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|Paper Type||:||Research Paper|
|Title||:||The Influence of Competence and External Motivation Factor toward Teachers Working Performance in Jayapura – Papua Indonesia|
|Authors||:||H. Muhammad Arifin, Economic Faculty|
Abstract: This research shows that there are some positive and significant impacts between external
motivation i.e. basic salary, job allowance, personal competence, academic job promotion and competence
toward teachers' working performance in Jayapura, Papua Indonesia. Although all five independent variables
have positive and significant impact on dependent variables. Partially, the impact of the all five independent
variables on dependent variable (teacher performance indeed still very poor). Seeing this result, the
governments need to give more attention through satisfying compensation which can enhance the teachers'
creativity so their performance would be improved as well. If this can be enhanced based on the teachers' need,
then they would have broader chance to develop themselves either in education enhancement, skills, or their
responsibility in doing their job.
Keywords: basic salary, job allowance, personal competence, academic job promotion and competence, teachers' performance.
 Asnawi, Sahlan, (2002). Motivation Theory. In Industrial and Organizational Psychology Approach, Studia Press, Jakarta.
 Arep, Ishak dan Tanjung Hendri. (2003). Motivation Managementi, Grasindo, Jakarta.
 Arikunto, S. 2002. Research A Practice Approach Procedures, Revised Edition V. Rineka Cipta, Jakarta.
 Beer, Keenoy and Spector, Anthony. 2004. Employ. Growth Through Performance Management: Apprising Performance Appraisal, A Harvard Business Review Paparback.
 Donald, Mc., Thomas. 2007. Competence of Personal in Prospective Theories. http//www.jurnalhumanresourcesmanagement. Com.id
 Gibson, Ivancevich & Donnely (1996), Organization and Management, Behavior, structure, Translation, Issue Four, Erlangga,
 Gomes, Luis R.Meija; David Balkin; Roberth L. Candy, (2001), Managing Human Resource, Edition 3, Prentice-Hall Inter., Inc.
 Hannon, Paul D, Dean Patton, Sue Marlow, 2000, Transactional Learning Relationships: Developing Management Competencies for
Effective Small Firm Stakeholder Interactions, Education + Training, Vol.42, No. 4/5, hal. 237-245.
 Ivancevich, J.M., Donnelly, J.H.Jr., and Gibson, J.L., (2003). Management, Prinsiples and Functions. Fourth Edition. Richard D.
Irwin Inc., USA.
 McKenne, Eugene. 2004. The Essence. Human Resources Management (Translation) Publisher Elex Media Komputindo, Jakarta.
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|Paper Type||:||Research Paper|
|Title||:||Financial Performance Analysis of PT. Bank Papua: Application of Cael, Z-Score and Bankometer|
|Authors||:||Anita Erari. Ubud Salim, M. Syafie Idrus, Djumahir|
Abstract: This study aims to analyze the precision and accuracy of financial ratio analysis model by using
CAEL, Z-score and Bankometer in assessing the financial performance development of Bank Papua within the
period from 2003 to 2011. The results show that the model CAEL and Bankometer give the same assessment
that Bank Papua, from 2003 to 2011, had good wellbeing, was highly liquid, had strong capital, were able to
manage debt well, had good profitability, and asset quality but was still lacking in efficiency. Z-score model
reversely put Bank Papua in a grey area and went bankrupt in 2007 and 2011, weak liquidity and capital. These
findings reinforce previous research which suggests that Z-score model is not appropriate to be used in
banking, however, the use of Z-score is recommended as the dissenting opinion and early warning system in
assessing financial performance of a bank, because it can correctly show critical points in financial
management of a bank. The similarity of the analysis results of the three models above is that Bank Papua has
Keywords: Financial Performance, CAEL, Z-score, Bankometer
 Altman, E.I. 1968. Financial Ratios, Discriminant Analysis and the Prediction of Corporate Bankruptcy. Journal of Finance 23: pp.
 ________ . 1984. The Success of Business Failure Prediction Models: An International Survey. Journal Banking and Finance: pp.
 ________ ,2000. Predicting Financial Distress of Companies: Revisiting The Z-Score and Zeta R Models. Journal of Banking and
 Christopoulos A. G., Gerantonis N. dan Vergos K, 2009. Can Altman Z-score Models Predict Business Failures in Greece? Research
Journal of Internatıonal Studıes - Issue 12: Oktober, pp. 21-28.
 Duvvuri, Meherji, 2012. Financial Health of NFCL – A Z-Model Approach. IRACST-International Journal of Research in
Management & Technology, (IJRMT), ISSN: 2249-9563, Vol.2, No.1: pp. 101-106.
 Endri, 2009, Prediksi Kebangkrutan Bank untuk Menghadapi dan Mengelola Perubahan Lingkungan Bisnis: Analisis Model
Altman's Z-Score, Perbanas Quarterly Review, vol.2, no.1. Maret 2009: pp. 34-50.
 Haryati, Sri, 2001. Analisis Kebangkrutan Bank. Jurnal Ekonomi dan Bisnis Indonesia, vol.16, No.4, pp.336-345.
 Luciana, S. A. dan Winny, Herdiningtyas. 2005. Analisis Rasio CAMEL terhadap prediksi kondisi bermasalah pada lembaga perbankan periode
2000-2002. Jurnal Akuntansi dan Keuangan, Vol 7, No. 2. November 2005: pp. 131-147
 Makkar, Anita and Singh, Shveta, 2012. Evaluating the Financial Soundness of Indian Commercial Banks: An Application of
Bankometer. National Conference on Emerging Challenges for Sustainable Business. ISBN - 978-93-81583-46-3. pp. 118-132.
 Manoj P. K., (2010). Financial Soundness of Old Private Sector Banks (OPBs) in India and Benchmarking the Kerala Based OPBs:
A 'CAMEL' Approach. American Journal of Scientific Research, ISSN 1450-223X Issue 11(2010), pp.132-149
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Abstract: The economic growth and income improvement will alter the consumer behavior. Consumer defines
what kind of the retail store that they will go shopping. The implementation of the Theory of Planned Behavior
is to explore consumer behavior in selecting retail format at shopping can be conducted; the aim is to
understand the factors that motivate the behavior. Phenomenological qualitative approach is utilized to
investigate the retail format selection behavior through the implementation of the Theory of Planned Behavior.
The research informants are six Javanese women who are married and have children; the information selection
process employed snowball approach. This research generates some useful propositions for the foundation to
examine and for further research. The proposed model is Mataraman Javanese consumer behavior model which
is not originated from the intention to behave but from the habit and past experience. Thus, it can identify the
antecedents of attitude, subjective norms, and perceived behavioral control among Mataraman Javanese
consumer behavior. Social status becomes the background of the consumer behavior in selecting retail format.
Keywords: Mataraman Javanese, Retail Format,Theory of Planned Behavior
. A C. Nielsen. 2007. Retail and Shopper Trends. The Lates on FMCG and Shopper Retailing Trends. PT. Nielsen.com
. Alam, Syed Shah and Nazura Mohamed Sayuti. 2011. Applying The Theory of Planned Behavior in Halal Food Purchasing.
International Journal of Commerce and Management. Vol.21, No.1, pp 8 - 20
. Ajzen, I., and Fishbein, M. 1975. Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research. Reading,
MA. Addison Wesley, Publishing Company. Philippines
. ________________________. 1980. Understanding Attitudes and Predicting Social Behavior. Prentice-Hall, Englewood Scliffs.
. Ajzen, I. 1991. The Theory of Planned Behavior. Organizational Behavior and Human Decision Processes. Vol.50.Issue 2. Dec
1991, pp 179 - 211
. Ajzen, I. 2005. Attitudes, Personality and Behavior, (2 nd edition). Berkshire, UK: Open University Press-McGraw Hill Education
. Assael, Henry. 2004. Costumer Behavior And Marketing Action. Keat Publishing Company. Boston.
. BI (2003a). Pemda dinilai tak serius bina Pasar Tradisional. Bisnis Indonesia, Jasa dan Perdagangan Rabu 8/10
. Burton, Helen W. and Susan Wakenshaw. 2011. Revisiting Experiential Value of Shopping : Consumer's Self and Identity.
Marketing Intelligence and Planning. Vol. 29, No. 1, pp. 69 – 85
. CESS, 1998. Dampak Krisis Ekonomi dan Liberalisasi Perdagangan Terhadap Strategi dan Arah Pengembangan Ekonomi Eceran
Kecil-Menengah di Indonesia, Nopember. TAF dan USAID. Jakarta.
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|Paper Type||:||Research Paper|
|Title||:||Performance Appraisal-Management by Objective and Assessment Centre–Modern Approaches to Performance Appraisal|
|Authors||:||Brijesh Goswami, Dr. Mamta Sharma, Dr. Sujata|
Abstract: Problem statement: Performance appraisal is a crucial activity of HR department in any
organization. Employees are appraised for several reasons, not only for reward and punishment but much more
than. Most important of which is to realize the best use of human resources and to plan for future needs Two
methods for performance appraisal that are discussed in this study are Management By Objective (MBO) and
Assessment Centre techniques. Assessment Centre evaluation or Management by Objective is valuable because
it allows a candidate to concentrate on the task at hand.
Keywords: assessment centre, management by objective, punishment, performance appraisal, reward
 Dwivedi, R.S., Managing human Resources, Personnel Management in Indian Enterprises. Galgotia Publishing Company, New
 Cumming, M.W., The theory and Practice of Personnel Management, London:William Heineman ltd. P. 111-112
 Heneman,H.G., Personnel/Human Resource Management, Universal Books, New Delhi.
 Reddin, W.J., Effective Management by Objective, New Delhi, Tata- Mcgraw Hill, New Delhi
 Odiorne,G, Management By Objective, New York, Pitman, p.55
 Murphy, K.R., & Cleveland, J.N. . Performance Appraisal: An organisational perspective. Needham Heights, MA, Allyn & Bacon.
 Huffman, C., & Cain, L. B. . Effects of considering uncontrollable factors in sales force performance Evaluation. Psychology &
Marketing, 17 (9), 799–833, (2000)
 Latham, G. P., Skarlicki, D., Irvine, D., & Siegel, J. P.. InC. L. Cooper & J. T. Robertson. Eds.Vol.8, Chap.3, pp. 87–133. London:
John Wiley & Sons. (1993)
 Doleh, J. and D. Weir, Dimensions of performance appraisal systems in Jordanian private and public organizations. Int. J. Human
Resource Management, 2007, p.75-84.
 Gordon, J.R., 1986. Human Resource Management: A Practical Approach. 1st Edn., Allyn and Bacon, Sydney, p. 771.
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|Paper Type||:||Research Paper|
|Title||:||"A comparative study of Recruitment & Selection, Training and Development policies in Indian MNCs and Foreign MNCs"|
Abstract: This research paper deals with the comparative study of recruitment and selection, training and
development process of INDIAN MNCs and FOREIGN MNCs. This research paper highlights the differences
and similarities of the policies being followed in MNCs. In my last research paper being published earlier I
highlighted the innovative HR practices of Foreign and Indian MNCs but in my this paper I am highlighting the
comparative analysis of selected policies.
Keywords: Recruitment, Selection, Training, Development, Indian MNCs and Foreign MNCs
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Abstract: Police Sectors in Bandung, Cimahi and Garut are considered that they are not able to give the best
performance yet, where the crime tends to upset the society. Furthermore, the perpetrators of several criminal
cases cannot be revealed yet. The aims of this study are to measure and analyze the extent to which the police
organizations performance are influenced by organizational culture, leadership style and job satisfaction. This
study used a quantitative approach with path analysis as its method where 167 policemen were used as its
samples. The research findings show that organizational culture significantly affected towards the job
satisfaction, but insignificantly affected the organizational performance. Leadership style significantly affected
job satisfaction, but insignificantly affected the organizational performance. Job satisfaction worked as a
mediator of the effect between the relationship of organizational culture and organizational performance, and
between the relationship of leadership style and organizational performance.
Keywords: Organizational Culture, Leadership Style, Job Satisfaction and Organizational Performance.
 Eoh. ―The Influence of Corporate Culture, Management Style, and Employee Performance against Team Development: A Case
Study in PT Semen Gresik and PT. Semen Kujang‖. Diss., Universitas Indonesia. 2001.
 Chew, Irene. K. H., and B. Sharma. ―The effect of Culture and HRM practices on firm performance Empirical evidence from
Singapore‖. International Journal of Manpower Vol. 26 (6) (2005): 560-58.
 McClelland, D. C. The Achieving Society. Princeton, NJ: Van Nostrand, 1961.
 Chang, S.C., and M.S. Lee. ―A Study on Relationship among Leadership Organizational Culture, the Operation of Learning
Organization and Employees Job Satisfaction‖. Journal of the Learning Organization Vol. 14 (2) (2007): 155-185.
 Peter, T. J., and R. H. Waterman. In Research of Excellence: Lessons from America's best-run Companies. New York: Harper and
 Chatman, Jennifer and Bersade. ―Employee Satisfaction, Factor Associated With Company Performance‖. Journal of Applied
Psychology 29 February 1997.
 Rongga, Kirk L. ―Human Resources Practices, Organizational Climate and Employee Satisfaction‖. Academy of Management
Review July 2001: 619-644.
 Chow C.W, L. M. Jill and Anne W. Organizational Culture; association with affective Commitment, Job Satisfaction. Propensity to
Remain and Information Sharing in a Chinese Culture Context. San Diego University, 2001.
 Gifford, B. D., R. F. Zammuto, and E. A. Goodman. ―The Relationship between Hospital Unit Culture and Nurses Quality Of Life‖. Journal of Healthcare Management 47 (2002): 13–26.
 Sarros, James C., Judy H. Gray, and Iaian L. Densten. ―Leadership and its Impact on Organizational Culture‖. International Journal of Business Studios Vol. 10 (2) (2002): 1-26.
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Abstract: The purpose of the current study is to examine the role consumer trust plays in accordance to the
implementation of International Organisation for Standards (ISO) 9000 certification in order to achieve the
ultimate goal of customer satisfaction. Consequently, three variables identified and measured in the study are:
the implementation of ISO 9000 certification, costumer confidence, and customer satisfaction. As many as 115
ISO 9000-certified manufacturing companies in East Java, Indonesia, take part as the sample of the study. Data
are collected through a survey. The respondents are management representatives from the companies. Structure
analysis and inferential statistics are employed in data analysis process.
Keywords: ISO 9000, Consumer trust, Customer satisfaction, Indonesian manufacturing companies
 Anderson, J.C., Rungtusanatham, M. and Schoeder, R.G. A theory of quality management underlying the Deming management
method, Academy of Management Review, Vol.19 No.3, 1994, pp. 472-509
 Aurier, P. and Martin, B.S, Perceive justice and consumption experience evaluations, International Journal of Service Indutri
Management, Vol.18. No.5, 2007.
 Aurier, P., Benavent, C., and N'Goala, G., Validite discriminante et predictive des composantees de la relational a la marque, paper
presented to International Annual Conference of French Marketing Association. Deauville, available at: www.afm-marketig.org.,
 Brah, S. A., Tee, S. L., and Rao, B. M, Relation between TQM and performance of Singapore companies. International Journal of
Quality and Reliability Management 19 (4), 2002,356-379
 Brigne, E. and Blesa, A, Market orientation, trust and satisfaction in dyadic relationship: a manufacturer-retailer analysis.
International Journal of Retail & Distribution Management, Vol. 31 Nov. 11, 2003,574-590.
 Brown, A. and van der Wiele, T, Industry experience with ISO 9000, Asia Pacific Journal of Quality Management Vol.4 No.2,
1995, pp. 8-17
 Bruce S., Han, Shaw K. Chen, Maling Ebrahimpour, The impact of ISO 9000 and TQM and Business performance. Journal of
Business and Economic Studies, Vol. 12 NO.2, 2007.
 Casadesus, F.M., Gimenez, G., and Heras, S.L, Benefits of ISO 9000 implementation in Spanish industry. European Business
Review, Vol.13 No.6, 2001, pp.327-35
 Caro, Laura Martinez. and Garcia, Jose Antonio, Does ISO 9000 certification affect consumer perception of the service provider?.
Managing Service Quality .Vol.19 No.2, 2009, pp. 140-161.
 Corrigan, J, Is ISO 9000 the path to TQM?. Quality Progress. May, 1994, pp.33-6
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|Paper Type||:||Research Paper|
|Title||:||Occupational Stress among the Teachers of the Higher Secondary Schools in Madurai District, Tamil Nadu|
Abstract: The aim of the study is to determine the Occupational Stress level of Government and Aided Higher
Secondary School Teachers living in different socio-cultural and economic situations. The scale used in the
study has been developed by researches. 185 Aided school teachers and 120 Government teachers have
participated in the present study. At the end of the study it was seen that Aided school teachers have more
occupational stress levels than Government school teachers. There is a meaningful difference in the stress level
points of Government and Aided Higher Secondary Teachers. Policy makers are advised to analyse the teacher
training and assessment system with the assumption that personal and social characteristics and working
conditions may have an effect on teacher occupational stress. Results also showed that teachers who reported
greater stress were less satisfied with teaching, reported greater frequency of absences and a greater number of
total days absent, were more likely to leave teaching (career intention), and less likely to take up a teaching
career again (career commitment).Implications for further research are also discussed.
Keywords: Inter-role distance, Role Ambiguity, Role Stagnation, Role Stress, Self-role distance, Teacher Occupational stress.
 John Arnold, Iran Robertson, Carry T. Cooper, understanding human behaviour the work place –work psychology London Pitman
Publishing pp.42-43, 1991.
 "Job Stress", Indian Journal of Industrial Relations, Vol-27, No.4, April 1992, p.397.
 T.A. Beehr, and J.E. Newman, "Job Stress, Employee Health and Organisational Effectiveness: A Facet Analysis, Model and
Literature Review", Personal Psychology, 31, 1978, pp.665-699.
 P. Weiskopf, "Burnout among Teachers of Exceptional Children" Exceptional Children, 47(1), 1980.
 L.S. Pettegrew, and G.E.Wolfe, Validating Measures of Teaches Stress, American Educational Research Journal, 19(3), 1982.
 W.G. Cunningham, "Teachers Burnout Solutions for the 1980's A Review of Literature", Urban Review, 15 (1), 1983.
 A.G. Billings and R.H. Moss, "Coping, Stress and Social Resources among Adults with Unipolar Depression", Journal of
Personality and Social Psychology, 46(4), 1984.
 M. Frese, "Stress at Work and Psychosomatic Complaints: A Causal Interpretation", Journal of Applied Psychology, 70(2), 1985.
 R. Manthei, and R. Solman, "Comparative Teachers Stress and Negative Outcomes in Canterbury State Schools", New Zealand
Journal of Educational Studies, 2(2), 1988.
 U. Sharma, and S.Sharma, "Organizational Role Stress and Anxiety: A Comparative Study of Bureaucrats and Technocrats",
Indian Journal of Industrial Relations, 24(3), 1989.
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|Paper Type||:||Research Paper|
|Title||:||The Effect of Human Capital Investment on Customer Satisfaction|
|Authors||:||Faisal Mehmood, Madam Sana Iqbal|
Abstract: In this study the researcher worked on the relationship of human capital investment on customer
satisfaction. The mediating variable employee performance is also included in the study which gives the positive
and significant results. The results are concluded by applying the regression analysis in three steps. The
primary data is collected by using questionnaires and sample size was 345. Hence the results accepted the
entire hypothesis and there is significant relationship between human capital investment and customer
Keywords: Human capital investment, Customer satisfaction, Employee performance
 Anderson, Eugene W. and Sanal K. Mazvancheryl (2004), "Customer Satisfaction and Shareholder Value," Journal of Marketing, 68
 Anderson, Fornell, and Roland T. Rust (1997), "Customer Satisfaction, Productivity and Profitability: Differences Between
Goods and Services," Marketing Science, 16 (2), 129–45.
 Becker, Gary S. (1964), Human Capital. New York: Colombia University Press.
 Bolton, Ruth N. (1998), "A Dynamic Model of the Duration of the Customers's Relationship with a Continuous Service Provider:
The Role of Satisfaction," Marketing Science, 17 (Winter), 45–65.
 Dess, G., and Shaw., (2001), "Voluntary Turnover, Social Capital, and Organizational Performance,"Academy of Management
Review, 26 (3), 446–56.
 Fornell, Claes, Sunil Mithas, Forrest V. Morgeson III, and M.S. Krishnan (2006), "Customer Satisfaction and Stock Prices: High
Returns, Low Risk," Journal of Marketing, 70 (January), 3–14.
 Harter, James K., Theodore L. Hayes, and Frank L. Schmidt (2002), "Business-Unit-Level Relationship Between Employee
Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis," Journal of Applied Psychology, 87 (2), 268– 79.
 Hartline, M., and Ferrell, O.C. (1996), "The Management of Customer-Contact Service Employees: An Empirical Investigation,"
Journal of Marketing, 60 (October), 52–70.
 Hitt, Michael, A., Bierman, Shimiuzu, K. and Kochhhar (2001),"Direct andModerating Effects of Human Capital on Strategy and
Performance in Professional Service Firms: A Resource-Based Perspective," Academy of Management Journal, 44 (1), 13–28.
 Hudson, William (1993), Intellectual Capital: How to Build It, Enhance It, Use It. New York: John Wiley & Sons.
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Abstract: The aim of this paper is to investigate two important factors of workplace layout, visibility and
accessibility, and their impacts on "face to face" interaction in the workplace. It is believed that a certain space
layout will provide the opportunity for employees to interact with each other thus increases the possibility of
team working. The greater level of team working in any organization will lead to higher productivity. The
methods to improve the possibility of unplanned communication and ease of interaction within a work area are
classified under spatial interconnectedness. This spatial interconnectedness contains workers' visibility,
worker`s movements and accessibility within the work space. In this study, employees in an office were asked to
complete a survey that calculated variables of the research. They received a questionnaire including measures
for each of the key variables. Some of these procedures were taken from a research made for a large
corporation, and others were certified measures from the physical workplace contemporary literature. SPSS
statistic software was used as software to analyze the data and layout plans was analyzed by Depth map. The
results indicate that the visibility of the worker`s and the accessibility in a work area is significantly correlated
to interaction. The study highlights the importance of workplace productivity and manipulating informal
interaction as a measurement of productivity in the office space.
Keywords: visibility, accessibility, workplace layout, productivity and "face to face" interaction
 Sundstrom, E., De Meuse, K. P., Futrell, D. (1990) Work teams: applications and effectiveness, American Psychologist, February,
120 – 133
 Rolloos, M. (1997) Een gezond binnenmilieu betaalt zichzelf terug Praktijkboek Gezonde Gebouwen.October, A2001-3 18. As
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 Becker, F. D., et al. "Office Design in a Community College: Effect on Work an d Communication Patterns." Environment and
Behavior. Nov., 1983.
 Brynjolfsson, E. and L. Hitt (1998). "Information Technology, Workplace Organization and the Demand for Skilled Labor: Firm
Level Evidence." Mimeo. MIT, Stanford and Wharton.
 Holmes, Janet, and Meredith Marra (2004). Relational Practice in the workplace: Women‟s talk or gendered discourse Language In
Society 33. 377-398
 Kraut, R.E., Dumais, S. & Koch, S. (1989). Computerization, productivity and quality of work-life. Communications of the ACM,
 French, W. L., & Bell, C. H. (1999). "Organization development: Behavioral science interventions for organization improvement ."
Upper Saddle River, NJ: PrenticeHall.
 Butler, p. (1997). "A revolution in interaction" The McKINSEY Quarterly 1997 Number 1
 Johnson, Bradford C. (2005). "The next revolution in interactions". The McKINSEY Quarterly Nov. 2005
 IBM: Expanding the Innovation Horizon. The Global CEO Study 2006, IBM Global Business Services. IBM, 2006