Articles
<![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.]]>
<![CDATA[Determinants of Employee Performance Through Job Satisfaction ]]>
<![CDATA[Kurnia D Situmorang, Sara]]>;
<![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 results of the influence of work motivation on employee performance with job satisfaction as an intervening variable at the Pematang Siantar and Tanjung Morawa branch offices. By using quantitative as the type of research, primary data source, questionnaire as data collection technique, the research population was 65 employees and the sample used was also 65 employees with a saturated sampling technique, the research method used was phat analysis with Smart PLS as the calculation tool. The results of this research are as follows: Job Satisfaction has a positive and significant effect on Employee Performance with an original sample value of 0.603 and ap value of 0.000. Work Motivation has a positive and significant effect on Job Satisfaction with an original sample value of 0.842 and ap value of 0.000. Work Motivation has a positive and significant effect on employee performance with an original sample value of 0.348 and ap value of 0.000. Work Motivation has a positive and significant indirect effect on Employee Performance through Job Satisfaction with an original sample value of 0.508 and ap value of 0.000.]]>
<![CDATA[Optimizing Employee Performance Through Job Satisfaction ]]>
<![CDATA[Desyanyo Gultom, Romulus]]>;
<![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[Human resources (HR) are closely related to aspects of employee employment and organizational management. The phenomenon that occurs at BPJS Employment Pematang Siantar and Kisaran Branch Offices is that the lack of employee discipline in work and time makes employee performance less good. This is because employees feel dissatisfied with their work because there is no organization that pays attention to employees and there is no compensation so that employee performance decreases. The results of this research are as follows: Work Discipline has a positive and significant effect on Job Satisfaction with an original value of 0.858 and ap value or sig of 0.000. Work Discipline has a positive and significant effect on Employee Performance with an original value of 0.174 and ap value or sig of 0.006. Job Satisfaction has a positive and significant effect on Employee Performance with an original value of 0.770 and ap value or sig of 0.000. Work Discipline influences employee performance indirectly through Job Satisfaction with an original value of 0.661 and ap value or sig of 0.000.]]>
<![CDATA[Employee Performance Optimization ]]>
<![CDATA[Haikal, Muhammad]]>;
<![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 study was to determine and analyze the influence of transformational leadership and work climate on Employee Performance mediated by Work Motivation at the North Sumatra Regional Disaster Management Agency (BPDB) Office. This research was conducted at the North Sumatra Regional Disaster Management Agency (BPDB) Office. The type of research is associative quantitative. The sample in this study was 127 ASN and honorary employees at the North Sumatra Regional Disaster Management Agency (BPDB) Office. The sampling technique in this study used random sampling technique from the entire population of 186 people. The results showed that Transformational Leadership has a significant influence on Employee performance as indicated by the T-Statistic value of 23.039> 1.96 and the P Value of 0.000 <0.05. On the influence of Work Climate on Employee work, the T-Statistic value data was obtained 1.251 <1.96 and the P-Value value of 0.213 <0.05 or there was no influence of work climate on employee performance. Transformational Leadership Style has a significant effect on Employee Work Motivation with a T-Statistic value of 17.128> 1.96 with a P-Value of 0.001 <0.05. Work Climate has a significant effect on Employee Work Motivation. This can be seen from the results of the T-Statistic values of 67.389> 1.96 with a P-Value of 0.000 <0.05. On the influence of Work Motivation on Employee performance, a T-Statistic value of 19.409 <1.96 with a P-Value of 0.000> 0.05 is obtained, which means that Work Motivation does not have a significant effect on the performance of Employees of the North Sumatra Regional Disaster Management Agency (BPDB) Office. In the indirect effect, the results show that Work Motivation has a role as an intervention variable in explaining the relationship between Transformational Leadership and Work Climate with Employee performance. This shows that improvements in Transformational Leadership and Work Climate can increase Work Motivation, which ultimately contributes to improving Employee performance at the North Sumatra Regional Disaster Management Agency (BPDB) Office.]]>
<![CDATA[Factors Influencing Organizational Commitment ]]>
<![CDATA[Fenina Siagian, Nina]]>;
<![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 study aims to analyze the influence of work motivation, work environment, work discipline, and job satisfaction on employee commitment at PT. BPJS Ketenagakerjaan, Lhokseumawe and Medan Raya Branch Offices. The research employed a quantitative method with saturated sampling, involving 80 permanent employees as respondents. Data were collected through questionnaires and analyzed using Structural Equation Modeling (SEM) based on Partial Least Square (PLS). The results show that work motivation and job satisfaction have a positive and significant effect on employee commitment, while the work environment has a positive effect on job satisfaction but an insignificant effect on employee commitment. The study concludes that improving job satisfaction can enhance employee commitment, and job satisfaction acts as a significant mediating variable in the relationship between the work environment and employee commitment.]]>
<![CDATA[Performance Determinants ]]>
<![CDATA[Br Tarigan, Priskanta]]>;
<![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 analyze the influence of work experience and compensation on employee performance, both directly and indirectly through work motivation, at BPJS Ketenagakerjaan Medan Utara and Kisaran branches. The study utilized quantitative methods, collecting data from 80 permanent employees as the sample. The results show that compensation positively and significantly affects employee performance, while work experience indirectly impacts performance through motivation. However, work experience alone does not have a significant direct effect on performance. The findings emphasize the role of motivation as a mediating factor in enhancing employee performance, driven by both compensation and experience.]]>
<![CDATA[Factors That Influence Work Quality ]]>
<![CDATA[Alex Stepanus Sinaga, Richard]]>;
<![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 study examines the influence of compensation and work motivation on work quality at BPJS Employment in the Northern Sumatra Regional Office. Using quantitative methods and data collected from 80 employees, the research explores both the direct effects of compensation on work motivation and work quality, as well as the mediating role of motivation between compensation and work quality. The results indicate that compensation significantly affects work quality but has an insignificant direct impact on work motivation. However, motivation is a crucial mediating factor in enhancing the relationship between compensation and work quality.]]>
<![CDATA[Determinants of Employee Performance ]]>
<![CDATA[Ramza, Sakinah]]>;
<![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[In this study, researchers wanted to see the direct and indirect effects between training variables as independent variables and employee quality as mediating variables and employee performance as the dependent variable. This type of research uses quantitative, this research was conducted at the BPJS Employment throughout Medan Raya which consists of BPJS Employment Medan Kota Branch, Medan Utara Branch, Tanjung Morawa Branch and Binjai Branch. The population of this study was 80 employees and the sample used was all the population using the saturated sample technique. The data source used is primary data sources and data collection is done by distributing questionnaires. The research model used is phat analysis with smart PLS version 3.3.3. as a research measurement tool. The results of this study are as follows job training has a positive and significant effect on employee performance with an original sample value of 0.463 and P values of 0.000. Job training has a positive and significant effect on employee quality with an original sample value of 0.590 and p values of 0.000. Employee quality has a positive and significant effect on employee performance with an original sample value of 0.511 and p values of 0.000. Job training has a positive and significant effect on employee performance through employee quality directly with original sample results of 0.302 and p values of 0.000.]]>
