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All Journal Jurnal Manajemen Pendidikan dan Ilmu Sosial (JMPIS) Annals of Human Resource Management Research Ranah Research : Journal of Multidisciplinary Research and Development
Ida Bagus Raka Suardana
Universitas Pendidikan Nasional, Denpasar, Indonesia
Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Law, Crime, Criminology & Criminal Justice Public Health Social Sciences Transportation Other

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Pengaruh Brand Image dan Culture terhadap Customer Loyalty yang Dimediasi oleh Fear of Missing Out (FOMO) pada Coffee Shop Jenar Kaliasem Putu Lanang Wandika Torey; Ida Bagus Raka Suardana
Jurnal Manajemen Pendidikan dan Ilmu Sosial Vol. 7 No. 4 (2026): Jurnal Manajemen Pendidikan dan Ilmu Sosial (Juni- Juli 2026)
Publisher : Dinasti Review

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/jmpis.v7i4.8457

Abstract

Pengaruh brand image dan culture terhadap customer loyalty dengan fear of missing out (FOMO) sebagai variabel mediasi pada Coffee Shop Jenar Kaliasem diuji dalam riset ini. Pendekatan kuantitatif dengan metode survei diterapkan. Data primer dikumpulkan melalui kuesioner dari 98 responden yang dipilih secara purposive, yaitu pelanggan yang telah berkunjung minimal tiga kali dalam satu bulan. Analisis dilakukan menggunakan SEM berbasis PLS melalui SmartPLS. Hasil riset memperlihatkan bahwa brand image berpengaruh positif dan signifikan terhadap customer loyalty serta FOMO. Budaya juga berpengaruh positif dan signifikan terhadap customer loyalty dan FOMO. Selain itu, FOMO berpengaruh positif dan signifikan terhadap customer loyalty. Temuan mediasi menegaskan bahwa FOMO berperan sebagai mediator parsial dalam hubungan antara brand image dan culture terhadap customer loyalty. Hasil ini menegaskan bahwa loyalitas pelanggan tidak hanya dibangun melalui kualitas pengalaman dan citra merek, tetapi juga melalui dorongan sosial dan psikologis untuk tidak tertinggal dari tren yang berkembang. Implikasi riset ini menekankan pentingnya konsistensi citra merek, penyesuaian culture lokal, dan strategi pemasaran berbasis FOMO. Hasil ini dapat menjadi dasar pengembangan strategi pemasaran yang lebih relevan, adaptif, dan berkelanjutan bagi usaha coffee shop.
Optimalisasi Sistem E-Kinerja dalam Manajemen Kinerja Pegawai di Badan Kepegawaian dan Pengembangan Sumber Daya Manusia (BKPSDM) Kabupaten Gianyar Ida Bagus Raka Suardana; Made Arimbawa; Ni Nyoman Sri Wisudawati; Nuning Indah Pratiwi
Ranah Research : Journal of Multidisciplinary Research and Development Vol. 8 No. 3 (2026): Ranah Research : Journal Of Multidisciplinary Research and Development
Publisher : Dinasti Research

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/rrj.v8i3.2033

Abstract

This study aims to analyze the implementation of the e-Performance system in managing employee performance, as well as to identify the driving and inhibiting factors and the efforts made to address implementation challenges at the Human Resources and Human Resource Development Agency of Gianyar Regency. The research adopts a qualitative approach with a descriptive method. Data were collected through observation, interviews, and documentation, involving informants selected purposively, including leaders and administrators responsible for the system. Data analysis applies the Miles and Huberman interactive model, consisting of data reduction, data display, and conclusion drawing, with validity ensured through source and technique triangulation. The findings reveal that the implementation of the e-Performance system has not yet been fully optimal. Key challenges include limited digital competencies among civil servants, insufficient technical understanding in preparing and inputting Employee Performance Targets, low discipline in reporting performance activities, and technical issues within the system. To address these challenges, several measures have been undertaken, such as continuous technical guidance and training, the application of performance-based reward and punishment mechanisms, stricter enforcement of reporting discipline, and the appointment of a Person in Charge (PIC) to handle technical problems. These findings indicate that optimizing the e-Performance system requires not only technological readiness but also improved competencies, stronger policies, and a proactive work culture
Examining the Effects of Transformational Leadership, Competence, and Organizational Culture on Civil Servants’ Performance Kadek Nopa Dwipayana; Ida Bagus Raka Suardana
Annals of Human Resource Management Research Vol. 6 No. 3 (2026): September
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v6.n3.p215-234.2026

Abstract

Purpose: This study examines how transformational leadership, employee competence, organizational culture, and the internalization of Tri Hita Karana values influence civil servants’ performance within the General Affairs Bureau of Bali Provincial Secretariat. Research Methodology: A qualitative descriptive approach explored leadership practices, competency development, organizational culture, and performance. Data were collected through semi-structured interviews with seven purposively selected informants from managerial and operational levels, supported by observations and LKJIP document analysis from 2023–2025. Data were analyzed using Miles and Huberman’s model and validated through triangulation and member checking. Results: Transformational leadership improves employee performance through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Employee competence enhances organizational effectiveness, despite a digital competency gap between senior and junior employees. Balinese values, such as gotong royong, menyama braya, and Tri Hita Karana, strengthen collaboration, commitment, and cohesion. Key challenges include digital adaptation, limited technical resources, and inadequate performance evaluation of qualitative outcomes. Conclusions: This study proposes the Tri Hita Karana Synergy Model as a contextual framework for strengthening civil servant performance through the integration of leadership, competence, organizational culture, and local wisdom values. Limitations: The findings are based on a single public-sector institution and, therefore, reflect a context-specific perspective. Contributions: This study contributes to the public administration literature by demonstrating how local wisdom can reinforce organizational performance in public sector governance.
Co-Authors Kadek Nopa Dwipayana Made Arimbawa Ni Nyoman Sri Wisudawati Nuning Indah Pratiwi Putu Lanang Wandika Torey