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All Journal International Journal of Educational Review, Law And Social Sciences (IJERLAS) International Journal of Social Science, Educational, Economics, Agriculture Research, and Technology (IJSET)
Margareth Sagala, Yomeini
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Religion Agriculture, Biological Sciences & Forestry Humanities Computer Science & IT Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Social Sciences Other

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EFFECT OF LEADERSHIP STYLE ON EMPLOYEE PERFORMANCE AT PT. HEVEA INDONESIA WORKS WITH WORK DISCIPLINE AS INTERVENING VARIABLE Siahaan, Rumiris; Etri Jayanti, Suci; Margareth Sagala, Yomeini
International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) Vol. 1 No. 6 (2022): MAY
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijset.v1i6.31

Abstract

The results of this study indicate. (1) It can be seen that the magnitude of the adjusted R square value is 0.175 or 17.5%. This shows that Work Discipline (Z) and Leadership Style (X) can explain Employee Performance (Y) by 17.5%, the remaining 82.5% (100% - 17.5%) is explained by other variables outside the model. this research. (2) The results of the t-test (partial) can be seen that the obtained tcount (4,363) > ttable (2,048), as well as the significance value of 0.00 <0.05, it can be concluded that the first hypothesis is accepted, meaning that the Leadership Style variable (X) positive and significant effect on Work Discipline (Z). (3) The results of the t-test (partial) can be seen that the value of tcount (1.917) ttable (2.048), and the significance value is 0.367 0, 05, it can be concluded that the second hypothesis is rejected, meaning that Leadership Style (X) has a significant effect on Employee Performance (Y). (4) The results of the path analysis test show that the direct effect of variable X on variable Y is 0.200. Meanwhile, the indirect effect through the Z variable is 0.636 x 0.329 = 0.2092. From the calculation results obtained, the indirect effect through the Z variable is greater than the direct effect on the Y variable.
CUSTOMER SATISFACTION DEVELOPMENT STRATEGY FOR ONLINE TRANSPORTATION USERS IN THE COVID-19 ERA (STUDY ON KEK ONLINE IN TEBING TINGGI) Margareth Sagala, Yomeini; Siregar, Aisyah
International Journal of Educational Review, Law And Social Sciences (IJERLAS) Vol. 2 No. 1 (2022): January
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijerlas.v2i1.153

Abstract

This study aims to find out what development strategy is right for Oke Jek to create customer satisfaction during this covid-19 pandemic. Oke-jek is one of the online transportation services in the city of Tebing Tinggi which started operating in 2019. This study uses a qualitative type of research with primary data and secondary data collected from interviews, observations and documentation which includes 7 respondents and is supported by theory. development, marketing and customer satisfaction theory. The method used in this research is SWOT analysis by analyzing the internal (IFE) and external (EFE) environment. The results showed that the development strategy that was carried out by Oke Jek on the IFE and EFE matrices resulted in strengths and weaknesses with a score of 1.45, opportunities and threats with a score of 1, These 15 positions are in quadrant I, which means they indicate the Aggressive Strategy. Furthermore, from the results of the identification of the SWOT analysis, four alternative strategies are produced, namely SO Strategy, WO Strategy, ST Strategy, and WT Strategy.
Co-Authors Etri Jayanti, Suci Siahaan, Rumiris Siregar, Aisyah