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All Journal TEKNIK INFORMATIKA Jurnal Mitra Manajemen INTERACTION: Jurnal Pendidikan Bahasa GOVERNANCE: Jurnal Ilmiah Kajian Politik Lokal dan Pembangunan Jurmas Azam Insan Cendikia Maeswara: Jurnal Riset Ilmu Manajemen dan Kewirausahaan Jurnal Pengabdian Masyarakat dan Riset Pendidikan Jurnal Manajemen Bisnis Era Digital Jurnal Bisnis Inovatif dan Digital Jurnal Pemimpin Bisnis Inovatif Pajak dan Manajemen Keuangan JMAEKA: Jurnal Manajemen Ekonomi Akuntansi
Rosmita Rosmita
Universitas Bina Sarana Informatika
Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Social Sciences Other

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Pengaruh Motivasi Kerja dan Etos Kerja terhadap Kinerja Karyawan Divisi Operasional Dan+Dan Area Kabupaten Tangerang 1 Eka Fikriyah; Rosmita Rosmita
Jurnal Manajemen Bisnis Era Digital Vol. 3 No. 3 (2026): Agustus: Jurnal Manajemen Bisnis Era Digital
Publisher : Asosiasi Riset Ilmu Manajemen Kewirausahaan dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/jumabedi.v3i3.1578

Abstract

Employee performance is an important factor in supporting the achievement of organizational goals, particularly in retail operations, which require employees to perform optimally. Employee performance can be influenced by various factors, including work motivation and work ethic. This study aims to determine the effect of work motivation and work ethic on employee performance in the Operational Division of Dan+Dan, Tangerang Regency Area 1, both partially and simultaneously. This study employed a quantitative approach, with data collected through questionnaires. The research sample consisted of 50 employees selected using saturated sampling. Data were analyzed using SPSS version 26 through validity, reliability, classical assumption, multiple linear regression, t-test, F-test, and coefficient of determination analyses. The results showed that work motivation had a positive and significant effect on employee performance, with a t-value of 2.712 and a significance value of 0.009. Work ethic also had a positive and significant effect, with a t-value of 4.937 and a significance value of 0.000. Simultaneously, both variables had a positive and significant effect on employee performance, with an F-value of 52.228 and a significance value of 0.000.
Pengaruh Kepuasan Kerja dan Keterikatan Karyawan terhadap Niatan Berpindah pada PT Global Yimi Cargo Cabang Tangerang Felisya Felisya; Rosmita Rosmita
Maeswara : Jurnal Riset Ilmu Manajemen dan Kewirausahaan Vol. 4 No. 5 (2026): Oktober : Maeswara : Jurnal Riset Ilmu Manajemen dan Kewirausahaan
Publisher : Asosiasi Riset Ilmu Manajemen Kewirausahaan dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/maeswara.v4i5.2978

Abstract

Employees who plan to leave are costly for courier and cargo firms, since every resignation triggers new hiring and interrupts day-to-day operations. This article investigates how far job satisfaction and employee engagement shape the turnover intention of back office staff at PT Global Yimi Cargo, Tangerang Branch. The design is an explanatory quantitative survey. All 96 back office staff took part (saturated sampling) and completed a 30-item questionnaire on a five-point Likert scale. Once the instrument proved valid and reliable and the classical assumptions were met, the responses were processed with multiple linear regression in SPSS. Job satisfaction was found to lower turnover intention (t = -4.062; p = 0.000). Employee engagement, in contrast, showed no meaningful effect when tested on its own (t = 1.668; p = 0.099). Tested jointly, the two predictors remained meaningful (F = 9.062; p = 0.000), although the model accounted for only 14.5% of the variation in turnover intention. This pattern suggests that feeling satisfied with the job, rather than feeling energized by it, is what mostly keeps staff from leaving. Pay and promotion opportunities received the lowest ratings, so fixing compensation and career paths deserves first place in the retention program of the company.
Co-Authors Adika May Sari Ahmad Rafaza Ahmad Rafik Amas Sari Marthanti Dea Belani Putri Desri Yani Dessy Suryani Desy Suryani Devy Sofyanty Dini Setyorini Eka Fikriyah Fani Yudha Pratama Fanny Septiani Felisya Felisya Helmy Ivan Taruna Ikrar Ahmad Indah Sriwahyuningsih Intan Nurmalita Nabila Fitri Ramadhani Nurhayaty, Ety Purwandani, Indah Rina Lestari Safna Oktaviana Sekaria Nazara Sheren Pricillia Sismadi, Sismadi Sucipto, Rakhmat Hadi