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Paulus, P.
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Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Library & Information Science Social Sciences

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Effective Onboarding and Socialization Tactics: A Communication Psychology Approach to Human Resource Management Paulus, P.
Golden Ratio of Mapping Idea and Literature Format Vol. 3 No. 1 (2023): July - January
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grmilf.v3i1.353

Abstract

In the dynamic landscape of contemporary human resource management, effective onboarding and socialization processes emerge as crucial elements for organizations striving to cultivate a productive and engaged workforce. This exploration delves into the intricate interplay between organizational communication and human psychology to unravel the dynamics that contribute to successful onboarding. By adopting a communication psychology approach, this discourse aims to provide a comprehensive understanding of how tailored communication strategies can enhance the onboarding experience, foster employee satisfaction, and contribute to organizational success.
The Role of Psychological Safety in Team Communication: Implications for Human Resource Practices Paulus, P.
Golden Ratio of Mapping Idea and Literature Format Vol. 3 No. 2 (2023): February - June
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grmilf.v3i2.399

Abstract

In the fast-paced environment of contemporary workplaces, characterized by a focus on innovation and collaboration, effective team communication stands out as a critical factor for organizational success. At the heart of such communication dynamics lies the concept of psychological safety—a shared belief within teams that encourages individuals to express themselves without fear of negative consequences. Recognized as a fundamental element for high-performing teams, psychological safety is now undergoing a paradigm shift in human resource (HR) practices, which traditionally concentrated on recruitment, training, and performance management. As organizations navigate the complexities of the global market, understanding and fostering psychological safety within teams have become imperative. This paper explores the multifaceted dimensions of psychological safety in team communication and its implications for contemporary HR practices. The groundwork for psychological safety was laid by Edgar Schein, whose seminal research emphasized the importance of trust and mutual respect in organizational settings. Drawing from social psychology theories, Schein highlighted psychological safety as a facilitator for authentic expression and constructive dialogue. Amy Edmondson's subsequent research further underscored the pivotal role of psychological safety, particularly in fostering open communication, learning, and innovation within teams. Psychological safety, defined as the perceived safety of interpersonal interaction, influences team communication and performance significantly. Various factors such as role-based characteristics, organizational trust, and empowering leadership contribute to its establishment. Trust moderates the relationship between work locus of control and psychological safety. Training interventions and individualized attention from managers have also been identified as means to enhance psychological safety, especially in interprofessional teams where it is crucial for effective communication and decision-making. Within psychologically safe teams, members feel empowered to voice opinions, share ideas, and challenge norms without fear of reprisal. This openness fosters a culture of constructive feedback and continuous improvement, driving innovation and problem-solving initiatives. Vulnerability, as advocated by Brené Brown, plays a crucial role in this context, facilitating authentic engagement and deeper relationships among team members. With the rise of remote work and virtual collaboration, the importance of psychological safety becomes even more pronounced. HR practices must adapt to foster psychological safety in virtual teams, leveraging technology to promote inclusivity and mitigate communication barriers.
The Effect of Remuneration, Work Discipline and Motivation on Employee Performance Paulus, P.
Golden Ratio of Human Resource Management Vol. 3 No. 1 (2023): August - February
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grhrm.v3i1.283

Abstract

The success and failure of activities within an organization are measured based on the performance of its employees. This performance can be influenced by various factors, such as remuneration, work discipline, and motivation. The purpose of this study is to analyze the effect of these three factors on the performance of employees at Office of Syahbandar and Port Authority (KSOP) Class IV Sintete West Kalimantan. This research uses a census method with a total of 70 respondents from the population related to the performance of employees at Office of Syahbandar and Port Authority (KSOP) Class IV Sintete West Kalimantan. Multiple regression analysis is used to analyze the data. The results of the study show that remuneration, work discipline, and motivation have a positive and significant influence on employee performance simultaneously. Specifically, work motivation is found to have the most dominant influence on employee performance. These findings suggest the importance of managing remuneration and motivation in improving employee performance. Work discipline also plays a crucial role in enhancing employee performance. However, it should be noted that this study has limitations in terms of its measurement and analysis techniques and its generalizability to other organizations. Further research could be conducted to expand understanding and explore other factors that affect employee performance.
The Effect of Remuneration, Work Discipline and Motivation on Employee Performance Paulus, P.
Golden Ratio of Human Resource Management Vol. 3 No. 1 (2023): August - February
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grhrm.v3i1.283

Abstract

The success and failure of activities within an organization are measured based on the performance of its employees. This performance can be influenced by various factors, such as remuneration, work discipline, and motivation. The purpose of this study is to analyze the effect of these three factors on the performance of employees at Office of Syahbandar and Port Authority (KSOP) Class IV Sintete West Kalimantan. This research uses a census method with a total of 70 respondents from the population related to the performance of employees at Office of Syahbandar and Port Authority (KSOP) Class IV Sintete West Kalimantan. Multiple regression analysis is used to analyze the data. The results of the study show that remuneration, work discipline, and motivation have a positive and significant influence on employee performance simultaneously. Specifically, work motivation is found to have the most dominant influence on employee performance. These findings suggest the importance of managing remuneration and motivation in improving employee performance. Work discipline also plays a crucial role in enhancing employee performance. However, it should be noted that this study has limitations in terms of its measurement and analysis techniques and its generalizability to other organizations. Further research could be conducted to expand understanding and explore other factors that affect employee performance.
Effective Onboarding and Socialization Tactics: A Communication Psychology Approach to Human Resource Management Paulus, P.
Golden Ratio of Mapping Idea and Literature Format Vol. 3 No. 1 (2023): July - January
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grmilf.v3i1.353

Abstract

In the dynamic landscape of contemporary human resource management, effective onboarding and socialization processes emerge as crucial elements for organizations striving to cultivate a productive and engaged workforce. This exploration delves into the intricate interplay between organizational communication and human psychology to unravel the dynamics that contribute to successful onboarding. By adopting a communication psychology approach, this discourse aims to provide a comprehensive understanding of how tailored communication strategies can enhance the onboarding experience, foster employee satisfaction, and contribute to organizational success.
The Role of Psychological Safety in Team Communication: Implications for Human Resource Practices Paulus, P.
Golden Ratio of Mapping Idea and Literature Format Vol. 3 No. 2 (2023): February - June
Publisher : Manunggal Halim Jaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52970/grmilf.v3i2.399

Abstract

In the fast-paced environment of contemporary workplaces, characterized by a focus on innovation and collaboration, effective team communication stands out as a critical factor for organizational success. At the heart of such communication dynamics lies the concept of psychological safety—a shared belief within teams that encourages individuals to express themselves without fear of negative consequences. Recognized as a fundamental element for high-performing teams, psychological safety is now undergoing a paradigm shift in human resource (HR) practices, which traditionally concentrated on recruitment, training, and performance management. As organizations navigate the complexities of the global market, understanding and fostering psychological safety within teams have become imperative. This paper explores the multifaceted dimensions of psychological safety in team communication and its implications for contemporary HR practices. The groundwork for psychological safety was laid by Edgar Schein, whose seminal research emphasized the importance of trust and mutual respect in organizational settings. Drawing from social psychology theories, Schein highlighted psychological safety as a facilitator for authentic expression and constructive dialogue. Amy Edmondson's subsequent research further underscored the pivotal role of psychological safety, particularly in fostering open communication, learning, and innovation within teams. Psychological safety, defined as the perceived safety of interpersonal interaction, influences team communication and performance significantly. Various factors such as role-based characteristics, organizational trust, and empowering leadership contribute to its establishment. Trust moderates the relationship between work locus of control and psychological safety. Training interventions and individualized attention from managers have also been identified as means to enhance psychological safety, especially in interprofessional teams where it is crucial for effective communication and decision-making. Within psychologically safe teams, members feel empowered to voice opinions, share ideas, and challenge norms without fear of reprisal. This openness fosters a culture of constructive feedback and continuous improvement, driving innovation and problem-solving initiatives. Vulnerability, as advocated by Brené Brown, plays a crucial role in this context, facilitating authentic engagement and deeper relationships among team members. With the rise of remote work and virtual collaboration, the importance of psychological safety becomes even more pronounced. HR practices must adapt to foster psychological safety in virtual teams, leveraging technology to promote inclusivity and mitigate communication barriers.
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