The influence of trade unions on employee performance: Insights from the Nepalese cement manufacturing industry
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Author(s)Ganesh Datt PantLink to ORCID Index: https://orcid.org/0009-0000-8385-3700
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Oyyappan DuraipandiLink to ORCID Index: https://orcid.org/0000-0001-6076-0720
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Sateesh Kumar OjhaLink to ORCID Index: https://orcid.org/0009-0004-7397-2158
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Padam Bahadur LamaLink to ORCID Index: https://orcid.org/0000-0002-1498-4480
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Arjun Kumar NiroulaLink to ORCID Index: https://orcid.org/0009-0009-2139-8584
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Janga Bahadur HamalLink to ORCID Index: https://orcid.org/0000-0003-3030-1640
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DOIhttp://dx.doi.org/10.21511/ppm.23(4).2025.07
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Article InfoVolume 23 2025, Issue #4, pp. 90-99
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2 Downloads
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Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
The organization’s trade union greatly increases worker productivity by fostering a healthy work environment, resolving employee complaints, and encouraging employee involvement. To ascertain how union practices (collective bargaining, democratic principles, and job security) affect worker performance in Nepal’s cement manufacturing sector, this study investigates their impact on employee productivity. A causal and descriptive research strategy was employed. Survey participants were the employees working in the selected cement manufacturing companies of Nepal. The primary cross-sectional data were collected from October 2024 to February 2025. The paper used purposive sampling techniques; a total of 476 structured questionnaires were distributed, and 247 were retrieved. This paper also employed descriptive statistics and correlation and regression analyses. Similarly, Cronbach’s alpha was used to determine the internal consistency. The study’s findings indicated a substantial positive and significant impact of collective bargaining on employee performance (β = 0.691, t = 18.08). A robust, positive, and statistically significant impact of democratic principles on employee performance was identified (β = 0.60, t = 16.76). The results indicated a robust positive and statistically significant impact of job security on employee performance (β = 0.85, t = 18.54).
- Keywords
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JEL Classification (Paper profile tab)J50, J51, J53, L11
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References33
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Tables4
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Figures0
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- Table 1. Demographic profile of respondents
- Table 2. Correlation matrix
- Table 3. Regression analysis
- Table 4. Summary of the hypothesis testing
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The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)
Nansi Lidya Lolowang , Eka Afnan Troena , Atim Djazuli ,
Siti Aisjah
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 268-277 Views: 3231 Downloads: 1390 TO CITE АНОТАЦІЯVillages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.
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Artificial intelligence for employee engagement and productivity
Mia Ayu Gusti ,
Alpon Satrianto ,
Candrianto ,
Egy Juniardi ,
Halkadri Fitra
doi: http://dx.doi.org/10.21511/ppm.22(3).2024.14
Problems and Perspectives in Management Volume 22, 2024 Issue #3 pp. 174-184 Views: 2676 Downloads: 586 TO CITE АНОТАЦІЯThe “new normal” era has made remote work the new standard, making the use of artificial intelligence (AI) increasingly important. Therefore, this study aims to investigate employee perceptions of change leadership in the application of AI that affects employee engagement and productivity according to the resource-based view (RBV). Of the 467 respondents who worked in the banking industry in West Sumatra province, Indonesia, only 359 met the eligibility requirements. The partial least squares (PLS) analysis shows a direct relationship between AI and employee engagement (p < 0.05) and productivity (p < 0.05), as well as employee engagement and employee productivity (p < 0.05). The effect of AI on employee productivity is mediated by employee engagement (p < 0.05), but the moderating effect provided by change leadership is not significant (p > 0.05) in increasing employee productivity. These findings will help managers create a positive work environment through the application of AI, resulting in higher employee engagement and productivity. Specifically, these findings help organizations integrate AI more effectively and provide managers with a comprehensive understanding of the considerations needed to increase productivity through employee engagement for organizational competitiveness.
Acknowledgment
The authors thank Universitas Negeri Padang for helping finish this article. We also appreciate the cooperation and support of each member. -
The impact of human resource development practices on employee engagement and performance in Jordanian family restaurants
Amani Abu Rumman ,
Lina Al-Abbadi ,
Rawan Alshawabkeh
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.12
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 130-140 Views: 2603 Downloads: 1659 TO CITE АНОТАЦІЯGiven the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).
The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance.
