Articles
<![CDATA[Performance Determinants ]]>
<![CDATA[Irfan Siregar, Zulkhaidir]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[In fact, HR sets the standards for managing a business. Various factors contribute to the prosperity of institutions, organizations, and businesses. However, the human element holds the key to success in achieving this goal. Even if other resources are available, a business will find it difficult to function well without quality human resources. Human resources are one of the most important factors in a company. The results of this research are as follows: Emotional Intelligence has a positive and significant effect on Employee Performance with a value of 0.332 and a value of 0.009. Emotional Intelligence has a positive and insignificant effect on Organizational Citizenship Behavior with a value of 0.200 and a value of 0.023. Organizational Citizenship Behavior has a positive and significant effect on Employee Performance with a value of 0.168 and a value of 0.162. Training has a positive and significant effect on employee performance with a value of 0.356 and a value of 0.016. Training has a positive and significant effect on Organizational Citizenship Behavior with a value of 0.710 and a value of 0.000. Emotional Intelligence has a positive and insignificant effect on Employee Performance through Organizational Citizenship Behavior with a value of 0.034 and a value of 0.204. Training has a positive and insignificant effect on Employee Performance through Organizational Citizenship Behavior with a value of 0.119 and a value of 0.169.]]>
<![CDATA[The Influence of Supervision on Employee Performance at PT. Persada Technical Media ]]>
<![CDATA[Zulpedri, Zulpedri]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[The purpose of this research is to determine and analyze the influence of supervision on employee performance at PT. Persada Technique. This research was conducted using a causal associative quantitative approach. The sample used was all company employees, with a total of 61 people. The research results show that supervision has a positive and significant effect on employee performance. This is shown by the T-count value of 3.193 which is greater than the T-table 11.818 > t table 1.67109, with a significance value of 0.000 < 0.05. The regression coefficient shows that if supervision is increased by 1 unit, employee performance will increase by 1,709 units assuming other variables remain constant. Apart from that, the results of the determination test show an Adjusted R Square value of 0.698 or 69.80%, which indicates that supervision has a low influence on employee performance, while the remaining 30.20% is influenced by other factors that have not been studied. Thus, partially, supervision has a positive and significant effect on employee performance at PT. Persada technique. This identifies that, meaning, improvements in Supervision can contribute to improving employee performance.]]>
<![CDATA[The Influence of Work Culture on Employee Commitment at The Binjai City Regional Secretariat Office ]]>
<![CDATA[Herdalina Pardede, Eva]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[The aim of this research is to determine and analyze the influence of Work Culture on Work Commitment at the Binjai City Regional Secretariat Office. This research was conducted using a causal associative quantitative approach. The sample used was all employees with ASN status with a total of 82 people taken using proportional sampling. The research results show that Work Culture has a positive and significant effect on Work Commitment. This is shown by the T-count value of T-count of 44.054 > t table 1.66412, with a significance value of 0.000 < 0.05. The regression coefficient shows that if Work Culture is increased by 1 unit, then Work Commitment will increase by 0.957 units assuming other variables remain constant. Apart from that, the results of the determination test show an Adjusted R Square value of 0.960 or 96.00%, which indicates that Work Culture has a very high influence on Work Commitment, while the remaining 4.00% is influenced by other factors that have not been studied. Thus, partially, Work Culture has a positive and significant effect on Work Commitment at the Binjai City Regional Secretariat Office. This identifies that improvements in Work Culture can contribute to increased Work Commitment.]]>
<![CDATA[The Influence of Democratic Leadership on Performance of Employees in The Population and Civil Records Office of Binjai City ]]>
<![CDATA[Utami Leo, Yani]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[The purpose of this research is to determine and analyze the influence of democratic leadership on employee performance at the Binjai City Population and Civil Registry Office. This research was conducted using a causal associative quantitative approach. The sample used was 61 employees from the total number of employees. The research results show that democratic leadership has a positive and significant effect on employee performance. This is shown by the T-value of 8.389 > t table 1.67109 with a P-Value of 0.000 < 0.05. The regression coefficient shows that if democratic leadership is increased by 1 unit, employee performance will increase by 1,549 units assuming other variables remain constant. Apart from that, the results of the determination test show an Adjusted R Square value of 0.536 or 53.60%, which indicates that democratic leadership has a low influence on employee performance, while the remaining 46.40% is influenced by other factors that have not been studied. Thus, partially, democratic leadership has a positive and significant effect on the work of employees at the Binjai City Population and Civil Registry Office. This identifies that improvements in democratic leadership can contribute to improved employee performance.]]>
<![CDATA[The Influence of The Work Environment on Employee Performance at Bank Syariah Indonesia in The Medan Raya Area ]]>
<![CDATA[Al Ghazali, Syahnant]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[The aim of this research is to determine and analyze the influence of the work environment on employee performance at Bank Syariah Indonesia in the Medan Raya area. This research was conducted using a causal associative quantitative approach. The sample used was 100 employees from a total of 287 employees who were taken at random using random sampling techniques. The research results show that the work environment has a positive and significant effect on employee performance. This is shown by the T-value of 16.165 > t table 1.66055 with a P-Value of 0.000 < 0.05. The regression coefficient shows that if the work environment is increased by 1 unit, employee performance will increase by 1,756 units assuming other variables remain constant. Apart from that, the results of the determination test show an Adjusted R Square value of 0.724 or 72.40%, which indicates that the work environment has a low influence on employee performance, while the remaining 27.60% is influenced by other factors that have not been studied. Thus, partially, the work environment has a positive and significant effect on the work of employees at Bank Syariah Indonesia in the Medan Raya area. This identifies that, meaning, improvements in the work environment can contribute to improving employee performance.]]>
<![CDATA[The Influence of Transformational Leadership on Employee Performance in The Salapian District Office, Langkat District ]]>
<![CDATA[Sugiono, Sugiono]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[The purpose of this research is to determine and analyze the influence of transformational leadership on employee performance at the Salapian District Head Office. This research was conducted using a causal associative quantitative approach. The sample used was all company employees, with a total of 50 people. The research results show that transformational leadership has a positive and significant effect on employee performance. This is shown by the T-count value of 3.193 which is greater than the T-table of 1.67722, as well as the P-Value value of 0.002 which is smaller than 0.05. The regression coefficient shows that if transformational leadership is increased by 1 unit, employee performance will increase by 1,319 units assuming other variables remain constant. Apart from that, the results of the determination test show an Adjusted R Square value of 0.150 or 15.00%, which indicates that transformational leadership has a low influence on employee performance, while the remaining 75.00% is influenced by other factors that have not been studied. Thus, partially, transformational leadership has a positive and significant effect on employee performance at the Salapian Subdistrict Office, Langkat Regency. This identifies that, meaning, improvements in transformational leadership can contribute to improving employee performance.]]>
<![CDATA[Improving Performance Through Job Satisfaction ]]>
<![CDATA[Irwansyah, Amri]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research aims to see the effect of job training and work motivation on employee performance with job satisfaction as an intervening variable at the Bpjs Ketenagakerjaan offices in Kisaran and Padang Sidimpuan branches, using quantitative techniques as the type of research. The population used was 76 employees and the sample used was also 76 employees. because it uses saturated samples as a sampling technique. The research data source used is a primary data source and the data collection used is a questionnaire. This research method uses phat analysis and smart PLS as measuring tools. The results of this research are as follows: Job Satisfaction has a positive and significant effect on Employee Performance with sample values original 0.756 and p value 0.000 <0.05. Work Motivation has a positive and significant effect on Job Satisfaction with an original sample value of 0.638 and a p value of 0.040 <0.05. Work Motivation has a positive and insignificant effect on Employee Performance with an original sample value of 0.067 and a p value of 0.067 > 0.05. Job Training has a positive and significant effect on Job Satisfaction with an original sample value of 0.317 and a p value of 0.000 <0.05. Job Training has a positive and insignificant effect with an original sample value of 0.130 and a p value of 0.130 > 0.05. Work Motivation has a positive and significant indirect effect on Employee Performance through Job Satisfaction with an original sample value of 0.482 and a p value of 0.000. Job Training has a positive and significant indirect effect on Employee Performance with an original sample value of 0.239 and a p value of 0.000.]]>
<![CDATA[Optimizing Employee Performance Through Work Climate ]]>
<![CDATA[Saputra, Edwin]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Humans always live in organizations in their daily lives because humans are social creatures who were created to live in society. This is clearly visible in household life, social organizations, and even when someone starts working. There is a phenomenon of different leadership styles and organizational culture at BPJS employment in Kisaran and Padang Sidempuan, which makes researchers interested in discussing it. As discussed above, leadership style will influence everything in the organization. Organizational culture also influences the leadership style of an organization, so it also influences employee performance and work climate. The firm leadership style of the Padang Sidempuan branch of BPJS forms a strict organizational culture, while the Kisaran branch of BPJS has a softer leadership style, influencing the organizational culture to become more relaxed. But of course this is not the only reason why there are differences in the two branches between Padang Sidempuan and Kisaran. The results of this research are as follows: Organizational Culture has a positive and significant effect on Work Climate with an original sample value of 0.766 and a p value of 0.000 <0.05. Organizational culture has a positive and insignificant effect on employee performance with an original sample value of 0.082 and a p value of 0.319 > 0.05. Leadership Style has a positive and significant effect on Work Climate with an original sample value of 0.168 and a p value of 0.025 < 0.005. Leadership style has a positive and insignificant effect on employee performance with an original sample value of 0.139 and a p value of 0.160 > 0.05. Work Climate has a positive and significant effect on Employee Performance with an original sample value of 0.649 and a p value of 0.000 <0.05. Organizational culture has a positive and significant indirect effect on employee performance through work climate with a value of 0.497 and a p value of 0.000. Leadership Style has a positive but not significant indirect effect on Employee Performance through Work Climate with an original sample value of 0.109 and a p value of 0.066.]]>
<![CDATA[Improving Employee Performance Through Work Motivation ]]>
<![CDATA[Fajrin, Heru]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research was conducted to determine the influence of organizational culture, work motivation on employee performance.In observations conducted by researchers at BPJS Employment Padang Sidimpuan and Lhokseumawe Branch Offices, there is an organizational culture phenomenon within it that has an influence on employee motivation and performance. There are differences in organizational culture within BPJS Employment Padang Sidimpuan and Lhokseumawe Branch Offices and other company offices. This can be seen from differences- in employee behavior to the regulations within them. As happened at the Padang Sidempuan branch of BPJS, where the employees' behavior was more communicative with each other than with the Lhoksumawe branch. Another difference is that the working hours at the Lhoksumawe branch of BPJS are more flexible than those at the Padang Sidempuan branch. This different organizational culture will of course result in different motivation and performance in each branch. Therefore, researchers are very interested in taking up this discussion. Based on the above background, the author is interested in conducting research entitled "The Influence of Organizational Culture on Employee Performance with Work Motivation as an Intervening Variable at "BPJS Employment Padang Sidimpuan and Lhokseumawe Branch Offices" The results of this research are as follows: Organizational Culture has a positive and significant effect on Employee Performance with an original sample value of 0.442 and a p value of 0.000. Organizational culture has a positive and significant effect on work motivation with an original sample value of 0.900 and a p value of 0.000. Work Motivation has a positive and significant effect on employee performance with an original sample value of 0.529 and a p value of 0.000. Organizational culture has a positive and significant indirect effect on employee performance through employee performance with an original sample value of 0.476 and a p value of 0.000.]]>
<![CDATA[Optimization of Job Satisfaction Through Competencies ]]>
<![CDATA[Manullang, Lasber]]>;
<![CDATA[B, Mesra]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research is useful for looking at the influence of work environment, flexibility on job satisfaction and competence.This research took as its object a BPJS Employment company office, Pematang Siantar and Kisaran Branches. The lack of work environment at BPJS Employment Pematang Siantar and Kisaran Branches can also affect work flexibility, because these two things have a close continuity. The conditions of the work environment around the research actually have several problems for the employees who work there. Employee discomfort at work will certainly affect employee flexibility so that the satisfaction of company officials will certainly have an influence. Even though the assessment of the work environment is again a personal assessment of each employee, in general, in fact it does have an influence on work flexibility and job satisfaction. Several things that happened at BPJS Employment Pematang Siantar Branch and Kisaran Branch were the lack of communication between employees and even between employees and superiors, which was one of the reasons for the poor working environment. This lack of communication between employees will cause new problems that will affect work flexibility and possibly even more employees' future. The results of this research are as follows:Work Flexibility has a positive and insignificant effect on Job Satisfaction with an original sample value of 0.161 and a p value of 0.154. Work Flexibility has a positive and significant effect on Competency with an original sample value of 0.786 p value 0.000. Competency has a positive and significant effect on Job Satisfaction with an original sample value of 0.583 and a p value of 0.000. Work Environment has a positive and significant effect on Job Satisfaction with an original sample value of 0.193 and a p value of 0.016. Work Environment has a positive and significant effect on Competency with an original sample value of 0.165 and a p value of 0.016. Job Flexibility has a positive and significant indirect effect on Job Satisfaction through Job Satisfaction with a value of 0.457 and a p value of 0.000. Work Environment has a positive and significant indirect effect on Job Satisfaction through competency with an original sample value of 0.096 and a p value of 0.000.]]>
