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Litigation and courts have been important arbiters of labour policy reforms aimed at redressing Japan's growing social inequality. This article considers seven lawsuits brought by non-regular workers, who sought to use Article 20 of the 2012 Labour Contracts Act to gain equal pay for equal work. All seven cases reached Japan's Supreme Court amid Abe Shinzō's 2018 labour reforms. The Court's interpretations reaffirmed employer discretion in categorising employees as a reasonable principle, albeit one which limits the law's power to redress wage inequality. However, the Court also found the non-provision of various minor benefits to be unreasonable. These outcomes evince a pattern in which litigation marginally transforms reformed labour policy into institutional support for greater equality of compensation and benefits between workers of different statuses. More than advancing equal pay for equal work, the outcomes of these cases support recent government-industry campaigns to boost productivity by encouraging increased use of job-based treatment and diversifying Japan's employment system. [ABSTRACT FROM AUTHOR]

The role of leadership is very strategic and important for the achievement of the mission, vision and goals of an organization, is one of the motives that encourage humans to always investigate the intricacies associated with leadership. Transformational leadership basically encourages subordinates to do better Behavior demanded by today's organizations is not only in-role behavior but also extra- role behavior. Extra-role behavior is also called the Organizational itizenship Behavior.OCB is a term used to identify the employee behaviors that can be called a "good employee". If employees in the organization have OCB, efforts to control employee declined, since employees can control their own behavior or being able to choose the best behavior for the benefit of the organization. OCB will enhance transformational leadership because the good nature of OCB will influence the behavior of the leader. There is a significant influence ith the value of P = 0.00 between OCB and transformational leadership. This shows there is an increase in transformational leadership due to OCB behavior. [ABSTRACT FROM AUTHOR]

The study aimed to verify the prediction of general work performance by a perception of a leader as a security provider (LSP) in tram drivers. Contextual performance (job dedication) was a mediator in the predictive model. The research sample consisted of 196 tram drivers, 62.22% of the organization's tram drivers. All participants shared the same leader, the head of the tram operation. They completed quantitative cross-sectional self-administered surveys. Results showed that job dedication (contextual performance) predicted the general performance. Job dedication as a partial mediator enhanced the percentage of the general performance's explained score from 15.3% to 26.3%--predicted by perceiving the leader as a safe figure. Discussion suggested further analyzing the functions of a leader as an attachment figure in work settings and their connections to the other organizational behavioral variables. Functions of emotionality and separation distress did not relate to the work performance of tram drivers. Secure-based leadership and focus on job dedication fostered the tram drivers' general work performance. [ABSTRACT FROM AUTHOR]

Employees are one of the most important elements in an organization. This study aims to determine the effect of rewards on employee performance through job satisfaction of non-PNS employees at the Kediri District Transportation Office. This research is included in qualitative research with 3 variables which are Reward, Performance, and Job Satisfaction. The sample used was 48 people with a sample determination using saturated non-probability sampling technique. The measurement scale used is the ordinal scale through the Likert scale with the respondent's answer score 1 to 5. The hypothesis testing in this study uses Partial Least Square Structural Equation Modeling (SEM) statistical analysis and descriptive analysis. The results of the study concluded that reward had no significant effect on employee performance. However, through job satisfaction, rewards have a significant influence on performance. [ABSTRACT FROM AUTHOR]

The purpose of this study is to test and analyze the significant effect of competence on employee performance in PDAM Makassar City, test and analyze the significant effect of service quality on employee performance in PDAM Makassar City, and test and analyze competence and service quality simultaneously. a significant effect on employee performance in PDAM Makassar City. This research was conducted at the Makassar City PDAM Office, with a population of 477 people and a sample of 265 people ( Slovin formula). The data analysis used is descriptive to explain the research data, while to analyze quantitative data using Multiple Linear Regression analysis. The results found that competence showed a positive and significant influence on employee performance. The competencies shown by employees based on knowledge, skills, experience and mastery attitudes determine the achievement of PDAM Makassar City employees' performance. Service quality has a positive and significant effect on employee performance. The quality of service applied by employees is in accordance with the variety of expertise, task identity, task significance, service autonomy and feedback, thereby contributing to the improvement of PDAM Makassar City employee performance. Simultaneously, competence and service quality have a positive and significant effect on employee performance. Improving employee performance in quantity, quality, efficiency, effectiveness and loyalty cannot be separated from the competence of employees and the quality of services applied to PDAM Makassar City customers. [ABSTRACT FROM AUTHOR]

Cultural and work performance are currently sought-after concepts to understand with the purpose of improving their metrics in practically any organization. This work aims to assess the influence of organizational culture on the work performance of employees in a metal-mechanical industry company in Durango. To achieve this, an analysis was conducted on a sample of 232 employees of the company. To measure work performance, Stoner's scale (1994) was used, and for organizational culture, Cameron and Quinn's OCAI model (1999) was employed. Both were rigorously validated before their final application. It was found that the dominant culture is adhocratic, and the predominant dimension of work performance is behavior. Furthermore, applying linear regression analysis provided evidence that culture has an influence on work performance in the studied company. [ABSTRACT FROM AUTHOR]

As a kind of job characteristic, feedback often occurs in the organization in order to improve employee performance. Based on leadership identity theory, this study developed a conceptual model involving supervisor developmental feedback, job crafting and job performance. the authors then targeted a large manufacturing enterprise in Hunan, China, obtaining 337 valid data using an on-site questionnaire survey. The data was analyzed using a hierarchical linear regression method, showing that supervisor developmental feedback was positively related to job crafting and employee job performance, and this job crafting was positively associated with employee job performance and partially mediated the relationship between supervisor developmental feedback and employee job performance. Managerial implications and directions for further research are discussed. [ABSTRACT FROM AUTHOR]

Giving and receiving information about employee performance is something that happens every day within an organization. This process of assessment has a clear goal: to clarify the level of performance the employees have to achieve and the steps they have to undertake to achieve the performance standards. In a normal business environment and a positive organizational culture, they both share their views and perceptions without any barriers and try to do that positively, not threatening, irritating, or judging each on their views. Our article analyses the use of the sandwich feedback technique in public administration as one of the sectors where organizational culture and climate differ from those of the business environment and where the spread of messages is more complicated. Connected to this, we analysed if this technique is the most appropriate technique for communicators who want to transform the business environment and culture. [ABSTRACT FROM AUTHOR]

Nepotism is considered an ugly feature of corruption and is currently one of the most common plagues in the Syrian economy. The infestation of nepotism in public sector organizations is causing a major setback to the much-needed growth. This study examines the effect of nepotism on employee performance in the Syrian public sector and how the training and development of employees can curb this issue. Data were collected from the General Organization of Tobacco in Latakia, Syria. A total of 280 questionnaires were distributed among the organization's staff, and Regression Analysis was applied to test the hypotheses. The findings showed that the Syrian public sector employees were conscious of the undesirable effects of nepotism on job performance. In addition, employees who have the chance to participate in training and development programs tend to increase their job performance. Finally, the result indicates that nepotism has a noteworthy harmful impact on employee training and development in the Syrian public sector. The current results contribute valuable information to the existing literature on human resources. [ABSTRACT FROM AUTHOR]

Motivation is key for performance in domains such as work, sport, and learning. Research has established that motivation and the willingness to invest effort generally increase as a function of reward. However, this view struggles to explain some empirical observations—for example, in the domain of sport, athletes sometimes appear to lose motivation when playing against weak opponents—this despite objective rewards being high. This and similar evidence highlight the role of subjective value in motivation and effort allocation. To capture this, here, we advance a novel theory and computational model where motivation and effort allocation arise from reference-based evaluation processes. Our proposal argues that motivation (and the ensuing willingness to exert effort) stems from subjective value, which in turns depends on one's standards about performance and on the confidence about these standards. In a series of simulations, we show that the model explains puzzling motivational dynamics and associated feelings. Crucially, the model identifies realistic standards (i.e., those matching one's own actual ability) as those more beneficial for motivation and performance. On this basis, the model establishes a normative solution to the problem of optimal allocation of effort, analogous to the optimal allocation of neural and computational resources as in efficient coding. [ABSTRACT FROM AUTHOR]

One of the most determining factors of work performance is the degree of engagement of people to their work. That degree of engagement is influenced by both personal and organizational factors. The objective of this research is to analyze the connection between personal characteristics and organizational attributes with the work engagement of workers. The sample consisted of 286 employed workers; 83.5% were Spanish and 16.5% belonged to other Spanishspeaking countries. The mean age was 44.51 years (SD = 8.76) and 55.2% were women. For the prediction of work engagement, a hierarchical linear regression was carried out, first introducing the variables that evaluate personal characteristics (Big Five, entrepreneurial personality, emotional intelligence, and personal happiness) and, later, variables relating to organizational attributes (happiness work and organizational climate). General personality traits (Big Five) explain 22% of work engagement, this percentage rising to 47% when entrepreneurial personality is introduced in the model. Emotional intelligence does not explain additional variance, but personal happiness does. Happiness at work and organizational climate produce a significant increase and the explained variance rises from 55% to 63% when they are included in the model. Both the variables related to the personal characteristics of the employees and variables related to the organizational attributes jointly contribute to the explanation of the degree of work engagement. Workers with high scores on entrepreneurial personality traits achieve higher levels of work engagement, finding a moderating effect of the organizational climate in the relationship between people's autonomy and their work engagement. [ABSTRACT FROM AUTHOR]

The higher the level of competition in the industrial sector, it is necessary for the company's efforts to respond well to this in order to survive through internal strategies in the form of improving employee performance. Organizational culture is found to be one of the factors that can improve employee performance. The main purpose of this study is to build a model in an effort to improve employee performance involving innovative work behavior as an intervening variable for the influence of organizational culture on employee performance. The population in this study were employees of companies engaged in the manufacturing sector with 276 employees. Samples were taken 127 employees using purposive random sampling method. Structural Equation Modeling (SEM) was used to test the statistical significance of the path coefficients against the three (3) established hypotheses. The findings of the study indicate that organizational culture and innovative work behavior have a positive and significant influence on employee performance. Innovative work behavior can be an intervening variable for the influence of organizational culture on employee performance. [ABSTRACT FROM AUTHOR]

This meta-analysis examined the differences across countries/regions, and the moderator effects of the study type (cross-sectional vs. longitudinal) on the SWB-job performance relationship. The database consists of 78 independent samples (N = 18,853), located through electronic and manual searches. The results showed that overall SWB (ρ =.37), cognitive SWB (ρ =.27), and affective SWB (ρ =.37) are predictors of job performance. Evidence of cross-cultural effects showed that the magnitude of the SWB-job performance relationship was larger in the Asia-Pacific region than in Europe and the US-Canada region (Asia-Pacific ρ =.41, Europe ρ =.33, USA ρ =.23). Moderator analyses indicated that, on average, cross-sectional (concurrent) and longitudinal (predictive) studies showed similar validity (ρ =.33 vs. ρ =.32). Lastly, we discuss the main contributions, and some practical implications and some limitations of the study are mentioned. [ABSTRACT FROM AUTHOR]

Traditionally, graphic design (GD) education focuses on the training of technical production skills to prepare graduates for entry-level employment. However, due to the new challenges and the expanding opportunities of emerging practices, GD graduates are expected to master a wide range of additional competencies beyond traditional scope. The study aims to identify the competencies required by future GD graduates in the context of Malaysia. A two-round modified Delphi technique was used to gain consensus from a panel of experts consisted of design educators and industry practitioners regarding the competencies needed by the graduates for effective work performance. A total of 108 competencies were generated. All accepted competencies were ranked 'very important' and 'extremely important' by at least 75 percent of the respondents in Round Two. These competencies could be classified into 29 subdomains under five components, i.e., cognitive competence, functional competence, personal competence, ethical competence, and meta-competencies. The findings of this study are useful for enhancing the education and employability of graphic designers as they provide a common vocabulary to relevant stakeholders about the standards of performance for new entrants to the GD profession. [ABSTRACT FROM AUTHOR]