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Human Resource Quality Analysis On Customer Satisfaction At Care Inn Hotel Maria Laura Irwantari; Koen Irianto Uripan; Setio Kuncoro; Siti Nur Soleha; Ahmad Zainuddin
International Humanity Advance, Business & Sciences Vol 3 No 3 (2026): January
Publisher : PT Maju Malaqbi Makkarana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/ijhabs.v3i3.962

Abstract

This study aims to analyze the effect of the quality of human resources services (workers) on customer satisfaction at the hotel Care Inn Merauke, taking into account disconfirmation as a mediation variable. Using a quantitative approach with survey methods, this study involved 382 respondents who were hotel customers during the period from January to May 2025. The research Model refers to SERVQUAL, which consists of five dimensions: Tangibles, Reliability, Responsiveness, Assurance, and Empathy. The results of the analysis using Partial Least Squares-Structural Equation Modeling (PLS-SEM) showed that the model built has a high validity and reliability, with the value of R2 for customer satisfaction of 75.7%. The findings showed that the dimensions of Empathy, Reliability, and Assurance have a direct and significant effect on customer satisfaction, while Tangibles have a small effect, and Responsiveness is not significant. Disconfirmation acts as a partial mediator in the relationship between the quality of Human Resource Services (workers) and customer satisfaction, with a significant influence of Empathy, Reliability, and Assurance on disconfirmation. These findings indicate that customer satisfaction at Care Inn Merauke Hotel is more influenced by relational experience and effectiveness of services that are able to meet customer expectations than physical aspects or responsiveness. The study concludes that customer satisfaction improvement strategies should emphasize the management of interpersonal expectations and experiences, as well as recommendations for further research in the context of hospitality in non-metropolitan areas. The findings are expected to provide practical insights for hotel management and academic contributions in the development of Service theory.
Analysis Of The Role Of Organizational Commitment As A Mediator In The Relationship Between Job Satisfaction And The Work Environment On Employee Performance Yenni Christiani; Sutoyo; Koen Irianto Uripan; Sutomo; Immanuel Ustradi Osijo
International Humanity Advance, Business & Sciences Vol 3 No 4 (2026): April
Publisher : PT Maju Malaqbi Makkarana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/ijhabs.v3i4.1064

Abstract

This study aims to analyze the influence of job satisfaction and work environment on employee performance with organizational commitment as a mediating variable at the Samodra Ilmu Cendekia Foundation. This study uses a quantitative approach with the type of explanatory research to explain the causal relationship between variables. The population in this study is all employees of the Samodra Ilmu Cendekia Foundation, totaling 256 people, with sampling techniques using the census method. Data was collected through a questionnaire compiled based on the indicators of each variable and analyzed using the Partial Least Squares Structural Equation Modeling method. The results of the study show that job satisfaction has a positive and significant effect on employee performance, as well as a positive and significant effect on organizational commitment. The work environment has also been proven to have a positive and significant effect on employee performance and organizational commitment. However, the test results show that organizational commitment has no significant effect on employee performance. In addition, organizational commitment does not play a role as a mediating variable in the relationship between job satisfaction and the work environment on employee performance. These findings indicate that the influence of job satisfaction and the work environment on employee performance is direct, without going through an intermediary mechanism in the form of organizational commitment. Theoretically, the results of this study confirm that in the context of foundation-based education organizations, employee performance is more determined by proximal and situational factors, namely job satisfaction and work environment, than by long-term work attitudes such as organizational commitment. Organizational commitment is more appropriately positioned as an outcome of a work attitude oriented towards loyalty and sustainability of human resources, rather than as a direct predictor of performance. Practically, this study implies that efforts to improve employee performance at the Samodra Ilmu Cendekia Foundation will be more effective if they are focused on increasing job satisfaction and improving the work environment directly, while still paying attention to the role of organizational commitment in maintaining employee stability and loyalty.