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Suzanna Josephine LTobing
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Decision Sciences, Operations Research & Management Social Sciences

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THE RELATIONSHIP BETWEEN PARTICIPATORY LEADERSHIP STYLE AND WORK DISCIPLINE TO EMPLOYEE PERFORMANCE DURING THE COVID-19 PANDEMIC Yohan Antoni Simanjuntak; Suzanna Josephine LTobing; Frangky Sitorus
Fundamental Management Journal Vol. 8 No. 1 (2023): ISSN:2540-9220 (online) APRIL 2023
Publisher : Universitas Kristen Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33541/fjm.v8i1.4798

Abstract

Research results indicates that (1) theres as a intercourse betweens command style and employee performance, the ranks spearmans correlations coefficienti is 0.350, whichs means thats the intercourse betweens there 2 variables is weak and has a positive value a lso artificial significance 0.023 smaller than 0.005. So, based on calculations, its cans be concluded thats there are. Theres as a significants intercourse betweens the variables of participatory command styles and the performance of subordinates 2 theres is a intercourse betweens discipline be at work and employe performance. The correlations coefficient of ranks spearman as 0.453, whichs mean thats the intercourse betweens the 2 variables as quites strongs and has a positive value and the results obtained are 0.003 less thans 0.05 with Thuis the results ofc this calculation cans be concludide thats there is a significants intercourse betweens discipline be at work variables an employet performance. Keywords: participatory leadership style, discipline be at work and employee performance.
The Relationship Of Compensation And Motivation To Employee Performance At PT. KB Finansia Multi Finance Bandengan Jakarta Utara Branch mario, Mario Rivaldo; Suzanna Josephine LTobing; L.Toruan, Rutman
Fundamental Management Journal Vol. 9 No. 1 (2024): ISSN:2540-9220 (Online) APRIL 2024
Publisher : Universitas Kristen Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33541/fjm.v9i1.5818

Abstract

In this age of globalization, trustworthy human resources are essential. In order to accomplish their objectives, businesses constantly look for resources that can work efficiently and effectively. Human resources that are both competent and perform well can be a boon to a company's bottom line, while those that are neither can lead to financial disaster. An approach based on quantitative methods is employed. The foundation of this rests on statistical studies and data collected from a specific demographic. Asking people specific questions is the backbone of the quantitative approach, which aims to verify hypotheses through data collection. With 42 participants, 42 degrees of autonomy, and a t-table and a signifance level 0f 0.005, the results for the two-way test are 2.018. Following from the previous summary, We can a meaningful association between compensation employee performance because the t-count (5.431) is larger than the t-table (2.018) and the sig value (0.000) is less than 0.05. Therefore, we reject Ho and accept Ha. With a total sample size of 42, a degree of autonomy (db) of 42 for two-way weighing, and a significance level of 0.05, we get the following t-table: 2.018. According to the summary, the t-count (4.688) is higher the t-table (2.018), and the sig value (0.001) is less than 0.05. Therefore, can reject Ho and accept Ha, indicating a significant relationship between employee motivation and job performance. Compensation should be based on what employees deserve if the company wants to see improved performance from its employees. Giving out awards to deserving employees is another way for the company to boost performance; it makes them feel appreciated, which in turn motivates them to work harder. Keywords: Compensation, Motivation, Employee Performance
THE RELATIONSHIP BETWEEN PARTICIPATORY LEADERSHIP STYLE AND WORK DISCIPLINE TO EMPLOYEE PERFORMANCE DURING THE COVID-19 PANDEMIC Yohan Antoni Simanjuntak; Suzanna Josephine LTobing; Frangky Sitorus
Fundamental Management Journal Vol. 8 No. 1 (2023): ISSN:2540-9220 (online) APRIL 2023
Publisher : Universitas Kristen Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33541/fjm.v8i1.4798

Abstract

Research results indicates that (1) theres as a intercourse betweens command style and employee performance, the ranks spearmans correlations coefficienti is 0.350, whichs means thats the intercourse betweens there 2 variables is weak and has a positive value a lso artificial significance 0.023 smaller than 0.005. So, based on calculations, its cans be concluded thats there are. Theres as a significants intercourse betweens the variables of participatory command styles and the performance of subordinates 2 theres is a intercourse betweens discipline be at work and employe performance. The correlations coefficient of ranks spearman as 0.453, whichs mean thats the intercourse betweens the 2 variables as quites strongs and has a positive value and the results obtained are 0.003 less thans 0.05 with Thuis the results ofc this calculation cans be concludide thats there is a significants intercourse betweens discipline be at work variables an employet performance. Keywords: participatory leadership style, discipline be at work and employee performance.
Co-Authors Frangky Sitorus L.Toruan, Rutman mario, Mario Rivaldo Yohan Antoni Simanjuntak