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Managerial Performance Determinants Hidayanti Hidayanti; Andry Priharta; Eva Herianti
Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Vol 5, No 4 (2022): Budapest International Research and Critics Institute November
Publisher : Budapest International Research and Critics University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33258/birci.v5i4.7262

Abstract

The professionalism of the principal has not reached the target with mastery of the principal's competence of 47.1% and this is an important concern for school supervisors. Therefore, this research is important to do. This study aims to examine and analyze total quality management, internal control, organizational commitment, and budget participation on the managerial performance of Vocational High Schools (SMK) in DKI Jakarta. The sample in this study consisted of principals, vice of principals and head of administratives of Vocational High Schools. The number of samples that meet the prerequisites is 99 respondents. The analytical tool used is SEM PLS with SmartPLS 3.0 as a statistical test tool. The results of this study indicate that total quality management affects managerial performance, internal control system affects managerial performance, organizational commitment affects managerial performance, budget participation affects managerial performance. Together, total quality management, internal control, organizational commitment, and budget participation affect managerial performance. This research was conducted during the covid pandemic, so it was limited to meeting managerial parties.
Determinants of Environmental Performance: The Application of Environmental Management Accounting as a Mediation Variable Sopia, Iklima Pila; Herianti, Eva; Asmanah, Siti
Budapest International Research and Critics Institute-Journal (BIRCI-Journal) Vol 5, No 4 (2022): Budapest International Research and Critics Institute November
Publisher : Budapest International Research and Critics University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33258/birci.v5i4.7261

Abstract

Conventional management accounting cannot provide information about environmental costs and ignores environmental impact reports. To overcome those weaknesses, Environmental Management Accounting (EMA) can provide data transition from financial accounting, cost accounting, and material flow management to improve material efficiency, reduce environmental impacts and reduce environmental costs. Objective; this study is to examine and evaluate the effect of stakeholder pressure, organizational size, top management commitment, and environmental uncertainty and focus on EMA application as a mediation variable on environmental performance. The sampling method uses Stratified Random Sampling on the one (1) to five (5) star hotels in Bogor City with a total of 52 samples. The data analysis technique used is Partial Least Squares Structural Equation Modeling (PLS-SEM) using the Smart PLS application. Research result; the hypothesis testing proves that stakeholder pressure, organizational size, top management commitment, and EMA implementation affect environmental performance. Then the EMA implementation as a mediation variable can influence the relationship between stakeholder pressure, organizational size, and top management commitment to environmental performance. In addition, environmental uncertainty does not affect environmental performance, and the application of EMA cannot mediate the relationship between environmental uncertainty and environmental performance. Limitations; the research carried out during the Covid-19 pandemic resulted in the limited distribution of questionnaires and was sometimes obstructed by the implementation of Large-Scale Social Restrictions (LSSR).