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All Journal Jurnal Akuntansi : Kajian Ilmiah Akuntansi (JAK) Sains Manajemen:Jurnal Manajemen UNSERA Jurnal Manajemen Jurnal Akuntansi Manajemen (JAKMEN)
Syamsudin Syamsudin
Universitas Serang Raya
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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PENGARUH WORK LIFE-BALANCE DAN PERCEIVED ORGANIZATIONAL SUPPORT (POS) TERHADAP RETENSI KARYAWAN PT BANK SYARIAH INDONESIA KANTOR CABANG PEMBANTU KABUPATEN PANDEGLANG Salsadila; Nafiudin Nafiudin; Andari; Syamsudin
Jurnal Manajemen Vol 15 No 2 (2025): Jurnal Manajemen
Publisher : Universitas Serang Raya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30656/mshdcy54

Abstract

Penelitian ini bertujuan untuk menganalisis pengaruh work-life balance dan perceived organizational support terhadap retensi karyawan, baik secara parsial maupun simultan. Metode yang digunakan adalah penelitian kuantitatif dengan pengumpulan data primer melalui kuesioner yang dibagikan kepada 52 karyawan PT Bank Syariah Indonesia Kantor Cabang Pembantu Kabupaten Pandeglang. Data dianalisis menggunakan IBM SPSS melalui uji regresi linier berganda, uji asumsi klasik, uji T (parsial), uji F (simultan), serta uji koefisien determinasi. Hasil penelitian menunjukkan bahwa work-life balance berpengaruh signifikan secara parsial terhadap retensi karyawan dengan nilai t-hitung 4,590, dan perceived organizational support berpengaruh signifikan dengan nilai t-hitung 7,252, keduanya melebihi t-tabel (1,676) pada taraf signifikansi 0,05. Secara simultan, kedua variabel berpengaruh signifikan terhadap retensi karyawan dengan nilai F-hitung 99,518, lebih besar dari F-tabel (3,19). Nilai koefisien determinasi (R-squared) sebesar 0,802 menunjukkan bahwa 80,2% variasi retensi karyawan dapat dijelaskan oleh work- life balance dan perceived organizational support, sedangkan 19,8% dipengaruhi faktor lain. Kesimpulannya, work-life balance dan perceived organizational support memiliki pengaruh positif dan signifikan terhadap retensi karyawan. Perusahaan perlu meningkatkan perhatian terhadap kedua faktor tersebut guna mengoptimalkan tingkat retensi karyawan.
STRATEGI MANAJEMEN PERUBAHAN DAN TANTANGANNYA DALAM MENINGKATKAN KINERJA MANAJEMEN OPERASIONAL “PT XYZ” Syamsudin; Wahyuddin Wahyu
Jurnal Manajemen Vol 16 No 1 (2026): Jurnal Manajemen
Publisher : Universitas Serang Raya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30656/110xjs84

Abstract

Organizational restructuring in operational lines often faces obstacles due to human resource readiness. This study aims to evaluate the implementation of change management strategies, map the challenges faced, and analyze their impact on operational management performance at PT XYZ. The research method used is qualitative with a descriptive case study design. Data collection was conducted through in-depth interviews with eight informants (managers, supervisors, and operational staff), passive participant observation on the production floor, and documentation study of internal company reports. The results indicate that PT XYZ implemented a structured change strategy through Kurt Lewin's three stages: unfreezing (socializing the urgency), changing (intensive training and mentoring by Change Champions), and refreezing (standardizing new SOPs and aligning financial bonuses). The main challenges found include passive resistance from senior employees due to psychological anxiety over automation, communication gaps regarding incentive regulations, and technical lagging on the Enterprise Resource Planning (ERP) system server. The impact on operational performance formed a J-curve pattern; a short-term performance decline occurred at the beginning of the transition, marked by a 14% cost swell and a spike in product defects up to 3.2%. However, after the adaptation phase was reached in 2026, operational efficiency increased significantly, evidenced by a cycle time reduction from 12 to 7.5 minutes, an 18% decrease in production costs, and a drop in the defect rate to 0.6%. In conclusion, a comprehensive and inclusive change management strategy is an absolute prerequisite for boosting the efficiency and flexibility of a company's operational lines.
Co-Authors Ahmad Firdaus Andari Andari Andi Yusuf andi Delly Maulana Denny Putri Hapsari Dhany Isnaeni Darmawan Dian Maulita erlina gentari Muhamad Suhaemi Nafiudin Nafiudin Ratu Erlina Gentari Salsadila Sifa Sulfiyah Suhartini Suhartini Tedy Bachtiar Wahyuddin Wahyuddin Yoga Adiyanto Yoga Adiyanto Adiyanto