Article Per Year (5 Year)
p-Index From 2021 - 2026
0.61
P-Index
This Author published in this journals
All Journal JURNAL AKUNTANSI, EKONOMI dan MANAJEMEN BISNIS JOURNAL OF APPLIED BUSINESS ADMINISTRATION
Firdaus Hamta
Faculty of Postgraduate Studies, Riau Islands University, Batam, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

Published : 3 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 3 Documents
Search

 1 
Organizational determinants of mobile population administration service performance in Batam City Risqina Aurisa; Ervin Nora Susanti; Firdaus Hamta
Journal of Applied Business Administration Vol 10 No 1 (2026): Journal of Applied Business Administration
Publisher : Pusat P2M Politeknik Negeri Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30871/jaba.12188

Abstract

Mobile population administration services (Jemput Bola) have become a critical instrument for extending civil document coverage in archipelagic regions of Indonesia, yet the organizational factors driving their field-level performance remain insufficiently understood. studies have predominantly examined conventional office-based public services and have not integrated leadership, communication, work structure, team dynamics, and organizational environment within a single analytical framework for mobile service contexts; this study aimed to address that gap by analyzing the partial and simultaneous influence of transformational leadership, interpersonal communication, division of work, teamwork, and organizational climate on mobile service performance. A quantitative explanatory study using a census technique was conducted on 50 field officers of the Department of Population and Civil Registration, Batam City, with data collected through validated 5-point Likert scale questionnaires and analyzed using multiple linear regression with SPSS version 26. All five variables had positive and significant partial effects on service performance; simultaneously, the model was significant (F = 25.284; p < 0.001) with an Adjusted R² of 0.713. Teamwork emerged as the most dominant factor (β = 0.312; p = 0.001), followed by transformational leadership (β = 0.245; p = 0.007), while division of work showed the smallest coefficient (β = 0.185; p = 0.046). In mobile service environments characterized by high interdependence and field uncertainty, relational-collective factors (teamwork, leadership) exert stronger influence than structural-procedural factors (division of work), suggesting that proactive public service improvement strategies should prioritize team cohesion and inspirational leadership development.
Human capital development and performance management as determinants of productive employee performance in public population services Ramahzaleni Ramahzaleni; Ervin Nora Susanti; Firdaus Hamta
Journal of Applied Business Administration Vol 10 No 1 (2026): Journal of Applied Business Administration
Publisher : Pusat P2M Politeknik Negeri Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30871/jaba.12190

Abstract

This study analyzes the contribution of human capital development factors (training, mentoring, coaching) and performance management factors (performance appraisal, reward system) toward productive employee performance at the Department of Population and Civil Registration (Disdukcapil) of Batam City. Drawing on Human Capital Theory, Competency Theory, Performance Management Theory, and the Two-Factor Theory of Motivation, this study argues that sustainable productive performance requires the simultaneous integration of capability development and motivational reinforcement. An explanatory quantitative design with census (saturated sampling) technique was employed, involving all 100 Disdukcapil employees as respondents. Data were collected through validated 5-point Likert scale questionnaires and analyzed using Multiple Linear Regression with classical assumption tests. The results indicate that, simultaneously, the five variables contribute significantly to productive performance (Adjusted R² = 0.766; F = 69.40; p < 0.001). Partially, all five variables showed positive and significant effects. The Reward System was found to be the most dominant factor (β = 0.312; t = 4.512; p < 0.001), followed by Training (β = 0.245; t = 3.124; p = 0.002). These findings suggest that in the compliance-oriented Indonesian public sector, extrinsic motivational drivers exert stronger immediate effects on productivity than capability development alone, highlighting the need for integrated HRM strategies that balance recognition-based motivation with continuous competency enhancement.
Determinant Analysis of Employee Competence, Workload, Job Satisfaction, Internal Supervision, and Leadership Style on the Quality of Annual Internal Financial Reports at the Department of Population and Civil Registration of Batam Morina Fitriyanti; Ervin Nora Susanti; Firdaus Hamta
Jurnal Akuntansi, Ekonomi dan Manajemen Bisnis Vol. 13 No. 2 (2025): Jurnal Akuntansi, Ekonomi dan Manajemen Bisnis - Desember 2025
Publisher : Politeknik Negeri Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30871/jaemb.v13i2.12483

Abstract

The quality of annual internal financial reports is essential for government accountability, yet factors influencing report quality in population administration agencies remain understudied. This study aimed to analyze the influence of employee competence, workload, job satisfaction, internal supervision, and leadership style on financial report quality at the Department of Population and Civil Registration of Batam City. A quantitative explanatory study was conducted using census sampling on 45 employees involved in financial administration. Data were collected through 5-point Likert scale questionnaires and analyzed using multiple linear regression with SPSS version 26. Employee competence (β = 0.425; p = 0.002), internal supervision (β = 0.390; p = 0.004), and transformational leadership style (β = 0.450; p = 0.001) had positive and significant effects on financial report quality. Workload had a significant negative effect (β = -0.315; p = 0.009), while job satisfaction showed a positive but marginally significant influence (β = 0.180; p = 0.081). The model explained 72.5% of variance in financial report quality (Adjusted R² = 0.725; F = 18.45; p < 0.001). Strengthening human resource capacity, internal control systems, and transformational leadership while managing workload distribution are critical for achieving reliable financial reports in compliance with Government Accounting Standards.
Co-Authors Ervin Nora Susanti Morina Fitriyanti Ramahzaleni Ramahzaleni Risqina Aurisa