Article Per Year (5 Year)
p-Index From 2020 - 2025
0
P-Index
This Author published in this journals
All Journal Kinerja JBTI : Jurnal Bisnis : Teori dan Implementasi Akuntansi Bisnis & Manajemen (ABM)
D. Wahyu Ariani
Unknown Affiliation
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

Published : 3 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 3 Documents
Search

 1 
Hubungan Kinerja Tugas dan Kinerja Kontekstual Dengan Kepuasan Kerja, Komitmen dan Kepribadian D. Wahyu Ariani
KINERJA Vol. 14 No. 2 (2010): Kinerja
Publisher : Faculty of Business and Economics Universitas Atma Jaya Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24002/kinerja.v14i2.46

Abstract

This study addressed the role of organizational commitment, job satisfaction and personality in contextual performance (organizational citizenship behavior) and task performance or in- role performance. Job satisfaction were identified satisfaction to reward and organizational commitment were identified affective organizational commitment and self-esteem personality, I provide a framework showing these variables may motivate citizenship behavior and in-role performance. A survey was conducted by using questionnaires from previous research. The questionnaires were sent to 250 employees in service organizations such as hospitals, schools, hotels, and educational institution. Validity tests and reliability tests were used to test the questionnaires contents. The Structural Equation Modelling (SEM) was used to test the relationship among the variables. The result proved that self-esteem personality have the strongest effect on individual in-role performance, and organizational commitment have the dtrongest effect on individual contextual performance (organizational citizenship behavior). In-role performance is different from contextual performance. . A thorough discussion on the relationship among the variables as well as on self rating is presented in this paper.
Pengaruh Manajemen Impresi Pada Perilaku Kewargaan Organisasional: Suatu Studi Empiris D. Wahyu Ariani
JBTI : Jurnal Bisnis : Teori dan Implementasi Vol 5, No 1 (2014): Februari 2014
Publisher : Universitas Muhammadiyah Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18196/jbti.v5i1.2445

Abstract

In this paper we investigated whether or not impression management effect organizational citizenship behavior (OCB) of employees in service industries in Yogyakarta, Indonesia.  The aim of this research also distinguished between impression management and OCB. Based on the previous researchers, I examine that five dimensions of impression management enhance three dimensions of OCB. Three types of OCB and five types of impression management were assessed using modification of previous researchers. A survey was conducted by using questionnaires from previous research. The questionnaires were sent to employees in private service organizations, 171 completed surveys were returned anonymously in sealed envelopes. Validity tests and reliability tests were used to test the questionnaires contents. Independent sample test was used to test difference between impression management and OCB. The correlation between two dimensions and regressions analysis were used to test the relationship among the variables and dimensions. The result proved that impression management is both conceptually and empirically distinct from OCB. Self-promotion, ingratiation, and exemplification dimensions have positive effect on participation dimension, ingratiation, exemplification, and supplication dimensions have positive effect on obedience dimension, and exemplification, intimidation, and supplication dimensions have positive effect on loyalty dimensions. A thorough discussion on the relationship among the variables as well as on self rating is presented in this paper.
MANAGEMENT DEVELOPMENT AND INDIVIDUAL LEARNING D. Wahyu Ariani
Akutansi Bisnis & Manajemen ( ABM ) Vol 9 No 2 (2002): Oktober
Publisher : STIE Malangkucecwara

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

Management Development (MD) is the interaction between individu and organization. This is a management and controlling process of management learning in organization with emphasis on strategic or long term activities, so it must be known impact of individual learning behavior and learning opportunity on individual performance. This article has identified four types of management development, Administrative MD, Derived MD, Leading MD, and Partner MD. The central challenge of management development is to control and manage the learning process of managers, focused on individual development and career success and/ or reaching orgnizational goals.
Co-Authors