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The Influence Of Competence, Integrity And Organizational Culture On Employee Performance In Job Satisfaction Moderation At Bank Indonesia Provincial Representative Offices North Sumatra Muhammad Zailani Sinaga; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.326

Abstract

Today, a company's ability to successfully navigate a highly competitive landscape of advantage depends solely on its ability to organize and manage its human resources effectively. Working with clear organizational goals and strategies will result in human resource performance. So, performance is about what is done and how the work is done, as well as how the work is completed and the results obtained from it. The results of this study are as follows; Organizational Culture had a positive and insignificant effect on Employee Performance with the original sample of 0.054 and p values of 0.293. Organizational Culture had a positive and significant effect on Work Motivation with the original sample value of 0.606 and p values of 0.000. Organizational Climate has a positive and significant effect on Employee Performance with an original sample value of 0.137 and pvalues of 0.039. Organizational Climate had a positive and significant effect on Work Motivation with the original ampel value of 0.222 and p values of 0.003. Work Motivation had a positive and significant effect on Employee Performance with the original sample value of 0.779 and p values of 0.000. Organizational Culture has a positive and significant effect on employee performance through indirect Work Motivation with the original sample value of 0.472 and p values of 0.000. Organizational Climate has a positive and significant effect on employee performance through indirect Work Motivation with the original sample value of 0.173 and p values of 0.003.
The Effect Of Emotional Intelligence And Job Training On Employee Performance Mediated By Organizational Citizenship Behavior At The Bank Indonesia Representative Office In North Sumatra Province Zulkhaidir Irfan Siregar; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.327

Abstract

In fact, HR sets the standard in managing a business. Various factors contribute to the prosperity of institutions, organizations, and businesses. However, the human element holds the key to success in achieving this goal. Even if other resources are available, businesses will struggle to function properly without qualified human resources. Human resources are one of the most important factors in a company. The results of this study are as follows: Emotional Intelligence has a positive and significant effect on Employee Performance with a value of 0.332 and a p value of 0.009. Emotional Intelligence had a positive and insignificant effect on Organizational Citizenship Behavior with a value of 0.200 and p values of 0.023. Organizational Citizenship Behavior had a positive and significant effect on Employee Performance with a value of 0.168 and p values of 0.162. Training has a positive and significant effect on Employee Performance with a value of 0.356 and p values of 0.016. The training had a positive and significant effect on Organizational Citizenship Behavior with a value of 0.710 and p values of 0.000. Emotional Intelligence had a positive and insignificant effect on Employee Performance through Organizational Citizenship Behavior with a value of 0.034 and p values of 0.204 Training had a positive and insignificant effect on Employee Performance through Organizational Citizenship Behavior with a value of 0.119 and p values of 0.169.
The Effect Of Work Ethic, Communication And Teamwork On Employee Performance In Job Satisfaction Mediation At Bank Indonesia Representative Office In North Sumatra Province Muhammad Imam; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.328

Abstract

Human beings need special attention because they are basically able to develop, have intellect, ideas, feelings, desires, and hopes. These variables also affect achievement, dedication, loyalty, and love for work and the success of the organization. The results of this study are as follows: Work ethic has a positive and significant effect on Job Satisfaction with the original sample value of 0.356 and p values of 0.005. Work Ethic had a positive and insignificant effect on Employee Performance with the original sample value of 0.138 and p values of 0.056. Job Satisfaction had a psoitative and significant effect on Employee Performance with the original sample value of 0.133 and p values of 0.003. Teamwork had a positive and insignificant effect on Job Satisfaction with the original sample value of 0.217 and p values of 0.062. Teamwork had a positive and insignificant effect on Employee Performance with the original sample value of 0.020 and p values of 0.363. Communication had a positive and significant effect on Job Satisfaction with the original sample value of 0.382 and p values of 0.000. Communication had a positive and significant effect on Employee Performance with the original sample value of 0.719 and p values of 0.000. Work Ethic has a positive and significant effect on Employee Performance through Job Satisfaction with a value of 0.047 and p values of 0.031 Communication has a positive and significant effect on Employee Performance with an original sample value of 0.051 and p values of 0.028. Work Ethic has a positive and significant effect on Employee Performance through Job Satisfaction with a value of 0.047 and p values of 0.031. Communication has a positive and significant effect on Employee Performance with original sample values of 0.051 and p values of 0.028
The Influence of Transformational Leadership on Employee Performance in Financial Agencies and Regional Opinions Mandailing Natal Regency Abdul Hakim Nasution; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.377

Abstract

This research was a quantitative associative causal study aimed at analyzing the relationship patterns between variables and determining the influence of independent variables (exogenous) on the dependent variable (endogenous). The research was conducted at the Office of the Regional Financial and Revenue Agency of Mandailing Natal Regency, with a population of 85 employees. The sampling technique used was saturated sampling, where all members of the population were selected as samples. The data were obtained through questionnaires distributed to all employees from various divisions. The results showed that Transformational Leadership had a positive and significant effect on Employee Performance. This was evidenced by the t-count value of 16.245, which was greater than the t-table value of 1.66298, and the significance value of 0.000, which was smaller than 0.05. The regression coefficient of 1.529 indicated that every 1-point increase in Transformational Leadership would lead to an increase of 1.529 points in Employee Performance, assuming other variables remained constant. Additionally, the coefficient of determination test showed an Adjusted R Square value of 0.873 or 87.3%, indicating that Transformational Leadership had a very high impact on Employee Performance, with 12.7% being influenced by other factors not examined in this study. Overall, the results of this study identified that improving Transformational Leadership could contribute to enhancing Employee Performance at the Office of the Regional Financial and Revenue Agency of Mandailing Natal Regency.
The Effect Of Training And Development On Employee Retention At The District DPRD Secretariat Mandailing Christmas Afrizal; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.378

Abstract

This study aimed to analyze the effect of Training and Development on Employee Retention at the Secretariat of the Regional People's Representative Council (DPRD) of Mandailing Natal Regency. The research employed a quantitative associative causal approach with a saturated sampling technique, where the entire employee population was included. Data were obtained through questionnaires distributed to all employees at the Secretariat of the DPRD of Mandailing Natal Regency.The results of the regression test showed that Training and Development had a positive and significant effect on Employee Retention. The regression coefficient of 1.539 indicated that every increase of 1 point in Training and Development led to an increase of 1.539 points in Employee Retention, assuming other variables remained constant. The t-test results showed that the null hypothesis (Ho), which stated that there was no effect of Training and Development on Employee Retention, was rejected, and the alternative hypothesis (Ha), which stated that there was a positive effect, was accepted. This was supported by the t-value of 13.408, which was greater than the t-table value of 1.66298, and the significance value of 0.000, which was less than 0.05. Furthermore, the coefficient of determination test yielded an Adjusted R Square value of 0.675 or 67.50%, indicating that Training and Development had a very high influence on Employee Retention, with 22.50% of the variability influenced by other factors not examined in this study. The high Adjusted R Square value suggested that the regression model used was adequate in explaining the variability in Employee Retention influenced by Training and Development. Overall, the findings of this study showed that improvements in Training and Development could contribute to increased Employee Retention at the Secretariat of the DPRD of Mandailing Natal Regency.
The Effect Of The Work Environment On Employee Performance At The Binjai City Social Service Hendra Fereddy Sitorus; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.385

Abstract

This study aims to analyze the influence of the work environment on employee performance at the Binjai City Social Service. A good work environment is expected to increase employee comfort, motivation, and productivity, which ultimately contributes to organizational performance. The method used in this study is a quantitative approach with a correlational descriptive design. The data was obtained through a questionnaire distributed to 50 employees at the Binjai City Social Service. Data analysis was carried out using simple linear regression with the help of the SPSS program. The results of the study show that the work environment has a positive and significant effect on employee performance. The regression coefficient of 1.475 shows that every one-point increase in the work environment variable will increase employee performance by 1.475 points. In addition, the Adjusted R Square value of 0.555 shows that 55.50% of the variation in employee performance can be explained by the work environment, while the rest is influenced by other factors that are not studied. The t-test produced a t-count value of 8.133 which was greater than the t-table (2.00575) with a significance level of 0.000 (p < 0.05), which showed a significant relationship between the two variables. Based on the results of the research, it is recommended for the Binjai City Social Service to improve a conducive working atmosphere, improve interpersonal relationships between employees, and provide more adequate work facilities. Further research is also recommended to explore other factors that can affect employee performance, such as motivation and leadership.
The Effect Of Work Conflict On Employee Performance At The West Binjai District Office M. Safwan Siddin; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.388

Abstract

This study aims to analyze the influence of work conflict on employee performance at the West Binjai District Office. Work conflicts are often a factor that affects employee performance, both positively and negatively, depending on how they are managed. In this study, work conflicts are measured by four types of conflicts and employee performance is measured through indicators of work product quantity, quality of work products, efficiency, initiative, thoroughness, leadership, honesty, and creativity. The type of research used is quantitative associative casual with a simple linear regression approach. The population in this study is 80 employees in the West Binjai District Office, with a saturated sample that includes all employees. Data was collected through a questionnaire distributed to respondents, and data analysis was carried out using SPSS version 25.0. The results of the regression test showed that Work Conflicts had a negative and significant effect on Employee Performance at the Binjai City Regional Secretariat Office. This can be seen from the t-count value of 2.147, which is greater than the t-table of 1.99085, and the significance value of 0.000 which is smaller than 0.05. A regression coefficient of 39.194 means that if there is no Labor Conflict, then there has been Employee Performance of 39.194 points. This coefficient indicates that every 1 point increase in Labor Conflict will lead to a decrease of 0.030 points in Employee Performance. This negative value indicates an inverse relationship between Work Conflict and Employee Performance. Therefore, it is important for the management of the West Binjai District Office to manage work conflicts well in order to improve employee performance and the quality of public services provided.
The Effect Of Management Policies On Employee Performance At The Dairi Regency Agriculture, Food Security And Fisheries Office Wandi Bron Ohto Tumanggor; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.395

Abstract

The Purpose Of This Study Is To Analyze The Influence Of Management Policy On Employee Performance In The Department Of Agriculture, Food Security, And Fisheries Of Dairi Regency. This Study Uses A Causal Associative Quantitative Method With A Population Of 235 Employees, And The Sampling Technique Used Is Purposive Sampling Where Only Employees With Asn Status Totals 131 Employees. Data Was Obtained Through Questionnaires Distributed To Employees From Various Divisions. The Results Of The Study Show That Management Policy Has A Positive And Significant Effect On Employee Performance. This Is Evidenced By The T-Count Value Of 20.729 > 1.65675, And The Significance Value Of 0.000 < 0.05. A Regression Coefficient Of 1,723 Indicates That Every 1 Point Increase In Management Policy Style Will Lead To An Increase In Employee Performance By 1,723 Points, Assuming The Other Variables Remain. The Results Of The Determination Coefficient Test Showed An Adjusted R Square Value Of 0.767 Or 76.7%, Which Showed That Management Policy Had A Significant Influence On Employee Performance, And The Remaining 23.3% Was Influenced By Other Factors That Had Not Been Studied In This Study. Overall, This Study Concludes That Management Policy Style Can Contribute To Improving Employee Performance In The Department Of Agriculture, Food Security, And Fisheries Of Dairi Regency.
The Effect Of Competence On Employee Performance On South Binjai Sub-District Office Nila Rela Simanjuntak; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.402

Abstract

This study aimed to analyze the relationship pattern between variables and examine the effect of two independent (exogenous) variables on the dependent variable. This type of research was a quantitative associative causal study. The study was conducted at the Camat Sidikalang Office, with a population of 48 employees. The sampling technique used was saturated sampling, which is a technique where all members of the population are selected as samples. The data used in this study were obtained from questionnaires distributed to respondents, consisting of all employees from all divisions. The results of the study showed that Kompetensi had a positive and significant effect on Employee Performance. This was evidenced by a t-count value of 5.731 > t-table value of 1.66827, and a significance value of 0.000 < 0.05. The regression coefficient of 0.606 indicated that every 1-point increase in Kompetensi would lead to an increase of 0.606 points in Employee Performance, assuming other variables remain constant. Furthermore, the coefficient of determination test results showed an Adjusted R Square value of 0.404 or 40.40%, indicating that Kompetensi had a relatively high effect on Employee Performance, with the remaining 59.60% being influenced by other factors not explored in this study. Overall, the findings of this study identified that increasing Kompetensi could contribute to improving Employee Performance at the Camat Sidikalang Office.
The Effect Of Work Discipline On Employee Performance At The Dairi Regency Regional Disaster Management Agency Office Roy Enddharta Tumangor; Mesra B
International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v2i2.406

Abstract

This study aimed to analyze the effect of Work Discipline on Employee Performance at the Regional Disaster Management Agency (BPBD) in Dairi Regency. The population in this study consisted of 43 employees. The hypothesis test results showed that Work Discipline had a positive and significant effect on Employee Performance, with a t-value of 43.223, which was greater than the t-table value of 2.01954, and a significance value of 0.000, which is less than 0.05. The regression coefficient showed that for every 1-unit increase in Work Discipline, Employee Performance would increase by 0.987 units, assuming other variables remained constant. Additionally, the determination test results showed an Adjusted R Square value of 0.960 or 96.00%, indicating that Work Discipline had a very high impact on Employee Performance, while the remaining 6.00% was influenced by other factors not examined in this study. Therefore, Work Discipline had a positive and significant effect on Employee Performance at the Regional Disaster Management Agency (BPBD) in Dairi Regency
Co-Authors , Elfitra Desy Surya Abdi Sugiarto Abdul Hakim Nasution Afrizal Ahmad Taufik Andy Saddam Ikhsan Angga Pratama Sembiring Arif Budiman Asman, Muhammad Syahrin Aunan Bambang Aditya Irsandi Dharmazie Dwi Ilham Eka Gunawan Putra Elisabeth Kristina Junita Sianipar Emmy Robiyah Erlina Satrin NY Faisal hakim Fauziah Nur Purwaningsih Febrina Annisa Hafnidah Handoko Utama Hendra Fereddy Sitorus Heryanto Siburian Hikmaturriza Himmatul Ulya Ida Fatimah Karmila Kiki Farida Ferine M. Safwan Siddin Madaniyah Fitrahayati Manuntun Pakpahan Masfirah Megawati Mora Putri Merlinda Mhd. Rizky Perdana Putra MUHAMMAD FAHMI Muhammad Faisal Muhammad Haikal Muhammad Ibrahim Muhammad Imam Muhammad Isa Indrawan Muhammad Khairul Ibaad Pohan Muhammad Syahrin Asman Muhammad Toyib Daulay Muhammad Zailani Sinaga Munawar Rizal Nila Rela Ria Simanjuntak Nila Rela Simanjuntak Nina Fenina Siagian Nur Fatiha Utami Nasution Nurafrina Siregar Paridah Priskanta Br Tarigan Rahmat Sihombing Raja Pardomuan H. Siregar Roslina Roy Enddharta Tumangor Roy Endharto Tumanggor Roy France MTH Sihotang Rudi Herbet Sianturi Ruhdi Muharram Selian Ryan Dharmawan Laksana Saiful Riza Sakinah Ramza Salamudin Sari Puspita Dewi Siti Arnisah Siti Nurmaizar Slamet Widodo Soufiana Hayati SRI RAHAYU Suhendi Sujarwo SUTRISNO Upik Bina Sari Maha Verianni Sinaga Wandi Bron Ohto Tumanggor Wim Pranata Yose Ferry Zulkhaidir Irfan Siregar Zulman