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Pengaruh Nilai yang Dirasakan Pelanggan (Functional, Social, Emotional dan Epistemic Value) Terhadap Niat Pelanggan untuk Menggunakan Internet sebagai Platform Ritel Nilasari, B Medina
Manajemen Bisnis Kompetensi VOL. 13 NO. 02 JULI-DESEMBER 2018
Publisher : Manajemen Bisnis Kompetensi

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This study investigates the effect of customerâ€™s value (functional, social, emotional and epistemic value) through customer intention to use the internet as a retailing platform. The proposed hypotheses were tested with a sample of 149 students of Trisakti University. The results indicate that customer intention to use the internet as a retailing platform is positively effected by functional, emotional (positive) and epistemic value. The results suggested that every marketing manager should focus on functional, emotional (positive) and epistemic value in making marketing strategy, because the values can effect customer intention to use internet as a retailing platform. Keywords: customerâ€™s value, emotional, epistemic, customer intention, retailing platform

Tingkat Organizational Identification Diantara Mahasiswa Nilasari, B Medina
Manajemen Bisnis Kompetensi VOL. 14 NO. 01 JANUARI - JUNI 2019
Publisher : Manajemen Bisnis Kompetensi

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This study investigates the organizational identification level of college student. How is the effect of ras, college degree, campus, length of education, and residence on organizational identification. The proposed hypotheses were tested with a sample of 259 students in Trisakti â€“ Jakarta Barat. Testing of research problems shows that only ras influences the level of organizational identification of Trisakti students. Departing from the conclusions above, the results of this study should be used by the college in managing its students. College must investigate action plans that will be implemented to make effective interventions that will increase the level of organizational identification among students.Keywords: Organizational identification, ras, college degree, length of education

Transforming Leadership Style: Enhancing Organizational Culture, Innovative Behavior and Employees Performance Nilasari, B Medina; Nisfiannoor, Muhammad; Pongoh, Andri Sebastian
Jurnal Manajemen Bisnis Vol. 15 No. 2: September 2024
Publisher : Universitas Muhammadiyah Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18196/mb.v15i2.21151

Research aims: This study aimed to investigate how positive Employees Performance can be achieved when leadership behavior fosters Organizational Culture and Employees Innovative Behavior.Design/Methodology/Approach: This quantitative study obtained data through an online questionnaire, where responses were collected from 150 employees of private companies in DKI Jakarta area. The data were then analyzed using Structural Equation Model (SEM) with AMOS version 25.Research findings: The results showed that Transformational Leadership had no direct effect on Organizational Culture, Employees Innovative Behavior, or Employees Performance. However, Transactional Leadership had a direct effect on Organizational Culture and Employees Innovative Behavior, but not on Performance. Even when mediated by Organizational Culture and Innovative Behavior, Transformational Leadership still had no effect on Performance. On the other hand, Transactional Leadership, when mediated by Organizational Culture and Employees Innovative Behavior, had more significant influence on Performance.Theoretical Contribution/Originality: This study offered a novel perspective by showing that neither Transformational nor Transactional Leadership had a direct impact on Employees Performance. However, the mediating role of Organizational Culture and Innovative Behavior strengthened the influence of Leadership on Employees Performance.Practitioners/Policy Implications: To improve Employees Performance through Transactional Leadership, leaders should cultivate innovative Organizational Culture and foster Employees Innovative Behavior. In addition, leaders should address deviations in employees behavior and recognize positive contributions, ranging from verbal praise to offering promotion opportunities.Research Limitations/Implications: This study focused on Transformational Leadership, Transactional Leadership, Organizational Culture and Employees Innovative Behavior, as well as Employees Performance. Future studies were recommended to consider adding independent variables such as Creative Self-efficacy and Humble Leadership. Meanwhile, companies were expected to maintain a flexible culture to adapt to changes, and continuously nurture employees' creative ideas by providing opportunities. Leaders should also consistently monitor employees behavior and acknowledge good performance.

Faktor – Faktor yang Mempengaruhi Job Satisfaction yang Dimediasi Burnout pada Karyawan Kontraktor Tambang Batu Bara Nabila, Jihan; Berliyanti, Dita Oki; Nilasari, B Medina
Community Engagement and Emergence Journal (CEEJ) Vol. 6 No. 3 (2025): Community Engagement & Emergence Journal (CEEJ)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/ceej.v6i3.8621

Penelitian ini bertujuan untuk menganalisis pengaruh faktor-faktor seperti beban kerja (workload) dan iklim organisasi (organizational climate) terhadap kepuasan kerja (job satisfaction) yang dimediasi oleh burnout pada karyawan kontraktor tambang batu bara. Pendekatan yang digunakan adalah kuantitatif deskriptif dengan metode pengumpulan data melalui kuesioner Google Form. Data primer diperoleh dari 120 responden karyawan kontraktor tambang yang bekerja di kantor pusat dan site. Analisis dilakukan menggunakan statistik deskriptif dan uji hipotesis. Hasil penelitian menunjukkan bahwa workload tidak berpengaruh signifikan terhadap job satisfaction, namun memiliki pengaruh positif signifikan terhadap burnout. Organizational climate berpengaruh negatif signifikan terhadap burnout dan berpengaruh positif signifikan terhadap job satisfaction. Secara unik, burnout dalam penelitian ini ditemukan memiliki pengaruh positif signifikan terhadap job satisfaction, berbeda dengan temuan mayoritas literatur sebelumnya. Selain itu, burnout tidak memoderasi hubungan antara workload dan job satisfaction maupun antara organizational climate dan job satisfaction. Temuan ini memberikan wawasan baru mengenai peran burnout dalam konteks kerja berintensitas tinggi seperti industri pertambangan.

Impact Analysis of Pt. X Scholarship Program to Improve the Quality of Students at State Universities Widyastomo, Rinadi Nugroho; Nilasari, B Medina
Enrichment: Journal of Multidisciplinary Research and Development Vol. 1 No. 5 (2023): Enrichment: Journal of Multidisciplinary Research and Development
Publisher : International Journal Labs

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55324/enrichment.v1i5.42

The purpose of this study is to analyze the impact of the scholarship program provided by PT X through the Corporate Social Responsibility program to students at 2 State Universities, in addition to its impact on student achievement, but also examines its relationship with Sustainable Development Goals No. 4 Quality Education. The subjects of this study were students who received PT. X scholarships at two state universities. This research is a qualitative research. The types of data used are primary and secondary data. Primary data was obtained from in-depth interviews and secondary data was obtained from Activity Reports related to the implementation of this program. Data collection techniques were carried out by observation, interview and documentation. The results of this study indicate that the PT. X Scholarship Program has a positive impact on its recipients and has an impact on the implementation of SDGs No. 4, but no impact and benefits have been found for the recipients after they graduate and are no longer part of the PT. X scholarship recipients.

Pengaruh Work Stress, Job Satisfaction dan Peran Mediasi Social Support dan Work-Life Conflict Terhadap Job Performance Pegawai Bank di Jakarta Fahmi, Shah Alim; Nilasari, B Medina; Berliyanti, Dita Oki
Syntax Literate Jurnal Ilmiah Indonesia
Publisher : Syntax Corporation

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36418/syntax-literate.v10i4.58187

Penelitian ini bertujuan untuk menganalisis pengaruh work stress dan job satisfaction terhadap job performance, serta meneliti peran social support dan work-life conflict sebagai variabel mediasi dalam hubungan antara work stress dan job performance. Metode penelitian yang digunakan adalah pendekatan kuantitatif dengan data cross-sectional yang dikumpulkan dari industri perbankan di Jakarta pada tahun 2024. Data diperoleh melalui survei terhadap karyawan bank dan dianalisis menggunakan model statistik untuk menguji hubungan antara variabel independen (work stress dan job satisfaction), variabel dependen (job performance), serta variabel moderasi (social support dan work-life conflict). Hasil penelitian menunjukkan bahwa work stress memiliki pengaruh negatif terhadap job performance, sedangkan job satisfaction berpengaruh positif terhadap job performance. Selain itu, social support terbukti memoderasi pengaruh work stress secara positif, yang berarti bahwa dukungan sosial dapat mengurangi dampak negatif dari stres kerja terhadap kinerja. Sebaliknya, work-life conflict memperburuk hubungan negatif antara work stress dan job performance. Kesimpulannya, manajemen perusahaan perlu memperhatikan faktor-faktor yang dapat mengurangi dampak negatif work stress dan meningkatkan job satisfaction guna mendukung kinerja optimal karyawan. Dukungan sosial dan keseimbangan kerja-hidup harus menjadi prioritas dalam strategi pengelolaan sumber daya manusia.

Transforming Leadership Style: Enhancing Organizational Culture, Innovative Behavior and Employees Performance Nilasari, B Medina; Nisfiannoor, Muhammad; Pongoh, Andri Sebastian
Jurnal Manajemen Bisnis Vol. 15 No. 2: September 2024
Publisher : Universitas Muhammadiyah Yogyakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.18196/mb.v15i2.21151

Research aims: This study aimed to investigate how positive Employees Performance can be achieved when leadership behavior fosters Organizational Culture and Employees Innovative Behavior.Design/Methodology/Approach: This quantitative study obtained data through an online questionnaire, where responses were collected from 150 employees of private companies in DKI Jakarta area. The data were then analyzed using Structural Equation Model (SEM) with AMOS version 25.Research findings: The results showed that Transformational Leadership had no direct effect on Organizational Culture, Employees Innovative Behavior, or Employees Performance. However, Transactional Leadership had a direct effect on Organizational Culture and Employees Innovative Behavior, but not on Performance. Even when mediated by Organizational Culture and Innovative Behavior, Transformational Leadership still had no effect on Performance. On the other hand, Transactional Leadership, when mediated by Organizational Culture and Employees Innovative Behavior, had more significant influence on Performance.Theoretical Contribution/Originality: This study offered a novel perspective by showing that neither Transformational nor Transactional Leadership had a direct impact on Employees Performance. However, the mediating role of Organizational Culture and Innovative Behavior strengthened the influence of Leadership on Employees Performance.Practitioners/Policy Implications: To improve Employees Performance through Transactional Leadership, leaders should cultivate innovative Organizational Culture and foster Employees Innovative Behavior. In addition, leaders should address deviations in employees behavior and recognize positive contributions, ranging from verbal praise to offering promotion opportunities.Research Limitations/Implications: This study focused on Transformational Leadership, Transactional Leadership, Organizational Culture and Employees Innovative Behavior, as well as Employees Performance. Future studies were recommended to consider adding independent variables such as Creative Self-efficacy and Humble Leadership. Meanwhile, companies were expected to maintain a flexible culture to adapt to changes, and continuously nurture employees' creative ideas by providing opportunities. Leaders should also consistently monitor employees behavior and acknowledge good performance.

Pengaruh Dimensi EVP dan Ethical Leadership terhadap Employee Loyalty melalui Job Satisfaction pada Guru Sekolah Swasta Christie, Octavani; Tanuwijaya, Justine; Nilasari, B Medina
Paedagogie Vol 21 No 1 (2026): (Issue in progress)
Publisher : Universitas Muhammadiyah Magelang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31603/paedagogie.v21i1.15994

This study aims to examine the effects of Career Development, Work Environment, and Ethical Leadership on Employee Loyalty, with Job Satisfaction as a mediating variable among private school teachers. A quantitative approach was employed using a survey method. Data were collected through questionnaires distributed to 127 private school teachers and analyzed using Structural Equation Modeling (SEM) with AMOS. The validity and reliability tests indicated that all constructs met the required criteria, except for one indicator of the Work Environment variable, which was excluded from the model. The results show that Career Development and Ethical Leadership have a positive and significant effect on Job Satisfaction, while Work Environment does not significantly affect Job Satisfaction. Furthermore, Work Environment and Job Satisfaction have a positive and significant effect on Employee Loyalty, whereas Career Development and Ethical Leadership do not have a direct effect on Employee Loyalty. Job Satisfaction is proven to mediate the effects of Career Development and Ethical Leadership on Employee Loyalty, but it does not mediate the effect of Work Environment on Employee Loyalty. In conclusion, Job Satisfaction plays a critical role in strengthening teacher loyalty and linking Employee Value Proposition dimensions to Employee Loyalty.

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