Individual, Group Dynamics, and Organizational Processes in the Workplace: Factors for Better Performance and Organizational Success

Introduction/Main Objectives: Research in individual, group dynamics, and organizational processes for organizational behavior can offer valuable insights into how people behave in the workplace. These insights can assist organizations in enhancing their effectiveness, promoting teamwork, and cultivating a culture that is more diverse and inclusive. Background Problems: Organizational behavior is complex and multifaceted, and there are many different factors that can influence good work performance. Novelty: In the area of organizational behavior, there is a growing interest in the intersection of technology and human behavior, also the need to understand team performance and collaboration. There is a lot of need to explore literature studies in various time spans regarding these aspects to be able to find models related to new systems and technologies. Research Methods: Literature study, a research method that involves collecting and analyzing existing research and academic literature on this topic. The data in this study are from previous studies in the form of textbooks, research papers, and articles. Research was conducted with 6 steps of literature study. Finding/Results: There are 7 main factors and 18 sub factors related to individual aspects. There are 6 main factors and 18 sub factors related to group aspects. And there are 3 main factors and 9 sub factors related to organizational processes, where the three main factors above affect good work performances. Research results can be further tested in specific organizational environments for the development of knowledge and to explain empirical and theoretical gaps


INTRODUCTION
Today's business world is a dynamic and hectic world, so organizations that can understand organizational behavior will be able to empower human resources and work more effectively (Sharma, 2018) (Loku & Gogiqi, 2016). This was also explained by Sharma (2018), that organization is a social system, where the study of organization is a combination of science, applied science, and humanities.
Organizational behavior will vary according to each type of business or each company, but the usefulness of the study of organizational behavior is universal, it can include: increasing profits through knowledge sharing between individuals and groups; cost effectiveness through performance effectiveness; better decision making by identifying individuals and groups, and managing them; innovation through discussion of ideas; and increasing the ability to achieve the common goals of the organization/company (Sharma, 2018) (Patel et al, 2012). In pandemic and post-pandemic conditions, as well as in inflationary conditions, changing employment relationships have occurred, where changes related to remote working, more flexible and diverse forms of work, require leaders and managers to adapt (Francis, 2011) (Stone, 2018) (Wilkinson & Townsend, 2011).

Individual Aspects on Organizational Behavior
The individual aspect of organizational behavior refers to the study of individual employees within an organization and their behavior, attitudes, perceptions, personality traits, and motivations. It is concerned with understanding how individual differences influence work behavior and job outcomes (Robbins et al, 2016) (Luthans, 2011) (Griffin et al, 2016) (Ivancevich et al, 2013).
Understanding how individual differences impact work behavior and outcomes can help managers and leaders to create a work environment that is conducive to positive behavior and productivity. It can also help organizations to identify individual strengths and weaknesses, provide appropriate training and development opportunities, and create effective performance evaluation systems (Robbins et al, 2016) (Luthans, 2011) (Griffin et al, 2016) (Ivancevich et al, 2013).
According to the trait activation theory, the expression of personality traits can be triggered by situational cues which can impact the way people behave and ultimately affect how well personality measures can predict job performance (Judge & Zapata, 2015).
One explanation by Bono & Ilies (2006) about leadership, personalities, and attitudes as the three of individual aspects is: Leaders with charismatic personalities can create a ripple effect of positive emotions and moods in their followers, which can ultimately shape the attitudes and actions of their team members in the workplace.  (George & Jones, 2012) (Sobirin, 2015).

Group Aspects on Organizational Behavior
The group's aspect of organizational behavior refers to the study of how groups of employees interact with each other and with the organization as a whole (Robbins et al, 2016) (Luthans, 2011) (Griffin et al, 2016) (Ivancevich et al, 2013). It is concerned with understanding the dynamics of group formation, communication patterns, leadership, decision-making processes, conflict resolution, and group cohesion (Jehn & Bendersky, 2003).

Work Performances
According to Borman and Motowidlo (1997), work performance refers to the actions exhibited by an individual within their work setting that aid in achieving the organization's objectives, produce the anticipated outcomes for the individual's job, and meet or surpass the required standards for the particular position.
They propose that work performance includes both task performance (i.e., the degree to which an individual is effective in performing the required job tasks) and contextual performance (i.e., the degree to which an individual contributes to the broader organizational environment, such as helping others, exhibiting good citizenship behaviors, and demonstrating organizational commitment).

METHOD
This research is a literature study. A literature study, also known as a literature review, is a research method that involves collecting and analyzing existing research and academic literature on a specific topic (Fink, 2010). The purpose of this study is to gain a comprehensive understanding of the current state of knowledge about organizational behavior, identify variability in the literature, and provide an evaluation of summary of previous research/ theories. According to Fink (2010), the literature study workflow involves six stages: 1. The identification and definition of the research problem or question. 3404 Journal on Education, Volume 06, No. 01, September-Desember 2023, hal. 3401-3430 2. Conduct a thorough search for relevant literature, utilizing various sources such as academic databases, online resources, and library catalogs.
3. Evaluating the quality and relevance of the literature by using specific criteria such as the author's credentials, the publication's reputation, and the research methods employed.
4. Analyze the literature by identifying themes, patterns, and gaps in the sources they have reviewed.
5. Integrating the findings from the literature into a cohesive narrative that supports the research problem or question.
6. Write the literature review, which is a critical analysis of the literature that provides an overview of the research problem, identifies the main themes and patterns in the literature, and proposes directions for future research.
To organize the data about organizational behavior, we use the framework from George & Jones (2012), as shown in Figure 2.  (George & Jones, 2012).

RESULTS AND DISCUSSION
In this section we present summarized breakdown tables of the group factors that form the framework for the aspects of organizational behavior to boost good/ great work performances. At Table 1 -3, the factors of individuals, groups and organizational aspects are broken down into sub factors.

Individual Differences: Personality and Ability
Individual differences refer to the unique characteristics that each employee brings to an organization, including personality traits and abilities. Patel et al (2012) explained that individuals with various educational backgrounds and skills are very important to be able to collaborate, so that these different individuals will not bring each other down.  (2012), Judge & Zapata (2015), Roccas et al (2002) • Big five personality traits (extroversion, agreeableness, conscientiousness, neuroticism, openness to experience) can affect an individual's behavior and performance in the workplace.

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Personality traits are not the only factor that determines behavior and performance, and the situational factors can also have a significant impact.

Work Values, Attitudes, Moods, and Emotions
The different parts mentioned can influence how a person behaves and feels about their job.
Being aware of and controlling these parts is crucial to improving work performance and overall satisfaction in the workplace. Individuals have certain beliefs and attitudes about what they consider important or desirable in their work, which are referred to as work values (Patel et al, 2012). • Individual's level of attachment and loyalty to their organization.

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Individual's perception of how much their organization values and supports their contributions and well-being.

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Individual's perception of fairness in the workplace.
• By addressing the good attitudes, organizations can create a culture of trust, respect, and commitment that promotes employee well-being and organizational effectiveness.

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Negative moods, such as anger and anxiety, are associated with lower job satisfaction, decreased Individual, Group Dynamics, and Organizational Processes in the Workplace: Factors for Better Performance and Organizational Success, Moh. Saiful Hakiki, Dwi Aprilia Anggraini, Norma Farizah Fahmi, Riyan Sisiawan Putra, Mukhtar Adinugroho 3407

Reference sources
Key points performance, and increased absenteeism and turnover.
• Mood contagion is the phenomenon where the mood of one person can spread to others in a group or team.

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Organizational culture and leadership can influence the mood climate of the workplace.

Emotions
Ashkanasy & Dorris (2017), Judge & Bono (2001), Bono & Ilies (2006), Ong & Allaire (2005) • Individual's ability to understand and manage their own emotions, as well as the emotions of others. • The effort required to manage and display emotions as part of one's job.

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Emotions affect motivation & performance, and also have the role in shaping attitudes and behaviors at work.

Perception, Attribution, and Management of Diversity
Attribution involves individuals providing causal explanations for the events and outcomes they encounter, especially those that are negative or unexpected (Weiner, 2018). Individual's diversity in the workplace (perceptions, attributions, and demographic backgrounds) refers to the differences that exist among employees in terms of their demographic characteristics, such as race, ethnicity, gender, age, religion, sexual orientation, disability, and cultural background.
Diversity in the workplace can have both positive and negative effects. On the positive side, diversity can lead to a more creative and innovative workforce, as individuals from different backgrounds bring unique perspectives and ideas. Managing diversity implies establishing a work setting that empowers every employee to make their maximum contribution towards achieving the goals of the organization (Chatman & Flynn, 2001).  People tend to attribute the behavior of others to either internal or external causes. For example, if a coworker is frequently absent, someone might attribute it to the coworker's laziness or to external factors like health issues or family problems.  Internal vs. external attributions: Individuals may make internal attributions for a colleague's behavior if they believe it is due to their personality or ability. Alternatively, they may make external attributions if they believe it is due to factors outside of their control, such as the task or the situation.

Learning & Creativity
Learning and creativity are two important concepts in organizational behavior. Learning refers to the acquisition of knowledge, skills, and attitudes through experience, training, and education.
Creativity, on the other hand, refers to the generation of new ideas, approaches, and solutions to problems.
The process of learning consists of gaining knowledge and developing skills by means of experiencing, studying, or being taught (Kolb, 2014).  Bandura (1977), Kolb (2014)  Learning is an ongoing process: Learning does not occur just during formal training or education, but also through daily experiences and interactions with others in the workplace.  Learning is influenced by various factors: Learning is influenced by factors such as individual characteristics (e.g., motivation, cognitive ability), social and organizational context (e.g., culture,  (2006), Schmidt & Hunter (1998), Furnham (2008)  Organizations can support the development of intelligence and talent through various methods, such as providing training and development opportunities, creating a supportive work environment, and offering feedback and coaching.  Talent refers to specific skills or abilities that are relevant to a particular job or industry.  Intelligence refers to a broad set of abilities, such as problem-solving, decision-making, and learning.

Work Motivation
Motivation is an important concept in organizational behavior, referring to the forces that drive individuals to behave in certain ways. In the workplace, motivation can have a significant impact on employee performance, satisfaction, and overall well-being. It pertains to the internal and external elements that start, maintain, and guide actions towards accomplishing objectives (Montes et al, 2003).
 Motivation is the driving force behind an individual's behavior, and plays a key role in determining their level of engagement and performance in the workplace.
 Intrinsic motivation, or motivation that comes from within the individual, is generally more sustainable and effective than extrinsic motivation, which comes from external factors like rewards or punishment.  Passion, or strong positive emotions and attitudes towards work, can also be a powerful motivator, but can lead to burnout if not managed properly.  Different individuals have different motivational needs and preferences, so it is important for managers to understand and cater to the unique needs and strengths of their employees.

Pay, Careers, and Changing Employment Relationships
Needs are the fundamental psychological necessities that are crucial for optimal functioning and overall well-being (Ryan & Deci, 2000). Pay, career, and changing employment relationships are important concepts in organizational behavior that can have a significant impact on individual behavior and organizational outcomes.
Effective management of an individual's need (pay, career, and changing employment relationships) in organizational behavior requires a strategic and adaptive approach that takes into account the unique needs and goals of individuals within the organization. implications for employee motivation, engagement, and job satisfaction. Employees may feel less committed to their organizations and less connected to their colleagues in these new work arrangements.

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Technological advances have also contributed to the changing employment relationship, enabling greater flexibility and remote work. However, this can also result in greater isolation and disconnection for workers, and may create new challenges for managers and HR professionals.

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The changing employment relationship has also led to new challenges for labor laws and regulations. For example, there is a need to ensure that non-standard workers are adequately protected and have access to benefits and job security.

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Organizations need to adapt to these changing employment relationships by creating a supportive and flexible work environment that enables employees to manage their work and personal lives. This may include offering flexible working arrangements, providing opportunities for skills development and training, and fostering a culture of openness and transparency.

Stress and Work-Life Balance
Stress is characterized as a condition of psychological and physiological pressure that arises due to difficult or demanding circumstances (McDaid & Cooper, 2014). Work-life balance refers to the ability of individuals to balance the demands of their job with their personal and family responsibilities.  (2006) , Bertolini & Poggio (2022) individual is able to balance their work responsibilities and personal responsibilities in a way that is satisfactory to them. • Importance: Achieving work-life balance is important for employee well-being, job satisfaction, and job performance. When employees feel that they have control over their work and personal lives, they are more likely to be engaged and productive in their jobs.

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Factors that affect work-life balance: Work-life balance can be affected by various factors, including job demands, job control, social support, and individual preferences.

The Nature of Work Groups and Teams
The nature of work groups and teams is influenced by a variety of factors, including the structure and culture of the organization, the level of autonomy and decision-making authority granted to the group or team, and the level of support provided by management.  Knippenberg (1999) • Communication: Group members exchange information through formal and informal channels, and communication plays a critical role in decision-making, problem-solving, and conflict resolution. • Cooperation and competition: Group members may cooperate to achieve common goals, but they may also compete for resources and recognition.

Effective Work Groups and Teams
When there is a need for multiple skills, judgments, and experiences in achieving performance, teams are more effective in comparison to individuals working alone or larger groups that are less cohesive (Katzenbach & Smith, 2015).  (2015), Tuckman (1965), Rotenberg (2019) • Trust is the belief or confidence that one party has in another party's reliability, integrity, and competence.

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Trust is an essential element for building and maintaining relationships among individuals and groups in an organization.

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The lack of trust can lead to negative outcomes such as conflict, low morale, and decreased productivity.

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Trust is a complex and dynamic concept that requires ongoing effort to maintain and strengthen.
Role clarity Lyons (1971), Hassan (2013), Curnin et al (2015) • Role clarity refers to the degree to which employees understand their job responsibilities, expectations, and performance standards.

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Role clarity is important for employee performance, job satisfaction, and overall organizational effectiveness.

Leaders & Leadership
According to Bass (1973 ), leadership involves the act of guiding individuals and groups towards a common goal. He believed that successful leaders are capable of adjusting their leadership approach based on the situation and followers, while also motivating and inspiring them to reach the goal. Bass highlighted the significance of taking into account the characteristics and needs of followers when selecting the most suitable leadership style. Leaders who prioritize vision and goal setting are more likely to inspire their followers, increase engagement and productivity, and achieve long-term success.
Emotional intelligence Bass (1973), Kerr et al (2006), Dulewicz et al (2005) • Emotional intelligence (EI) is the ability to recognize, understand, and manage one's own emotions, as well as the emotions of others.

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Leaders who possess high levels of EI are better equipped to understand and manage their own emotions, as well as the  (2021) • Delegation can improve organizational efficiency and productivity by allowing leaders to focus on high-level tasks and enabling subordinates to develop their skills and knowledge.

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Leaders should delegate tasks based on the strengths and interests of their subordinates, while also providing opportunities for growth and development.

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Delegation should not be used as a way to avoid responsibility or as a means of micromanaging subordinates.

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Leaders should monitor the progress of delegated tasks and provide feedback and guidance when necessary to ensure successful completion.

Power, Politics, Conflict, and Negotiation
The concepts of power, politics, and social networks are closely linked in organizations, as they are both influenced by and influence the patterns of relationships and interactions among members (Fairholm, 2009). Social network analysis is a valuable tool for comprehending the distribution and movements of power, the formation of political unions and alliances, and the reasons behind conflicts and negotiations within organizations. • Conflict is a natural part of organizational life and can arise from differences in interests, goals, values, and personalities.

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Conflict can be either positive or negative, depending on how it is managed and resolved.

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Conflict management strategies should be tailored to the specific situation and the parties involved, taking into account factors such as the level of trust, the degree of interdependence, and the goals of the organization.

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Conflict management should be seen as an opportunity for learning and growth, both for the individuals involved and for the organization as a whole.

Fairholm
(2009), Buchanan & Badham (2008), Julius & Pfeffer (1993) • Power is the ability to influence the behavior of others, while politics refers to the use of power to achieve goals and interests.

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Power and politics are present in all organizations, as they involve the allocation and distribution of resources, decision-making processes, and competition for status and influence. • Different types of power can be found in organizations, including legitimate, reward, coercive, referent, and expert power. • Social networks can be an important source of power and influence, as they shape the flow of information and resources within organizations.

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Skilled negotiators should be capable of handling the negotiation process, creating a favorable negotiation atmosphere, and building rapport with the other party.

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For a successful negotiation outcome, both parties should perceive the negotiation as fair and reasonable.

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The negotiation process is influenced by multiple factors, including ethical considerations, power dynamics, and cultural differences.

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Negotiation skills can be honed through practice, feedback, and training.
• Clear communication in organizations means that individuals or groups are able to convey and comprehend messages in a way that reduces uncertainty and misunderstandings. This is crucial for successful cooperation and decision-making in organizations.

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Communication clarity can be influenced by several factors, such as language, technical terms, cultural variances, and communication mediums.

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To enhance communication clarity, organizations can employ various tactics, such as utilizing plain language, avoiding technical jargon, providing contextual and background information, incorporating diverse communication channels, and actively seeking feedback and clarifying messages.

Decision Making & Organizational Learning
Akinci and Sadler-Smith (2018) argue that decision making and organizational learning are closely related. Effective decision making requires a continuous learning process that involves exploring new information, reflecting on past experiences, and adapting to changing circumstances.
Decision making can be seen as a key mechanism for organizational learning, as it provides opportunities to experiment, test hypotheses, and evaluate outcomes. Therefore, organizations that prioritize learning and experimentation are more likely to make effective decisions and adapt to changing environments. • The behavior of individuals within a group is heavily influenced by the group's context, including factors such as its size, composition, and culture.

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The context in which a group operates can also impact its ability to learn, innovate, make decisions, communicate effectively, and share information.

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The context of a group can impact the overall well-being of individual employees, including factors such as social support, job demands and control, and organizational culture.
Learning culture Akinci & Sadler-Smith (2018), Loku & Gogiqi (2016) • Learning culture in an organization is characterized by shared values and behaviors that promote learning and development. This involves a commitment to continuous learning, openness to feedback, and a willingness to take risks and experiment. • A safe and supportive environment is necessary to foster a learning culture, where employees feel comfortable sharing ideas and taking risks to learn from their mistakes.

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Creating a learning culture requires ongoing commitment, evaluation, and adjustment from all members of the organization, and is not a one-time initiative.

Organizational Design & Structure
According to Burton and Obel (2018), the way an organization is designed and structured is crucial for its performance. They argue that it can significantly affect how effectively and efficiently the organization achieves its goals. They stress the importance of ensuring that the organizational structure aligns with the organization's strategy, goals, and environment, and that it is flexible and adaptable to changes in the environment and strategic priorities. They believe that a well-designed and structured organization can lead to better performance and a competitive advantage.
• Organizational strategy is a crucial component of organizational performance, and emphasizes the need for the strategy to be wellaligned with the organization's goals, capabilities, and environment.

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Strategic goals should be specific and measurable, with clear objectives and targets that can be evaluated over time.

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It's important to involve key stakeholders in the strategic planning process, including employees, customers, and partners.

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The implementation of the strategy is also critical, and the authors emphasize the need to ensure that the necessary resources, structures, and processes are in place for effective implementation and monitoring. • Organizational processes refer to the systematic and established methods utilized by organizations to achieve their objectives. They are critical for enhancing organizational efficiency and effectiveness.

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To achieve their goals, organizations need to design processes that are both efficient and effective, which should be assessed regularly to identify areas for improvement.

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Organizational processes should align with the organization's goals and strategies, and should be adaptable to changes in the environment.

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If well-designed, effectively implemented, and challenging for competitors to replicate, organizational processes can serve as a source of competitive advantage. Kuye et al. (2013) explain that organizational culture significantly influences ethical behavior within a company. They suggest that a company's culture can impact employee behavior by shaping their perceptions, attitudes, and values. For example, if an organization promotes a culture of transparency, honesty, and accountability, employees are more likely to behave ethically. • Organizational social responsibility involves an organization's responsibility to act in a way that benefits society and the environment.

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While it is both a legal and ethical obligation, it also has the potential to benefit organizations by improving their reputation, customer loyalty, and employee engagement.

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They must be transparent about their social responsibility efforts and regularly report on their progress.

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Collaborating with stakeholders and engaging with the community is crucial for socially responsible organizations.

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In addition, they should consider their impact on the environment and aim to implement sustainable practices.

Organizational Change and Development
According to Weick and Quinn (1999), organizational change and development are intricate and unpredictable processes that necessitate a sensemaking perspective. They suggest that organizations must continually make sense of their surroundings and adapt to change to remain competitive. They argue that taking a sensemaking approach can help organizations overcome the challenges of change and development in the current dynamic and fast-paced environment.  (2013) • Employee involvement refers to the active participation of employees in decision-making and problem-solving processes within an organization.

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Leaders should play a vital role in facilitating employee involvement by providing resources and support, emphasizing the significance of employee involvement, and involving employees in decision-making processes.

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As a continuous process, employee involvement programs should be regularly reviewed and assessed by organizations to ensure their continued relevance and effectiveness.

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The process of organizational change is complex and  Lok & Crawford (1999) unpredictable, and organizations must continually make sense of their environment to remain viable. • Experimentation and learning in the change process, encouraging organizations to try new approaches and learn from both successes and failures is important.

Training & development
Cohen (2017), Singh & Swami (2023), Chen & Klimoski (2007) • The process involves obtaining knowledge, skills, and attitudes in a systematic manner to enable employees to perform their duties competently and proficiently. • Additionally, employees must receive training to handle new challenges, such as working with diverse teams and managing remote workers.

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Organizations that invest in HR training and development enjoy increased productivity, employee engagement, and overall success, making it a critical investment in remaining competitive.

CONCLUSION
The results suggest that individual factors, such as individual differences, work values, Overall, the findings suggest that a focus on both individual and group factors, as well as organizational processes, is necessary to achieve optimal work performance in organizations.
The factors obtained in this study could be used for management practitioners and for further academic research. Research results can be further tested in specific organizational environments for the development of knowledge and to explain empirical and theoretical gaps.