Factors Affecting Employee Performance in Private Enterprises in Liao Cheng City, Shandong Province, China
Article Sidebar
Main Article Content
Abstract
The Background and Aims of this study were in an increasingly competitive business environment, private enterprises play a vital role in economic development, where employee performance is crucial for organizational survival and growth. This study aims to evaluate the levels of talent development, work-life balance, and employee performance in private enterprises in Liao Cheng, Shandong Province, and to analyze the influence of talent development and work-life balance on employee performance. The research adopted a survey-based empirical approach, collecting data from 400 employees working in private enterprises in Liao Cheng, Shandong Province, China, using convenience sampling. The results of study revealed that talent development and work-life balance have a significant positive impact on employee performance were underscores the importance of enhancing talent development initiatives, optimizing employee retention strategies, fostering continuous learning, adopting flexible work arrangements, and implementing telecommuting and compressed work weeks to improve employee performance in private enterprises. Recommendations 1. Study on the level of personnel development, work-life balance and work performance of employees in private companies in Liao cheng City, Shandong Province. In the next study, lessons learned from public companies that have achieved success in developing the quality and efficiency of their employees should be used to develop personnel. 2. Analysis of the effects of personnel development and work-life balance on work performance of employees in private companies in Liao cheng City, Shandong Province. In the next study, other factors such as social conditions, government support such as social welfare, life insurance, and savings in various funds should be studied.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
บทความที่ปรากฏในวารสารนี้ เป็นความรับผิดชอบของผู้เขียน ซึ่งสมาคมนักวิจัยไม่จำเป็นต้องเห็นด้วยเสมอไป การนำเสนอผลงานวิจัยและบทความในวารสารนี้ไปเผยแพร่สามารถกระทำได้ โดยระบุแหล่งอ้างอิงจาก "วารสารสมาคมนักวิจัย"
References
Abraham, M.,et.al. (2023). Reframing talent acquisition, retention practices for organisational commitment in Malaysian SMEs: A managerial perspective. Journal of General Management, 03063070231184336.
Al-Omari, G., et.al. (2020). Work-life balance and its impact on employee satisfaction on five star hotels. Management Science Letters, 10(4), 871-880.
Allen, T. D., et.al. (2020). A cross-national meta-analytic examination of predictors and outcomes associated with work–family conflict. Journal of Applied Psychology, 105(6), 539.
Alanazi, A. (2020). The role of talent management and its outcomes to achieve sustainable competitive advantage: a critical investigation in Saudi Arabian oil and gas organisations (Doctoral dissertation, Brunel University London).
Ahmed, S., et.al. (2024). How employee engagement mediates the training and development and work–life balance towards job performance of the private banks? The TQM Journal.
Amankwah-Amoah, J., & Debrah, Y. A. (2011). Competing For Scarce Talent in a Liberalised Environment: Evidence from the Aviation Industry in Africa. International Journal of Human Resource Management, 22(17), 3565-3581.
Barbuto, S. et al (2020). Phase I randomized single-blinded controlled study investigating the potential benefit of aerobic exercise in degenerative cerebellar disease. Clin Rehabil, 34(5), 584-594. doi: 10.1177/0269215520905073.
Cochran, W.G. (1963). Sampling Technique. 2nd Edition, John Wiley and Sons Inc., New York.
Davidescu, A. A., et.al. (2020). Work flexibility, job satisfaction, and job performance among Romanian employees—Implications for sustainable human resource management. Sustainability, 12(15), 6086.
Dowansiba, B. (2024). Analysis of Recruitment, Selection, and Placement on Employee Performance (Study on the West Papua Provincial Education Office). Jurnal sosial dan sains, 4(9), 906-917.
Edewhor, V., & Okoh, O. (2024). Impact of Talent Management on Organizational Performance of Selected Small and Medium Scale Enterprises in South-South Nigeria. NG Journal of Social Development, 15(1), 168-178.
Ferrara, B et. Al. (2022). Investigating the role of remote working on employees’ performance and well-being: an evidence-based systematic review. International Journal of Environmental Research and Public Health, 19(19), 12373.
Garavan, T. N., et.al (2012). Mapping talent development: definition, scope and architecture. European journal of training and development, 36(1), 5-24.
Gerhardt, T. & Karsan, S. (2022). Talent management in private universities: the case of a private university in the United Kingdom April 2022. International Journal of Educational Management, 36(1). DOI:10.1108/IJEM-05-2020-0222.
Halawi, A., & Haydar, N. (2018). Effects of Training on Employee Performance: A Case Study of Bonjus and Khatib & Alami Companies. International humanities studies, 5(2).
Hakro, T. H., et.al. (2022). Investigating the relationship of talent management on employee performance, employee engagement, and job satisfaction. Research Journal of Social Sciences and Economics Review, 3(3), 10–20.
Hashmi S. et. al. (2023). Extracorporeal shock wave lithotripsy for pancreatic duct stones in patients with chronic pancreatitis: Are we underutilizing a new technology.
Igbinoba, E.,et. al. (2022). Employees’ retention strategies and organizational performance. Academy of Entrepreneurship Journal, 28(5), 1-12.
Kafetzopoulos, D. (2023). Talent development: a driver for strategic flexibility, innovativeness and financial performance. EuroMed Journal of Business, 18(2), 296-312.
Kurdy, D. M., et.al. (2023). The impact of remote working on employee productivity during COVID-19 in the UAE: the moderating role of job level. Journal of Business and Socio-economic Development, 3(4), 339-352.
Kulkalyuenyong, P., et.al. (2019) The Effects of Quality of Work life toward Organizational Commitment of the Employees Working in the Industrial Estate in Samut Prakarn Province: A Case of Electronics Industry. Journal of Business Administration The Association of Private Higher Education Institutions of Thailand, 8(2), 215-229.
Löfsten, H., et.al. (2020). Science Parks and talent attraction management: university students as a strategic resource for innovation and entrepreneurship. European Planning Studies, 28(12), 2465-2488.
Mantow, H. A. D., & Nilasari, B. M., (2022). The Effect of Knowledge Management and Talent Management on Employee Performance. Jurnal Manajemen, 26(1), 51-66.
Marecki, L. (2023). Impact of work-life balance on employee productivity and well-being. Journal of Management and Financial Sciences, 50, 165-178.
Memon, H., et.al. (2022). Talent Management and Employee Performance: A Quantitative Assessment during the COVID-19 Pandemic. Journal of Development and Social Sciences, 3(4), 608-618.
Noe, R. A. (2020). Employee training and development. McGraw-Hill.
Orishede, F., & Ndudi, E. F. (2020). Flexible work arrangement and employee performance: A review. Journal of Resources & Economic Development, 3(1), 86-103.
Paje, R. C., et. al. (2020, April). The impact of compressed workweek arrangements on job stress, work-life balance, and work productivity of rank-and-file employees from different industries in Metro Manila. In Journal of Physics: Conference Series, 1529(3), 032055. IOP Publishing.
Riyanto, S., et.al. (2021). Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement. Problems and Perspectives in Management, 19(3), 162.
Rañeses, M. S., et.al. (2022). Investigating the Impact of Remote Working on Employee Productivity and Work-life Balance: A Study on the Business Consultancy Industry in Dubai, UAE. International Journal of Business & Administrative Studies, 8(2).
Spicer, Z., & Lyons, J. (2023). Small town, short work week: evaluating the Effects of a compressed work Week Pilot in Zorra, Ontario, Canada. State and Local Government Review, 55(1), 73-81.
Sisneros, K. R. (2025). The Impact of Recruitment and Selection Strategies on Organizational Performance and Employee Productivity. Liberty University.
Sawaneh, I. A., & Kamara, F. K. (2019). Evaluating employee retention strategies on job performance. Science Journal of Business and Management, 7(3), 67-73.
Sopiah, S.,et.al. (2020). Does talent management affect employee performance? The moderating role of work engagement.
Wesonga, J. N., & Van Der Westhuizen, J. (2024). Effect of talent development on organizational performance. EUREKA: Social and Humanities, (2), 25-37.
Wahyudi, E., et.al. (2022). Effect of talent management, work life balance and organizational commitment on employee performance and job satisfaction as intervening variables in pt. Tuv nord Indonesia. Dinasti International Journal of Management Science, 3(6), 1032-1046.
Wiradendi , W., et.al. (2020). Effectiveness of E-Training, E-Leadership, and Work Life Balance on Employee Performance during COVID-19 October 2020. Journal of Asian Finance Economics and Business, 7(10), 443-450. DOI: 10.13106/jafeb.2020.vol7.no10.443.
Zainee, I. A., & Puteh, F. (2020). Corporate social responsibility impact on talent retention among Generation Y. Revista de Gestão, 27(4), 369-392.
Zhou, L., et. al. (2023). The influence of EmployeesEngagement and Organizational Culture as a Mediator of Transformational Leadership on Employee Performance of Government University in Fujian Sheng, People’s Republic of China. Journal of Business Administration. The Association of Private Higher Education Institutions of Thailand, 12(1), 45-62.
