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PENGARUH MOTIVASI DAN KEPEMIMPINAN TERHADAP KINERJA KARYAWAN PADA PT. BANK BTN BATAM Asmarazisa, Dhenny
JURNAL DIMENSI Vol 5, No 2 (2016): JURNAL DIMENSI (JULI 2016)
Publisher : Universitas Riau Kepulauan

Penelitian ini bertujuan untuk mengetahui Pengaruh Motivasi dan Kepemimpinan terhadap Kinerja Karyawan pada PT. Bank BTN Batam. Penelitian ini dilakukan dengan pendekatan survei yang terdiri dari Variable Motivasi dan Kepemimpinan (X) dan Kinerja Karyawan (Y), untuk membuktikan pengaruh motivasi dan kepemimpinan terhadap kinerja karyawan, maka penulis mengumpulkan data dengan cara penyebaran kuisioner sebanyak 50 orang responden sebagai sampel yang diambil dari karyawan PT. Bank BTN Batam, data yang terkumpul melalui kuisioner diolah dengan menggunakan aplikasi program Statistical Product and Service Solution (SPSS) versi 21, hasil penelitian menunjukan bahwa motivasi dan kepemimpinan secara bersama – sama berkontribusi memberikan pengaruh positif dan signifikan terhadap kinerja karyawan sebesar 68,5 %, adapun sisanya sekitar 31,5% dipengaruhi oleh faktor lain, hasil analisis regresi secara parsial menunjukan bahwa variabel motivasi dan kepemimpinan secara individual mempunyai pengaruh positif dan signifikan terhadap kinerja karyawan.

PENGARUH GAYA KEPEMIMPINAN, KOMUNIKASI, DAN BUDAYA ORGANISASI TERHADAP KINERJA KARYAWAN PT SANMINA BATAM Sari, Dwi Purnama; Manalu, Ferry Muliadi; Asmarazisa, Dhenny
BENING Vol 2, No 1 (2015): MEI 2015
Publisher : University of Riau Kepulauan

Hipotesis 1. Hasil pengujian hipotesis telah membuktikan bahwa terdapat pengaruh yang negatif antara Gaya kepemimpinan dengan kinerja kerja karyawan. Dengan nilai uji thitung (-1.001) dari ttable ( 1,658 ) dan signifikansi (0.320) dari 0.005 dan ini menunjukan tidak terdapat pengaruh yang positif dan tidak signifikan terhadap kinerja kerja karyawan. Dengan angka yang positif menunjukkan pengaruh tersebut memiliki nilai negatif dan tidak signifikan.Hipotesis 2. Hasil pengujian hipotesis telah membuktikan bahwa terdapat pengaruh yang positif dan signifikan antara komunikasi dengan kinrja kerja karyawan. Dengan nilai uji thitung (3.310) dari ttable ( 1,658 ) dan signifikansi (0.001) dari 0.005 dan ini menunjukan terdapat pengaruh yang positif dan signifikan terhadap kinerja kerja karyawan. Dengan angka yang positif menunjukkan pengaruh tersebut memiliki nilai positif dan signifikan.Hipotesis 3. Hasil pengujian hipotesis telah membuktikan bahwa terdapat pengaruh yang positif dan tidak signifikan antara budaya organisasi dengan kinrja kerja karyawan. Dengan nilai uji thitung ( 1,889 ) dari ttable ( 1,658 ) dan signifikansi ( 0.061 ) dari ( 0,005 ) dan ini menunjukan terdapat pengaruh yang positif dan tidak signifikan terhadap kinerja kerja karyawan. Dengan angka yang positif menunjukkan pengaruh tersebut memiliki nilai positif dan tidak signifikanHipotesis 4. Hasil pengujian hipotesis telah membuktikan bahwa terdapat hubungan yang positif dan signifikan antara gaya kepemimpinan, komunikasi, dan budaya organisasi terhadap kinerja kerja karyawan. hasil perhitungan menunjukan bahwa Fhitung adalah ( 153.402 ) dari Ftable ( 1,45 ) dengan signifikan sebesar 0.000 lebih rendah dari 0.005 yang artinya hubungan tersebut signifikan. Maka Ho ditolak dan Ha diterima. Artinya terdapat pengaruh yang positif dan signifikan variable gaya kepemimpinan, komunikasi, dan budaya organisasi, terhadap kinerja kerja karyawan.

The Effects of Innovative Work Practices on Employee Health and Happiness as Measured by Engagement and Job Satisfaction Marta, Andi; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8072

Examining the mediating roles of Employee Engagement (EE) and Employee Job Satisfaction (EJS), this study seeks to understand how Innovative Work Practices (IWP) affect Employee Health and Happiness (EHH) at PT. Bank XYZ. The researchers used Partial Least Squares (PLS) analysis as part of a quantitative study strategy. Using a 5-point Likert scale, 187 respondents from PT. Bank XYZ Region 02 were surveyed online to gather data on IWP, EHH, EE, and EJS. The research concluded that IWP significantly affects EHH both directly and indirectly via EE and EJS. In order to keep employees healthy, happy, and productive, the results stress the significance of making the workplace accommodating and supportive. Management at PT. Bank XYZ should, therefore, make promotion policies clearer, increase stress management training, and make work location flexibility more robust. Staff morale and output can be boosted and turnover can be decreased by creating a more positive work atmosphere that values and supports employees emotionally. To further enhance Employee Health and Happiness and support the organization's overall goals, it is essential to strengthen IWP practices, such as flexible work arrangements and the use of helpful technological tools.

How the Department of Youth and Sports Does Job Analysis Erwin, Erwin; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8075

The method by which the Kemenpora Department of Youth and Sports conducts job analyses is the focus of this research. Due to a lack of specificity on the duties expected of the Department, the findings demonstrate that the present job analysis is inadequate. The guidelines of Permenpan RB No. 1 of 2020 are not followed, and it becomes difficult to map out responsibilities. The data is primarily gathered by an internal staff using templated approaches, which raises concerns regarding its validity and dependability. The job analyst, the person actually performing the work, and the person in charge of the job are the three key people who provide information for job analyses. There is a lack of understanding between jobholders and their managers regarding organizational strategy and job tasks. Additionally, job analysts are not very competent in their roles. Additionally, the study found that due to a lack of checks and balances, the data is not accurate or dependable. We propose a four-stage job analysis paradigm to address this issue. Planning, data collection, data treatment, and result sharing are all parts of this approach. The objective is to improve the thoroughness and accuracy of job analyses.

An in-Depth Investigation into the Impact That Awards and Recognition Have on the Performance of Staff Members Burhaini, Burhaini; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8077

This study aims to examine the relationship between employee awards and performance. This investigation made use of publicly available information in its design, technique, and approach. Internet search engines and connected periodicals were used to compile the secondary data. In order to back up the research, the necessary textbooks were reviewed. Both monetary and non-monetary incentives have an effect on workers' productivity, according to the studies that have been done. In contrast to the long-term effects of intrinsic rewards, the short-term effects of extrinsic rewards on employee behavior are widely acknowledged. Research Originality and Theory Contribution: This study adds to the body of knowledge on the topic of total incentives, which encompass monetary and non-monetary rewards, by deepening our comprehension of how these programs affect employee performance. Management Implications: This study's results will help workers and bosses understand the power of employee rewards to boost productivity. Research Limitations and Implications: The researcher in this study had no means of verifying the reliability of the data since the study relied entirely on secondary sources.

An Investigation into the Impact of Organizational Culture and Leadership Style on Employee Performance, With Job Satisfaction Serving as an Intervening Variable (A Case Study of BPJS Employment in Serang City) Supriadi, Supriadi; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8091

This research aims to test the analysis of organizational culture factors and leadership style through job satisfaction as an intervening variable on the performance of BPJS Employment Employees in Pekanbaru City. The analytical technique used to analyze the effects of intervening variables is the path analysis method, with several tests carried out, including, validity test, reliability test, descriptive analysis, classic tests which include multicollinearity tests, autocorrelation tests, heteroscedasticity tests, and normality tests. The population and sample in this research were 162 BPJS Employment employees in Pekanbaru City. The results of the path analysis prove that Organizational Culture has an indirect positive and significant influence on the Performance of BPJS Employment Employees in Pekanbaru City which is mediated by Job Satisfaction. This is evident from the results of the t test where the t-count of 2.164 for Organizational Culture is greater than the t-table of 1.990. Meanwhile, Leadership Style has an indirect positive and significant influence on the Performance of BPJS Employment Employees in Pekanbaru City which is mediated by Job Satisfaction. This is evident from the results of the t test where the t-count of 2.103 for Leadership Style is greater than the t-table of 1.990.

How Knowledge Sharing and Human Resource Management Affect How Well Employees Do Their Jobs Parera, Adelmi; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8252

This research explores how human resource management (HRM) and knowledge sharing affect employee performance in the Kurdistan Region. The literature review discusses the importance of HRM and Knowledge sharing for organizations and companies and their effects on employee performance. An investigation studied how HRM and knowledge sharing affect employee performance. A questionnaire was used to collect demographic data and assess the correlation between the two factors. The research methodology includes a quantitative approach with a survey of employees working in governmental and non-governmental organizations and companies. A total of 210 responses were collected through the questionnaire. We analyzed data using SPSS software to enhance HRM practices and promote knowledge sharing among employees, which resulted in improved performance. Using SPSS software, data was analyzed to improve HRM practices and encourage knowledge sharing among employees, ultimately leading to better performance.

A Spiritual Analysis of the ASN East Java Province Workplace, the Ethical Approach, and the Organization's Dedication to Addressing Deviant Behavior Amiruddin, Amiruddin; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8258

This research aims at examining and analyzing: (1) the effect of ethical climate on deviant behavior; (2) the effect of workplace spirituality on deviant behavior; (3) the effect of organizational commitment on deviant behavior; (4) the effect of ethical climate on workplace spirituality; (5) the effect of ethical climate on organizational commitment; (6) the effect of ethical climate on deviant behavior mediated by workplace spirituality; (7) the effect of ethical climate on deviant behavior mediated by organizational commitment. This research using quantitative study with SmartPLS analysis methode, and the population is 207 people of the regional unit apparatus holding the structural positions of echelon 2b, 3a, and 3b in East Java Province Government, and 67 of them are taken as the samples. The results of the study show that ethical climate does not influence deviant behavior, but workplace spirituality affects deviant behavior. Meanwhile, organizational commitment does not affect deviant behavior, but ethical climate affects organizational commitment. In addition, ethical climate influences workplace spirituality, also the organizational commitment. Furthermore, the results of the study also reveal that the ethical climate influences deviant behavior mediated by workplace spirituality, but not through organizational commitment.

What Role Do Makassar Mall Employee Engagement and Work-Life Balance Play in Determining Job Satisfaction? Lizan, Saiful; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8262

Using employee engagement as an intermediary variable, this quantitative study examines the effect of work-life balance and work environment on job satisfaction among mall employees in Makassar. The validity, reliability, and causal linkages between variables were examined in this study using the SmartPLS program version 4.0. Employee involvement acted as a mediator between work-life balance, work environment, and job satisfaction, according to the results. employment satisfaction is enhanced when there is a good work-life balance, less work pressure, employment stability, and a pleasant and supportive work environment. While a healthy work-life balance is still important, high employee engagement has a smaller but favourable impact on job satisfaction. If mall management wants their employees to be happy in their jobs, they need to make sure they have a healthy work-life balance, create a positive work atmosphere, and encourage employee engagement. Furthermore, poll results show that employees are still not very satisfied with their jobs because of issues with work-life balance, the workplace, and employee engagement. Employees and a number of internal firm elements are both responsible for the current level of job satisfaction. The role of employee engagement as a moderating variable between work-life balance, work environment, and job satisfaction is further illuminated by this study.

Analysis of the Relationship Between Organizational Culture, Training, and Employee Performance Via the Lens of Participatory Leadership, with Work Satisfaction Acting as a Moderator MS, Herman; Asmarazisa, Dhenny; Ukhriyawati, Catur Fatchu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8264

Employee performance over the past three years has been all over the place, therefore something needs to be done about it. With employee job satisfaction serving as a moderating variable, this study seeks to further analyse the effects of participatory leadership, organisational culture, and training on employee performance. The researchers in this study drew their 100-person sample using the Slovin technique. The hypothesis test found that there was a positive and statistically significant relationship between employee performance and factors such as participative leadership, organisational culture, and job satisfaction. The impact of training on employee performance was unfavourable but not statistically significant. Employee Job Satisfaction was found to moderate the association between Organisational Culture and Employee Performance, according to the results of the moderation test.

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