This research is intended to test the connections between the influence of Workplace Spirituality and Job Satisfaction on job performance with Workplace Deviant Behavior and Work-place Passion as a mediation. The data collected were from questionnaires distributed with an accidental sampling technique. Statistic Experimental Tool, SEM (Structural equation model) was used to analyze the data. The results of this research show that there was a significantly negative influence of Workplace Spirituality and Workplace Deviant Behavior on performance. Likewise, there was also a significantly negative influence of Workplace Deviant Behavior on the performance. Furthermore, work passion weakens the interaction between them.

The objective of this paper is to assess the factors affecting job satisfaction of lawyers in Vietnam. The study also assesses the effect of job satisfaction on job engagement and the effectiveness of lawyers in Vietnam. Finally, the research examines the intermediary role of Job Cohesion and examines the role of Age's regulatory role in the relationship between Payment, Promotion and Job satisfaction. The results of data analysis using SPSS and Smart PLS software on 863 lawyers show that of the two factors affecting Job satisfaction were not statistically significant; Job Cohesion only had an additional intermediary role, not a full intermediary role on the relationship between Job satisfaction and Job Performance. Finally, Age had a statistically significant regulatory role on the relationship between Payment, Promotion and Job satisfaction. Finally, the author proposes guidelines that help improve the efficiency and job satisfaction of lawyers in Vietnam.

The purpose of this paper is to assess the impact of performance appraisal on job performance focusing on the role of Motivation in the governmental sector in Qatar. While many organiza-tions consider performance appraisal (PA) an important tool to measure and evaluate employees’ performance, PA can be used as an effective tool to maintain the capabilities and effectiveness of the workforce. In general, PA can be a crucial tool to motivate employees and leverage their job performance and thus can be considered as a competitive advantage over rivals. This paper has identified main factors of PA from the previous pieces of literature and prioritized the most influencing factors affecting PA such as purpose (PAP), criteria (PAC), leadership (PAL), and methods of evaluations (PAE) on employee’s motivation as well as their relationships with job performance. Besides, the study sought to fill the literature gap on the performance management field in the context of Qatar for future research. In the course of this study, descriptive research design was adopted in the form of a survey. The survey was distributed, and 294 responses were collected. The conclusion of the finding was that the PAP and PAE had impacts on employee’s motivation and job performance, while PAC and PAL did not. In addition, the findings illustrate a positive correlation between employee’s motivation and performance. Human Resource managers of organizations may use findings to better support employees’ motivation and performance.

The aim of this study is to examine the effects of training and job promotion on work motiva-tion and their implications on employee job performance. The study is accomplished in the Environment of the South Lampung Regency National Education Office on 215 respondents. The research design uses a quantitative survey method and data analysis is based on the structural equation model (SEM) with Amos 24. The results of the study show that (a) training and promotion had a positive and significant effect on work motivation, (b) training, promo-tion and work motivation had a positive and significant effect on job performance but (c) work motivation did not play any significant role in mediating the effect of training and job promotion for job performance. While job promotion had a more dominant direct effect than training in improving employee job performance, efforts to improve employee job performance will be more productive by providing job promotions to employees. Another effort is to provide opportunities for employees to attend training regularly. With job promotion and training, work motivation will increase, and the impact is that employee job performance will increase.

In the beginning of the fourth industrial revolution, competition in acquiring and retaining best talents in concert with talents’ unfamiliarity of what they will face and obtain in the course of working at a company are two major problems. It is essential for a company to make its employees satisfied and pleased with their jobs. These very satisfaction and pleasure are hoped to serve as a key for motivating employees to perform and contribute their best for the company. Numerous research studies have proven the positive effect of work well-being on job performance, but the findings came with inconsistencies and controversies. This fact has caused reluctance in a good many companies to invest in their employees’ work well-being. A survey of 509 millennial employees in the Indonesian startup digital industry was conducted in this research. The results show that employee’s work well-being had a significant, positive effect on job performance. Theoretically, this research has contributed in responding to inconsistencies in literature. It is hoped that this research will also offer practical contribution to individual employees as well as human resources department and increase company executives’ confidence in making organization-related strategic decisions to attain sustainable performance. Finally, we propose a number of intervention suggestions for performance improvement through work well-being.

This study investigates the importance of management accounting systems (MAS) and interactive budget use at middle to lower level employees in the public service administration. The study tries to understand the effect of interactive budget use on the interrelationship between MAS information and job performance. The study sends a questionnaire to each potential participant of 40 public ad-ministration offices located at West Java Province of Indonesia. Out of 120 distributed, the study obtains 78 usable data and analyses using Path-Analysis. The study finds that MAS information improved interactive budget use. Both variables of MAS information and interactive budget use significantly boost the job performance. However, interactive budget use did not moderate in the re-lationship between MAS information and job performance. The study implies that director/chairman and managers can open communication channels to subordinate to increase MAS information which leads to the improvement interactive budget use in order to generate excellent performance. This study confirms that MAS information should increase the implementation of interactive budget use to leverage the administration service and civil services in gaining competitive advantage. The study investigates the importance of MAS information and interactive budget use at middle to lower level employees in public service administration office.

This paper examined the relationship between job stress and job performance, along with the moderating effect of emotional intelligence (EI) and perceived organizational support (POS) among employees in the Istanbul financial sector. 564 employees and their 78 immediate supervisors were surveyed. The findings of this study suggest that job stress was negatively associated with job per-formance, where EI and POS were able to reduce the effect of stress on job performance. The re-sults largely support the significant impact of job stress on job performance, moderated through EI and POS as hypostasized. This paper demonstrates the important role of the job stress on job per-formance which contributes to conceptual understanding of organizational efficiency. The study has used self-reports- as well as supervisor reports to study the effects of job stress on organizational performance.

This study examines the predictive factors of job performance involving work stress, social support and emotional intelligence. Using two stage cluster random sampling, data were collected from 424 police in Selangor, who responded to Police Stress Questionnaire (PSQ), Job Content Questionnaire (JCQ), Emotional Intelligence Self-Description Inventory (EISDI) and Formal Performance Appraisals. The findings show that work stress, social support and emotional intelligence were significantly correlated with police job performance. In addition, regression analysis reveals that emotional intelligence was the most significant predictor of job performance. Implication of this study indicates the important of emotional intelligence in enhancing job performance among police per-sonnel in Selangor. The paper concludes by highlighting future research directions which can offer a more comprehensive study in predicting job performance particularly in the context of Malaysia.

An increased sense of job performance and better job satisfaction can be achieved by receiving social support. In order to fulfil this purpose, this study aimed to determine the relationship between social support on the one hand and job performance and job satisfaction on the other hand for the Jordanian insurance industry employees. Survey data were gathered from 269 employees from the Jordanian insurance industry. The PLS 3.0 software was used to process data using the structural equation modelling method. The study’s findings revealed that all social support factors were positively and significantly related to job performance and job satisfaction, including manager support, peer support, friends support, and others’ support. Hence, job performance and job satisfaction in the Jordanian insurance industry can be predicted by studying the existence of social support. The study’s findings concluded that the higher the social support, the higher the job performance and job satisfaction.

The present work aims to emphasize the impact of job satisfaction on the performance at work of accounting professionals in Tunisia. Here, a total of 240 accounting professionals have participated in this study through a questionnaire survey. The results show that the more we advance in the career stages, the stronger the relationship between job satisfaction and performance at work is, with the exception of the disengagement stage.