Meningkatkan Kinerja Karyawan dengan Kecerdasan Emosional dan Kemampuan Kerja di Kota Dumai

Penelitian ini dilaksanakan pada Perushaaan Kontraktor dan Suplayer di Kota Dumai yang kinerja karyawannya kurang baik karena banyak perkejaan yang tidak diselesaikan sesuai dengan yang diberikan oleh perusahaan  Tujuan Penelitian ini melihat apakah Kinerja di Perusahaan ini dipengaruhi oleh Kecerdasan Emosional dan Kemampuan Kerja, Jumlah Sampel dalam Penelitian ini sebanyak 59 Orang Karyawan Perusahaan di Kota Dumai menggunakan Metode Sensus dimana Seluruh Karyawan dijadikan Sampel Penelitian , Metode Pengumpulan Data menggunakan Kuesioner dan Intervieew kepada Pimpinan Perusahaan di Kota Dumai, Teknik Analisis Data menggunakan Analisis Deskriptif Kuantitatif , Hasil dalam Penelitian ini Nilai korelasi (R) yang dihasilkan adalah sebesar 0,812. Maka dapat disimpulkan bahwa terdapat hubungan yang sangat kuat antara variabel independen terhadap variabel dependen. Sedangkan nilai R Square sebesar 0,659. Hal ini menunjukkan bahwa variabel Kecerdasan Emosional dan Kemampuan Kerja secara keseluruhan memberikan pengaruh sebesar 65,9% terhadap variabel Kinerja, Sedangkan sisanya sebesar 34,1% dipengaruhi oleh variabel lain yang tidak diteliti dalam Penelitiian ini.

Organizational Justice a New Theoratical Perspective: A Study from Private Higher Educational Institutions of Pakistan

This study was based on human resource management (HRM) and performance linkages, and reviewed existing available HRM-Performance perspectives to iden- tify an alternate perspective for HRM. The most suitable option in literature was organizational justice (OJ) and its major dimensions. The objective of this study was to identify the missing theories of OJ, which if included would further sub- stantiate OJ and its major dimensions. Census method was used to collect data from faculty members and their respec- tive head of department of private higher educational institutions operated in Pakistan. A 5-point Likert scale was used which provided data from both types of respondents. A total of 966 questionnaires were distributed amongst the faculty members and their respective head of department. Out of 966 questionnaires, 588 successful questionnaires were returned with a response rate of 60 percent. The reliability of measures were evaluated through Cronbach''s alphas; while, the valid- ity were evaluated through expert opinion along with con rmatory factor analysis. One sample t-test and simultaneous equation models (three path mediated model) were used for testing of our eight hypotheses. The results re ect that the well identi ed missing theories in existing OJ scales include: external equity, equality, need, due process model, interaction with col- leagues, interaction with top management, and upward communication. Further, majority of experts opinion on missing theories (our proposed additions) have ap- peared on positive side, that is, they were more inclined toward agreed side than disagreed. Moreover, therstve econometric models (4.1-4.5) used for testing of hypotheses, one each for each of the OJ dimension have been signi cant on the basis of F-value. Additionally, majority of our proposed additions and existing sub-dimensions turn out to be signi cant, in therstve econometric models. Similarly, the last four econometric models (4.6-4.9) used to test the mediating mechanism of overall justice and employees'' job satisfaction have also been found signi cant on the basis of F-value. The mediated e ect of overall justice, and employees'' job satisfaction were also found statistically signi cant. Finally, the last model (4.13) used to test the moderating a ect of organizational size was sta- tistically signi cant; however, only two variables, that is, overall justice and rater procedural justice provide signi cant results. On the basis of results, it is concluded that there exist considerable theoretical gaps and misconceptions in existing OJ scales and literature. Further, presently missing theories (external equity, equality, downward communication, etc.), should be added to the existing dimensions of OJ to complete the concept. Moreover, OJ dimensions as measured through their sub-dimensions contributes towards over- all OJ, which in turn lead to employees'' job satisfaction, which further lead to employees behavior.