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All Journal Al Qalam: Jurnal Ilmiah Keagamaan dan Kemasyarakatan Jurnal Manajemen KAIBON ABHINAYA : JURNAL PENGABDIAN MASYARAKAT Ilomata International Journal of Management Ilomata International Journal of Management Jurnal Abdi Masyarakat Indonesia Manajemen dan Kewirausahaan International Journal of Science and Society (IJSOC) ProBisnis : Jurnal Manajemen Jurnal Penelitian Pendidikan Indonesia Jurnal Pengabdian Masyarakat Inovasi Indonesia
Santi Riana Dewi, Santi Riana
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Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Industrial & Manufacturing Engineering Materials Science & Nanotechnology Public Health Social Sciences Other

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The Role of Participative Leadership on Job Performance: Job Satisfaction as an Intervening Variable Dewi, Santi Riana; Nafiuddin; Sunaryo, Deni
Ilomata International Journal of Management Vol. 6 No. 3 (2025): July 2025
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v6i3.1825

Abstract

This study aims to examine the effect of participative leadership style on employee performance, with job satisfaction as a mediator. The results of the study aids in describing how performance and participative leadership are related, with job satisfaction as an intervening variable, particularly in the manufacturing industry. The study employed a quantitative method, with 99 employees of a pesticide company in Banten province as respondents. Samples were populated based on a purposive sampling technique. Structural equation modeling (SEM) techniques were employed for the analysis, utilizing SmartPLS 4. The results of the study show that participative leadership has a significant direct effect on employee performance (M=0.623; P=0.000). Job satisfaction also has a significant direct effect on performance (M=0.651; P=0.000). In addition, job satisfaction mediates between participative leadership and performance (M=0.464; P=0.000). In addition, participative leadership style and job satisfaction explain 58.8% (R2=0.588) of the performance. Hence, the companies should focus on training all leaders to practice participative leadership in daily work and continuously improving factors that improve employee job satisfaction. Both of the focuses will improve employee performance.
The Role of Participative Leadership on Job Performance: Job Satisfaction as an Intervening Variable Dewi, Santi Riana; Nafiuddin; Sunaryo, Deni
Ilomata International Journal of Management Vol. 6 No. 3 (2025): July 2025
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v6i3.1825

Abstract

This study aims to examine the effect of participative leadership style on employee performance, with job satisfaction as a mediator. The results of the study aids in describing how performance and participative leadership are related, with job satisfaction as an intervening variable, particularly in the manufacturing industry. The study employed a quantitative method, with 99 employees of a pesticide company in Banten province as respondents. Samples were populated based on a purposive sampling technique. Structural equation modeling (SEM) techniques were employed for the analysis, utilizing SmartPLS 4. The results of the study show that participative leadership has a significant direct effect on employee performance (M=0.623; P=0.000). Job satisfaction also has a significant direct effect on performance (M=0.651; P=0.000). In addition, job satisfaction mediates between participative leadership and performance (M=0.464; P=0.000). In addition, participative leadership style and job satisfaction explain 58.8% (R2=0.588) of the performance. Hence, the companies should focus on training all leaders to practice participative leadership in daily work and continuously improving factors that improve employee job satisfaction. Both of the focuses will improve employee performance.
Apakah Organizational Justice dan Teamwork Berpengaruh Terhadap Kinerja Melalui Kepuasan Kerja Pada Perusahaan Di Banten? Dewi, Santi Riana; Andari, Andari; Deviyantoro, Deviyantoro; Sukemi, Sukemi
Manajemen dan Kewirausahaan Vol. 5 No. 2 (2024): Manajemen & Kewirausahaan
Publisher : Manajemen FEB Unima

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53682/mk.v5i2.10447

Abstract

Penelitian ini dilatarbelakangi adanya gap antara kinerja yang diharapkan dengan kinerja yang ada pada saat ini. Tujuannya untuk mengetahui ada tidaknya pengaruh antara variabel organizational justice dan teamwork terhadap kinerja dengan kepuasan kerja sebagai variabel intervening. Metode yang digunakan adalah metode kuantitatif dengan pendekatan survey, sampel 52 karyawan diambil dengan teknik sampel jenuh, data diolah menggunakan SPSS 22. Adapun analisis yang digunakan adalah analisis regresi linier berganda, uji determinasi, uji F, uji T, uji validitas, uji reliabilitas, uji normalitas. Hipotesis terdiri dari terdapat pengaruh organizational justice terhadap kepuasan kerja, teamwork terhadap kepuasan kerja, organizational justice terhadap kinerja, teamwork terhadap kinerja, kepuasan kerja terhadap kinerja, pengaruh tidak langsung organizational justice terhadap kinerja, dan pengaruh tidak langsung teamwork terhadap kinerja. Hasil dari penelitian adalah organizational justice berpengaruh langsung terhadap kepuasan kerja, dan teamwork berpengaruh langsung terhadap kepuasan kerja, kepuasan kerja berpengaruh langsung terhadap kinerja, tidak terdapat pengaruh langsung organizational justice terhadap kinerja, teamwork berpengaruh langsung terhadap kinerja, organizational justice berpengaruh secara tidak langsung terhadap kinerja melalui kepuasan kerja, teamwork berpengaruh secara tidak langsung terhadap kinerja melalui kepuasan kerja. Impak penelitian adalah memberikan kontribusi terhadap pengambilan kebijakan dan keputusan manajemen untuk meningkatkan kepuasan kerja dan kinerja karyawan di perusahaan. This research is motivated by the gap between expected performance and current performance. The aim is to determine whether there is an influence between organizational justice and teamwork variables on performance with job satisfaction as an intervening variable. The method used is quantitative with a survey approach, a sample of 52 employees taken using the total sampling technique, and data processed using SPSS 22. The analysis used is multiple linear regression analysis, determination test, F-test, T-test, validity test, reliability test, and normality test. The hypothesis consists of the influence of organizational justice on job satisfaction, teamwork on job satisfaction, organizational justice on performance, teamwork on performance, job satisfaction on performance, indirect influence of organizational justice on performance, and indirect influence of teamwork on performance. The results of the study are that organizational justice has a direct effect on job satisfaction, and teamwork has a direct effect on job satisfaction, job satisfaction has a direct effect on performance, there is no direct influence of organizational justice on performance, teamwork has a direct effect on performance, organizational justice has an indirect effect on performance through job satisfaction, teamwork has an indirect effect on performance through job satisfaction. The impact of the research is that it can contribute to policy-making, and management decisions to improve employee job satisfaction and performance in the company.
The Influence of Organizational Justice, and Teamwork towards the Employee Performance with Intrinsic Motivation as an Intervening Variable Dewi, Santi Riana; Gentari, Rt. Erlina; Soeumaro; Marshilfi, Ega
International Journal of Science and Society Vol 6 No 1 (2024): International Journal of Science and Society (IJSOC)
Publisher : GoAcademica Research & Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54783/ijsoc.v6i1.1035

Abstract

Previous research has discussed a lot about the effect of organizational justice on performance. However, there are still inconsistencies and substantial differences between constructions. For this reason, this research goals to determine the impact of organizational justice and teamwork on employee performance with intrinsic motivation as an intermediary variable. This research was conducted at an agrochemical company in Merak, Banten, with a total of 98 respondents. This type of research is explanatory research in which the relationship between variables is explained by testing the hypothesis. Data from the questionnaires collected were then analyzed using SmartPLS 4 software. The results of the analysis showed that (1) organizational justice has a positive and significant impact on performance, (2) teamwork has a positive and significant impact on performance, (3) intrinsic motivation has a positive and significant impact on performance, (4) organizational justice has no significant impact on intrinsic motivation, (5) teamwork has a positive and significant effect on intrinsic motivation, (6) intrinsic motivation positively and significantly mediates teamwork and performance, (7) intrinsic motivation does not significantly mediate organizational justice and performance. The results of this study can be implemented by organizations to focus more on developing variables that have a significant impact on employee performance.
Peningkatan Kemampuan Pembukuan Sederhana untuk Usaha Kecil Menengah di Kelurahan Mesjid Priyayi Dewi, Santi Riana; Kodriyah, Kodriyah; Masitoh, Martina Rahmawati
Jurnal Pengabdian Masyarakat Inovasi Indonesia Vol 2 No 1 (2024): JPMII - Februari 2024
Publisher : CV Firmos

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54082/jpmii.339

Abstract

Peningkatan Usaha Kecil dan Menengah menjadi salah satu fokus program yang masih banyak membutuhkan perhatian dalam upaya meningkatkan taraf ekonomi masyarakat. Pada saat ini pelaku usaha UKM belum memahami pentingnya pembukuan dan menganggap bahwa pembukuan tidak penting dalam proses usaha. Sementara itu sesungguhnya kompetensi melakukan pembukuan sederhana merupakan bagian penting untuk menunjang kemampuan pelaku usaha UKM agar dapat meningkatkan pengelolaan bidang keuangan. Dengan kemampuan melakukan pembukuan maka dapat diketahui alur kas dari keuangan, sehingga dapat diketahui dengan jelas untung rugi dari usaha yang dilakukan. Selama ini pelaku usaha masih mengabaikan tentang pentingnya melakukan pembukuan keuangan. Keinginan untuk meningkatkan kemampuan tersebut, maka dilaksankan program peningkatan UKM dengan salah satu materinya adalah mengenai pentingnya kemampuan melakukan pembukuan, yang diikuti oleh pelaku usaha dan calon pelaku usaha kecil dan menengah di kelurahan Mesjid Priyayi. Materi diberikan oleh dosen yang menguasai bidang akuntansi dan keuangan. Program peningkatan kemampuan pembukuan diikuti sebanyak 15 pelaku UKM. Tujuan dilakukan program adalah meningkatkan keemampuan mengatur keuangan usaha, pemetaan keuntungan dan kerugian, serta mengetahui kondisi dan perkembangan usaha.
Apakah Organizational Justice dan Teamwork Berpengaruh Terhadap Kinerja Melalui Kepuasan Kerja Pada Perusahaan Di Banten? Dewi, Santi Riana; Andari, Andari; Deviyantoro, Deviyantoro; Sukemi, Sukemi
Manajemen dan Kewirausahaan Vol. 5 No. 2 (2024): Manajemen Kewirausahaan
Publisher : Manajemen FEB Unima

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53682/mk.v5i2.10447

Abstract

Penelitian ini dilatarbelakangi adanya gap< em> antara kinerja yang diharapkan dengan kinerja yang ada pada saat ini Tujuannya untuk mengetahui ada tidaknya pengaruh antara variabel organizational justice< em> dan teamwork< em> terhadap kinerja dengan kepuasan kerja sebagai variabel intervening Metode yang digunakan adalah metode kuantitatif dengan pendekatan survey sampel 52 karyawan diambil dengan teknik sampel jenuh data diolah menggunakan SPSS 22 Adapun analisis yang digunakan adalah analisis regresi linier berganda uji determinasi uji F uji T uji validitas uji reliabilitas uji normalitas Hipotesis terdiri dari terdapat pengaruh organizational justice< em> terhadap kepuasan kerja teamwork< em> terhadap kepuasan kerja organizational justice< em> terhadap kinerja teamwork< em> terhadap kinerja kepuasan kerja terhadap kinerja pengaruh tidak langsung organizational justice< em> terhadap kinerja dan pengaruh tidak langsung teamwork< em> terhadap kinerja Hasil dari penelitian adalah organizational justice< em> berpengaruh langsung terhadap kepuasan kerja dan teamwork< em> berpengaruh langsung terhadap kepuasan kerja kepuasan kerja berpengaruh langsung terhadap kinerja tidak terdapat pengaruh langsung organizational justice< em> terhadap kinerja teamwork< em> berpengaruh langsung terhadap kinerja organizational justice< em> berpengaruh secara tidak langsung terhadap kinerja melalui kepuasan kerja teamwork< em> berpengaruh secara tidak langsung terhadap kinerja melalui kepuasan kerja Impak penelitian adalah memberikan kontribusi terhadap pengambilan kebijakan dan keputusan manajemen untuk meningkatkan kepuasan kerja dan kinerja karyawan di perusahaan < p> This research is motivated by the gap between expected performance and current performance The aim is to determine whether there is an influence between organizational justice and teamwork variables on performance with job satisfaction as an intervening variable The method used is quantitative with a survey approach a sample of 52 employees taken using the total sampling technique and data processed using SPSS 22 The analysis used is multiple linear regression analysis determination test F test T test validity test reliability test and normality test The hypothesis consists of the influence of organizational justice on job satisfaction teamwork on job satisfaction organizational justice on performance teamwork on < em>performance job satisfaction on performance indirect influence of organizational justice on performance and indirect influence of teamwork on performance The results of the study are that organizational justice has a direct effect on job satisfaction and teamwork has a direct effect on job satisfaction job satisfaction has a direct effect on performance there is no direct influence of organizational justice on performance teamwork has a direct effect on performance organizational justice has an indirect effect on performance through job satisfaction teamwork has an indirect effect on performance through job satisfaction The impact of the research is that it can contribute to policy making and management decisions to improve employee job satisfaction and performance in the company < em>< p>
Performance Model: Influence of Motivation and Organizational Culture Behavior for the Environment (OCBE) Dewi, Santi Riana; Andari, Andari; Safaria, Siti
Al Qalam: Jurnal Ilmiah Keagamaan dan Kemasyarakatan Vol. 20, No. 2 : Al Qalam (In Progress March 2026)
Publisher : Sekolah Tinggi Ilmu Al-Qur'an (STIQ) Amuntai Kalimantan Selatan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35931/aq.v20i2.5632

Abstract

The research was conducted at a manufacturing company in Banten. The research was based on the results of employee perceptions in order to find the dominant factors that influence performance. The novelty of this research is the formation of a new model from the research, as well as the existence of new variables that are suspected of influencing performance. The discovery of a new model to determine variables that influence performance directly or indirectly. The subjects of the research were Motivation, Organizational Citizenship Behavior for the Environment (OCBE), and Performance. The results of employee perceptions have been filled in the distributed questionnaire, and the results will be processed using SmartPLS 4. The number of samples was 98 respondents, calculated using the Slovin formula. The purpose of the study was to determine whether there is a direct or indirect influence of each indicator of the independent variable on the dependent variable. To find out whether there is an influence of motivation on performance, OCBE on performance directly. Is there a direct influence of motivation on OCBE, is there an indirect influence of motivation on performance through OCBE. The results of the study showed the insignificant influence of motivation on performance (M=0.195; P=0.053), significant influence of motivation on OCBE (M=0.340; P=0.001), significant influence of OCBE on performance (M=0.325; P=0.000) and there is an indirect influence of motivation on performance through OCBE (M=0.111; P=0.031). Ultimately, the results of this research can be a barometer for determining organizational policies and decisions in the human resource development department.
Co-Authors Agustin, Maulida Amalia, Alya Rizki Andari Andari, Andari Deni Sunaryo, Deni Denny Kurnia, Denny Deviyantoro, Deviyantoro Gentari, Rt. Erlina Huddin, M. Nurhaula Husain, Kamil Kodriyah Marshilfi, Ega Masitoh, Martina Rahmawati Nafiuddin Nurcahyo, Farhan April Ratu Erlina Gentari, Ratu Erlina Rusydina, Rusydina Salsa, Syahla Rania Siska Mardiana Siti Safaria Soeumaro Sukemi Sukemi