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All Journal Jurnal Komunikasi Hukum Jurnal Ilmiah Ekonomi Islam Jurnal Tabarru': Islamic Banking and Finance Al-Azkiya : Jurnal Pendidikan MI/SD Al-MIKRAJ: Jurnal studi Islam dan Humaniora Salus Publica An-Nafis: Jurnal Ilmiah Keislaman dan Kemasyarakatan Journal of Multidisciplinary Inquiry in Science, Technology and Educational Research AT-TAKLIM: Jurnal Pendidikan Multidisiplin Jejak digital: Jurnal Ilmiah Multidisiplin Seumike : Society Progress Journal
Jelita
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Religion Humanities Chemical Engineering, Chemistry & Bioengineering Chemistry Economics, Econometrics & Finance Education Engineering Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Nursing Public Health Social Sciences Other

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Manajemen Kepemimpinan Deborah Reviona Passa; Stevanus Adrian; Listiani Agustin; Jelita; Sarmauli
Jejak digital: Jurnal Ilmiah Multidisiplin Vol. 1 No. 6 (2025): NOVEMBER
Publisher : INDO PUBLISHING

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63822/aa11nw98

Abstract

This study aims to determine the legitimacy of Deborah's leadership, explained within the theological and socio-cultural context of patriarchal Israel, and to determine whether Deborah's leadership pragmatism can be applied as a theological and practical solution to address contemporary issues concerning Christian women's leadership in various modern organizations. This study employed a qualitative approach with a literature review. The data used in this study were secondary. The analysis revealed that Deborah's leadership management model was proven to be transformative, strategic, and effective. The legitimacy of her leadership stems from her divine calling as a prophetess and judge, which theologically transcends the socio-cultural challenges of patriarchy. Her key managerial characteristics include steadfast faith, courage in decision-making, and strategic direction. Deborah successfully implemented synergistic management by transforming Barak's doubts into obedience through her presence and total support. Pragmatically, Deborah's leadership is the antithesis of gender discrimination. Her effectiveness in leading the nation to victory is biblical evidence that the pursuit of women's leadership qualities need not be discussed but rather recognized and developed within the context of the church and contemporary society.
PERBEDAAN KINERJA DAN KEPUASAN KERJA KARYAWAN BANK SYARIAH INDONESIA (BSI) SEBELUM DAN SESUDAH MERGER Aprillyanti, Virkanita; Misra, Isra; Hasnita; Jelita
Jurnal Tabarru': Islamic Banking and Finance Vol. 8 No. 1 (2025): Jurnal Tabarru' : Islamic Banking and Finance
Publisher : Department of Islamic Banking, Faculty of Islamic Studies, Islamic University of Riau (UIR)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.25299/jtb.2025.vol8(1).21649

Abstract

Bank Syariah Indonesia (BSI) merupakan hasil penggabungan (merger) dari tiga bank syariah yaitu Bank Syariah Mandiri, BRI Syariah, dan BNI Syariah yang mulai beroperasi pada tanggal 1 Februari 2021. Adanya proses penggabungan ini menciptakan proses adaptasi dan budaya baru pasca merger yang dapat menimbulkan perbedaan pada kondisi sumber daya manusia di dalamnya, seperti kinerja karyawan dan kepuasan kerja. Penelitian ini bertujuan untuk mengetahui perbedaan kinerja dan kepuasan kerja karyawan Bank Syariah Indonesia (BSI) sebelum dan sesudah merger. Penelitian ini menggunakan pendekatan kuantitatif dengan jenis penelitian komparatif. Lokasi penelitian bertempat di BSI KC Palangka Raya Diponegoro. Pemilihan sampel dilakukan dengan teknik purposive sampling, sehingga didapatkan 42 sampel yang menjadi responden untuk penelitian ini. Dalam penelitian ini pengumpulan data melalui kuesioner yang dibagikan kepada responden. Analisis data dalam penelitian ini dilakukan dengan uji non parametrik uji Wilcoxon, yang sebelumnya telah dilakukan uji instrumen penelitian yaitu uji validitas, uji reliabilitas, dan selanjutnya uji normalitas. Hasil penelitian ini menunjukkan bahwa pada variabel kinerja karyawan H0 diterima dan H1 ditolak, artinya tidak terdapat perbedaan signifikan sebelum dan sesudah merger yang ditunjukkan dari nilai signifikansinya yaitu 0,432 > 0,05. Sedangkan pada variabel kepuasan kerja H2 diterima dan H0 ditolak, artinya terdapat perbedaan signifikan kepuasan kerja sebelum dan sesudah merger yang ditunjukkan dengan hasil nilai signifikansinya yaitu 0,000 < 0,05.
Co-Authors Adja Muhammad Daud Andini Id Aprillyanti, Virkanita Bella Safira Kristianika Cahya Annisa Utami Dewi Handayani Dongoron, Rizkinya Dwi Ridwana, Salzabillah Elin Sudiarti Eskaldo Antoni Faisal Ari Irawan Febrina Dian Kurniasari Gusmaneli Hakim, Muh Yusuf Hariyadi Hasnita Hendri Prinata Hyncha Gabriel Panggabean Kartika Lilis Suryani Listiani Agustin Misra, Isra Muhammad Mukhlisin Alfaro Mustatho Mutia Evi Kristy Nihla Afdaliah Nurkholis Nurul Annisa Okto Rianto Saputra Satya Patrisia, Putri Rahayu, Nina Rahman Reviona Passa Riesa Tirta Maladewi Sarmauli Sayu Oktalita Sendy Sri Indah Setiyaningsih Stevanus Adrian Surtiya Ningsih Tri Hidayati Tri Septi Ufrah Usri Winda Siptiani Wovie Azizah Yonathan Yovi Sepriansyah Yusrina Nur Hidayah Zulkifli