aged workers performed very high level of work efficiency using frequency, mean, and standard deviation techniques to analyze. To find the factors affecting work efficiency, the research applied multiple regression analysis. The finding presented that recognition and respect, fair evaluation, job design, and compensation were factors affecting work efficiency of aged governmental officers.

Job performance becomes one of crucial issues and challenges faced by the organizations and it is related to employees’ performance. In conjunction with the issue, this study investigates the determinants of job performance among female employees in Malaysia. Respondents involved in this study were composed of 320 female workers selected from manufacturing, education, health and hospitality sectors. The data was collected through self-administered questionnaires by using a five-point Likert scale. The study uses two common statistical analysis, including the descriptive and inferential statistics analyses by assisting statistical software, namely the Statistical Package for Social Science (SPSS-20). The outcome shows that motivation, organizational climate, and time management significantly influenced female employees' job performance. Also, the organizational climate was a determinant factor affecting female job performance in Malaysia. Thus, the finding of this study will assist female employees and employers in understanding the factors that could affect their performance in the organization.

The quaternary business sector growth, as an up-to-date form of service, has long been considered harmless to the environment, and is separated from the industrial and manufacturing sectors which are considered to have a direct effect on environmental sustainability. This is because quaternary business is generally considered to have intangible and experience-based services that are considered not to have real consequences on the environment. This study seeks to examine the role of environmental staff in efforts to manage hotels in Batam Indonesia. Furthermore, the study seeks to explore the use of human resources to improve environmental performance in the hospitality business in Batam. Some key aspects of the HR study, such as compensation and leadership, were tested in this study. The method used is a quantitative approach with a sample of 150 respondents environmental management staff. Analysis of research data is based on path analysis through Structural Equation Modeling (SEM). The results show that there was a significant and positive direct influence between work ability, leadership, and compensation on motivation of environmental staff. Subsequent results show an indirect effect of work skills, leadership, and compensation on performance through motivational mediation variables. The originality of this study lies on its efforts to emphasize that the hospitality business should also be considered a business that has an effect on the environment, and the exploration of this study that brings the perspective of HR in improving environmental performance in the implementation of environmentally friendly businesses. The study underscores the importance of standardized environmental management in starred hotel management. In addition, the study offers originality that various forms of appreciation and increased motivation affect not only on improving business performance, but also on environmental performance in managing hospitality services.

The purpose of this study is to know the effect of entrepreneurship attitude of manager and cooperative member motivation in enhancing member participation in North Sumatera Province, Indonesia. A questionnaire survey with a 1-5 Likert Scale is executed to achieve the objective of the study. Respondents consist of 100 managers and 100 members of the cooperatives. Data is analyzed using SPSS v. 20. The results show that manager entrepreneurship attitude and member motivations correlated significantly in increasing the participation of cooperative members with r1 = 0.866 (p-value=0.00) and r2 = 0.902 (p-value=0.00), respectively. Likewise, entrepreneurship attitude of manager and member motivation have significant effects on increasing member participation. It is also found that R2 = 0.836, and F-value was 247,430 with α≤0.01. This study revealed the independent variable significantly correlated and increased participation of member in the Province of North Sumatera, Indonesia. Thus, it is very important to insert entrepreneurship attitude and motivation in providing cooperative education.

The research was conducted in order to identify the relationships between human resource practices, employee motivation and employee loyalty. Quantitative research method was applied with questionnaires directly delivered to 595 employees in hospitality sector in Ho Chi Minh city, Vietnam. Statistics techniques including exploratory factor analysis, reliability analysis, multiple regression and mediation analysis were used. The empirical results showed that variables of team spirit, career development, compensation, relationship with manager and working environment directly affected employee motivation and consequently, they provided indirect effects on loyalty through the mediation of employee motivation. In addition, employee loyalty was also directly affected by career development, working environment and employee motivation. It is suggested that hospitality sector should develop attractive compensation and benefit policies, comfortable workplace environment, coherent teamwork culture as well as straightforward career training and development plan for achieving higher level of employee loyalty.