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<![CDATA[PENGARUH GAYA KEPEMIMPINAN, KARAKTERISTIK PEKERJAAN DAN KEPUASAN KERJA TERHADAP KINERJA PERAWAT PADA RUMAH SAKIT MITRA SEJATI MEDAN ]]>
<![CDATA[Giawa, Yolanda Tesania]]>;
<![CDATA[Tinambunan, Anitha Paulina]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Volume 22 No. 1 Tahun 2022 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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DOI: 10.54367/jmb.v22i1.1728
<![CDATA[This study aims to determine the effect of leadership style, job characteristics and job satisfaction on the performance of nurses at Mitra Sejati Hospital Medan. Data were obtained directly from respondents (nurses) at Mitra Sejati Hospital Medan. The total population of this study was 82 people and the number of samples through the census was 82 people. The analysis technique used in this research is multiple linear regression, descriptive analysis and hypothesis testing. The results of this study indicate that the variables of leadership style, job characteristics and job satisfaction simultaneously (simultaneously) have a positive and significant effect on the performance of nurses at Mitra Sejati Hospital Medan. While partially shows that leadership style has a positive and significant effect on the performance of nurses at Mitra Sejati Hospital Medan with a regression coefficient value of 0.232 and a significance value of 0.001 <= 0.05 (smaller than the error tolerance value). Job characteristics have a positive and significant effect on the performance of nurses at Mitra Sejati Hospital Medan with a regression coefficient value of 0.321 and a significance value of 0.000 0.05 (smaller than the error tolerance value). Job satisfaction has a positive and significant effect on the performance of nurses at Mitra Sejati Hospital Medan with a regression coefficient value of 0.267 and a significance value of 0.013 <=0.05 (greater than the error tolerance value).]]>
<![CDATA[DIAGNOSA PENYAKIT DAN MODEL PERUBAHAN PADA UNIKA SANTO THOMAS MEDAN ]]>
<![CDATA[Tinambunan, Anitha Paulina]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Volume 23 No. 1 Tahun 2023 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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<![CDATA[The peak of tough competition and changes in the external environment forces an organizations to be able to adapt and make changes. However, most of organizations do not make changes because they are trapped by their own problems; this study aims to 1) Identify the type of disease experienced by Unika Santo Thomas Medan; 2) Explain the types of changes made by Unika Santo Thomas Medan; 3) Changes in the model of change left by Unika Santo Thomas Medan; 4) Knowing the change diagnosis model applied to Unika Santo Thomas Medan. This research is policy research because the research process is carried out on fundamental issues and the findings can be recommended to decision makers. The research data is secondary data obtained through interviews and documentation techniques. The results of the study show that in the period 1998 - 2015 Unika Santo Thomas Medan presented itself as an "organization in crisis". During the leadership of Rector Frietz R. Tambunan it was included in the category of "paranoid organization" and during the reign of Rector Sihol Situngkir it was a "dramatic organization". The type of change made by Rector Frietz R. Tambunan is transformational change with the positive change model from John Kotter and organizational diagnosis is done using the 7S framework model from McKinsey. The type of change made by Rector Sihol Situngkir was transformational change using the Appreciative Inquiry model of change and organizational diagnosis was carried out using the Leavitt model. In order Unika Santo Thomas Medan can achieve their vision and mission, it is important to make changes that are systematic and predictable with a positive change model and organizational diagnosis based on the star model.]]>
<![CDATA[STRATEGI SDM DAN IMPLIKASINYA TERHADAP KEGIATAN REKRUTMEN, SELEKSI DAN PENGEMBANGAN DI UNIKA SANTO THOMAS MEDAN ]]>
<![CDATA[Tinambunan, Anitha Paulina]]>;
<![CDATA[Munthe, Kornel]]>;
<![CDATA[Tarigan, Miska Irani]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Volume 23 No. 2 Tahun 2023 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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<![CDATA[HR strategy is an effort to provide HR that has high competence and commitment to the company. Changes in HR strategy are not taboo but need to be done with careful consideration. If recruitment, selection and training activities are not based on HR strategy, it will disrupt the teaching and learning process in the future. The formulation of the problem in this research is: 1. What HR strategies does Unika Santo Thomas Medan implement?; 2. What are the implications of these HR strategies for recruitment, selection and training activities at Unika Santo Thomas Medan? When viewed from Sommenfeld and Pelper's theory, Unika Santo Thomas Medan's HR strategy varies according to the stage of its life cycle. In the early stages of operation until 2000, the strategy used was the Club type; 2001 - 2014 used the Fortress strategy while 2015 until now uses the Academy strategy. The recruitment and selection system is necessary to prepare reliable human resources who are able to assist the business in achieving its goals. To fill vacant positions, Unika Santo Thomas Medan uses traditional recruitment methods through Employee Referral and Advertisement. Online recruitment methods include: Job Posting and Job Bidding. Since 2018 the selection of Lecturers and Tendik Unika Santo Thomas Medan has been carried out collectively. Previously, the acceptance of Lecturers and Tendik was carried out depending on the needs of the faculty/division. The selection method carried out by Unika Santo Thomas Medan is categorized as scientific because it consists of several stages, namely: Application Letter Check; Recommendation Check and Reference Check; Job Interview; Selection and Placement Decision. Training is a short-term learning to improve the knowledge and skills of an employee. The training methods conducted by Unika Santo Thomas Medan consist of: Instructor briefing; On-the-job-training (OJT) and Job Rotation.]]>
<![CDATA[PENGARUH BEBAN KERJA DAN STRES KERJA TERHADAP KINERJA KARYAWAN PADA PT. PERKEBUNAN NUSANTARA III (PERSERO) MEDAN ]]>
<![CDATA[Tinambunan, Anitha Paulina]]>;
<![CDATA[Sipahutar, Robinson]]>;
<![CDATA[Manik, Sevti Mariana]]>
<![CDATA[ Jurnal Riset Akuntansi & Keuangan Vol 8 No. 1 Tahun 2022 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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DOI: 10.54367/jrak.v8i1.1756
<![CDATA[Penelitian ini bertujuan untuk mengetahui apakah ada pengaruh antara beban kerja dan stres kerja baik secara parsial maupun simultan terhadap prestasi kerja karyawan PT. Perkebunan Nusantara III (Persero) Medan. Populasi dalam penelitian ini adalah jumlah karyawan produksi dengan 51 responden. Persamaan regresi linier berganda yang diperoleh dari hasil pengujian adalah Y = 6,107 + 0,348 X_1 + 0,445 X2 + ei. Berdasarkan hasil uji F diketahui bahwa nilai Fhitung sebesar 80,422 Ftabel 3,19 dengan taraf signifikansi 0,000 < 0,05 sehingga keputusan Ho diambil dan H1 diterima. Artinya secara simultan beban kerja dan stres kerja berpengaruh positif dan signifikan terhadap prestasi kerja karyawan PT. Perkebunan Nusantara III (Persero) Medan. Variabel stres kerja merupakan variabel yang paling berpengaruh terhadap prestasi kerja karyawan PT. Perkebunan Nusantara III (Persero) Medan. Koefisien determinasi (R Square) sebesar 0,770 artinya prestasi kerja dapat dijelaskan oleh beban kerja dan stres kerja sebesar 77% sedangkan 23% dipengaruhi oleh faktor lain yang tidak termasuk dalam penelitian ini. Dari hasil penelitian dan pembahasan, PT. Perkebunan Nusantara III (Persero) Medan selanjutnya harus mengurangi beban kerja dan memperbaiki kondisi kerja]]>
<![CDATA[PENGARUH EFIKASI DIRI (SELF -EFFICACY) DAN KEUNGGULAN BERSAING (COMPETITIVE ADVANTAGE) TERHADAP KEBERHASILAN USAHA MIKRO KECIL DAN MENENGAH (UMKM) KULINER KECAMATAN MEDAN SELAYANG ]]>
<![CDATA[Tinambunan, Anitha Paulina]]>;
<![CDATA[Lumban Gaol, Julastri V]]>;
<![CDATA[Silalahi, Evelin Roma Riauli]]>
<![CDATA[ Jurnal Riset Akuntansi & Keuangan Vol 11 No. 1 Tahun 2025 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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<![CDATA[The purpose of this study is to test the influence of self-efficacy and competitive advantage on the success of the Culinary MSME business in Medan Selayang District. The population of this study is 46 MSME owners in the culinary sector. The sample in this study is forty-six culinary MSME owners. The sampling method used is the saturated sample method. The data collection method uses a questionnaire and then the data is processed with SmartPLS version 4.0. The result of this study is that for the self-efficacy variable, there is a t-statistical value of 1.338 smaller than 1.96 with a p-value of 0.083 greater than 0.05, therefore the first hypothesis is rejected. The rejection of the first hypothesis means that self-efficacy does not have a positive and significant effect on business success in micro, small and medium enterprises (MSMEs) in Medan Selayang sub-district. As for the competitive advantage variable seen from the results of data processing, there is a t-statistic value of 5.604 greater than 1.92 with a p-value of 0.000 smaller than 0.05, therefore the second hypothesis is accepted. . With the acceptance of the second hypothesis, it means that competitive advantage has a positive and significant effect on business success in micro, small and medium enterprises (MSMEs) in Medan Selayang district. This means that competitive advantage has an important role in increasing business success. From the results of the research and discussion, it is better for MSME entrepreneurs in Medan Selayang District to improve their self-efficacy by participating in training for entrepreneurs because later entrepreneurs will be able to solve problems related to culinary businesses.]]>
<![CDATA[ANALISIS SISTEM ANTRIAN PADA STASIUN PENGISIAN BAHAN BAKAR (SPBU) KOPKAR NUSA TIGA JL. SUNGGAL MEDAN ]]>
<![CDATA[Tinambunan, Anitha Paulina]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Vol 16 No. 1 Tahun 2016 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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DOI: 10.54367/jmb.v16i1.122
<![CDATA[This study aims to analyze the model of queues at filling stations Kopkar Nusa Three Jl. Sunggal Medan using phase.Teknik single multi-channel data collection is done through observation and documentation. The study population was the whole vehicle wheel 2 (two) in the queuing system on weekdays applicable on Nusa Tiga Kopkar gas station Jl. Sunggal Medan. Sampling is done by nonprobability sampling Convenience sampling using primary data obtained from observation. So the data is taken against vehicles entering into the queuing system is running. From the analysis of the queuing system Kopkar Nusa Three gas station Jl. Terrain Sunggal known Poisson distributed arrival frequency, level of service and inter-arrival time is not exponentially. The level of visitor arrivals was obtained for 13 people per 8 minutes. This means that the server is quite crowded by the customer and the service provided is also capable of serving pelanggan.Waktu customers waiting in the queue (Wq) is 0871 minutes and still be within the maximum limit of the customer is willing to wait (time aspiration) that is equal to 15 minutes.]]>
<![CDATA[ANALISIS VERTIKAL DAN HORIZONTAL TERHADAP LAPORAN KEUANGAN PT PERKEBUNAN NUSANTARA III (PESERO) MEDAN ]]>
<![CDATA[Tinambunan, Anitha Paulina]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Vol 17 No. 1 Tahun 2017 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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DOI: 10.54367/jmb.v17i1.134
<![CDATA[This study aims to see the development of assets, profit / loss and observe financial ratios as projected financial performance of PT Perkebunan Nusantara III (PTPN III) Medan for the last 3 years ie the period of 2010 until 2012. From the results of vertical analysis known factors Causing the fluctuation of PTPN III financial ratios are: a) Liquidity increases due to the decrease in short-term liabilities; B) Solvency increases as a result of the increase in total debt; C) The creditability of accounts receivable collectability has improved; D) The profitability of a company decreases due to lower net income, increased assets and equity; E) Declining profitability is caused by the global economic crisis. While the results of comparison analysis are: 1) Current assets increased in 2011 and decreased in 2012 resulting from a reduction in cash, cash equivalent of third party receivables; 2) Fixed assets due to increased ownership of facilities / infrastructure and buildings; 3) Short-term debt increased in 2011 but decreased in 2012 due to decreased contractor debt, tax debt and bank debt; 4) Long-term debt increased due to increased deferred employee benefits and deferred tax liabilities; 5) Increased equity caused by increased issued and paid-up capital of the company; 6) Reduced net sales of palm oil, rubber and palm kernel and its derivatives due to falling selling prices; 7) Net income increased in 2011 but in 2012 is reduced and far from the planned company.]]>
<![CDATA[PENGARUH FAKTOR SOSIAL EKONOMI DAN MOTIVASI KERJA TERHADAP PRESTASI KERJA KARYAWAN KOPERASI CU CINTA KASIH TIGAPANAH KABUPATEN KARO ]]>
<![CDATA[Ginting, Mispa Adelistra Br]]>;
<![CDATA[Tinambunan, Anitha Paulina]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Vol 19 No. 2 Tahun 2019 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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DOI: 10.54367/jmb.v19i2.571
<![CDATA[This study aims to test and analyze the influence of socioeconomic factors and work motivation on the work performance of the CU Cinta Kasih Tigapanah Cooperative Karo District employees. The sampling technique used is Proportional Random Sampling. The data analysis technique is multiple linear regression. From the results of data processing, socioeconomic factors were found to have a positive and significant effect on the work performance of the CU Cinta Kasih Tigapanah Cooperative employees in Karo District. T test results show that the socio-economic variable variable 2,819> t table 1,668 and with a significant level of 0.009 t table 1,668.]]>
<![CDATA[PENGARUH BEBERAPA FAKTOR STATUS SOSIAL EKONOMI TERHADAP KINERJA KARYAWAN KOPERASI CU CINTAKASIH TIGAPANAH KABUPATEN KARO ]]>
<![CDATA[Tinambunan, Anitha P.]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Vol 20 No. 1 Tahun 2020 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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DOI: 10.54367/jmb.v20i1.692
<![CDATA[This study aims to 1. Determine whether the level of education, income and type of work has a positive and significant effect on the performance of the employees of the Cooperative CU Cinta Kasih Tigapanah Kab. Karo; 2. Knowing which factors are the most dominant influence on the performance of employees of the Cooperative CU Cinta Kasih Tigapanah Kab. Karo Data collection techniques carried out through interviews, documentation and questionnaires. The study population was all employees of the Cooperative CU Cinta Kasih Tigapanah Kab. Karo numbering 200 people (July 2019). The sampling technique uses Proportional Random Sampling where the research sample is taken from each work field in the Cooperative CU Cinta Kasih Tigapanah Kab.Karo. Based on the results of the F test it is known that the value of Fcount is 44,291> Ftable 3,145 with a significance level of 0,000]]>
<![CDATA[ANALISIS KESESUAIAN ANTARA STRATEGI SDM DENGAN STRATEGI BISNIS PADA UNIKA SANTO THOMAS MEDAN ]]>
<![CDATA[Tinambunan, Anitha Paulina]]>
<![CDATA[ Jurnal Manajemen dan Bisnis Vol 21 No. 2 Tahun 2021 ]]>
Publisher : <![CDATA[UNIKA Santo Thomas ]]>
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DOI: 10.54367/jmb.v21i2.1409
<![CDATA[Human resource strategy is part of the business strategy implementation process. Certain business strategies require specific competencies and personal characteristics. Human resource strategy is a derivation of changes in business strategy or company strategy.This research is intended to know:1) What is the stated business strategy of the Catholic University of Saint Thomas Medan? ; 2) What is the human resource strategy implemented by the Catholic University of Saint Thomas Medan? ; 3) .Is the human resource strategy implemented in accordance with the business strategy of the Catholic University of Saint Thomas Medan? Based on the results of the analysis, it is known that the human resource strategy is in accordance with the business strategy of the Catholic University of Saint Thomas Medan. This can be proven by the following data: a) In 1984-2000, the Corporate strategy was a Growth strategy by conducting Market Development and Product Development. The Business strategy is Defender while the Human resource strategy is Club; b) In 2001-2015, the Corporate strategy is Growth (Product development) and Retrenchment (Turnaround). Its Business strategy is Defender and Reactor, while its Human resource strategy is Club and Fortress; c) In 2016-present, the Corporate strategy is Stability and Growth (Market development & Product development). The Business strategy is Analyzer and the Human resource strategy is Academy.]]>
