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A Comparison of Managerial Training Programs and Welfare Programs on Employee Loyalty and Productivity in Indonesian Multinational Companies Muhammad Syafri; Teguh Setiawan Wibowo; Mohammad Gifari Sono; Siera Syailendra; Muis Muis
West Science Social and Humanities Studies Vol. 4 No. 06 (2026): West Science Social and Humanities Studies
Publisher : Westscience Press

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/wsshs.v4i06.2925

Abstract

Employee loyalty and productivity are critical factors influencing organizational performance and long-term competitiveness, particularly in multinational companies operating in dynamic business environments. Organizations increasingly invest in managerial training programs and employee welfare programs to enhance workforce effectiveness and commitment. However, limited research has comparatively examined the relative influence of these initiatives on employee loyalty and productivity within the context of Indonesian multinational companies. This study aims to analyze and compare the effects of managerial training programs and welfare programs on employee loyalty and productivity. A quantitative research approach was employed using data collected from 175 employees working in multinational companies across Indonesia. Data were gathered through structured questionnaires measured using a five-point Likert scale and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS 3). The findings indicate that both managerial training programs and welfare programs have positive and significant effects on employee loyalty and productivity. Managerial training programs significantly influence employee loyalty and employee productivity, while welfare programs significantly affect employee loyalty and employee productivity. The results further reveal that welfare programs exert a stronger impact on employee loyalty, whereas managerial training programs demonstrate a greater influence on employee productivity. These findings suggest that multinational companies should adopt a balanced human resource strategy that combines employee development initiatives with comprehensive welfare support to maximize organizational performance, employee commitment, and workforce effectiveness. This study contributes to the human resource management literature by providing comparative evidence regarding the effectiveness of training and welfare interventions in multinational corporate settings.
Analisis Sektor Unggulan Sebagai Daya Saing Dalam Pembangunan Wilayah Kawasan Ajatappareng Sulawesi Selatan Khusnul Khatimah; Sri Astuty; Abdul Rajab; Muhammad Syafri; Irwandi
Jurnal Ecodemica: Jurnal Ekonomi, Manajemen, dan Bisnis Vol. 10 No. 1 (2026): April 2026
Publisher : LPPM Universitas Bina Sarana Informatika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31294/ecodemica.v10i1.12025

Abstract

The process of regional development is strategically supported by leading sectors. The objectives of this study are to categorize economic sectors in the Ajatappareng region, identify leading sectors, and examine the dynamics of development within economic sectors. The Central Statistics Agency (BPS) provided secondary statistics on the GDRP of South Sulawesi Province and the Ajatappareng area (Parepare City, Pinrang, Sidrap, Barru, and Enrekang Regency) for the years 2020–2024. Klassen Typology, Shift-Share analysis, and Location Quotient (LQ) analysis are among the analytical methods employed. According to the study's findings, the primary industries in the Ajatappareng region include manufacturing, government administration, defense, and mandatory social security; wholesale and retail commerce; and agriculture, forestry, and fishing.