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27 Sulaiman Nursing Healthcare Burnout, Globally, acute care Logistic Improving nurse
Dawood Work quality, healthcare nurses have high regression job satisfaction is
Al Sabei, Environmen job quality, job levels of burnout models a mechanism
2019 t, Turnover satisfactio satisfaction, and report high were used through which
Intention, n turnover intention to leave to future
Job intention, their organization determine interventions
Burnout, work (Elbarazi, Loney, predictors could enhance
and Quality environment Yousef, & Elias, affecting working
of Care: The 2017; Van Bogaert, the conditions and
Moderating Timmermans, et al., likelihood promote better
Role of Job 2014). Burnout has of nurses’ nurse
Satisfaction been associated turnover retention.Clinical
with lower ratings of intention, Relevance:
nurse-reported burnout, Organizational
quality of patient and nurse- strategies are
reported
care (Van Bogaert, needed to
quality of
Kowalski, Weeks, increase nurse job
care. A
van Heusden, & satisfaction by
hier-
Clarke, 2013), empowering
archical
increasing nurses to take
moderated
absenteeism, and logistic
more active roles
turnover regression
in hospital affairs
intention (Sasso et analysis as a strategy to
al., 2019). Thus, with reduce turnover
identification of interaction intention and
factors influencing was enhance the
nurses’ burnout and performed quality of patient
turnover intention to examine care.
is critical for the
enhancing the quality moderating
of patient care. Job role of job
satisfaction and the satisfaction
quality of the work on the
environment relationshi
have been reported as p between
significant work- work
environme
related
nt and
factors impacting
turnover
nurse retention
intentions.
outcomes
28 Justin Relationship Job Job The OLBI measures The study A total of 277
Newton s between satisfactio demands- two elements of took a mental health
Scanlan, burnout, n resources burnout cross- personnel
2019 turnover model, (disengagement and sectional participated. Job
intention, Exhaustion, exhaustion), has survey satisfaction,
job Disengageme good internal and approach. turnover intention
satisfaction, nt, Employee external validity and and burnout were
job demands wellbeing has been used in all strongly inter-
and job a variety of industries correlated. The job
resources and across numerous resources of
for mental countries, rewards and
health including numerous recognition, job
personnel in studies including control, feedback
an mental health service and participation
Australian personnel. Maslach were associated
mental Burnout Inventory with burnout,
health (MBI) is a turnover intention
service more commonly-used and job
measure of burnout, satisfaction.
the OLBI Additionally, the
was selected for use job demands of
in this study for emotional
numerous reasons. demands,
Most importantly, the shiftwork and
OLBI is aligned with work-home
the JD-R interference were
model of burnout. It associated with the
was developed by the exhaustion
same research team component of
and measures the two burnout.
key elements of Conclusion: This
burnout considered in study is the largest
the JD-R, namely of its kind to be
disengagement completed with
and exhaustion Australian mental
health personnel.
Results
can be used as a
foundation for the
development of
strategies designed
to reduce burnout
and turnover
intention
and enhance job
satisfaction.
29 Phong Factors Employee Competence, 1) Competence has a The Based on the
Thanh Affecting Performan Compensatio relationship and method of formulation of the
Nguyen, Employee n, Leadership affects employee writing article, the results
2020 Performanc Style, performance scientific and discussion that
e: Competence affects articles is are reviewed and
Competence employee by discussed in this
, performance, this qualitative article, it can be
Compensati statement is based on methods concluded that to
on And articles from and build a hypothesis
Leadership relevant and reviewed literature for further research
research, including: study is:
(Ansori & Ali, 2017), or Library 1) Competence
(Ridwan et al., 2020). Research. Influences
This explains if a Employee
company or Performance
organization can 2) Compensation
assign employees Affects Employee
according to their Performance
competencies, both 3) Leadership Style
technical and non- Influences
technical Employee
competencies. Then Performance
this will also be Recommendations
followed by an In relation to the
increase in employee results of the
performance in the analysis above, it is
form of technical hoped that all
skills, companies and
conceptual abilities, organizations can
responsibilities, maximize
initiatives; and employee
interpersonal performance by
relationship skills. increasing various
2) Compensation has supporting factors
a relationship and that affect
affects employee employee
performance performance. In
Compensation affects addition, it is also
employee hoped that the
performance, this company will
statement is based on continue
articles from to improve the
relevant and reviewed quality and
research, including: quantity given in
(Riyanto, Pratomo, et relation to the
al., 2017), (Purba et company's output
al., in order to
2017), (Paul & advance the
Resources, 2000) ). company's
This article explains development. This
that if the paper can also be
compensation developed again
provided by a with more
company or detailed methods
organization can both qualitative
be given well, either and quantitative in
in the form of nature.
financial
compensation or non-
financial
compensation. Then
this will also be
followed by an
increase in employee
performance in
the form of technical
skills, conceptual
abilities,
responsibilities,
initiatives; and
interpersonal
relationship skills.
3) Leadership Style
has a relationship and
affects employee
performance
Leadership affects
employee
performance, this
statement is based on
articles from
relevant and reviewed
research, including:
(Limakrisna et al.,
2016), (Bastari et al.,
2020),
(Anwar et al., 2020),
(Ali, Mukhtar, et al.,
2016), (Djoko Setyo
Widodo, P. Eddy
Sanusi
Silitonga, 2017),
(Chauhan et al.,
2019), (Elmi et al.,
2016).
This article indicates
that if a leader in a
company or
organization has
intelligence,
respect for his
subordinates, is able
to motivate, and is
able to have good
cooperation with
his subordinates, this
will also be followed
by an increase in
employee
performance, both
in the form of
technical abilities and
abilities. conceptual,
responsibility,
initiative; and
interpersonal
relationship skills.
30 Adelina Motivation Job Company; The results Data that The results show
da Cruz on Job satisfaction employee of this study show has been that
Carvalho, Satisfaction performance, that motivation has a collected motivation has a
2020 and motivation; positive and and significant positive
Employee organization. significant effect on verified effect on job
Performanc employee valid are satisfaction and
e performance (Abdi analyzed employee
Mohamud et using performance. The
al., 2017). This descriptiv findings of this
means that a high e study also state
level of motivation analysis that job satisfaction
possessed by techniques has a
employees can have and using significant positive
an impact on a effect on employee
increased variance- performance. The
performance. based or implications of this
Motivation, which componen study emphasize
includes intrinsic t-based the need to
motivation, integrated approach improve adaptive
regulation, identified with performance so
regulation, and Partial that companies
introjected regulation Least can always keep
able to improve Square abreast of
employee (PLS) developments in
performance. This analysis the face of
means that a high tools. increasingly fierce
level of motivation competition.
possessed by
employees can have
an impact on
increased
performance.
Motivation, which
includes intrinsic
motivation, integrated
regulation, identified
regulation, and
introjected regulation
able to improve
employee
performance (Hartati,
2020). The results of
this study are in line
with
research Rizaldi
(2017) that examined
the effect of
motivation on
employee
performance and
shows that motivation
has a positive effect
on employee
performance
(Waiyaki, 2017).
Further research by
Yusrisal & Heryanto
(2019) about
the effect of
motivation on
employee
performance shows
that motivation has a
positive and
significant effect on
employee
performance.
Employees with high
motivation tend to
make various efforts
in the workplace so
that it can
improve the resulting
performance (Chien
et al., 2020).
The findings of this
study also inform that
motivation has a
positive and
significant effect on
job satisfaction
(Stefurak et al.,
2020). This means
that the higher the
motivation of
employees, the easier
it will be for
employees to
increase their
satisfaction at work.
Motivation is proven
to be able to
encourage employees
to increase job
satisfaction.
The results of this
study are in line with
the research
conducted Sobaih &
Hasanein (2020)
shows that intrinsic
motivation plays an
important role in
increasing employee
job satisfaction.
Furthermore, research
conducted by Ihsani
& Wijayanto (2020)
also states that
motivation has a
positive and
significant effect on
job satisfaction,
which means
the higher the
motivation tends to
make employees
more easily feel job
satisfaction
31 RafiaHas Impact of Job Working In other words, job The The study showed
anTaheri, Working Satisfaction Environment, satisfaction is the objectives significant impacts
2020 Environmen ,Agricultural attributed of this of working
t on Job Extension,Ru compactness of study are environment on
Satisfaction ral physiological, to job satisfaction.
Electrificatio psychological, and understan As, without
n. environmental states d the providing better
to perform the impact of facilities
designated role [3].It working organizations
is considered that, if environme can’t run
employees are not nt on job properly, whereas-
satisfied with the satisfactio working
rights, working n by the environment is
environment, quantitativ the prime
behaviors of e and concerning issue
coworkers, and
qualitative of the employee.
supervisors in decision
analysis Therefore, this
making then they
of study concluded
detached from the
contributi as for the better
organizations [4].
ng job satisfaction
Here, Clark [4]also
characters. working
stated that the
dissatisfied employees
environment needs
are being jobless and to be focused.
the organizations
need to recruit new
employees which
made the organization
cost again for the same
task. But the situations
will prevail as the
working condition is
not up to the mark.
Therefore, the
organizations need to
make sure about the
environment of
performance for the
employees to get
better output from
them by setting the
proper standard of
their rights, working
environment, and
behavior of coworkers
and supervisors. And,
a proactive
management system
gives a better
working environment
rather than of
reactive management
system. Attaining the
goal of an
organization depends
much on the
understanding
between employees
and supervisors
whereas the smooth
flow of information
plays a vital role to
run the organization
32 Irwan Effects of Satisfactio Leadership, Based on several Data The results of the
PANCAS Work n Work theories that underlie analysis study show that
ILA, Motivation Motivation, employee technique leadership and
2020 and Performanc motivation, according employed work motivation
Leadership e to Aamodt (2012), structural have a positive and
toward such as the equation significant effect
Work Needs Theory, modeling on job satisfaction.
Satisfaction Achievement Theory, (SEM) Leadership
and Two-Factor Theory, with has a more
Employee Justice Theory and AMOS considerable
Performanc Expectation Theory influence (0.263)
e: Evidence which argue that than work
from an employee will feel motivation (0.171)
Indonesia satisfied if they. toward employee
These needs are job satisfaction.
the dimensions of The influence of
work motivation in leadership
order to improve towards job
job satisfaction. performance is
Leadership is an 0.175. The
essential factor in influence of work
providing direction to motivation towards
employees. job performance is
Leadership that can 0.166. Job
foster employee satisfaction has the
motivation most
is leadership that can dominant influence
foster the self- (0.363) towards
confidence of employee
employees performance. The
in carrying out their direct effect of
respective duties. In leadership on
situational employee
leadership theory by performance is
Harsey et al. 0.175 greater than
Motivation is a the indirect
process of the need to influence of
satisfy, which leadership on
means that when employee
specific factors meet performance
a person’s needs, through employee
people will exert job satisfaction,
every effort towards which is only
achieving the goals 0.096. Likewise,
of the organization the direct
with maximum work effect of work
results. Newstrom motivation towards
(2014) states that if employee
better performance performance is
can increase 0.166 greater than
employee benefits in the indirect effect
a fair and balanced of work motivation
manner, then towards employee
job satisfaction will performance
increase; in other through employee
cases, employee job satisfaction,
satisfaction is the which is only
feedback that affects 0.062. Thus, job
self-image and satisfaction does
motivation to not mediate the
improve effects of
performance. leadership and
work motivation
toward employee
performance.