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All Journal Jurnal Manajemen Terapan dan Keuangan Jurnal Pendidikan Teknologi dan Kejuruan Hasanuddin Economics and Business Review JITK (Jurnal Ilmu Pengetahuan dan Komputer) SELAPARANG: Jurnal Pengabdian Masyarakat Berkemajuan Ensiklopedia of Journal Jurnal Ilmiah Poli Bisnis Jurnal Pendidikan dan Keluarga Community Development Journal: Jurnal Pengabdian Masyarakat Suluah Bendang: Jurnal Ilmiah Pengabdian Kepada Masyarakat Jurnal Kajian Pariwisata dan Bisnis Perhotelan Journal of Innovation Research and Knowledge NUSANTARA: Jurnal Pengabdian Kepada Masyarakat Journal of Student Research Jurnal bintang manajemen Journal of Business on Hospitality and Tourism Jurnal Ilmiah Dan Karya Mahasiswa Jurnal Manajemen Pariwisata dan Perhotelan Pusat Publikasi Ilmu Manajemen Jurnal Kajian Pariwisata dan Perhotelan Manaruko: Jurnal Pengabdian Masyarakat Journal of Multidimensional Management Abdi Humaniora: Jurnal Pengabdian Masyarakat Bidang Humaniora Bogor Hospitality Journal
Arif Adrian
Universitas Negeri Padang
Agriculture, Biological Sciences & Forestry Arts Humanities Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Medicine & Pharmacology Nursing Physics Public Health Social Sciences Other

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Journal : journal of multidimensional management

 1 
The Influence of Internal Communication and Teamwork on Employee Performance at Natra Bintan A Tribute Portfolio Resort Akmal Irsan; Arif Adrian
Journal of Multidimensional Management Vol. 2 No. 2 (2025): Journal of Multidimensional Management (JoMM)
Publisher : Pt. Threeple Herphi Educate

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63076/jomm.v2i2.43

Abstract

The hospitality industry plays a vital role in tourism by providing accommodation and high-quality service experiences that influence guest satisfaction. This study examines the influence of internal communication and teamwork on employee performance at Natra Bintan, a Tribute Portfolio Resort. Using a quantitative descriptive design with a causal–associative approach, the research involved all 90 employees across various departments, applying a total sampling method. Data were collected via a structured questionnaire tested for validity and reliability, and analyzed with SPSS version 26.0 using descriptive statistics, classical assumption tests, and multiple linear regression. The results show that internal communication (mean = 4.30) and teamwork (mean = 4.38) were rated “very good,” while employee performance achieved an “excellent” rating (mean = 4.53). Regression analysis revealed that teamwork had a strong positive and significant effect (β = 0.868, p < 0.05), whereas internal communication, despite its high score, had no statistically significant effect (β = 0.140, p > 0.05). The model explained 76.6% of the variance in employee performance. These findings highlight teamwork as the primary driver of performance in the hospitality sector, suggesting that management should strengthen collaboration, trust, and psychological safety, while sustaining structured and inclusive communication systems
The Influence of Corporate Culture on Employee Performance at Daima Hotel Padang Yulia Asnella; Arif Adrian
Journal of Multidimensional Management Vol. 2 No. 2 (2025): Journal of Multidimensional Management (JoMM)
Publisher : Pt. Threeple Herphi Educate

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63076/jomm.v2i2.47

Abstract

This study aims to evaluate the effect of corporate culture on employee performance at Daima Hotel Padang. Employing a quantitative causal-associative design, data were collected from all 60 hotel employees using a saturated sampling technique and analyzed through simple linear regression with SPSS version 26.0. The results reveal a regression coefficient of 0.286 with a significance value of 0.001 (p < 0.05), indicating that corporate culture has a positive and statistically significant influence on employee performance. The coefficient of determination (R²) of 0.182 suggests that corporate culture accounts for 18.2% of the variance in employee performance, while the remaining 81.8% is explained by other factors not examined in this study. These findings underscore the strategic importance of cultivating a strong organizational culture—characterized by shared values, adherence to Standard Operating Procedures (SOPs), effective communication, and supportive leadership—in enhancing service quality, operational efficiency, and interdepartmental collaboration. The study provides both theoretical contributions, by reinforcing the relevance of organizational culture theory in the hospitality sector, and practical implications, by offering actionable insights for hotel managers to strengthen corporate culture as a means of improving employee performance. Future research is recommended to incorporate additional variables such as job satisfaction, leadership style, and employee engagement, as well as to adopt longitudinal or multi-site designs for broader applicability.
The Influence of Servant Leadership on Employee Satisfaction at Pangeran Beach Hotel Padang Dimas Rasyihan; Arif Adrian
Journal of Multidimensional Management Vol. 2 No. 3 (2025): Journal of Multidimensional Management (JoMM)
Publisher : Pt. Threeple Herphi Educate

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63076/jomm.v2i3.57

Abstract

This study investigates the influence of servant leadership on employee satisfaction within the hospitality industry by examining key leadership dimensions such as compassion, empowerment, vision, humility, and trust. Using a quantitative approach, data were collected from 88 respondents through structured questionnaires and analyzed with SPSS version 26. The analysis included descriptive statistics, validity and reliability testing, classical assumption testing, and hypothesis testing through regression analysis. Results show that servant leadership has a significant positive effect on employee satisfaction, with all leadership indicators demonstrating strong contributions to fostering a supportive and motivating work environment. Employee satisfaction was found to be in the very good category, reflecting positive perceptions toward job involvement, morale, discipline, and performance. These findings highlight that servant leadership not only enhances employee satisfaction but also supports organizational effectiveness by reducing turnover intention and improving overall service quality. The study provides valuable managerial implications for hospitality organizations, emphasizing the need for leaders to adopt servant leadership practices as a strategic approach to strengthen employee engagement and satisfaction.
The Mediating Role of Work-Life Balance in the Relationship Between Employee Engagement and Job Satisfaction Among Hotel Employees Tasya Lindia Putri Ayu; Arif Adrian
Journal of Multidimensional Management Vol. 3 No. 1 (2026): Journal of Multidimensional Management (JoMM)
Publisher : Pt. Threeple Herphi Educate

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63076/jomm.v3i1.104

Abstract

This study examines the mediating role of work-life balance in the relationship between employee engagement and job satisfaction among employees of Four Points by Sheraton Jakarta, Thamrin. A quantitative causal-associative survey design was employed, involving 49 employees who had worked at the hotel for at least one year. Data were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4. Internal consistency reliability and convergent validity were satisfactory; however, the Fornell-Larcker criterion was not fully met, suggesting possible overlap among the constructs and requiring cautious interpretation of the structural relationships. Employee engagement had positive effects on job satisfaction (β = 0.747, t = 6.462, p < 0.001) and work-life balance (β = 0.645, t = 5.853, p < 0.001). Work-life balance also had a positive effect on job satisfaction (β = 0.445, t = 3.584, p < 0.001). The indirect effect of employee engagement on job satisfaction through work-life balance was significant (β = 0.287, t = 2.933, p = 0.003). Because both the direct and indirect effects were significant, work-life balance was interpreted as a partial mediator. The findings suggest that hotel management should strengthen employee engagement while implementing work arrangements that help employees manage their work and personal responsibilities.
Co-Authors Abida Ardelia Adek Kurnia Fiza Akmal Irsan Alfi Husni Fansurya Alfito Dimas Cahyadi Annur Fitri Hayati Charen Africia Clara Safitri Dadly Rayhan Alfattah Dadra Are Putra Dian Fitria Handayani Dimas Rasyihan Fauzi Seprilianda Feri Ferdian Feriantano Sundang Pranata Fiza, Adek Kurnia Haadi Razzak Ramadhan Hadi Ibnu Saputra Hayati, Annur Fitri Hijriyantomi Suyuthie Hutabarat, Ruth Sama Dortina Khairani Saladin Kurniawan, Rahmi Lasmini, Rizki Sri Marna, Jean Elikal Mega Asri Zona Nanda Wulandari Nidia Wulansari Nindi Forendes Novia Juita Oknaryana, Oknaryana Olivia, Elva Pratama, Vischa Mansyera Putik Kenanga Putri Ayu, Tasya Lindia Putri, Athaya Fathinah Rahmat Nofriyandri Rani Aprilya Putri Retnaningtyas Susanti Rian Surendra Rizky Wulandari Santia, Ulva SITI FATIMAH Sofia Ayunda Surenda, Rian Surendra, Rian Syevira Putri Gusti Amanda Tasya Lindia Putri Ayu Tohidin, Didin Trisna Putra Trisna Putra Ulfa Ulfa ummah, kuntum khaira Vebriasih Fertika Windi Marta Syafutra Wulandari, Dwi Pratiwi Wulansari, Nidia Yolandafitri Zulvia Yolinda Ratna Fari Yolinda Ratna Fari Youmil Abrian Yovi Dani Septian Yulia Asnella Zulfa, Nada Huriyah