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All Journal JURNAL LENTERA BISNIS Economics and Digital Business Review Journal Development Manecos
Nelson Mansoara
Universitas Caritas Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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PENGARUH ETOS KERJA DAN DISIPLIN KERJA TERHADAP KOMITMEN ORGANISASI PEGAWAI PADA DINAS SOSIAL KABUPATEN PEGUNUNGAN ARFAK Toni Toansiba; Yohanes Damaskus Resi; Nelson Mansoara
JURNAL LENTERA BISNIS Vol. 15 No. 2 (2026): JURNAL LENTERA BISNIS, Mei 2026
Publisher : POLITEKNIK LP3I JAKARTA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34127/jrlab.v15i2.2340

Abstract

Low work ethic and weak work discipline among civil servants in remote regional government offices often underlie fragile organizational commitment a problem that has received insufficient scholarly attention in Indonesian public sector HRM literature. This study examines the partial and simultaneous effects of work ethic and work discipline on employee organizational commitment at the Social Affairs Office of Pegunungan Arfak Regency. Grounded in Allen and Meyer's (1990) three-component commitment model, Weber's (1958) work ethic theory, and Skinner's (1938) reinforcement theory, this research employs a quantitative census approach involving all 54 active employees. Data were collected via Likert-scale questionnaires and analyzed with multiple linear regression using IBM SPSS. Results show that: (1) work ethic has a positive and significant effect on organizational commitment (β=0.412, t=4.183, sig=0.000), (2) work discipline has a positive and significant effect on organizational commitment (β=0.501, t=5.087, sig=0.000), (3) simultaneously both variables are significant (F=37.214, sig=0.000) with R²=0.601, meaning 60.1% of variation in organizational commitment is explained by these variables. Work discipline proves to be the more dominant predictor. These findings contribute theoretically to extending organizational commitment models within remote regional government contexts, while offering practical implications for HRM policy in Pegunungan Arfak Regency.
Organizational Communication and Employee Performance in Service Companies in West Papua Nelson Mansoara; Roberth Kurniawan Ruslak Hammar
Journal Development Manecos Vol. 4 No. 1 (2026): Journal Development Manecos
Publisher : Scieclouds Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.71435/738226

Abstract

Organizational communication has increasingly been recognized as a strategic organizational capability that supports employee effectiveness and organizational performance, particularly within service-oriented industries. However, empirical evidence examining this relationship in geographically dispersed and culturally diverse regions remains limited. This study investigates the effect of organizational communication on employee performance in service companies located in Manokwari, West Papua, Indonesia. A quantitative research design was employed, and data were collected through structured questionnaires administered to 100 employees working in banking, telecommunications, hospitality, transportation, retail, and public service organizations. Respondents were selected using purposive sampling based on predefined eligibility criteria. The measurement instruments were adapted from established organizational communication and human resource management literature and analyzed using Structural Equation Modelling–Partial Least Squares (SEM-PLS) with SmartPLS 4. The results demonstrate that organizational communication exerts a positive and significant effect on employee performance (β = 0.756, t = 13.842, p < 0.001). The model explains 57.1% of the variance in employee performance (R² = 0.571), indicating that communication represents a substantial organizational determinant of performance outcomes. The findings suggest that communication characterized by clarity, openness, information accuracy, effective coordination, and constructive feedback enhances employees’ ability to perform their duties efficiently and collaboratively. Beyond confirming existing organizational communication theory, this study contributes to management literature by demonstrating the strategic importance of communication within service organizations operating in a geographically dispersed, culturally diverse, and infrastructure-constrained environment. The findings further imply that managers should prioritize the development of transparent, participative, and responsive communication systems to strengthen employee performance and organizational effectiveness.
The Influence of Education Level and Compensation on Employee Performance at the Regional Financial and Asset Management Agency in Arfak Mountains Regency Melanesia Ferdinanda Torey; Yohanes Damaskus Resi; Nelson Mansoara
Economics and Digital Business Review Vol. 6 No. 1 (2025)
Publisher : STIE Amkop Makassar

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Abstract

This study aims to analyse the influence of education level and compensation on employee performance at the Regional Financial and Asset Management Agency in Arfak Mountains Regency. A quantitative approach was used, involving data collection through surveys distributed to employees. The variables examined include education level, compensation, and their impact on performance. The findings reveal that education level significantly affects employees' ability to perform tasks, particularly in areas requiring technical skills and knowledge. Compensation also plays a critical role, as adequate and fair compensation motivates employees to improve their productivity and job satisfaction. Furthermore, the combination of higher education levels and well-structured compensation systems results in optimal performance. The study concludes that improving employee education and ensuring appropriate compensation can enhance overall organizational effectiveness. Recommendations include implementing training programs to upgrade employee competencies and revising compensation structures to align with performance goals, as well as exploring the potential impact of other factors, such as job satisfaction, work environment, and career development opportunities, on employee performance.
Co-Authors Melanesia Ferdinanda Torey Roberth Kurniawan Ruslak Hammar Toni Toansiba Yohanes Damaskus Resi