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All Journal Agrimansion: Agribusiness Management & Extension
Astuti, Retna
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Agriculture, Biological Sciences & Forestry Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Social Sciences

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ANALISIS PENGARUH TRANSFORMATIONAL LEADERSHIP DAN KOMPETENSI TERHADAP KINERJA KARYAWAN DENGAN CORE VALUES AKHLAK SEBAGAI VARIABEL INTERVENING DI KEBUN SEI KEBARA Iskandar, Judha; Astuti, Retna; Akoeb, Erwin Nyak; Putra, Angga Dwi Kelana
JURNAL AGRIMANSION Vol 26 No 3 (2025): Jurnal Agrimansion Desember 2025
Publisher : Jurusan Sosial Ekonomi Pertanian Fakultas Pertanian Universitas Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/agrimansion.v26i3.1902

Abstract

Sei Kebara Plantation is one of the plantations that contributes significantly to PTPN IV Regional 1. Sei Kebara Plantation PTPN IV Regional I was named the best plantation in the Plantation Holding Company in 2022 with a productivity of 30,304 kg/ha. The performance achievement for 2024 is 27,167 kg/ha and the target for 2025 is 35,350 kg/ha. Therefore, good leadership and competent human resources are needed to achieve these targets. One form of leadership style that is the most important part in driving the dynamics or changes in an organisation is transformational leadership. At the same time, competencies, including knowledge, skills, and attitudes/work ethics, are consistently linked to employee performance. The researcher aims to analyse transformational leadership and competence in relation to employee performance through the core values of AKHLAK at the Sei Kebara Plantation of PTPN IV Regional I. This research method uses a quantitative approach reinforced with descriptive qualitative data using a questionnaire and Structural Equation Modelling data analysis with a sample size of 80 employees. The results of the study indicate that only the variable directly related to Core Values of Morality indicates that an increase in competence does not contribute directly to the strengthening of moral values, while the other variables contribute directly and significantly, both directly and indirectly.
ANALISIS PENGARUH KOMPETENSI DAN TINGKAT PENDIDIKAN TERHADAP KINERJA KARYAWAN DENGAN BUDAYA ORGANISASI SEBAGAI VARIABEL INTERVENING DI KEBUN SEI MERANTI PT PERKEBUNAN NUSANTARA III Nasution, Asfian; Astuti, Retna; Akoeb, Erwin Nyak; Putra, Angga Dwi Kelana
JURNAL AGRIMANSION Vol 26 No 3 (2025): Jurnal Agrimansion Desember 2025
Publisher : Jurusan Sosial Ekonomi Pertanian Fakultas Pertanian Universitas Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/agrimansion.v26i3.1907

Abstract

In the plantation sector, such as in large companies like PT Perkebunan Nusantara III (Persero), the competence and educational level of human resources are key pillars for improving the efficiency, productivity, and competitiveness of the company. Competent, trained human resources with an adequate level of education are able to face the challenges of managing and maximising production, which ultimately has an impact on the achievement of organisational targets. Furthermore, competence is a key aspect in solving problems appropriately, combined with educational attainment. In addition, good competence, combined with a supportive organisational culture, significantly increases work productivity. The researcher aims to analyse the influence of competence and education on employee performance through organisational culture. This study utilised a quantitative approach combined with descriptive qualitative data to reinforce the findings through interviews with structural equation modelling data analysis with a sample size of 90 employees. Competence has an indirect effect on employee performance through organisational culture with a value of -0.136. In addition, the level of education also shows a negative indirect effect on employee performance through organisational culture, with a value of -0.113. This study's t-statistics for all variables are able to produce a significant effect and have a very large f² except for the f² of organisational culture (z) on employee performance (y), which has a small effect.
Co-Authors Erwin Nyak Akoeb, Erwin Nyak Iskandar, Judha Nasution, Asfian Putra, Angga Dwi Kelana