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All Journal Jurnal Ekonomi Bisnis, Manajemen dan Akuntansi (JEBMA) Jurnal Bisnis Kreatif dan Inovatif
Titis Tatasari
Sekolah Tinggi Ilmu Ekonomi Mahardhika Surabaya
Economics, Econometrics & Finance Education Social Sciences Other

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Pengaruh Budaya Organisasi, Motivasi dan Komunikasi Terhadap Kinerja Karyawan PT Sumber Anugerah Utama Diva Mardianti; Titis Tatasari
Jurnal Ekonomi Bisnis, Manajemen dan Akuntansi (JEBMA) Vol. 1 No. 2 (2021): Article Research Volume 1 Nomor 2, Juli 2021
Publisher : ITScience (Information Technology and Science)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47709/jebma.v1i2.1019

Abstract

Tujuan riset ini yaitu guna melakukan analisis dan mengetahui pengaruh budaya organisasi, motivasi serta komunikasi terkait kinerja karyawan PT Sumber Anugerah Utama dengan cara sebagian maupun simultan. Kategori penelitian ini yaitu asosiatif kasual dan menggunakan pendekatan secara kuantitatif. Metode sampel yang digunakan adalah teknik sample jenuh (teknik non-probabilitas dimana semua anggota populasi dijadikan sample). Dan populasi dalam penelitian ini berjumlah 109 orang menggunakan cara analisis data diaplikasikan yaitu regresi linear berganda. Dari hasil terlihat Variabel Budaya Organisasi (X1) mempunyai pengaruh secara sebagian terkait Kinerja Karyawan nilai thitung 3,708 < T tabel 1.98260 serta angka signifikansi yakni 0,000 < 0,05 yang berarti Budaya Organisasi mempengaruhi Kinerja Karyawan PT Sumber Anugerah Utama. Variabel Motivasi (X2) tidak mempunyai pengaruh dengan cara parsial terkait Kinerja Karyawan nilai thitung 0,073 > T tabel 1.98260 dan nilai signifikansi 0,483 > 0,05 yang artinya Motivasi tidak mempengaruhi Kinerja Karyawan PT Sumber Anugerah Utama. Variabel Komunikasi (X3) mempunyai pengaruh dengan cara parsial terkait Kinerja Karyawan angka thitung 2,449 < T tabel 1.98260 serta angka signifikansi yakni 0,016 < 0,05 yang artinya Komunikasi mempengaruhi Kinerja Karyawan PT Sumber Anugerah Utama. Variabel Kineja Karyawan (Y) berpengaruh secara simultan terhadap Budaya Organisasi (X1) Motivasi (X2) dan Komunikasi (X3). Dimana nilai fhitung = 72,636 > dari F tabel 3,08 mempunyai signifikansi 0,000 < 0,05 artinya signifikan berpengaruh terhadap Kinerja Karyawan PT Sumber Anugerah Utama secara bersama-sama.
Systematic Literature Review : Peran Kepemimpinan Wanita dalam Meningkatkan Kolaborasi dan Kinerja Sumber Daya Manusia Titis Tatasari; Mochamad Fatchurrohman
Jurnal Bisnis Kreatif dan Inovatif Vol. 2 No. 3 (2025): September : Jurnal Bisnis Kreatif dan Inovatif
Publisher : Asosiasi Riset Ilmu Manajemen dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/jubikin.v2i3.760

Abstract

Women's leadership is recognized as a strategic factor driving organizational success through the formation of effective and sustainable team collaboration. Beyond simply directing, women leaders build a conducive work climate where team members are valued, engaged, and have equal opportunities to contribute. Across various sectors, they demonstrate the ability to manage team dynamics with a participatory, collaborative approach, and a focus on healthy interpersonal relationships. This study uses the Systematic Literature Review (SLR) method to describe the role, benefits, and challenges of women's leadership in human resource (HR) development. Twelve articles published between 2020 and 2024 were selected based on the PICOC framework to ensure academic validity. The study results indicate that women's leadership is synonymous with a participatory style, empathy, and open communication that encourages time commitment, the flow of ideas, innovation, and productivity. Women leaders create a psychologically safe work environment, value differences of opinion, and encourage cross-functional collaboration. Their role is increasingly important in the era of flexible work and digital transformation, where empathy and communication are key to maintaining team motivation and productivity. However, challenges such as gender stereotypes, structural barriers, and cultural resistance still limit the effectiveness of women's leadership, especially in strategic positions and high-level decision-making. In many cases, women leaders still have to work harder to gain legitimacy, even though they have the same or even higher qualifications than their male counterparts. Addressing this requires more inclusive organizational policies, gender-based leadership training programs, mentoring, and consistent advocacy for equality. Companies and public institutions must actively create an ecosystem that supports women's leadership development, including equal access to strategic career opportunities.
Co-Authors Diva Mardianti Mochamad Fatchurrohman