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All Journal YUME : Journal of Management Journal La Bisecoman Jurnal Manajemen dan Organisasi Review (MANOR) POMA JURNAL
Jamaluddin Sawaji
Universitas Fajar
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Health Professions Social Sciences Other

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Journal : journal la bisecoman

 1 
Analysis of Performance Results Reporting at the Personnel and Human Resource Development Agency: JEL Classification: M12, M54, J24, D23, J53 Israwati, Ita; Sawaji, Jamaluddin; Arif, Muhammad Ridwan
Journal La Bisecoman Vol. 6 No. 4 (2025): Journal La Bisecoman
Publisher : Newinera Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37899/journallabisecoman.v6i4.2524

Abstract

This study aims to analyze the performance reporting mechanism and identify obstacles causing delays in the reporting process at the Nunukan Regency Personnel and Human Resources Development Agency (BKPSDM). Performance reporting, particularly the Government Agency Performance Report (LKJIP), is a crucial instrument for assessing the achievement of an organization's strategic goals and ensuring the effective implementation of the principles of public accountability and transparency. This research was conducted at the Human Resources Development and Personnel Agency (BKPSDM) of Nunukan Regency. This study used a descriptive qualitative approach, collecting data through in-depth interviews, observation, and documentation. The results indicate that the reporting mechanism has a clear basic structure, but it is not yet fully operational due to weak coordination, limited digital systems, and a lack of technical guidance. Meanwhile, reporting delays are also influenced by high operational workloads and the lack of standardized procedures. This research provides strategic recommendations in the form of strengthening the coordination system, developing reporting SOPs, increasing human resource capacity, and digitizing the reporting process as steps to improve the effectiveness and timeliness of LKJIP preparation in the future.
Building Project Success through Transactional Leadership, Training, and Motivation: A Study on the Creative Event Industry: JEL Classification: J16, O33, D83, J22, L26 Aryani, Irma; Insan, A. Nur; Sawaji, Jamaluddin; Dwiyanti, Andi Amytia Resty
Journal La Bisecoman Vol. 6 No. 5 (2025): Journal La Bisecoman
Publisher : Newinera Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37899/journallabisecoman.v6i5.2518

Abstract

This study explores how transactional leadership, short term training, motivation, and job satisfaction influence project success within the event and wedding organizer industry in Makassar, a sector characterized by temporary teams and heavy reliance on freelance workers. Using a quantitative survey approach, data were gathered from 134 freelancers selected through purposive sampling. Multiple linear regression was applied to examine both the individual and simultaneous effects of the four predictors. The results show that all variables significantly and positively contribute to project success, with transactional leadership standing out as the strongest determinant, followed by job satisfaction, motivation, and short yet targeted training. These findings reveal that successful event projects depend not only on technical execution but also on the clarity of leadership, the relevance of preparatory training, and the psychological engagement of freelance workers. The study highlights that even in fast paced and short term project environments, clear guidance and structured supervision help freelancers orient themselves quickly toward task demands. Focused training enhances readiness and reduces errors, while motivation and job satisfaction strengthen commitment and foster smoother collaboration. Together, these elements form a human resource framework that supports consistent and reliable project performance. The results contribute to the growing understanding of HR management in gig based work structures and underscore the importance of designing adaptive leadership and training practices that align with freelance realities. The study also offers practical implications for event managers seeking to improve project outcomes and suggests that future research may benefit from exploring additional variables such as organizational culture and team communication.
Implementation of Management for the Handling of People with Mental Disorders: JEL Classification: I18, H75, H83, I31, D73 Rahman, Edy; Ridwan, Muhammad; Sawaji, Jamaluddin
Journal La Bisecoman Vol. 7 No. 1 (2026): Journal La Bisecoman
Publisher : Newinera Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37899/journallabisecoman.v7i1.2545

Abstract

This research is motivated by the suboptimal governance of the management of People with Mental Health Problems (ODMK) in Nunukan Regency, characterized by weak inter-agency coordination and overlapping authority in carrying out tasks in the field. The complexity of ODMK problems requires the involvement of various parties, such as the Social Service, Health Service, Community Health Centers, Public Order Agency (Satpol PP), and the Police. However, the absence of an integrated mechanism regulating the roles of each agency results in inefficient, often interdependent, and unsustainable handling processes. The focus of this research is to examine the implementation of ODMK management and identify the obstacles faced by agencies in implementing integrated handling. This research uses a qualitative approach with a descriptive approach. Data collection techniques were conducted through in-depth interviews with informants from various relevant agencies, such as the Social Services Agency, Community Health Centers, the Police, the Public Order Agency (Satpol PP), and community members. Data were also supported by documentation studies and a review of supporting literature. The results indicate that the implementation of governance for the management of ODMK has not been optimal. Management functions such as planning, organizing, implementing, and monitoring have not been optimally implemented due to the lack of standard operating procedures (SOPs). This situation results in incidental handling of people with mental health problems, minimal coordination, and a risk of human rights violations. Furthermore, structural and technical obstacles have been identified, such as limited facilities, a shortage of mental health workers, the absence of specialized shelters, and a weak, sustainable cross-sectoral coordination system.
Co-Authors A, Abdul Samad Aliasmajuddin Allo, Uchy Alfrida Andi Amitya Resty Dwiyanti Andi Nur Insan Asnidar, Andi Bidol, Syamsuddin Harianto Sapu' Irma Aryani Israwati, Ita Kawijaya, Adi Frans Kayang, Phanya Angelien Muhammad Ridwan Muhammad Ridwan Arif Pairi, Muh Ikbal Ta'dung Phanya Angelien Kayang Rahman, Edy Samad A, Abdul Sapu', Harianto