Journal of Research in Business, Economics and Management <div class="sc-iQKALj hmZFgV">&nbsp;</div> Scitech Research Organisation en-US Journal of Research in Business, Economics and Management 2395-2210 <p><strong>TRANSFER OF COPYRIGHT</strong></p> <p>JRBEM is pleased to undertake the publication of your contribution to <strong>Journal of Research in Business Economics and Management.</strong></p> <p>The copyright to this article is transferred to JRBEM(including without limitation, the right to publish the work in whole or in part in any and all forms of media, now or hereafter known) effective if and when the article is accepted for publication thus granting JRBEM all rights for the work so that both parties may be protected from the consequences of unauthorized use.</p> The Effect Of Village Fund Management Accountability In Aceh Singkil District, Indonesia <p>This study is conducted to address the effect of village fund management accountability in Aceh Singkil District of Indonesia. Using the factors of government internal supervisory, village apparatus competency and public participation, this study tried to test either partially or simultaneously on the management accountability of village funds. By selecting the population of all villages in Aceh Singkil District, which total of 116 villages in 11 districts, these research using purposive sampling method to curve the population. However, the sampling technique used stratified random sampling, totaling 46 villages including the village head, village secretary, treasurer, head of affairs and community leaders in each village. Utilizing the primary data of questionnaires from respondents, the research data was collected by using documentation techniques. The result of Multiple Linear Regression Analysis proved that the government internal supervisory and village apparatus competency influenced the management accountability of village funds in Aceh Singkil District. Alongside, public participation has no effect on the management accountability of village funds in Aceh Singkil District.</p> Iswan Darsono Mulia Saputra Syukriy Abdullah ##submission.copyrightStatement## 2021-01-04 2021-01-04 16 1 1 8 The Effect of Hr Practices on Psychological Empowerment in Forming Performance Based on Learning and Growth Perspectives <p>Over the years, the field of Strategic Human Resource Management has attracted a lot of attention from academics and researchers, especially in relation to employee perceptions of Human Resources (HR) practices. HR Practices (HR Practices) is a process of attracting, motivating, and retaining employees to ensure the survival of the organization. Several aspects in HR practices encourage employees to work better to improve organizational performance. Organizational performance is not an easy matter. Organizational performance is an indicator that can show the level of achievement that the company has achieved and can also be used to reflect the success of the manager / entrepreneur. This is because performance is the result achieved, which comes from the behaviour of company members. The study was conducted on 64 respondents to determine the effect of HR practices on company performance. Linear regression was used as a method of analysis. The independent variable regression coefficient (Beta) is used to determine the direction of the relationship between the independent and dependent variables. The level of acceptance of the hypothesis is determined by t-sig; t-sig &lt;0.05 indicates the significance level of the relationship at the 95% confidence level. Research result showed that Training have no significant effect on either Job Competence, Job Autonomy, or Job Impact, however Training have negative effect on Job Autonomy; Reward have no significant effect on both Job Competence and Job Autonomy, however Reward have negative effect on Job Competence, but have significant effect on Job Impact; Management Style have significant effect on all Job Competence, Job Autonomy, and Job Impact; Job Competence and Job Autonomy have no significant effect on Organization Performance based on Learning and Growth, but Job Impact does.</p> Oliandes Sondakh Rintani Dyan Pangastuti Hananiel Mennoverdi Gunawan ##submission.copyrightStatement## 2021-02-01 2021-02-01 16 1 9 16 Validation of the International Engineering Motivation Construct with Multigroup Analysis <p>The purpose of this study was twofold. First, the study aimed to validate multicultural workforce motivation in engineering. Second, it aimed to perform a subgroup analyses of the identified model to determine if the theoretical model is valid across demographics. Data were collected from a total of 268 employees working in the United States either as a natural citizen or with an Employment Authorization Document (EAD). The theoretical framework used in the study was Herzberg’s Motivation-Hygiene Theory, which is suggested by many (Ben Slimane, 2017; Shuck and Herd, 2012; Singh &amp; Bhattacharjee, 2019). The instruments used were Minnesota Satisfaction Questionnaire (MSQ) suggested by Weiss et al. (1967) and the Vancouver Index of Acculturation (VIA) suggested by Ryder et al., (2000). Data were collected using crowdsourcing agency.&nbsp; Both exploratory factor analysis (EFA) and confirmatory factor analyses (CFA) were used in the study. The model was tested with a specific bias test and for model invariance at both the global and local levels. A multi-group difference test was conducted on the participants’ industry, position, birth country, ethnicity, gender, age group, and educational background to confirm or deny configural, metric and scalar invariance. The study validated the results from prior research that reported different number of factors for the motivation construct.&nbsp; The results of the study suggest that even old theories from a western country, such as Herzberg’s Motivation-Hygiene Theory, still could be valid in multicultural organizations.&nbsp; Recommendations for future research are provided.</p> David Galovits Ruzanna Topchyan ##submission.copyrightStatement## 2021-02-09 2021-02-09 16 1 17 30