The goal of this study was to find out how entrepreneurship self-concept, work motivation, and risk taking on human resource department performance and business overall performance at Jordan private universities. To test the study's assumptions, 311 samples from the research study were taken, looked at, and argued about. Entrepreneurship, self-concept, work motivation, and risk taking were all found to affect the success of both human resource department performance and business overall performance. The first factor was the self-concept, which can be seen in self-esteem, self-image, and self-identity. The second most important factor is work motivation, which includes intrinsic motivation, extrinsic motivation, goal setting and orientation. Risk taking is the third and final important factor. It includes participants' risk tolerance, their perception of risk, and their outcome expectations. The study found that helping employees to understand their job nature and how they can do it, increasing the motivation on job work, and increasing the employees’ demands for taking risks can improve performance ratio in human resource department, and that having an organizational structure that encourages teamwork and work teams can improve the ability to solve problems and improve work performance, which in turn affects overall productivity. This study adds new information to a new area that needs more research to fully understand how workload, work pay, and organizational structure pressures all affect each other. This study's topic, Jordan private universities, is both new and important because it could help scientific private universities to improve how they run and give better education output.

This study aims to examine the influence of organizational culture on employee performance mediated by job satisfaction and work motivation. This research is a quantitative research with a case study at the SME PT PMS Company in Surabaya, Indonesia by distributing questionnaires to 50 employees. The data were processed using Structural Equation Modeling with the Smart PLS 3 programs. The results showed that in fact the respondents thought that organizational culture and work motivation had no direct significant effect on employee performance, and work motivation could not mediate organizational culture on employee performance. Organizational culture has a significant direct effect on job satisfaction and work motivation and job satisfaction has a significant direct effect on employee performance. Likewise, job satisfaction can mediate organizational culture on employee performance where all relationships lead in a positive direction. There has been no research that examines the relationship model of those 4 variables which is intended to determine the wider relationship between these variables and this study provides an overview of employee behavior in SME companies and is useful as input in determining strategies, especially for companies to improve their performance.

The present paper aims to examine and analyze: 1) the effect of farmers’ work motivation on their performance; 2) the effect of information technology on farmers’ performance; 3) the effect of farmers’ work motivation on their performance as moderated by local knowledge; and 4) the effect of information technology utilization on farmers’ performance as moderated by local knowledge. Our study population comprised of all farmers registered as members of farmer association in Tirtomartani Village, Sleman Regency, Yogyakarta. We adopt cluster random sampling as the sampling method and use a sample of 102 respondents. Data were collected using a four-point Likert scale and analyzed using smartPLS 3.0. The results indicate that: 1) work motivation had a positive effect on farmers’ performance; 2) utilization of information technology had a positive effect on farmers’ performance; 3) local knowledge did not moderate the relationship between work motivation and farmers’ performance; and 4) local knowledge moderated the relationship between utilization of information technology and farmers’ performance.

This study was conducted to evaluate the factors affecting work motivation. Ten dimensions of the motivation factors in this study were determined as Achievement, Recognition, Job characteristics, Responsibility, Advancement, and hygiene factors included Work conditions, Supervision, Company Policies, Salary and Relationships used for the proposed model. The research methodology was conducted in a survey with participation of 200 respondents from 15 enterprises. The data was analyzed by using descriptive statistics, factor analysis and regression. The empirical results show that Company policies significantly impacted on Work motivation, whereas Job characteristic had no impact on Work motivation. Finally, the study recommended some solutions to help companies improve their performance.

The aim of this study is to examine the effects of training and job promotion on work motiva-tion and their implications on employee job performance. The study is accomplished in the Environment of the South Lampung Regency National Education Office on 215 respondents. The research design uses a quantitative survey method and data analysis is based on the structural equation model (SEM) with Amos 24. The results of the study show that (a) training and promotion had a positive and significant effect on work motivation, (b) training, promo-tion and work motivation had a positive and significant effect on job performance but (c) work motivation did not play any significant role in mediating the effect of training and job promotion for job performance. While job promotion had a more dominant direct effect than training in improving employee job performance, efforts to improve employee job performance will be more productive by providing job promotions to employees. Another effort is to provide opportunities for employees to attend training regularly. With job promotion and training, work motivation will increase, and the impact is that employee job performance will increase.

This paper presents a survey to measure the effects of work motivation and leadership on the performance of employees as predictors of organizational culture in broadcasting commission of Riau islands province, Indonesia. There are two dependent variables namely mediating variables (moderating variable) consisting of Cultural Organization, and the dependent variable (dependent variable) consisting of Employee Performance. Using a questionnaire designed in Likert scale, the survey distributes 120 questionnaires among the surveyed people and manage to collect 101 properly filled ones. Using structural equation modeling, the survey has confirmed the effect of work motivation to latent variable, Cultural Organization. The survey also confirms that the performance changes were affected by Motivation, Leadership, and Organizational Culture.

The purpose of this study was to evaluate the impact of important entrepreneurship variables, notably self-concept, work motivation, and risk-taking, on organizational behavior and learning within the setting of Jordan Orange Telecommunication firm. Notably, the research was intended to look at how these factors affect organizational behavior and learning. To evaluate the hypotheses that were proposed in this research, a sample size of 294 people participated in the study, and their data were evaluated and debated. It was shown that an individual's perception of themselves as entrepreneurs, their level of drive at work, and their willingness to take risks all had an impact on developing organizational behavior and organization learning. It became clear that self-concept was the most important component, and that it included aspects such as self-confidence, self-perception, and self-definition. Closely following behind was the concept of work motivation, which included concepts such as self-motivation, extrinsic motivation, the setting of goals, and concentration. Risk-taking was the third key factor, and within this category were subcategories such as risk tolerance and risk perception, as well as expectations surrounding the consequences. The findings showed the possibility for improving organizational behavior and fostering innovation by assisting employees in comprehending the roles they play in their jobs, boosting job motivation, and encouraging a predilection for risk-taking. This can be accomplished by providing employees with training and development opportunities. The study adds fresh insights to a field that merits additional exploration, particularly considering the connection between workload, compensation, and the structural demands that are placed on organizations. The fact that the research concentrated on Jordan Orange Telecommunication company makes it both innovative and of major importance. This is because it can improve both the business's operations as well as the overall quality of the company's goods and services.