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All Journal Jurnal Ekonomi : Journal of Economic Sains Manajemen:Jurnal Manajemen UNSERA Syntax Literate: Jurnal Ilmiah Indonesia EKONOMIS : Journal of Economics and Business J-MAS (Jurnal Manajemen dan Sains) Fair Value: Jurnal Ilmiah Akuntansi dan Keuangan Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship JURNAL MANAJEMEN BISNIS Dinasti International Journal of Management Science Jurnal Manajemen Jurnal Manajemen Bisnis dan Keuangan Journal La Sociale International Journal of Social Service and Research Jurnal Ekonomi Trisakti Media Riset Bisnis & Manajemen Jurnal Riset Akuntansi Dirkantara Indonesia IIJSE El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam JER Jurnal Ilmiah Bisnis dan Ekonomi Asia (Jibeka)
Andreas Wahyu Gunawan
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Agriculture, Biological Sciences & Forestry Humanities Civil Engineering, Building, Construction & Architecture Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Social Sciences Other

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Journal : IIJSE

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The Effect of Transactional Leadership Style, Entrepreneur’s Passion, and Organizational Commitment on Employee Performance with Job Satisfaction as an Intervening Variable on Employees Godfrid, Ronald Junus; Tanuwijaya, Justine; Gunawan, Andreas Wahyu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 1 (2024): 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.v8i1.5681

Abstract

This study aims to examine the influence of Transactional Leadership Style, Organizational Commitment, and Entrepreneurship Passion on Job Satisfaction and Employee Performance, as well as the mediating role of Job Satisfaction in the relationship. The results of statistical analysis show that Transactional Leadership Style has a significant positive influence on Job Satisfaction, with a very low significance value (p < 0.05). Likewise, Organizational Commitment and Entrepreneurship Passion are proven to significantly positively affect Job Satisfaction. In addition, Transactional Leadership Style, Organizational Commitment, and Entrepreneurship Passion also positively affect Employee Performance. Job Satisfaction is proven to be a significant mediator in the relationship between Transactional Leadership Style, Organizational Commitment, and Entrepreneurship Passion on Employee Performance. Overall, Job Satisfaction fully and significantly mediates the influence of the three variables on Employee Performance.
The Effect of Daily Uplift, Daily Hassles, Family Support Against Well-Being Through Work Engagement Hardiyatno, Wahyu Panji; Tanuwijaya, Justine; Gunawan, Andreas Wahyu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 3 (2024): 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.v7i3.5171

Abstract

This research aims to determine and analyze the influence of daily uplift, daily hassles, and family support on well-being which is mediated by work engagement. The research method used is quantitative research by testing the validity of the variables daily uplift, daily hassles, and family support towards well-being mediated by work engagement in a service industry. This research uses independent variables including daily uplift, daily hassles, and family support. Meanwhile, the dependent variable includes well-being and there is an intervening variable or mediating variable between the two previous variables, namely work engagement. To find out and analyze the relationship between these variables, the author uses the latest version of SPSS Statistical Data Processing calculations and AMOS 24 Data Processing calculations. The research results show that there is a positive and significant influence between the influence of daily uplift and family support on well-being which is mediated by work engagement. On the other hand, the constant presence of daily hassles does not have a significant effect on well-being which is mediated by work engagement. This research implies that it is hoped that human resource management will be able to minimize daily hassles that occur continuously because they have a negative impact on the employees concerned and also on the progress of the company.
Factors Impacting Talent Retention: Case of Indonesia Tambunan, Vebrina Anggraini; Tanuwijaya, Justine; Gunawan, Andreas Wahyu
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 3 (2024): 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.v7i3.5572

Abstract

This research examines the influence of HRM Practices, Positive Emotions, and Knowledge Management on Employee Attachment, as well as the influence of Employee Attachment on Talent Retention in the oil and gas industry in Indonesia. The unit of analysis in this research is employees in the oil and gas industry, using causal relationship models and cross-sectional data methods. The variables tested include HRM Practices, Positive Emotions, Knowledge Management, Employee Attachment, and Talent Retention, which are measured with an interval scale using a Likert scale of 1-5. Data was collected through a Google Forms questionnaire distributed via WhatsApp and Instagram to employees of PT. Donggi Senoro LNG (DSLNG), JGC Indonesia (JIND), JOB Pertamina Medco E&P Tomori Sulawesi (JOB Group), and other oil and gas companies, used a purposive sampling technique. Data collection was conducted from June 3, 2024, to July 5, 2024, resulting in 268 respondents with 230 valid responses. The research results show that HRM Practices do not positively affect Employee Attachment, indicating that the increase in HRM Practices perceived by employees has no significant influence on their level of attachment. On the other hand, Positive Emotions and Knowledge Management were found to positively affect Employee Attachment. This confirms that the higher the level of Positive Emotions and Knowledge Management possessed by employees, the higher their attachment to the company. Additionally, Employee Attachment has been proven to have a positive effect on Talent Retention, showing that the higher the employee attachment, the higher the level of talent retention in Indonesia's oil and gas companies. These findings provide important insights for companies in designing strategies to increase employee engagement and retention.
The Role of Organizational Culture on Employee Performance Influenced by Job Satisfaction and Knowledge Sharing and Its Impact on Organizational Performance Dibyo Yaksaprawira; Justine Tanuwijaya; Andreas Wahyu Gunawan
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 3 (2024): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v7i3.5623

Abstract

This study aims to analyze the influence of Organizational Culture on Employee Performance through Job Satisfaction and Knowledge Sharing, and its impact on Organizational Performance. Based on the results of the study, it can be concluded that: (1) Organizational Culture has a positive effect on Employee Performance, which shows that employee perceptions of organizational culture in Digital Banks in Indonesia throughout Indonesia affect their performance. (2) Organizational Culture also has a positive effect on Knowledge Sharing, indicating that a high organizational culture affects the sharing of knowledge among employees. (3) Organizational Culture has a positive effect on Job Satisfaction, indicating that the perception of a good organizational culture increases employee job satisfaction. (4) Job Satisfaction has a positive effect on Employee Performance, so that high job satisfaction increases employee performance. (5) Knowledge Sharing has a positive effect on Employee Performance, indicating that high knowledge sharing contributes to employee performance. (6) Job Satisfaction fully and significantly mediates the relationship between Organizational Culture and Employee Performance, which means that job satisfaction is the main link between organizational culture and employee performance. (7) Knowledge sharing also fully and significantly mediates the relationship between Organizational Culture and Employee Performance, confirming that knowledge sharing plays an important role in the influence of organizational culture on performance. (8) Employee Performance has a positive effect on Organizational Performance, indicating that good employee performance contributes to overall organizational performance.
Co-Authors Achmad Fauzan, Achmad Adhihusada, Christophorus Kevin Anggun Amanda Endah Pratiwi Anwar, Muhammad Khaerul Aqsa Fadillah Aseanty, Deasy Ayu Wulandari Bayudi Ramadani Dibyo Yaksaprawira Fadillah, Aqsa Fatimah, Tuti Godfrid, Ronald Junus Hardiyatno, Wahyu Panji Harmiko, Guntur Dian Haula Syifa Utari Indrawan Dona Kumara Juslily, Marta Justine Tanuwijaya Kumara, Indrawan Dona Luther Aprinando Pentury Madi, Muhammad Reza Magdhalena, Elizabeth Mahardika, Salsabila Putri Medina, Rizka Mustika, Klara Mutiara Syafriza Netania Emilisa Nico Lukito Okta Viyanita Putri, Mega Purnama Revanza, Dafa Roretta, Tessalonika Magdalena Sadat, Fauzan Salsabila Rizky Septinia Sari Saptoprasetyo, Yulianto Siagian, Melisa Simbolon, Jeff Aditya Sri Ramadhani Asda Sri Vandayuli Riorini Tambunan, Vebrina Anggraini Theodora, Lydia Gracia Turnip, Dedianto Urbani, Winnie Puspitaning Utomo, Alghani Imansyah Wahyuni, Puri Wiranti, Ridha Yusuf Dewantoro Herlambang Ziliwu, Hendik Arianto