Optimizing healthcare employee performance: a serial mediation model.

This research intends to shed additional light on the effects of toxic leadership on employee satisfaction, motivation, and performance. Such a study on toxic leadership is required since, to date, no research in Indonesia have sought to quantify the consequences of toxic leadership on organizational leaders. Using surveys and structural equation modeling, a quantitative strategy was adopted (SEM). The research sample amounted to 400 taken from 8 locations in Indonesia. Using Google Forms, questionnaires were distributed to 400 employees and analyzed using the Lisrel 8.5 program. The results show that toxic leadership has an effect on job satisfaction (p > 0.00), toxic leadership has an effect on work motivation (p > 0.00), toxic leadership has no effect on employee performance (p < 0.00), job satisfaction has an effect on work motivation (p > 0.00), job satisfaction has effect on employee performance (p > 0.00) work motivation has no effect on employee performance (p < 0.00). The consequences of the study findings for organizations range from the process of screening and selection of leaders to creating stress management and self-resilience training to help employees deal with their emotions in healthy ways and strengthen their defenses.

The objective of this research was to determine factors that mediate between transformational leadership style and retention of employees, as talent retention is an emerging issue for organizations due to workplace diversity. This study provides a guideline to the supervisors and leaders in managing their workforce. By using structural equation modeling (SEM), the result exhibited a positive impact between transformational leadership and talent retention, transformational leadership and job satisfaction, transformational leadership, and psychological ownership. The study also revealed a positive impact on job satisfaction and talent retention, psychological ownership, and talent retention. This model is an attempt to find out the further factors and measures that affect employee retention in the banking sector of Pakistan.JEL Classification: J28, J54, G21How to Cite:Mir, M. M., Khan, A., &amp; Abbas, Q. (2020). Transformational Leadership Style and Talent Retention in PakistaniBanks: A Serial Multiple Mediation Model. Etikonomi: Jurnal Ekonomi, 19(1), 63 – 76. https://doi.org/10.15408/etk.v19i1.11264.

Organizational culture, leadership, and the use of digital technology are key factors that influence the success of organizational change. When managed properly, these aspects can have a positive impact on improving both organizational and individual performance. This study aims to determine the influence of organizational culture, leadership, and digital skills on employee performance in the Polyester Division of PT. Indo-Rama Synthetics Tbk, Purwakarta. The research method used is a descriptive quantitative approach. The population in this study consisted of all employees, totaling 1,580 individuals, with a sample of 319 respondents determined using the Slovin formula. Data were collected through questionnaires and analyzed using multiple linear regression. The results of the study indicate that, partially, the variables of organizational culture and leadership have a positive but not significant effect on employee performance. Meanwhile, digital skills have a negative and significant effect. Simultaneously, all three variables have a significant effect on employee performance. Digital skills contribute the most to employee performance, followed by organizational culture and leadership. This study recommends the need for targeted and adaptive improvement of employees' digital capabilities, as well as strengthening organizational culture and leadership styles that support productivity in order to enhance employee performance optimally.

The study examines the adoption of leadership style by the management of the Board of Revenue Sindh and its effect on the Performance of the employees and the mediating role of psychological ownership. The study employed a quantitative research design; a survey was conducted on the Board of Revenue Sindh using the questionnaire for data collection. The PLS-SEM was used for the data analysis. The findings suggest that the management of the Board of Revenue Sindh followed or employed the Democratic Leadership Style at the Board of Revenue Sindh. Besides that, the autocratic and laissez-faire leadership styles have an insignificant impact on employee performance. Psychological ownership mediates the relationship between the Democratic Leadership Style and employees' Performance. It means that when the management follows the democratic leadership style, employees are motivated, and they own the organization, ultimately improving the employee and business performance.

Improving the quality of government services in the era of globalization and digitalization is a demand for the State Civil Apparatus (SCA) to improve its performance. Employee performance is influenced by several factors such as organizational commitment, leadership style, and knowledge sharing. However, the phenomenon that exists in the field today is that the efforts made in building a sense of organization commitment, leadership style, and knowledge sharing of each SCA have not been maximized. This also happened at the Investment and One-Door Integrated Services Office (IODISO) of East Luwu Regency. For this reason, this research is expected to be able to provide solutions to the relevant agencies in improving employee performance. The three factors that have been mentioned are then measured using a questionnaire with question items in the form of a Likert scale that is submitted to each respondent. So the data obtained in the form of quantitative data. This data is then analyzed using path analysis. The analysis showed that organizational commitment and leadership style had a direct positive influence on knowledge sharing significantly. Then organizational commitment, leadership style, and knowledge sharing also have a positive direct effect on employee performance. Whereas organizational commitment and leadership style have an indirect positive influence through knowledge sharing on employee performance. This organizational commitment, leadership style, and knowledge sharing contributed to an influence of 92.1% on employee performance.

In this study, we examined the relationship between transformational leadership, employee engagement and employee performance. Furthermore the mediating effect of psychological ownership in the dimensions of self-efficacy, belongingness, self-identity and accountability are studied in the relationship of these variables with employee performance. The empirical findings of data, collected through questionnaires from sample of 270 employees and managers of telecom companies indicated significant relationship between transformational leadership, employee engagement practices and employee performance. Results also supported the mediation of psychological ownership in relationship of these variables. Managerial implications and future research directions are discussed. Key words: Transformational leadership, employee engagement, employee performance, psychological ownership.

IntroductionHealthcare systems are being bombarded during the COVID-19 pandemic. Understanding burnout, compassion fatigue, and potential protective factors, such as compassion satisfaction, will be important in supporting the vital healthcare workforce. The goal of the current study was to understand the key factors of burnout, compassion fatigue, and compassion satisfaction among healthcare employees during the pandemic within the U.S. in April 2020.MethodsThe authors conducted a single-center, cross-sectional online survey using the Professional Quality of Life (ProQOL) Questionnaire and three open-ended questions around stress and responses to stress during COVID-19 at a large Midwestern academic medical center with nearly 16,000 employees.ResultsHealthcare employees (613) representing over 25 professions or roles and 30 different departments within the health system were surveyed. Participants reported low levels of compassion fatigue and burnout, but moderate levels of compassion satisfaction. Compassion satisfaction was notably higher than prior literature. Key areas of stress outside of work included family, finances and housing, childcare and homeschooling, and personal health.ConclusionsThis was a cross-sectional survey, limiting causal analyses. Also, based on the qualitative responses, the ProQOL was somewhat insufficient in assessing the breadth of stressors, particularly outside of work, that healthcare employees faced due to the pandemic. Although compassion satisfaction was elevated during the initial phases of the pandemic, providing some possible protection against burnout, this may change as COVID-19 continues to surge. Healthcare systems are encouraged to assess and address the broad range of work and non-work-related stressors to best serve their vital workforce.

Purpose of this study was to : (1) Determine the level of organization culture, leadership and performance of employees at Dinas Pertanian Tanaman Pangan Provinsi Jambi, (2) Determine the effect of organization culture to the performance of employees at Dinas Pertanian Tanaman Pangan Provinsi Jambi, (3) Determine the influence of leadershipon the performance of employees at Dinas Pertanian Tanaman Pangan Provinsi Jambi, and (4) Determine effect simultaneously of organization culture, leadership and performance of employees at Dinas Pertanian Tanaman Pangan Provinsi Jambi. Organization culture is a system to believe and score amend in a organization to actuated employes behavior. (Soedjono, 2005:23) . Leadership are “domination accessin potential individual to pushor invete the other people for do something strength of employes income, and has special capability in the rigt time and right place. (Kartono, 2003:1).Meanwhile, performance is what the employee do or not to do. ( Mathis & Jackson, 2001:78). This method study analysis is quantitative and descriptive. The population in this study is the Dinas Pertanian Tanaman Pangan Provisi Jambi. Research sampling stratified sampling technique. The total sample in this study were 71 respondents. Data on the analysis using a 2 (two) ways, namely (1) Using multiple linear regression to determine the factors that affect the quality of employee by the t test and F test at the significance level (α = 0.05), (2) Using the coefficients determination to determine the factors that affect the quality of employee with the simultaneous value of the coefficient of determination (R2) and partial (r2). The results showed, mean class for the respondent rejoinder of organizational culture variable (X1) is 291,22% and mean class for the respondent rejoinder of leadership variable (X2) is 325,90%, this result show the biggest score of mean class for the respondent rejoinder are leadership variable (X2). The amount of variables influence the performance of organizational culture to the Dinas Pertanian Tanaman Pangan Provinsi Jambi amounted to 3.998%. The influence of variables on the performance of leadership of Dinas Pertanian Tanaman Pangan Provinsi Jambi amounted to 2.523%. The effect of variable organizational culture, leadershipto the performance simultaneous of an employee of Dinas Pertanian Tanaman Pangan Provinsi Jambi amounted to 3.086% (X1) and 2.866% (X2). Keyword : organizational culture, leadership

Background: Equanimity is widely and commonly practiced, but few have investigated the concept in clinical research. While the mediation model of neuroticism, perceived stress and depression have been demonstrated, it remains unclear whether equanimity mediates the relationship of these variables in parallel, serial or moderated mediation models. This study aimed to investigate the role of equanimity among those models. Methods: In all, 644 general participants (74.2% female, mean age = 28.28 (SD = 10.6)) provided data on the 10-item Perceived Stress Scale (PSS), the Neuroticism Inventory (NI), depression subscale of the Core Symptom Index, and the equanimity subscale of the inner Strength-based Inventory. Mediation and moderation analyses with the 5000 bootstrapping method were applied. Results: Equanimity was shown to moderate the relationship between NI/PSS and depressive symptom. Statistical evaluation supported all parallel, serial and moderated mediation models. Equanimity as a moderator provided a higher amount of percent variance explained by depressive symptoms than parallel and serial mediation models. Conclusions: Results suggest that the effect of perceived stress and neuroticism on depression can be mitigated by increasing levels of equanimity. The results demonstrated one potential benefit from practicing equanimity; enabling its extension to mental health problems could constitute an interesting focus for future research.

Employee performance is the main factor in the success of a company, including in the plantation sector which has a field-based, hierarchical work system. PT. Perkebunan Nusantara IV The Tobasari is a state-owned company that implements the AKHLAK organizational culture (Trusted, Competent, Harmonious, Loyal, Adaptive, and Competent) to improve employee performance, but its implementation has not been evenly distributed to all employees. The purpose of this study was to analyze the effect of AKHLAK Organizational Culture and Leadership Style on Employee Performance at PT. Perkebunan Nusantara IV The Tobasari. The research method used was quantitative, with data collection techniques through distributing questionnaires to 62 employees of PT. Perkebunan Nusantara IV The Tobasari as respondents. Data analysis was carried out using the Partial Least Square (PLS) method based on Structural Equation Modeling (SEM) to analyze the relationship between variables. The results of the study showed that AKHLAK organizational Culture had a positive and significant effect on employee performance at PT. Perkebunan Nusantara IV The Tobasari. Meanwhile, Leadership Style did not show any effect on employee performance at PT. Perkebunan Nusantara IV The Tobasari. The findings in this study indicate that employees are more influenced by work culture than by leadership style.

This study aims to determine the Influence of Organizational Culture, Leadership Style, and Compensation System on Employee Performance. This research was conducted on employees of PT Luar Luar Teknologi. The respondents of this study were all employees of PT Luar Luar Teknologi, totaling 35 people using questionnaires as a data collection technique. The SPSS program is used for data analysis through three stages of testing: descriptive statistics, classical assumption test and hypothesis test. The results of the analysis showed that Organizational Culture (X1), Leadership Style, and Compensation System have positive non-standardized coefficients which are 0.141, 0.508, and 0.374 respectively. Coefficient standardization shows that Leadership Style has the most significant impact on employee performance with a beta coefficient value of 0.502, followed by the Compensation System with a beta coefficient value of 0.427, and Organizational Culture with a beta coefficient value of 0.241. Statistically significant T-values show that these three independent variables have a significant influence on employee performance. In addition, all Sig. values (significance) associated with the independent variable were less than a significance level of 0.05, indicating that the relationship between the independent variable and employee performance was statistically significant. This provides a deeper understanding for company management in designing policies and strategies to improve employee performance. In addition, low significance values indicate that these results could not have happened by chance, reinforcing the belief that the relationship between the independent variable and employee performance is statistically valid

Employee engagement is an important issue that is the main concern of the organization's leaders in managing its employees. The changing characteristics of the employee generation are becoming a specific challenge for human resource management. Employees who are engaged with their work will exert all their abilities, efforts, and thoughts and significantly contribute, where the engagement and personal characteristics possessed by employees in carrying out their work can directly impact their performance. This study aimed to analyze employee engagement's effect on employee performance by moderating the generational characteristics of private agency employees in the City of Padang, West Sumatra. Data was collected through questionnaires distributed to 100 employee respondents working in private institutions in the city of Padang, with purposive sampling technique. Then, the data is processed using the Partial Least Square-Structural Equation Modeling (PLS-SEM) method. The results of this study indicate that employee engagement generational characteristics (Y and Z generation) have a positive and significant effect on employee performance. Generational characteristics (Y and Z generation) also positively and significantly impact employee engagement. Generational characteristics do not moderate the relationship between employee involvement and employee performance, but directly employee engagement and employee performance can be improved with generational characteristic variables. Organizational leaders should pay attention to employee engagement and the characteristics of the generation of employees and can make it a potential to improve employee performance.

This research is motivated by the presence of problems of the many employeeswho left the company at PT Madu Baru Bantul, Yogyakarta. Moreover, accordingto the pre-survey interviews that have been done, there is a lack of communicationbetween the leaders with employees. Objective of this study was to analyze theinfluence of organizational commitment, leadership, employee performance, andjob satisfaction as intervening variables in PT Madubaru Bantul Yogyakartace.Method of analysis of the data used in this research is descriptive andquantitative. The samples in this study were employees of PT Madubaru amountedto 77 people. Data collection was carried out by using a questionnaire that hasbeen tested for validity and reliability. Data analysis method was using classicassumption test, path analylisis, as well as the coefficient of determination.Descriptive analysis shows that organizational commitment, leadership, jobsatisfaction and employee performance was moderate. Based on the results ofmultiple linear analysis and test of Sobel test indicates that organizationalcommitment, leadership, positive influence on employee performance and jobsatisfaction mediate organizational commitment and leadership on employeeperformance. The coefficient of determination shows that the work satifaction ofPT Madubaru Bantul Yogyakarta are influenced by organizational commitment,leadership and job satisfaction by 32.o%, while the remaining 68,0% areinfluenced by other variables in which the research did not examined in this study.The coefficient of determination shows that the employees performance of PTMadubaru Bantul Yogyakarta are influenced by organizational commitment,leadership and job satisfaction by 47,7%, while the remaining 52,3% areinfluenced by other variables in which the research did not examined in this studyKeywords : organizaitonal commitment, leadership, work satisfaction, andemployees performance

Purpose: This research was conducted at the National Training and Instructor Professional Certification Institute (LSP Pelatinas) using the path analysis method. Research methodology: The author collected data using a questionnaire with a population of 80 respondents from LSP Pelatinas employees. Respondent samples were taken from the entire population with a total sample of 80 employees. Previously, instrument testing was carried out and, after that, analysis requirements were tested using the normality test, linearity test and homogeneity test. The latter performs hypothetical testing with path analysis. Results: This study investigated the influence of competence, training, and motivation on employee performance at LSP Pelatinas (Indonesian National Coaching and Instructor Professional Certification Institute) using a survey method with path analysis on 80 employees. The research findings confirmed that competence, training, and motivation all have significant positive effects on employee performance, with competence emerging as the most influential factor for enhancing organizational performance and employee motivation. Conclusions: The study demonstrates that competence, training, and motivation all have significant positive effects on employee performance at LSP Pelatinas, with competence being the strongest predictor (contributing 24.2%), followed by motivation (76.4%), while these three variables collectively explain 95.7% of the variance in employee performance. Limitations: The research was constrained by limited references on similar studies within LSP Pelatinas context, restricted research scope, reliance solely on Google Forms for data collection without direct interviews, and insufficient time for comprehensive data collection and literature review. Contribution: This study provides empirical evidence for human resource management practitioners and organizational leaders in Indonesian professional certification institutions, contributing to the field of organizational behavior and performance management by demonstrating the significant relationships between competence, training, and motivation on employee performance.

This study aims to determine the effect of competence and leadership on employee performance with organizational commitment as an intervening variable in the Sub-District of Sawahlunto City. The method used is multiple linear regression analysis and path analysis. by distributing a questionnaire of 130 respondents. The results obtained that there is a positive and significant influence of competence on organizational commitment in the Sub-District of Sawahlunto City. There is a positive and significant influence of leadership on organizational commitment in the Sub-District of Sawahlunto City. There is a positive and significant effect of competence on employee performance in the Sub-District of Sawahlunto City. There is a positive and significant influence of leadership on employee performance in the Sub-District of Sawahlunto City. There is a positive and significant effect of organizational commitment on employee performance in the Sub-District of Sawahlunto City. Organizational commitment mediates the effect of competence on employee performance in the Sub-District of Sawahlunto City. Organizational commitment mediates the influence of leadership on employee performance in the Sub-District of Sawahlunto City. Finally, the authors suggest to the Sub-District of Sawahlunto City to further increase organizational commitment, competence and leadership so that employee performance is expected to increase.