Article Per Year (5 Year)
p-Index From 2020 - 2025
1.048
P-Index
This Author published in this journals
All Journal Journal of Management Analytical and Solution Journal Of Management Analytical and Solution (JoMAS)
Sembiring, Malinda Sari
Unknown Affiliation
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

Published : 6 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 6 Documents
Search

 1 
Implementation of Management Information Systems at Janji Jiwa Coffee Shop in Medan Selayang City to Improve Customer Satisfaction Lubis, Muhammad Arif; Sembiring, Malinda Sari; Riyansyah, Ahmad; Sentosa, Chandra
Journal Of Management Analytical and Solution (JoMAS) Vol. 4 No. 2 (2024): Journal Of Management Analytical and Solution
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v4i2.16499

Abstract

Indonesia's coffee market has grown significantly in recent years, and a large number of coffee shops have opened up. In the face of fierce competition, the Janji Jiwa Coffee Shop in Medan, Selayang City, must strive to retain and grow its clientele. This research aims to determine the application of the Management Information System used to increase customer satisfaction at Janji Jiwa coffee shop. This research uses a quantitative approach with survey methods. Data was collected from 30 customers of Janji Jiwa Coffee Shop in Medan Selayang through a specially designed questionnaire. Data analysis was carried out using descriptive statistical methods and linear regression to test the relationship between SIM implementation and customer satisfaction. The final regression results indicate that the dependent variable, Consumer Satisfaction of Janji Jiwa Medan Coffee, Medan Selayang District, is significantly impacted (p < 0.05) by the independent variable, Management Information System. Customer satisfaction at the Janji Jiwa Coffee Shop in Medan Selayang has increased dramatically once SIM was implemented. These results suggest that coffee shops can enhance consumer loyalty and streamline their operations by implementing SIM.
Employee Readiness for Change and Organizational Support as Keys to Successful Banking Transformation Sembiring, Malinda Sari
Journal Of Management Analytical and Solution (JoMAS) Vol. 4 No. 3 (2024): Journal Of Management Analytical and Solution
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v4i3.18303

Abstract

The digital era brings a wave of change that requires banks to be able to quickly adapt and transform. New technologies, new business models and evolving customer expectations provide the foundation for banking to remain competitive and relevant now and in the future. Human resource factors are one of the keys to success in facing change, organizational effectiveness and optimization are needed to maintain and increase work engagement and employee readiness in facing change. This research aims to test and analyze the influence of employee readiness to change on organizational transformation through organizational support as a moderating variable. The population in the study were permanent employees in the Sharia Business Unit of PT. North Sumatra Bank. The research method used is quantitative descriptive. Primary data was collected through a survey of 131 permanent employees in the Sharia Business Unit of PT. Bank Sumut, uses proportional random sampling technique. The collected data was analyzed using descriptive statistical analysis and Moderated Regression Analysis (MRA). The research results show that employee readiness to change has a positive and significant influence on organizational transformation. This indicates that increasing employee readiness in making changes will have a positive impact on the effectiveness and success of the transformation process in the Sharia Business Unit. However, this research also proves that organizational support is unable to moderate the relationship between employee readiness and organizational transformation. These findings indicate that organizational support felt by employees is not strong enough to strengthen the influence of employee readiness on organizational transformation.
Employee Readiness for Change and Organizational Support as Keys to Successful Banking Transformation Sembiring, Malinda Sari
Journal Of Management Analytical and Solution (JoMAS) Vol. 4 No. 3 (2024): Journal Of Management Analytical and Solution
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v4i3.18303

Abstract

The digital era brings a wave of change that requires banks to be able to quickly adapt and transform. New technologies, new business models and evolving customer expectations provide the foundation for banking to remain competitive and relevant now and in the future. Human resource factors are one of the keys to success in facing change, organizational effectiveness and optimization are needed to maintain and increase work engagement and employee readiness in facing change. This research aims to test and analyze the influence of employee readiness to change on organizational transformation through organizational support as a moderating variable. The population in the study were permanent employees in the Sharia Business Unit of PT. North Sumatra Bank. The research method used is quantitative descriptive. Primary data was collected through a survey of 131 permanent employees in the Sharia Business Unit of PT. Bank Sumut, uses proportional random sampling technique. The collected data was analyzed using descriptive statistical analysis and Moderated Regression Analysis (MRA). The research results show that employee readiness to change has a positive and significant influence on organizational transformation. This indicates that increasing employee readiness in making changes will have a positive impact on the effectiveness and success of the transformation process in the Sharia Business Unit. However, this research also proves that organizational support is unable to moderate the relationship between employee readiness and organizational transformation. These findings indicate that organizational support felt by employees is not strong enough to strengthen the influence of employee readiness on organizational transformation.
Implementation of Management Information Systems at Janji Jiwa Coffee Shop in Medan Selayang City to Improve Customer Satisfaction Lubis, Muhammad Arif; Sembiring, Malinda Sari; Riyansyah, Ahmad; Sentosa, Chandra
Journal Of Management Analytical and Solution (JoMAS) Vol. 4 No. 2 (2024): Journal Of Management Analytical and Solution
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v4i2.16499

Abstract

Indonesia's coffee market has grown significantly in recent years, and a large number of coffee shops have opened up. In the face of fierce competition, the Janji Jiwa Coffee Shop in Medan, Selayang City, must strive to retain and grow its clientele. This research aims to determine the application of the Management Information System used to increase customer satisfaction at Janji Jiwa coffee shop. This research uses a quantitative approach with survey methods. Data was collected from 30 customers of Janji Jiwa Coffee Shop in Medan Selayang through a specially designed questionnaire. Data analysis was carried out using descriptive statistical methods and linear regression to test the relationship between SIM implementation and customer satisfaction. The final regression results indicate that the dependent variable, Consumer Satisfaction of Janji Jiwa Medan Coffee, Medan Selayang District, is significantly impacted (p < 0.05) by the independent variable, Management Information System. Customer satisfaction at the Janji Jiwa Coffee Shop in Medan Selayang has increased dramatically once SIM was implemented. These results suggest that coffee shops can enhance consumer loyalty and streamline their operations by implementing SIM.
The Mediating Role of Talent Management in the Influence between Knowledge Management and Employee Engagement on Employee Performance Sinulingga, Otniel; Sembiring, Malinda Sari; Gulo, Dita Lisri Hasanah
Journal Of Management Analytical and Solution (JoMAS) Vol. 5 No. 3 (2025): Journal Of Management Analytical and Solution
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v5i3.22921

Abstract

In today’s increasingly competitive business environment, companies are required to optimize the potential of human resources as a strategic asset. The rapid development of technology, dynamic market conditions, and high employee mobility drive organizations to adopt effective strategies in managing knowledge, employee engagement, and talent. Many companies face challenges such as the loss of competencies due to weak knowledge sharing and low employee engagement, which often lead to high turnover. This condition highlights that knowledge management, employee engagement, and talent management are critical factors in enhancing employee performance. This study aims to analyze the influence of knowledge management and employee engagement on employee performance with talent management as a mediating variable at PT Bank Sumut Head Office Medan. The research employed an associative design with a quantitative approach. Data were collected through questionnaires distributed to 83 respondents selected using purposive sampling from a population of 473 employees working across 18 divisions. The sample criteria included employyees who had worked for at least one year at the Bank Sumut Head Office. Data analysis was conducted using the Partial Least Squares Structural Equation Modeling (PLS-SEM) method. The results indicate that knowledge management and employee engagement have a significant effect on employee performance, both directly and indirectly, through talent management as a mediating variable. These findings suggest that the integrated implementation of knowledge management, employee engagement, and talent management can drive improvements in employee performance. Furthermore, this study provides practical implications for company management to strengthen sustainable human resource development strategies.
The Mediating Role of Talent Management in the Influence between Knowledge Management and Employee Engagement on Employee Performance Sinulingga, Otniel; Sembiring, Malinda Sari; Gulo, Dita Lisri Hasanah
Journal Of Management Analytical and Solution (JoMAS) Vol. 5 No. 3 (2025): Journal Of Management Analytical and Solution
Publisher : TALENTA Publisher, Universitas Sumatera Utara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32734/jomas.v5i3.22921

Abstract

In today’s increasingly competitive business environment, companies are required to optimize the potential of human resources as a strategic asset. The rapid development of technology, dynamic market conditions, and high employee mobility drive organizations to adopt effective strategies in managing knowledge, employee engagement, and talent. Many companies face challenges such as the loss of competencies due to weak knowledge sharing and low employee engagement, which often lead to high turnover. This condition highlights that knowledge management, employee engagement, and talent management are critical factors in enhancing employee performance. This study aims to analyze the influence of knowledge management and employee engagement on employee performance with talent management as a mediating variable at PT Bank Sumut Head Office Medan. The research employed an associative design with a quantitative approach. Data were collected through questionnaires distributed to 83 respondents selected using purposive sampling from a population of 473 employees working across 18 divisions. The sample criteria included employyees who had worked for at least one year at the Bank Sumut Head Office. Data analysis was conducted using the Partial Least Squares Structural Equation Modeling (PLS-SEM) method. The results indicate that knowledge management and employee engagement have a significant effect on employee performance, both directly and indirectly, through talent management as a mediating variable. These findings suggest that the integrated implementation of knowledge management, employee engagement, and talent management can drive improvements in employee performance. Furthermore, this study provides practical implications for company management to strengthen sustainable human resource development strategies.
Co-Authors Ahmad Riyansyah, Ahmad Gulo, Dita Lisri Hasanah Lubis, Muhammad Arif Sentosa, Chandra Sinulingga, Otniel