(2009) Sumber Daya Manusia dan Produktivitas kerja. (2009) Perilaku Organisasi, Jakarta : Salemba empat
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Managemen dan Organisasi, Bandung : Remaja Rosda karya Maslow dalam Juni (2017) Pengaruh Motivasi terhadap kinerja Karyawan. Manajemen Sumber DayaManusia (teori dan praktik). Inti (Persero).Bandungīlecher dalam Wibowo (2007) Perilakalu Dalam Organisasi,Jakarta : Rajawali Pers Pengaruh Penilaian Kinerja dan Motivasi Kerja Karyawan Terhadap Produktivitas Kerja Karyawan Pada Divisi Manajemen Sumber Daya Manusia di PT. Value or This means that the contribution of the Performance Assessment (X 1) and Motivation (X 2) variables in influencing Employee Productivity (Y) is influenced by other variables not examined in this study.Īdair, Jhon.(2007).PemimpinYang Bepusat Pada Tindakan. Based on the results of statistical tests, the calculated with a which means that there is an effect the effect of performance assessment and motivation on employee productivity in the Regional Personnel and the Human Resources Development of Kepahiang Regency. Data collection techniques using questionnaires and the data obtained were analyzed using SPSS with partial correlation test, multiple regression test, statistical test (t test and f test).The results showed that from the t test obtained tcount for the performance appraisal variable the motivational variable which means that there is a partial effect of performance appraisal (X 1) and motivation (X 2) on the productivity (Y) of employees at the Regional Personnel Agency and the Human Resources Development of Kepahiang Regency. Respondents in this study were civil servants from the Regional Personnel and the Human Resources Development of Kepahiang Regency, the samples were 32 people. This type of research is quantitative research and causal research, because it proves the causal correlation influenced by the variables studied. W.The purpose of this study is to find out the effect of performance assessment and motivation on employee productivity in the Regional Personnel and the Human Resources Development of Kepahiang Regency.
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Ulrich, D., (1998), “A new mandate for human resource”, Harvard Business Review, January–February pp.124-134. J., (1996), “Making Differences Matter: A New Paradigm for Managing Diversity”, Harvard Business Review.
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S., (1990), “Repositioning the human resource function: Transformation or demise?”, Academy of Management Executive. P., (1996), Perilaku Organisasi: Konsep - Kontroversi – Aplikasi. B., (2001), “Understanding the impact of human resource diversity practice on firms performance”, Journal of Management Issues, XIII (2) pp. Ivancevich, J.M.,dan Matteson, M.M., (1999), Organizational Behavior and Management, 5 th edition, McGraw-Hill, Singapore. J., (2002), Understanding and Managing Diversity. D., & Reeves, T., (1995), “Human resource strategies and firm performance: What do we know and where do we go?”, International Journal of Human Resource Management, 6(3) pp.656-670.įernandez-Araoz, C., (1999), “Hiring without firing”, Harvard Business Review, July-August pp.109-120.
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L., (2000), “Creating value with diverse teams in global management”, Organizational Dynamics, 29 (1) pp. W., (2001), Human Resource Strategy: A Behavioral Perspective for the General Manager. R., (1991), “Hiring for the organization, not the job”, Academy of Management Executive, 5 (4) pp.35-51.īrickson, S., (2000), “The Impact of Identity Orientation on Individual and Organizational Outcomes in Demographically Diverese Settings”, Academy of Management Review, 25 (1) pp.82-101.ĭass, R., & Parker, B., (1999), “Strategies for managing human resources diversity: from resistence to learning”, Academy of Management Executive, 13 (2) pp. A., (2001), “Applying an organizational development approach to creating diversity”, Organizational Dynamics, 32 (2) pp.