p-Index From 2021 - 2026
0.408
P-Index
This Author published in this journals
All Journal IJHABS
Claim Missing Document
Check
Articles

Found 2 Documents
Search

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.
The Effect Of Training, Compensation And Organizational Culture On The Performance Of Production Division Employees With Job Satisfaction Mediation At Pinehill Arabia Food Limited, Jeddah Saudi Arabia Ruhyat Azhari; Dewi Yustiana; Sari Handayani; Ahmad Zainuddin; Trenggono Sumunu
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.v3i3.963

Abstract

This study aims to analyze the effect of training, compensation, and organizational culture on employee performance Pinehill Arabia Food Limited, either directly or through job satisfaction as a mediating variable. The population of this study is all employees of Pinehill Arabia Food Limited as many as 89 people, and all members of the population were sampled through the census method because the number of employees is relatively small and easy to reach. The Data were analyzed using Partial Least Square (PLS) approach with the help of Smart PLS 3.0. The results showed that training, compensation, and organizational culture have a positive and significant effect on employee performance, which is indicated by the value of each: training can contribute to improving employee performance (③ = 0.454; T = 5.440; p = 0.000), compensation can contribute to improving employee performance (③ = 0.393; T = 4.820; p = 0.000), organizational culture can contribute to improving employee performance (③ = 0.202; T = 2.376; P = 0.018), on the indirect path, job satisfaction was shown to mediate the relationship of training to performance (⑧=0.110; T = 1.967; p = 0.050) and compensation to performance (⑧=0.136; T = 2.362; p = 0.019). However, job satisfaction did not mediate the relationship of organizational culture to performance (⑧= 0.060; T = 1.302; p = 0.194).These findings confirm that improving the quality of training, equitable compensation, as well as strengthening the organizational culture of employees contribute directly to improving performance. In addition, job satisfaction acts as an important mechanism in strengthening the influence of training and compensation on performance. This study provides implications for companies to prioritize human resource development through strategic training and compensation policies.