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All Journal Indikator: Jurnal Ilmiah Manajemen & Bisnis Almana : Jurnal Manajemen dan Bisnis Wahana: Jurnal Ekonomi, Manajemen dan Akuntansi Budapest International Research and Critics Institute-Journal (BIRCI-Journal): Humanities and Social Sciences Aliansi : Jurnal Manajemen dan Bisnis Airlangga Journal of Innovation Management Jurnal Impresi Indonesia Jurnal Abdimas Perbanas
Stefanus M S Sadana
Perbanas Institute
Religion Arts Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Law, Crime, Criminology & Criminal Justice Social Sciences

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The Mediating Role of Innovative Work Behavior on the Leader Member Exchange and Job Satisfaction at Indonesian Food & Beverage Services Industry during Covid 19 Dewi Shanty; Valentina Happy Vanesa; Justine Tanuwijaya; Stefanus Sadana
Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Vol 5, No 3 (2022): Budapest International Research and Critics Institute August
Publisher : Budapest International Research and Critics University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33258/birci.v5i3.5786

Abstract

Indonesian tourism, especially in the Greater Jakarta area, is not only famous for buildings, monuments, but with high diversity, Jabodetabek offers delicious culinary tours that serve special foods from all corners of the archipelago. To be able to face stiff competition in the business world, from the point of view of the current food and beverage provider organization leaders need to innovate in their work to produce employees who are satisfied with their work, so the purpose of this study is to analyze the effect of LMX on Job Satisfaction mediated by Innovative work behavior by using The quantitative method is a questionnaire via google form with a total of 249 respondents. Sample is 249 respondents. The analytical method used is SEM - AMOS 24. The results showed that LMX had a significant positive effect on IWB and Job Satisfaction , while IWB has no effect on Job Satisfaction and also IWB cannot mediate the effect of LMX on Job Satisfaction.
Analisis Employee Engagement Pada PT Xyz: Investigasi Peran Flexible Working Arrangement, Perceived Organizational Support, Work-Life Balance, dan Job Satisfaction Setyawan, Eka Junis; Sadana, Stefanus MS
Jurnal Impresi Indonesia Vol. 4 No. 5 (2025): Indonesian Impression Journal (JII)
Publisher : Riviera Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58344/jii.v4i5.6691

Abstract

This study aims to investigate the role of flexible working arrangement, perceived organizational support, work-life balance, and job satisfaction in increasing employee engagement in switching service provider companies. The research method used the Variance-based SEM approach with the Partial Least Squares (PLS) technique through SmartPLS software, and sample determination using the Slovin method. The results showed that flexible working arrangement, perceived organizational support, and job satisfaction had a positive and significant effect on employee engagement, while work-life balance had no direct effect. However, job satisfaction has been proven to mediate the relationship between the three independent variables (flexible working arrangement, perceived organizational support, and work-life balance) and employee engagement. These findings indicate that although work-life balance does not have a direct effect, it plays an important role through increasing job satisfaction first. The implications of this study provide insight for switching service provider companies in developing effective human resource management strategies, with an emphasis on increasing job satisfaction as a key factor in building optimal employee engagement.
Employee Performance Analysis with Digital Business Transformation and Organizational Culture as Leveraging Factors Nasution, Sheila Pratiwi; Sadana, Stefanus M.S.
Almana : Jurnal Manajemen dan Bisnis Vol 9 No 2 (2025): August
Publisher : Bandung: Prodi Manajemen FE Universitas Langlangbuana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36555/almana.v9i2.2854

Abstract

Digital business transformation, driven by technologies such as big data analytics, machine learning, and artificial intelligence, plays a crucial role in enhancing organizational competitiveness. However, its success is also significantly influenced by organizational culture, which supports collaboration, open communication, and the acceptance of change. This study aims to investigate the relationship between digital transformation, organizational culture, and employee performance at PT Permodalan Nasional Madani (PNM) Regional Pekanbaru 2. The research found that digital transformation did not significantly impact employee performance, primarily due to the suboptimal implementation of digital initiatives and employees' insufficient digital readiness. On the other hand, organizational culture had a significant positive effect on employee performance. A culture that fosters collaboration, openness, and adaptability was shown to enhance employee motivation and productivity. The study concludes that a strong organizational culture is essential for successfully implementing digital transformation and improving employee performance. Therefore, PNM Pekanbaru 2 should focus on strengthening its organizational culture and provide continuous training to support the effective integration of new technologies, ultimately improving overall performance.
Co-Authors Agustiani, Firly Nur Ambariyanto Ambariyanto Andreas Wahyu Gunawan P Cucu Endang Deni Darmawan Dewi Shanty Didi Hartono Erina Sovania Evi Sofiati Febrisi Dwita Hikmah A Rachman Ignatius Septo Pramesworo Inung Wijayanti Jajang Permana Justine Tanuwijaya M. Yusuf Sanny Muhammad Sadikin Nasution, Sheila Pratiwi Patria Laksamana Reza Fauzi Jaya Sakti Rizka Zainab Septo Pramesworo Setyawan, Eka Junis Shinta Oktafien Steph Subanidja Tedy Hidayat Tri Hananto Triyani Triyani Valentina Happy Vanesa