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All Journal Jurnal Media Informasi Manajemen JURNAL AGRICA Jurnal Ekonomi Bisnis Manajemen Prima Budapest International Research and Critics Institute-Journal (BIRCI-Journal): Humanities and Social Sciences International Journal of Educational Review, Law And Social Sciences (IJERLAS) Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Proceeding International Seminar of Islamic Studies International Journal of Social Science, Educational, Economics, Agriculture Research, and Technology (IJSET) Indonesian Journal of Business Analytics (IJBA) International Review of Practical Innovation, Technology and Green Energy (IRPITAGE) Journal of Accounting Research, Utility Finance and Digital Assets (JARUDA) Southeast Asia Journal of Graduate of Islamic Business and Economics International Journal of Economics, Commerce, and Management
Isfenti Sadalia
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Religion Agriculture, Biological Sciences & Forestry Arts Humanities Astronomy Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Engineering Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Mathematics Physics Social Sciences Other

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ANALYSIS OF THE SYSTEM ROBUST PROCESS (SRP) IMPLEMENTATION TOWARDS ACCELERATION OF RECEIVABLES COLLECTION AT PT UNITED TRACTORS, Tbk Arsyadanal Haq Imanda; Keulana Erwin; Isfenti Sadalia
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 4 No. 8 (2025): JULY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijset.v4i8.828

Abstract

Analysis of Implementing the System Robust Process (SRP) on Accelerating Receivables Collection at PT United Tractors, Tbk. This research analyzes applying the robust process (SRP) system to accelerate receivables collection at PT United Tractors, Tbk. Medan Branch Office. This type of research is quantitative descriptive research. This type of research is quantitative descriptive research. The population in this research is PT Receivables reports. United Tractors Tbk Medan Branch Office. This study's sample of receivables data is PT United Tractors Tbk Medan Branch Office period 2019-2024. The data collection techniques used were interviews, documentation, and literature study. The analysis was carried out using descriptive methods. This data was analyzed using ratio analysis, especially those related to the receivables turnover rate, collection period, delinquency ratio, and collection ratio. The research results show that the implementation of the System Robust Process (SRP) can have a positive impact on accelerating the collection of receivables. It can be concluded that the turnover of receivables at PT United Tractors Tbk is quite good and running effectively. Implementing the System Robust Process (SRP) affects the average collection of receivables. Since the implementation of SRP at PT United Tractors Tbk, the average collection of receivables has experienced a decrease in the maturity of receivables compared to the year before the implementation of SRP. After implementing the System Robust Process (SRP), the delinquency ratio experienced a very significant decrease in 2021. The delinquency ratio was 1%, while in 2022-2024, the delinquency ratio was 12%, compared to before the implementation of the System Robust Process (SRP), which was 23%. The collection ratio after implementing the System Robust Process (SRP) experienced a very significant increase in 2021, the collection ratio was 99%, while in 2022-2024, the collection ratio was 98%, compared to before the implementation of the System Robust Process (SRP), namely in 2019 it was 78%.
THE INFLUENCE OF ORGANIZATIONAL CHANGE ON PSYCHOSOCIAL AND ITS IMPACT ON ORGANIZATIONAL PERFORMANCE WITH LEADERSHIP AS A MODERATOR AT THE NORTH SUMATRA PROVINCE BKKBN REPRESENTATIVE Eka Yulinda Prasetyowati; Isfenti Sadalia; Nazaruddin
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 3 No. 6 (2024): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijset.v3i6.458

Abstract

In facing very rapid changes in the strategic environment, the Indonesian Government needs dynamic, agile and adaptive governance management. To make this happen, a streamlined bureaucracy is needed so that strategic decisions can be made quickly and according to needs. So it is necessary to simplify the bureaucracy (delayering) which touches the root of the problem and changes the ASN mindset to encourage innovation. The simplification of bureaucracy has resulted in major changes to the ASN work system mechanism. These changes include: organizational structure, authority relationships, coordination mechanisms, job descriptions, span of control, employee work patterns. These changes have an impact on employee performance and organizational performance. The aim of this research is to analyze the factors that influence Employee Readiness for Change at the North Sumatra Province BKKBN Representative. Data analysis in this research uses Structural Equation Modeling (SEM) based on Partial Least Square (PLS). This research measures the influence of Organizational Commitment, Employee Engagement, and Perceived Organizational Support on Employee Readiness for Change. The research results show that Organizational Commitment and Perceived Organizational Support have a significant effect on Readiness for Change. Meanwhile, Employee Engagement did not show a significant influence on Readiness for Change among North Sumatra Province BKKBN Representative employees. The R-Square value of the Readiness for Change (Y) variable is 0.894, which means that the variables Organizational Commitment (X1), Employee Engagement (X2) and Perceived Organizational Support (X3) are able to influence 89.4%, while the remaining 10.6% influenced by other variables not examined in this research.
Co-Authors ABDUL RAUF Ahmad Fuady Hasibuan Amir, Afriza Amlys Syahputra Silalahi Angella Tiosanna Anindityo Aryo Saloko Arsyadanal Haq Imanda Aslam Rayuda Chairul Muluk Darman Nababan Denny Irawan Dina Hastalona Eka Yulinda Prasetyowati Fadlan Alkindi Fahri Putra Hafira Fran’s Gidion Sinuhaji Hanna Widya Queentana Iskandar Muda Ismi Izzati Jane Melita Keliat Jepri Wandes Nababan Jona Sitepu Keulana Erwin Khaira Amalia Fachruddin Khaira Amalia Fachrudin LINDAWATI Mahatir Muhammad Marta KN Pasaribu Muhammad Iqbal Harahap Muhammad Ras Muis Muhammad Rizky Nasution Mutiah Nasution Nababan, Boy Chandra Nana Gustiana Nazaruddin Nisrul Irawati Nurlisa Borliani Siregar Nurul Adelia Prasetya, Muhammad Dimas Prihatin Lumbanraja Rahmad Zulhiansyah Simatupang Rulianda Wibowo Sukaria Sinulingga Syahyunan Tika Denisa Simanjuntak Tri Pamungkas, Ferdy Untung Tri Uripto Yasmin Chairunnisa Muchtar yeni absah Yeni Absah Yoko Mashonia Panjaitan Yolanda, Triyana