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All Journal Journal of Economics, Management, Entrepreneurship, and Business (JEMEB) Annals of Human Resource Management Research
Naik Henokh Parmenas
Institut Teknologi dan Bisnis Kalbis, Jakarta, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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STRATEGY TO MAINTAIN EMPLOYEE WELLBEING IN THE COVID-19 PANDEMIC TIME Naik Henokh Parmenas
Journal of Economics, Management, Entrepreneurship, and Business (JEMEB) Vol. 1 No. 1 (2021): Volume 1, Issue 1, May 2021. Journal of Economics, Management, Entrepreneur, an
Publisher : ABNUS Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (334.43 KB) | DOI: 10.52909/jemeb.v1i1.3

Abstract

The study used a random questionnaire that had been distributed to employees from various types of businesses, there were 157 respondents who filled in, and 134 data were processed by the author to analyze the company's strategy in maintaining employee well-being. Among them are: Demographics of respondents consisting of: Type of business entity, type of industry, size of company. In addition, we took data about the impact of the Covid-19 pandemic on companies. Strategies for maintaining employee well-being which include: a) implementation of strategies consisting of: types of wellbeing programs implemented by the company, description of the implementation of well-being programs before and after the Covid-19 pandemic. b) Dynamic implementation of strategies for maintaining employee wellbeing based on dimensions consisting of: application of wellbeing to improve physical health, psychological health, relationship, homework interface. Research result; an increase in the percentage of companies implementing well-being programs from 58% to 63%. The strategy applied by the company focuses more on the wellness program. Based on the dimensions of Employee well-being, companies implement more Physical Health programs by providing health care (masks, vitamins, hand sanitizers) and the lowest is Psychological Health.
EMPLOYEE ENGAGEMENT: TURN OVER PREVENTION STRATEGIES AND THE KEY TO IMPROVING PERFORMANCE MANAGEMENT IN A MULTINATIONAL COMPANY Naik Henokh Parmenas
Journal of Economics, Management, Entrepreneurship, and Business (JEMEB) Vol. 2 No. 1 (2022): Volume 2, Issue 1, May 2022. Journal of Economics, Management, Entrepreneur, an
Publisher : ABNUS Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52909/jemeb.v2i1.70

Abstract

The purpose of this study is to prevent turnover and the key to improving performance management in a multinational company. Employee engagement is believed will enable the success for a company through several people factor such as employee performance, productivity, work safety, attendance and retention, customer satisfaction, customer loyalty, to profitability. Employee performance is one of the benefits that is resulted from a high employee engagement. Factors that affect employee engagement: Work Environment (work environment), Leadership (leadership), Team and Co-worker (team and co-worker relations), Training and Career Development (training and career) Compensation (compensation), Organizational Policies, procedures, structures and systems (organizational policies, procedures, structures, and systems), Workplace well-being (work welfare). This research method is a literature study by comparing several existing theories, previous research, and interviews with several sources in several multinational companies. The findings are still high in the company's annual turnover rate. From this research, it can be concluded that employee engagement programs must be carried out regularly in a company organization so that employees are loyal to management.
Culture and motivation drive airport health performance Yuni Pratikno; Vica Harahap; Naik Henokh Parmenas; Rubadi Rubadi; Karnawi Kamar
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3302

Abstract

Purpose: This study examines how organizational culture and work motivation affect employee performance at the International Airport Class I Port Health Office (Terminal 3), and identifies practical implications for improving public health service delivery. Research Methodology: A quantitative, descriptive design was applied using saturated sampling (census) of 66 Terminal 3 employees. Data were collected via questionnaires and analyzed with multiple linear regression in SPSS, supported by validity, reliability, and classical assumption tests. Results: Organizational culture significantly influences employee performance, and work motivation also shows a positive and significant effect. Simultaneously, culture and motivation jointly predict performance, indicating that stronger cultural alignment and higher motivation are associated with better employee outcomes. Conclusions: Improving performance in the airport health service context requires reinforcing a supportive organizational culture and strengthening employee motivation, as both factors work together to enhance performance. Limitations: The study is limited to one unit (Terminal 3) with a relatively small population and relies on self-reported questionnaire data; broader contextual factors (e.g., teamwork, punctuality pressures, service load) may not be fully captured. Contribution: The findings provide actionable recommendations to develop or refine SOPs related to organizational culture and motivation, supporting leadership policy implementation, daily operational effectiveness, and improved service performance in airport health offices.
Co-Authors Karnawi Kamar Rubadi Rubadi Vica Harahap Yuni Pratikno