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All Journal EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis JUMAN Tools (Jurnal Manajemen Tools) Ilomata International Journal of Management Jurnal Akuntansi, Manajemen dan Ilmu Ekonomi (JASMIEN) Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) Journal of Research in Social Science and Humanities Jurnal Bina Bangsa Ekonomika East Asian Journal of Multidisciplinary Research (EAJMR) The International Conference on Education, Social Sciences and Technology (ICESST) International Journal of Business and Applied Economics (IJBAE) Journal of Management, Economic, and Accounting International Journal of Economics and Management Jurnal Multidisiplin Indonesia International Journal of Management, Economic and Accounting Jurnal Ekonomi, Manajemen, Akuntansi Fundamental and Applied Management Journal
Darmilisani
Universitas Pembangunan Panca Budi
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The Effect of Transformational Leadership and Work Discipline on Employee Performance of PT Jaya Abadi Siaga With Organizational Support as an Intervening Variable Kuni Inayati; Darmilisani; Kholilul Kholik
Jurnal Akuntansi, Manajemen dan Ilmu Ekonomi (Jasmien) Vol. 6 No. 2 (2026): Jurnal Akuntansi, Manajemen dan Ilmu Ekonomi (Jasmien)
Publisher : Cattleya Darmaya Fortuna

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54209/jasmien.v6i2.2577

Abstract

his study aims to analyze the effect of transformational leadership and work discipline on employee performance with organizational support as an intervening variable at PT Jaya Abadi Siaga Medan. This research uses a quantitative approach with an associative research type. The population in this study consists of all employees of PT Jaya Abadi Siaga Medan, totaling 60 individuals. The sampling technique used is the census method, in which the entire population is used as the research sample. The data analysis technique employed is Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) using SmartPLS software. The results of the study indicate that transformational leadership has a positive and significant effect on organizational support and employee performance. Work discipline has a positive and significant effect on organizational support, but does not have a significant effect on employee performance. Organizational support has a positive and significant effect on employee performance. Furthermore, organizational support is able to mediate the effect of work discipline and transformational leadership on employee performance. Thus, it can be concluded that organizational support plays an important role in improving employee performance, both directly and as an intervening variable.  
THE INFLUENCE OF ORGANIZATIONAL CULTURE AND WORK DISCIPLINE THROUGH WORK INVOLVEMENT AS AN INTERVENING VARIABLE IN IMPROVING EMPLOYEE PERFORMANCE AT THE MEDAN HELVETIA SUB-DISTRICT OFFICE Hanifah; Kholilul Kholik; Darmilisani
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 2 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.18729162

Abstract

This study aims to analyze the influence of Organizational Culture and Work Discipline on Employee Performance with Work Engagement as a mediating variable at the Medan Helvetia Sub-District Office. This research employs a quantitative approach using the Partial Least Square (PLS) method to examine the relationships among variables. Data were collected through questionnaires distributed to employees of the Medan Helvetia Sub-District Office. The results indicate that Organizational Culture has a positive and significant effect on Work Engagement but does not have a direct effect on Employee Performance. Work Discipline has a positive and significant effect on both Work Engagement and Employee Performance. Furthermore, the results show that Organizational Culture positively and significantly affects Work Engagement with an original sample value of 0.501 and a p-value of 0.000. Organizational Culture has a positive but not significant effect on Employee Performance with an original sample value of 0.120 and a p-value of 0.214. Work Discipline positively and significantly affects Work Engagement with an original sample value of 0.472 and a p-value of 0.000, and it also positively and significantly affects Employee Performance with an original sample value of 0.354 and a p-value of 0.000. Work Engagement positively and significantly affects Employee Performance with an original sample value of 0.479 and a p-value of 0.001. Organizational Culture positively and significantly influences Employee Performance through Work Engagement with an original sample value of 0.240 and a p-value of 0.005, while Work Discipline positively and significantly influences Employee Performance through Work Engagement with an original sample value of 0.226 and a p-value of 0.002.
The Influence of Participatory Leadership, Work Motivation, and Organizational Communication on Employee Performance Perumda Tirtanadi Berastagi Branch Eka Novika Br Bukit; M. Chaerul Rizky; Darmilisani Darmilisani
Jurnal Multidisiplin Indonesia Vol. 5 No. 4 (2026): (2026): Jurnal Multidisiplin Indonesia
Publisher : Riviera Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58344/jmi.v5i4.2675

Abstract

This study aims to determine the influence of participatory leadership, work motivation, and organizational communication on the performance of employees of PERUMDA Tirtanadi Berastagi Branch, both partially and simultaneously. The type of research used is quantitative research with an associative approach. The population in this study comprised all employees of PERUMDA Tirtanadi Berastagi Branch, with a sample of 38 respondents determined using a saturated sampling technique. The data collection technique employed a questionnaire based on the Likert scale, while the data analysis technique utilized multiple linear regression analysis with the assistance of SPSS software. The results of the study show that, partially, participatory leadership and work motivation have a positive but insignificant effect on employee performance, while organizational communication has a positive and significant effect on employee performance. Simultaneously, participatory leadership, work motivation, and organizational communication have a significant effect on employee performance. The coefficient of determination (R²) value of 0.356 indicates that 35.6% of the variation in employee performance can be explained by all three independent variables, while the remainder is influenced by other factors outside the research model. This study concludes that organizational communication is the dominant factor in improving the performance of employees of PERUMDA Tirtanadi Berastagi Branch
The Effect Of Motivation And Job Satisfaction On Performance With Commitment As An Intervening Variable Of Ptpn Ii Sei Semayang Employees Deny Pratama; Yohny Anwar; Darmilisani Darmilisani
Journal of Management, Economic, and Accounting Vol. 5 No. 2 (2026): April
Publisher : Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jmea.v5i2.1270

Abstract

This study aims to analyze brand, facilities and service quality on customer satisfaction at Primadona Service Station. This study uses a quantitative method involving 65 employees as respondents. Data collection was carried out using questionnaires. The data obtained were analyzed using multiple PLS-SEM analysis with the Smart PLS 4 program. The results of this study indicate that Motivation has a positive and significant effect on commitment at PTPN II Sei Semayang. Job satisfaction has a positive and insignificant effect on commitment at PTPN II Sei Semayang. Motivation has a positive and significant effect on employee performance at PTPN II Sei Semayang. Satisfaction has a negative and insignificant effect on employee performance at PTPN II Sei Semayang. Commitment has a positive and insignificant effect on employee performance at PTPN II Sei Semayang. Motivation has a positive and insignificant effect on employee performance through commitment at PTPN II Sei Semayang. Satisfaction has a positive and insignificant effect on employee performance through commitment at PTPN II Sei Semayang.
Analysis of Compensation, Work Environment, and Company Culture on Employee Job Satisfaction at PT Adira Dinamika Multi Finance Medan Branch 3 Harsya Rasta Dewa; Saimara A.M Sebayang; Darmilisani Darmilisani
Journal of Management, Economic, and Accounting Vol. 5 No. 2 (2026): April
Publisher : Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jmea.v5i2.1508

Abstract

This study aimed to analyze the effect of compensation, physical work environment, and corporate culture on employee job satisfaction at PT Adira Dinamika Multi Finance Medan 3 branch. This study employed a quantitative approach with an associative method. The research population consisted of 65 employees, with a sample of 65 respondents selected using a saturated sampling technique. Primary data were obtained through the distribution of questionnaires, and the results were processed using SPSS software version 24. Data analysis was conducted using multiple linear regression to examine the relationship between independent variables and the dependent variable. The results showed that compensation, physical work environment, and corporate culture, both partially and simultaneously, had a positive and significant effect on employee job satisfaction. Compensation had a regression value of 0.395, a t-value of 4.877, and a significance value of 0.000. The physical work environment had a regression value of 0.292, a t-value of 3.393, and a significance value of 0.001. Corporate culture had a regression value of 0.236, a t-value of 2.912, and a significance value of 0.005. Simultaneously, the F-value was 233.927 with a significance value of 0.000. Compensation became the most dominant variable influencing job satisfaction with the highest regression value. The coefficient of determination (adjusted R²) of 0.916 indicated that 91.6% of the variation in job satisfaction was explained by the three independent variables. In addition, the strength of the relationship between the independent variables and the dependent variable was classified as very strong, with a correlation coefficient (R) of 0.959.
The Influence of Workload, Work Facilities, and Supervision on the Performance of Outbound Unit Employees at PT JNE Medan Main Branch Dinda Aulia; Darmilisani Darmilisani; Daud Arifin
Journal of Management, Economic, and Accounting Vol. 5 No. 2 (2026): April
Publisher : Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jmea.v5i2.1515

Abstract

The main objective of this research is to find out how PT JNE Cabang Utama Medan's leadership, working conditions, and physical plant affect the company's productivity. Analytical and quantitative approaches were utilized in this study. For the purpose of data collection, the study asked 55 randomly selected individuals to fill out surveys. To create primers, we turned to SPSS version 24's data extraction methodologies. We used multiple linear regression to look for correlations in the data between the dependent and independent variables. According to the results, workers are significantly more efficient when they have good leadership, a nice place to work, and enough tools. The regression analysis yielded a result of 0.203. A t-value of 2.307 was considered statistically significant at the 0.025 level. With t-statistic = 6.218 and regression = 0.000, operational facilities are defined as follows: 0.454. A regression value of 0.399 and a thitung value of 4.226 define the penalty at a significance level of 0.000. The Fhitung and Sig. values were 300.417 at the same time. Among the many factors influencing workers' output, supervision stands out with the highest regression value. The workplace, its facilities, and management account for 94.3% of the variation in employee output, according to a revised R² of 0.943. The correlation between the two variables is highly significant, with an R-value of 0.973.
The Influence Of Work Stress, Work-Life Balance, And Work Facilities On Employee Performance At PT Astra Internasional Tbk-Tso Binjai Amelia Nadin Ananta; Darmilisani Darmilisani; Eli Delvi Yanti
Journal of Management, Economic, and Accounting Vol. 5 No. 3 (2026): July
Publisher : Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jmea.v5i3.1528

Abstract

This study aimed to analyze the effect of work stress, work–life balance, and work facilities on employee performance at PT Astra Internasional Tbk – TSO Binjai. The study employed a quantitative approach with an associative method. The research population consisted of 80 employees, with all 80 respondents included as the sample using a saturated sampling technique. Primary data were collected through questionnaire distribution and processed using SPSS version 24. Data analysis was conducted using multiple linear regression to examine the relationship between independent variables and the dependent variable. The results showed that work stress, work–life balance, and work facilities had a positive and significant effect on employee performance, both partially and simultaneously. The t-test results indicated significant values for work stress (t = 3.585; sig. = 0.001), work–life balance (t = 5.987; sig. = 0.000), and work facilities (t = 6.528; sig. = 0.000). The F-test results showed an F value of 357.730 with a significance value of 0.000. All proposed hypotheses were proven and accepted. Work facilities were identified as the most dominant variable influencing employee performance, with the highest regression coefficient and beta value of 0.436. The coefficient of determination (adjusted R²) was 0.931, indicating that 93.1% of the variation in employee performance could be explained by the three independent variables, while the remaining 6.9% was influenced by other variables not included in this research model. In addition, the strength of the relationship between the independent variables and the dependent variable was categorized as very strong, with a correlation coefficient (R) value of 0.966.
The Influence Of Work Facilities And Work Motivation On Employee Performance In The Manpower Office Of North Sumatra Province Ade Ariska Nasution; Darmilisani Darmilisani; Daud Arifin
Journal of Management, Economic, and Accounting Vol. 5 No. 3 (2026): July
Publisher : Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jmea.v5i3.1533

Abstract

The research analysis aims to determine the influence of work facilities and work motivation on employee performance at the North Sumatra Provincial Manpower Office. The research approach used is associative and quantitative. This study employed multiple linear regression analysis. The sample in this study consisted of 47 respondents. Primary data collection used a questionnaire. The results of the study showed that the t count value was 3.475 and the t table was 2.015368, so the t count > t table (3.475 > 2.015368) with sig. 0.001 < 0.05 so that the results of the study accepted H1. It can be explained that the work facilities variable (X1) has an effect on the employee performance variable (Y). The test results showed a t count value of 6.364 and the t table of 2.015368, so the t count > t table (6.364 > 2.015368) with sig. 0.000 < 0.05 so that the results of the study accepted H2. It can be explained that the work motivation variable (X2) has an effect on employee performance (Y). The test results showed the ft table value at a significant confidence level of 0.05 was 3.20, thus the results of the SPSS calculation obtained f count = 31.911 > ft table 3.20 with sig. 0.000 < 0.05. Therefore, it can be concluded that H3 is accepted. Where the variables of work facilities (X1) and work motivation (X2) simultaneously have a positive and significant effect on the performance of employees of the North Sumatra Provincial Manpower Office.
ANALYSIS OF THE EFFECT OF TRANSFORMATIONAL LEADERSHIP, JOB DESIGN AND WORK EXPERIENCE ON EMPLOYEE PERFORMANCE WITH WORK DISCIPLINE AS AN INTERVENTION VARIABLE Helmaini Sinaga; Darmilisani; Kholilul Kholik
International Journal of Management, Economic and Accounting Vol. 4 No. 4 (2026): August 2026
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/ijmea.v4i4.800

Abstract

This study aims to analyze the influence of transformational leadership, job design, and work experience on employee performance with work discipline as an intervening variable at the Regional Office of the Directorate General of Corrections, North Sumatra. The problem in this study is the employee performance that has not been optimal, which is influenced by several factors such as transformational leadership, job design, work experience, and work discipline. This study used a quantitative approach with an associative research type. The population in this study consisted of all employees at the Regional Office of the Directorate General of Corrections, North Sumatra. The sampling technique used was saturated sampling, in which the entire population was used as the research sample. Data were collected through questionnaires. The data analysis method used was Structural Equation Modeling (SEM) based on Partial Least Square (PLS) with the assistance of SmartPLS software. The results showed that job design had a positive and significant effect on work discipline and employee performance. Work discipline also had a positive and significant effect on employee performance. Transformational leadership had a positive and significant effect on work discipline, but did not have a significant effect on employee performance. Work experience had a positive and significant effect on work discipline, but did not have a significant effect on employee performance. In addition, work discipline was able to mediate the influence of job design, transformational leadership, and work experience on employee performance. The conclusion of this study indicates that work discipline plays an important role in improving employee performance. Therefore, the institution needs to improve job design, the implementation of transformational leadership, and the development of employees’ work experience in order to create better work discipline so that employee performance can improve optimally. This study aims to analyze the influence of transformational leadership, job design, and work experience on employee performance with work discipline as an intervening variable at the Regional Office of the Directorate General of Corrections, North Sumatra. The problem in this study is the employee performance that has not been optimal, which is influenced by several factors such as transformational leadership, job design, work experience, and work discipline. This study used a quantitative approach with an associative research type. The population in this study consisted of all employees at the Regional Office of the Directorate General of Corrections, North Sumatra. The sampling technique used was saturated sampling, in which the entire population was used as the research sample. Data were collected through questionnaires. The data analysis method used was Structural Equation Modeling (SEM) based on Partial Least Square (PLS) with the assistance of SmartPLS software. The results showed that job design had a positive and significant effect on work discipline and employee performance. Work discipline also had a positive and significant effect on employee performance. Transformational leadership had a positive and significant effect on work discipline, but did not have a significant effect on employee performance. Work experience had a positive and significant effect on work discipline, but did not have a significant effect on employee performance. In addition, work discipline was able to mediate the influence of job design, transformational leadership, and work experience on employee performance. The conclusion of this study indicates that work discipline plays an important role in improving employee performance. Therefore, the institution needs to improve job design, the implementation of transformational leadership, and the development of employees’ work experience in order to create better work discipline so that employee performance can improve optimally.
The Influence of Principal's Leadership and Motivation on Teacher Discipline at SD N 121 Hutabargot Julu Khopipah Nur; Darmilisani Darmilisani; Emi Wakhyuni
Journal of Research in Social Science and Humanities Vol 4, No 2 (2024)
Publisher : Utan Kayu Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47679/jrssh.v4i2.187

Abstract

This research was conducted at one of the public schools, namely SDN 121 Hutabargot Julu Skor. This research analysis aims to determine the leadership and motivation of school principals regarding teacher discipline. The data analysis technique used is an associative research method with the help of the SPSS version 19 program. This research uses multiple linear regression analysis. The sample in this study was 39 respondents. Primary data collection uses a questionnaire. The results of the research show that the leadership variable shows a tcount value of 3.994 ttable of 2.00 with a significant value of 0.002 0.05, so the hypothesis H1 is accepted and H0 is rejected, meaning that leadership has a partially positive and significant effect on teacher work discipline at SD N 121 Hutabargot Julu. The test results for the motivation variable show a tcount value of 4.474 ttable of 2.00 with a significant value of 0.000 0.05, so the hypothesis H2 is accepted and H0 is rejected, meaning that motivation has a partially positive and significant effect on teachers at SD N 121 Hutabargot July. The calculated F value is 36.628 which is greater than 2.79 and the significant value of 0.000 is smaller than 0.05 so it can be concluded that hypothesis 3 is accepted and hypothesis 0 is rejected so it can be concluded that leadership and motivation have a significant effect simultaneously on teachers in elementary schools. N 121 Hutabargot Julu.
Co-Authors , Nashrudin Setiawan Ade Ariska Nasution Ade Febri Pratiwi Ahmad Aswan Waruwu Akhmad Taufik Amelia Nadin Ananta Ance Marintan D. Sitohang Daud Arifin Deny Pratama Dinda Aulia Dinda Widayanti Eka Juraida Eka Novika Br Bukit Eli Delvi Yanti Hanifah Harsya Rasta Dewa Helmaini Sinaga Ice Lediana Br Ginting Ikhah Malikhah Kholilul Kholik Khopipah Nur Kuni Inayati Laila Hanna Harahap M. Chaerul Rizky Muhammad Habibi Arif Nuraini Kemalasari Istiqamah Nuraini Kemalasari Istiqamah Rio Dwi Hariono Riska Fadhillah Hasibuan Riska Fadhillah Hasibuan Rizqita Nurhajizah Lubis Rusmewahni Saimara A.M Sebayang Sindi W. Berampu Siti Kadariah Vina Winda Sari Wilchain Robain Yohny Anwar