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<![CDATA[Strategi Peningkatan Engagement melalui Penguatan Self Efficacy (Studi Empirik Menggunakan Penelitian Komparatif pada Perawat Rumah Sakit Pemerintah dan Rumah Sakit Swasta di Kota Semarang) ]]>
<![CDATA[Soeyono, Annisaa]]>;
<![CDATA[Notosudjono, Didik]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ Jurnal Locus Penelitian dan Pengabdian Vol. 5 No. 3 (2026): JURNAL LOCUS: Penelitian dan Pengabdian ]]>
Publisher : <![CDATA[Riviera Publishing ]]>
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DOI: 10.58344/locus.v5i3.5686
<![CDATA[Engagement perawat merupakan faktor krusial dalam menjaga kualitas pelayanan kesehatan, mengingat perawat menjadi garda terdepan dalam memberikan pelayanan langsung kepada pasien. Namun, berbagai studi menunjukkan bahwa tingkat engagement tenaga kesehatan di Indonesia masih menghadapi tantangan. Penelitian ini bertujuan untuk menganalisis strategi peningkatan engagement melalui penguatan self efficacy. Penelitian ini menggunakan metode campuran (mixed methods) dengan desain kombinasi komparatif. Teknik pengumpulan data pada penelitian ini yakni dengan studi literatur, kuesioner dan studi dokumen. Data yang telah terkumpul kemudian dianalisis secara deskriptif. Penelitian ini menemukan bahwa terdapat perbedaan signifikan tingkat engagement perawat antara rumah sakit pemerintah dan swasta, di mana perawat di rumah sakit pemerintah menunjukkan engagement lebih tinggi pada sebagian besar indikator seperti produktivitas, ownership, loyalitas, vigor, dan absorption, sementara indikator career development dan dedication lebih rendah. efikasi diri terbukti berpengaruh positif dan signifikan terhadap engagement pada kedua jenis rumah sakit, namun pengaruhnya lebih kuat pada rumah sakit swasta, sehingga rumah sakit pemerintah perlu memperkuat kedua aspek tersebut secara lebih intensif.]]>
<![CDATA[STRATEGI PENINGKATAN ORGANIZATIONAL CITIZENSHIP BEHAVIOUR PERAWAT MELALUI PENGUATAN BUDAYA ORGANISASI, KEPEMIMPINAN MELAYANI DAN MOTIVASI KERJA ]]>
<![CDATA[Saleh, Aldi Sophian]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Hadiyat, Yayan]]>
<![CDATA[ JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) Vol 11, No 2 (2025): Vol 11, No 2 (2025) ]]>
Publisher : <![CDATA[Universitas Pakuan ]]>
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DOI: 10.34203/jimfe.v11i2.13390
<![CDATA[ABSTRAKPenelitian ini bertujuan untuk menganalisis strategi peningkatan Organizational Citizenship Behavior (OCB) melalui penguatan budaya organisasi, kepemimpinan melayani dan motivasi kerja. Populasi penelitian 151 perawat di RSUD R. Syamsudin, SH. dengan sampel 100 orang yang dipilih dengan metode proposional random sampling. Pengumpulan data menggunakan kuesioner dengan skala likert dan skala rating. Teknik analisis data menggunakan statistik deskriptif dan teknik analisis jalur (path analysis). Hasil penelitian menunjukkan budaya organisasi berpengaruh positif dan signifikan terhadap motivasi kerja. Kepemimpinan melayani berpengaruh positif tetapi tidak signifikan terhadap motivasi kerja. Budaya organisasi berpengaruh positif dan signifikan terhadap OCB. Kepemimpinan melayani berpengaruh positif tetapi tidak signifikan terhadap OCB. Motivasi kerja berpengaruh positif dan signifikan terhadap OCB. Budaya organisasi berpengaruh positif dan signifikan terhadap OCB melalui motivasi kerja (mediasi penuh). Kepemimpinan melayani berpengaruh positif tetapi tidak signifikan terhadap OCB melalui motivasi kerja (tidak ada mediasi).ABSTRACTThis study aims to analyze the strategies for enhancing Organizational Citizenship Behavior (OCB) by strengthening Organizational Culture, Servant Leadership, and Work Motivation. The research population consisted of 151 nurses at R. Syamsudin, SH. Hospital, with a sample of 100 selected using proportional random sampling. Data was collected through questionnaires using Likert scales and rating scales. Data analysis techniques included descriptive statistics and path analysis. The results indicate that: Organizational culture has a positive and significant effect on work motivation. Servant leadership has a positive but insignificant e ffect on work motivation. Organizational culture has a positive and significant effect on OCB.Servant leadership has a positive but insignificant effect on OCB. Work motivation has a positive and significant effect on OCB. Organizational culture has a positive and significant effect on OCB through work motivation (full mediation). Servant leadership has a positive but insignificant effect on OCB through work motivation (no mediation).]]>
<![CDATA[Determinants of Village Heads’ Managerial Performance: The Role of Interpersonal Communication, Personality, and Work Motivation ]]>
<![CDATA[Jatnika, Tika Siti]]>;
<![CDATA[Moeins, Anoesyirwan]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ International Journal of Management and Economic Research (IJOMER) Vol 3 No 1 (2026): Indonesian Journal of Management and Economic Research ]]>
Publisher : <![CDATA[Yayasan Aya Sophia Indonesia ]]>
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DOI: 10.70508/9edtb766
<![CDATA[The managerial performance of village heads plays a critical role in ensuring effective local governance, particularly in the context of decentralized public administration. However, empirical evidence indicates that village governance performance remains suboptimal, reflecting limitations in managerial capacity. This study aims to examine the influence of interpersonal communication, personality, and work motivation on the managerial performance of village heads through an integrated causal model. A quantitative approach with an explanatory survey design was employed, involving 115 village heads in Bogor Regency selected through probability sampling. Data were collected using structured questionnaires and analyzed using path analysis to assess both direct and indirect relationships among variables. The results reveal that interpersonal communication, personality, and work motivation have positive and significant effects on managerial performance, with work motivation emerging as the most dominant predictor. Interpersonal communication and personality also significantly influence work motivation; however, the mediating role of work motivation is not stronger than the direct effects. These findings indicate that managerial performance is primarily driven by internal motivational factors, supported by effective communication and adaptive personality traits. The novelty of this study lies in the development of an integrative empirical model that simultaneously examines direct and indirect relationships among behavioral variables in the context of village governance, which has been rarely explored in prior research. This study contributes to the advancement of public sector organizational behavior theory and provides evidence-based insights for improving the managerial performance of village heads.]]>
<![CDATA[The Influence of Job Satisfaction and Organizational Culture on Performance and Organizational Commitment in Regionally-Owned Enterprises (BUMD) in Bogor City ]]>
<![CDATA[Wibowo, Agung]]>;
<![CDATA[Yusnita, Nancy]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ International Journal of Management and Economic Research (IJOMER) Vol 3 No 1 (2026): Indonesian Journal of Management and Economic Research ]]>
Publisher : <![CDATA[Yayasan Aya Sophia Indonesia ]]>
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DOI: 10.70508/vta0fh05
<![CDATA[This study aims to analyze the influence of Organizational Culture on Employee Performance and Commitment to the Organization with Job Satisfaction as an intervening variable in Regionally-Owned Enterprises (BUMD) in Bogor City, namely Perumda Pasar Pakuan Jaya and Perumda Air Minum Tirta Pakuan. The research approach used is quantitative with a survey method of 212 respondents selected using proportional stratified random sampling. Data were analyzed using path analysis techniques with the help of SmartPLS to test the direct and indirect effects between variables. The results show that Organizational Culture has a positive and significant effect on Job Satisfaction, Employee Performance, and Commitment to the Organization. Job Satisfaction also has a positive and significant effect on Employee Performance and Commitment to the Organization. In addition, Job Satisfaction is proven to partially mediate the relationship between Organizational Culture and Employee Performance and Commitment to the Organization. These findings indicate that improving a strong and conducive organizational culture can increase job satisfaction which ultimately has an impact on improving employee performance and commitment. This study provides an empirical contribution in the development of organizational behavior models in the BUMD sector and provides practical implications for management in formulating strategies to improve performance and strengthen employee commitment through managing organizational culture and job satisfaction.]]>
<![CDATA[A Strategic Model for Enhancing Organizational Citizenship Behavior Through Transformational Leadership and Emotional Intelligence in Educational Institutions ]]>
<![CDATA[Chandra, Khitara Aldilla]]>;
<![CDATA[Yusnita, Nancy]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ Dinasti International Journal of Economics, Finance & Accounting Vol. 7 No. 1 (2026): Dinasti International Journal of Economics, Finance & Accounting (March-April 2 ]]>
Publisher : <![CDATA[Dinasti Publisher ]]>
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DOI: 10.38035/dijefa.v7i1.6368
<![CDATA[This study examines the suboptimal level of Organizational Citizenship Behavior (OCB) among educational support staff, indicated by low initiative, limited extra role involvement, and minimal contribution to organizational effectiveness. OCB represents voluntary behavior that enhances individual performance and supports the effectiveness and sustainability of educational organizations, particularly private vocational high schools in Bogor Regency. Strengthening OCB is essential to create a collaborative, adaptive, and service oriented work environment. This study aims to develop strategic efforts to enhance OCB by analyzing the direct and indirect effects of Transformational Leadership and Emotional Intelligence, with Job Satisfaction as an intervening variable. A quantitative survey approach was employed. The population consisted of educational support staff at private vocational high schools in Bogor Regency, with 186 respondents selected through proportional random sampling. Data were collected using validated and reliable questionnaires and analyzed using descriptive statistics, correlation analysis, and path analysis. The results show that Transformational Leadership and Emotional Intelligence have positive and significant direct effects on OCB. Job Satisfaction also has a positive and significant direct effect on OCB. Additionally, Transformational Leadership and Emotional Intelligence positively influence Job Satisfaction. Mediation analysis confirms that Job Satisfaction mediates the effects of Leadership and Emotional Intelligence on OCB.]]>
<![CDATA[The Effect of Organizational Culture and Job Satisfaction on Organizational Commitment and Employee Performance in Regionally-Owned Enterprises ]]>
<![CDATA[Wibowo, Agung]]>;
<![CDATA[Yusnita, Nancy]]>;
<![CDATA[Sunaryo, Widodo]]>
<![CDATA[ International Journal of Social and Management Studies Vol. 7 No. 3 (2026): International Journal of Social and Management Studies (IJOSMAS) ]]>
Publisher : <![CDATA[IJOSMAS ]]>
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DOI: 10.5555/ijosmas.v7i3.606
<![CDATA[This study aims to analyze the influence of organizational culture and job satisfaction on employee performance and organizational commitment in Regionally-Owned Enterprises (BUMD) in Bogor City. The research was conducted at Perumda Pasar Pakuan Jaya and Perumda Air Minum Tirta Pakuan using a mixed-method sequential explanatory approach. A total of 212 permanent employees were selected through proportional stratified random sampling. Quantitative data were analyzed using path analysis with SmartPLS to examine direct and indirect relationships among variables, while qualitative analysis was conducted using the Delphi technique involving human resource experts to formulate strategic recommendations. The findings reveal that organizational culture has a positive and significant effect on job satisfaction, employee performance, and organizational commitment. Job satisfaction also significantly influences employee performance and organizational commitment. Furthermore, job satisfaction partially mediates the relationship between organizational culture and both employee performance and organizational commitment. These results indicate that strengthening organizational culture can enhance employee satisfaction, which subsequently improves organizational commitment and work performance.This study contributes to the development of organizational behavior literature in the public enterprise sector and offers practical implications for management in designing strategies to strengthen employee commitment and improve organizational performance through organizational culture and job satisfaction programs]]>
<![CDATA[STRATEGIES FOR ENHANCING EMPLOYE INNOVATION THRU ORGANIZATIONAL CULTURE STRENGTHENING PROGRAMS, TRANSFORMATIONAL LEADERSHIP AND EMPLOYE EMPOWERMENT ]]>
<![CDATA[Khalim, Abdul]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Hadiyat, Yayan]]>
<![CDATA[ Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 2 (2026): Sharia Economics ]]>
Publisher : <![CDATA[Universitas KH. Abdul Chalim Mojokerto ]]>
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DOI: 10.31538/iijse.v9i2.9661
<![CDATA[Employe innovation is a strategic factor in improving organizational performance and sustainability, particularly in educational institutions facing rapid changes. However, internal data from the Umar Usman Education Foundation shows that employe innovation levels are still relatively low. This study aims to analyze the influence of organizational culture and transformational leadership on employe innovation, both directly and indirectly thru employe empowerment as an intervening variable. This research uses a quantitative approach with a survey method. The study population includes all permanent employes of the Umar Usman Education Foundation at the staff level, totaling 153 people. Using a census technique, 116 respondents were obtained. Data was collected thru questionnaires that had been tested for validity and reliability, and then analyzed using path analysis with the help of SmartPLS version 4. The research results indicate that organizational culture and transformational leadership have a positive and significant influence on employe innovation. Employe empowerment also has a positive and significant influence on employe innovation. Additionally, transformational leadership has a positive and significant influence on employe empowerment, while organizational culture does not have a significant influence. Indirectly, transformational leadership significantly influences employe innovation thru empowerment, while organizational culture does not. These findings recommend strengthening organizational culture, transformational leadership, and employe empowerment.]]>
<![CDATA[STRATEGIES FOR IMPROVING EMPLOYEE PERFORMANCE THROUGH PROGRAMS TO STRENGTHEN SELF-EFFICACY, SUPERVISION, AND WORK MOTIVATION ]]>
<![CDATA[Ariestino, Handy]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Herdiyana, Herdiyana]]>
<![CDATA[ Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 2 (2026): Sharia Economics ]]>
Publisher : <![CDATA[Universitas KH. Abdul Chalim Mojokerto ]]>
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DOI: 10.31538/iijse.v9i2.9696
<![CDATA[The performance of Taxpayers (AR) at the Primary Tax Office (KPP Pratama) in the Bogor area still shows achievements that are not yet optimal. This condition necessitates a study to identify the factors influencing employee performance. This study aims to analyze the influence of self-efficacy and supervision on the performance of Account Representatives, both directly and thru work motivation as a mediating variable. This research uses a quantitative approach with a population consisting of all Account Representatives from the KPP Pratama in the Bogor Region, totaling 133 employees. The sample was determined using a census technique and involved 100 respondents. Data was collected thru questionnaires that had been tested for validity and reliability, and then analyzed using path analysis with SmartPLS version 4. The research results indicate that self-efficacy, supervision, and work motivation have a positive and significant effect on employee performance. Self-efficacy and supervision were also found to have a positive and significant impact on work motivation, which subsequently mediates the influence of these two variables on the performance of Account Representatives. These findings confirm that strengthening self-efficacy, supervision, and work motivation are important strategies for improving the performance of Account Representatives.]]>
<![CDATA[Strategies for Improving Employee Performance Through Strengthening Organizational Culture, Transformational Leadership, and Job Satisfaction at PT Industri Baterai Indonesia Group in Jakarta ]]>
<![CDATA[Asmoro, Aryo Prabowo]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Herdiyana, Herdiyana]]>
<![CDATA[ Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 2 (2026): Sharia Economics ]]>
Publisher : <![CDATA[Universitas KH. Abdul Chalim Mojokerto ]]>
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DOI: 10.31538/iijse.v9i2.9733
<![CDATA[Employee performance is a strategic factor in supporting organizational success, including PT Industri Baterai Indonesia (IBC) Group, which plays an important role in the development of the national electric vehicle ecosystem. Differences in employee backgrounds, weak implementation of organizational culture, and suboptimal transformational leadership are thought to affect employee job satisfaction and performance. This study aims to analyze the influence of organizational culture and transformational leadership on employee performance with job satisfaction as an intervening variable. The study uses a quantitative approach through a survey of 113 permanent employees at the low management level of the IBC Group. Data were collected using questionnaires that had been tested for validity and reliability, then analyzed using path analysis techniques using SmartPLS version 4. The results showed that organizational culture and job satisfaction had a positive and significant effect on employee performance, while transformational leadership had a positive but not significant direct effect. Organizational culture and transformational leadership have a positive and significant effect on job satisfaction, as well as a significant indirect effect on employee performance through job satisfaction.]]>
<![CDATA[The Influence of Training Programs, Self-Efficacy, and Work Motivation on the Performance of Indonesian National Police Officers: An Empirical Study at the South Tangerang Police Resort ]]>
<![CDATA[Paringsih, Paringsih]]>;
<![CDATA[Sunaryo, Widodo]]>;
<![CDATA[Yusnita, Nancy]]>
<![CDATA[ Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 2 (2026): Sharia Economics ]]>
Publisher : <![CDATA[Universitas KH. Abdul Chalim Mojokerto ]]>
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DOI: 10.31538/iijse.v9i2.10162
<![CDATA[The performance of police officers is a crucial factor in ensuring effective law enforcement and public service delivery. In modern policing environments, organizational support and individual psychological factors are considered important elements that shape officers’ professional behavior and work outcomes. This study aims to examine the influence of training programs, self-efficacy, and work motivation on the performance of Indonesian National Police officers at the South Tangerang Police Resort. The research employed a quantitative approach using a survey design. Data were collected from 136 police officers through structured questionnaires and analyzed using multiple linear regression analysis. The findings indicate that training programs and work motivation are associated with police officers’ performance, while self-efficacy shows a positive but less prominent relationship within the model. These results suggest that organizational initiatives such as structured training programs and supportive motivational environments play an important role in shaping professional performance among police officers. Overall, the study highlights the importance of integrating organizational development strategies and psychological factors to support effective policing practices.]]>
