Articles
<![CDATA[Improving Organizational Citizenship Behavior Through Strengthening Organizational Climate and Job Satisfaction ]]>
<![CDATA[Yusnita, Nancy]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Falentina, Falentina]]>
<![CDATA[ International Journal of Management, Innovation, and Education Vol 1, No 1 (2022): International Journal of Management, Innovation, and Education ]]>
Publisher : <![CDATA[Universitas Pakuan ]]>
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DOI: 10.33751/ijmie.v1i1.9269
<![CDATA[Many researches of Organizational Citizenship Behavior (OCB) had generated findings that OCB considered to be one of the main ways to increase the effectiveness of organizations. The objective of this study is to examine factors that have relationship with OCB namely organizational climate and job satisfaction. This study conducted among employees at Kantor Badan Kependudukan dan Keluarga Berencana Nasional (BKKBN) in Jakarta, Indonesia. The sample for the study consisted of 125 employees derived randomly from its population. The study mainly utilized quantitative data (from questionnaires). The regression and correlational analysis used to find out the relationship among variables. The findings revealed that organizational climate had a strong positive and significant relationship with OCB. Similarly, job satisfaction had strong positive and significant relationship with OCB. Both organizational climate and job satisfaction simultaneously had strong positive and significant relationship with OCB. Further analysis conducted to find out which dimensions of those variables that had dominant influenced toward OCB. Based on those findings, this study proposed some recommendations toward BKKBN Office to strengthening indicators of Organizational Climate and Job Satisfaction that have high coefficient of correlation with OCB. Improving employees’ OCB can be predicted increasing the BKKBN organizational effectiveness.]]>
<![CDATA[The Influence of Organizational Culture and Empowerment on Commitment to the Organization through Employee Work Motivation ]]>
<![CDATA[Hadiwinata, Nandar]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Yusnita, Nancy]]>
<![CDATA[ Journal of Social Studies Arts and Humanities (JSSAH) Vol 3, No 1 (2023): Vol 3, No 1 (2023) Journal of Social Studies, Arts and Humanities ]]>
Publisher : <![CDATA[Universitas Pakuan ]]>
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DOI: 10.33751/jssah.v3i1.7407
<![CDATA[This study aims to increase employee organizational commitment at PT Batara Indah through efforts to develop organizational culture variables, empowerment, and work motivation. The population in this study amounted to 155 employees of the production division with a sample of 112 people using the Slovin formula with an error tolerance of 5%. Collecting data using a questionnaire using a simple random sampling technique. The results of this study resulted in the following conclusions: 1. There is a direct and significant positive influence of organizational culture on work motivation. The strength of the influence of organizational culture and work motivation is 0.929 () and organizational culture contributes to work motivation of 86.2% with the regression equation ; 2. Organizational culture has a positive and significant direct effect on organizational commitment. The strength of the influence of organizational culture and commitment to the organization is 0.981 () and organizational culture contributes to organizational commitment by 96.2% with the regression equation ; 3. There is a direct positive and significant effect of work motivation on commitment to the organization. The strength of the influence of work motivation and commitment to the organization is 0.950 () and work motivation contributes to organizational commitment by 90.2% with the regression equation ; 4. There is a direct positive and significant effect of employee empowerment on organizational commitment. The magnitude of the influence of employee empowerment and commitment to the organization is 0.945 () and employee empowerment contributes to commitment to the organization by 89.3% with the regression equation ; 5. There is a direct positive and significant effect of employee empowerment on work motivation. The magnitude of the influence of employee empowerment and work motivation is 0.964 () and employee empowerment contributes to work motivation of 92.9% with the regression equation ; 6. There is a positive and significant indirect effect of organizational culture on organizational commitment through work motivation. The magnitude of the influence of organizational culture on organizational commitment through work motivation is 0.929 () with the regression equation ; 7. There is a positive and significant indirect effect of employee empowerment on organizational commitment through work motivation. The magnitude of the influence of employee empowerment on organizational commitment through work motivation is 0.964 () with the regression equation .]]>
<![CDATA[Komitmen Terhadap Organisasi Karyawan UKM Kuliner: Sistematis Literatur Review Pengaruh Rasa Dukungan Organisasi, Kreativitas, Motivasi Kerja ]]>
<![CDATA[Elizabeth, Roosganda]]>;
<![CDATA[Notosudjono, Didik]]>;
<![CDATA[Yusnita, Nancy]]>;
<![CDATA[Hamzah, Hamzah]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Margaretha, Giovanni Inez Erika]]>;
<![CDATA[Ivan, Geraldy Samuel]]>
<![CDATA[ Mimbar Agribisnis : Jurnal Pemikiran Masyarakat Ilmiah Berwawasan Agribisnis Vol 10, No 2 (2024): Juli 2024 ]]>
Publisher : <![CDATA[Universitas Galuh ]]>
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DOI: 10.25157/ma.v10i2.14738
<![CDATA[The weakening of the existence of Culinary SMEs in Bogor has been identified, due to various factors, one of which is the research objective of this Systematic Literature Review, namely identifying, analyzing and exploring the factors that influence commitment to the organization in culinary SMEs in Bogor, with a focus on organizational support, creativity, and predicted work motivation are some of the influencing factors. Through a systematic literature review method, (SRL) this article identifies, analyzes and explores how each of these factors contributes to increasing organizational commitment and facing challenges in maintaining the existence of culinary SMEs. The research results show that strong organizational support, high creativity and good work motivation can significantly increase commitment to the organization, which in turn helps strengthen the existence of culinary SMEs in Bogor.]]>
<![CDATA[Effect Of The Application Of Information And Communication Technology On Improving Innovation ]]>
<![CDATA[Budi Santoso, Arief]]>;
<![CDATA[Moeins, Anoesyrwan]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ Journal of World Science Vol. 1 No. 5 (2022): Journal of World Science ]]>
Publisher : <![CDATA[Riviera Publishing ]]>
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DOI: 10.58344/jws.v1i5.35
<![CDATA[This research aims to analyze the influence of the Application of Information and Communication Technology on improving the Asn Innovation of the Central Transportation Ministry. The number of samples in this study was 249 respondents using the slovin technique from all units in the Ministry of Transportation. Data collection is carried out using questionnaires, observations and interviews with related parties. The data analysis technique used is a mix method with multiple linear regression analysis and indicator analysis. The results showed that the variables of Application of Information and Communication Technology positively affected employee innovation at a significance level of 0.05 with a regression coefficient of each of them. There is a positive and significant influence the application of information and communication technology to The Innovative with a regression coefficient (?) of 0.136 and the resulting regression equation is Y ? 115.409 ? 0.136X3 , which means that each one-level increase in the Application of Information and Communication Technology results in an innovative increase of 0.136 at the constant 115,409. Thus, the application of information and communication technology is predicted to increase employee innovation. Based on the results of the determination test calculation, it can be known that the effective contribution (SE) variable of the Application of Information and Communication Technology (X3) to Innovation (Y) is 2.11%.]]>
<![CDATA[The Effect of Knowledge Management on Employee Innovation ]]>
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Santoso, Arief Budi]]>;
<![CDATA[Moeins, Anoesyrwan]]>
<![CDATA[ Journal of World Science Vol. 1 No. 6 (2022): Journal of World Science ]]>
Publisher : <![CDATA[Riviera Publishing ]]>
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DOI: 10.58344/jws.v1i6.58
<![CDATA[This study aims to analyze the effect of Knowledge Management on ASN Employee Innovation of the Ministry of Transportation. The number of samples in this study were 249 respondents using the slovin technique from all units in the Ministry of Transportation. Data was collected using questionnaires, observations and interviews with related parties. The data analysis technique used is the mix method with multiple linear regression analysis and indicator analysis. The results show that the Knowledge management variable partially has a positive effect on Employee Innovation at a significance level of 0.05 with a beta coefficient (?) 0.180 with the resulting regression equation is Y 108.581 0.180X 2 which means that every increase in one level of Knowledge Management will resulted in an increase in Employee Innovation of 0.180 at a constant of 108,581. Thus, knowledge management is predicted to increase employee innovation.]]>
<![CDATA[Influence Of Organizational Climate on OCB and Employee Engagement ]]>
<![CDATA[Wardono, Gadang]]>;
<![CDATA[Moeins, Anoesyirwan]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ Journal of World Science Vol. 1 No. 8 (2022): Journal of World Science ]]>
Publisher : <![CDATA[Riviera Publishing ]]>
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DOI: 10.58344/jws.v1i8.77
<![CDATA[Every industry always wants to be successful and help improve the welfare of its employees, including the cement industry in Bogor Regency. However, not all companies can continue to thrive because of the different organizational climates. This difference is due to differences in the system or way of managing the company itself so that the levels of Organizational Citizenship Behavior (OCB) and Employee engagement are also different. In fact, these two things have a strong influence on increasing the success of a company. This is because, OCB and employee engagement are related to the quality of human resources in each company. For this reason, researchers want to find out more about the effect of Organizational Climate on OCB and Employee Engagement with a case study on the cement industry in Bogor Regency. This research was conducted using an empirical study method using path analysis techniques and Focus Group Discussion (FGD) with 40 respondents. The results of this study are that there is a positive influence between Organizational Climate on OCB and Employee Engagement.]]>
<![CDATA[The Influence of Leadership Style on Employee Performance and Loyalty Mediated by Organizational Climate ]]>
<![CDATA[Tito Andrianto, Muhammad]]>;
<![CDATA[Moeins, Anoesyirwan]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ Journal of World Science Vol. 2 No. 8 (2023): Journal of World Science ]]>
Publisher : <![CDATA[Riviera Publishing ]]>
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DOI: 10.58344/jws.v2i8.386
<![CDATA[In an increasingly complex and dynamic world of work, the role of leadership style, performance and employee loyalty are important aspects that need to be well understood. The Regional Immigration Office of the Ministry of Law and Human Rights in Jakarta has various duties and responsibilities, requiring effective leadership to achieve organizational goals. This study aimed to explore the relationship between leadership style, performance, and employee loyalty at the Regional Immigration Office of the Ministry of Law and Human Rights in Jakarta. This study used a Sequential Explanatory approach, which combined qualitative and quantitative methods. Data was collected through in-depth interviews and observations as qualitative methods to understand leadership style and organizational climate. Furthermore, a structured questionnaire was utilized to gather quantitative data about employees' perceptions of leadership style, performance, and loyalty. Qualitative data were analyzed using a thematic approach, while quantitative data were analyzed using statistical analysis. The study's results showed that leadership style influenced employee performance and loyalty. The organizational climate was also proven to mediate the effect of leadership style on employee performance and loyalty.]]>
<![CDATA[Differences in Commitment Enhancement to the Organization Between Generation X and Generation Y (Analysis of Empowerment and Values) ]]>
<![CDATA[Adiawaty, Susi]]>;
<![CDATA[Moeins, Anoesyirwan]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ Journal of World Science Vol. 3 No. 2 (2024): Journal of World Science ]]>
Publisher : <![CDATA[Riviera Publishing ]]>
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DOI: 10.58344/jws.v3i2.561
<![CDATA[This research aims to determine and analyze differences in increasing commitment to the organization between Generation X and Generation Y. The method used in this research is descriptive with a qualitative approach. The research results found a significant difference in the level of commitment to the organization between Generation X and Generation Y. This difference can be attributed to differences in perceptions of empowerment and organizational values. Generation Y tends to show higher levels of commitment commitment because they are more open to participation in decision-making and value flexibility, innovation, and opportunities for development. They accept and are encouraged by empowering practices within the organization and values that align with their personal and professional aspirations. On the other hand, Generation X, although recognizing the importance of empowerment and organizational values, may need to be more skeptical or have lower expectations, which affects their level of commitment to the organization. This research has implications for Generation Y; organizations can focus on implementing broader empowerment practices, providing space for participation in decision-making, and providing opportunities for innovation and professional development. Meanwhile, for Generation X, efforts can be focused on clarifying organizational values and providing a more personalized approach to supporting their career development. Additionally, organizations can also consider customized training and development programs to suit the needs and preferences of different generations. Thus, this research provides valuable insights for human resource management in responding to generational differences in the workplace to increase the level of commitment and overall organizational performance.]]>
<![CDATA[The Effect of Organizational Culture and Job Satisfaction on Entrepreneurship in MSMEs in Bogor ]]>
<![CDATA[Hidayati, Nanda]]>;
<![CDATA[Nutosudjono, Didik]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ West Science Interdisciplinary Studies Vol. 1 No. 11 (2023): West Science Interdisciplinary Studies ]]>
Publisher : <![CDATA[Westscience Press ]]>
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DOI: 10.58812/wsis.v1i11.337
<![CDATA[This study explores the relationship between organizational culture, job satisfaction and entrepreneurship in Micro, Small and Medium Enterprises (MSMEs) in Bogor Regency. Using a diverse sample of 225, the study employed quantitative analysis to test the relationships among the variables. Findings indicated a strong positive relationship between a supportive organizational culture and increased entrepreneurial activities. Moreover, job satisfaction emerged as an important mediator in this relationship, emphasizing the importance of employee well-being in fostering an intrapreneurial mindset. This research contributes to theoretical understanding by aligning with innovation theory, emphasizing micro-level dynamics within the entrepreneurial ecosystem, and providing insights for practical application within the MSME sector.]]>
<![CDATA[The Effect of Organizational Culture and Job Satisfaction on Entrepreneurship in MSMEs in Bogor ]]>
<![CDATA[Hidayati, Nanda]]>;
<![CDATA[Nutosudjono, Didik]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ West Science Interdisciplinary Studies Vol. 1 No. 11 (2023): West Science Interdisciplinary Studies ]]>
Publisher : <![CDATA[Westscience Press ]]>
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DOI: 10.58812/wsis.v1i11.337
<![CDATA[This study explores the relationship between organizational culture, job satisfaction and entrepreneurship in Micro, Small and Medium Enterprises (MSMEs) in Bogor Regency. Using a diverse sample of 225, the study employed quantitative analysis to test the relationships among the variables. Findings indicated a strong positive relationship between a supportive organizational culture and increased entrepreneurial activities. Moreover, job satisfaction emerged as an important mediator in this relationship, emphasizing the importance of employee well-being in fostering an intrapreneurial mindset. This research contributes to theoretical understanding by aligning with innovation theory, emphasizing micro-level dynamics within the entrepreneurial ecosystem, and providing insights for practical application within the MSME sector.]]>
