Claim Missing Document
Check
Articles

Found 13 Documents
Search

Analisis Pengaruh Perceived Organizational Support dan Loyalitas Karyawan Terhadap Kinerja Karyawan Rsu Martha Friska Multatuli Devi Aprilia Lubis; Hilma Harmen
Jurnal Manajemen, Bisnis dan Kewirausahaan Vol. 5 No. 1 (2025): : Jurnal Manajemen, Bisnis dan Kewirausahaan
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/jumbiku.v5i1.5113

Abstract

This study aims to analyze the influence of Perceived Organizational Support and employee loyalty on employee performance at RSU Martha Friska Multatuli. Perceived Organizational Support refers to employees’ perception of how much the organization values their contributions and cares about their well-being. Employee loyalty reflects dedication and emotional attachment to the organization, demonstrated through responsibility, compliance, and commitment to contribute positively. This research uses a quantitative approach with path analysis. The sample consists of 69 contract employees from the nursing and medical support divisions, selected from a total population of 227 employees. The results show that Perceived Organizational Support and employee loyalty have a positive and significant effect on performance. Moreover, Perceived Organizational Support also significantly influences loyalty, and indirectly affects performance through employee loyalty.
Analisis Pengaruh Hard Skill dan Job Involvement Terhadap Kinerja Pegawai Dinas Pertanian Kabupaten Asahan Rangga Hadi Wijaya; Hilma Harmen
Jurnal Manajemen, Bisnis dan Kewirausahaan Vol. 5 No. 1 (2025): : Jurnal Manajemen, Bisnis dan Kewirausahaan
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/jumbiku.v5i1.5114

Abstract

This study aims to analyze the influence of hard skills and job involvement on the performance of employees at the Department of Agriculture in Asahan Regency. Hard skills are defined as abilities that include mastery of knowledge, technology, and technical skills required in the job, while job involvement refers to the extent to which an individual is engaged in their work, shows concern and attention towards it, and views their job as an important part of their identity and self-worth. This research employs a quantitative approach using multiple linear regression analysis. The sample consists of all employees at the Department of Agriculture in Asahan Regency, totaling 77 respondents. The results show that hard skills have a positive and significant effect on employee performance, with a beta value of 0.451 and a significance value of 0.000. Job involvement also has a positive and significant effect on employee performance, with a beta value of 0.526 and a significance value of 0.000. Simultaneously, these two variables contribute 35.2% of the variance in employee performance, while the remaining percentage is influenced by other variables.
Strategi Pengembangan Human Capital melalui Program Manajemen Talenta di PT PLN (Persero) Unit Induk Pembangunan Sumatera bagian Selatan Hilma Harmen; Alifya Dzihni Innayah C; Dian Putri Islami Br Sebayang; Jhonatan Fidei Lafau; Nabila Al Zahra Ginting; Oktaviane Situmorang; Shella Anjelika Br Tampubolon; Siti Yusriah; Tesya Lola Otovia
Jurnal Simki Economic Vol 9 No 1 (2026): Volume 9 Nomor 1 Tahun 2026
Publisher : Universitas Nusantara PGRI Kediri

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29407/jse.v9i1.1424

Abstract

This study aims to formulate a human capital development strategy through the implementation of a talent management program at PT PLN (Persero) South Sumatra Main Development Unit. Changes in the business environment, digitalization, and increasingly competitive job market demand organizations to manage human capital more systematically and sustainably. This study uses a literature review method by reviewing scientific journals, books, and official documents related to talent management and human resource development. The results of the study indicate that the implementation of the talent management program at PT PLN has not been optimal due to several obstacles, such as mismatching employee placement with competencies, unequal access to training, lack of socialization, and weak job succession planning. Based on these findings, recommended development strategies include the implementation of a digital-based competency assessment system, ongoing training and certification, strengthening the talent pool and succession planning, improving internal communication, and instilling a work culture oriented towards performance and innovation. The implementation of this strategy is expected to increase the effectiveness of talent management, strengthen the quality of human capital, and support organizational sustainability in facing the national energy transformation.