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PERAN KEPEMIMPINAN BUPATI SERDANG BEDAGAI IR. H. SOEKIRMAN DALAM MENGEMBANGKAN PROGRAM LITERASI DI KABUPATEN SERDANG BEDAGAI Marwan, Agus; Harahap, R Hamdani; Purba, Amir
PERSPEKTIF Vol 9, No 2 (2020): PERSPEKTIF Juli
Publisher : Universitas Medan Area

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31289/perspektif.v9i2.3427

Abstract

Serdang Bedagai has successfully developed a literacy program. This success has led to Serdang Bedagai receiving the Literacy Award from the Ministry of Education and Culture in 2017. This success cannot be separated from the leadership role of Ir. H. Soekirman as Regent of Serdang Bedagai. There are two main roles of the Regent's leadership, Ir. H. Soekirman, in developing the literacy program in Serdang Bedagai. First, it acts as a literacy model. Soekirman has set an example by his fondness for reading books, writing books, writing rhymes and poetry. Every year he reads at least 6 books, and has produced 12 of his own. Second, it acts as a policy maker to make programs related to literacy. With his role, Soekirman has established local regulations related to literacy, Decree of the Literacy Program Implementation Team, Library Development Decree, and budget allocation policy for literacy
Peran Kepemimpinan Bupati Serdang Bedagai Ir. H. Soekirman dalam Mengembangkan Program Literasi di Kabupaten Serdang Bedagai Marwan, Agus; Harahap, R Hamdani; Purba, Amir
PERSPEKTIF Vol 9, No 2 (2020): PERSPEKTIF Juli
Publisher : Universitas Medan Area

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31289/perspektif.v9i2.3427

Abstract

Serdang Bedagai has successfully developed a literacy program. This success has led to Serdang Bedagai receiving the Literacy Award from the Ministry of Education and Culture in 2017. This success cannot be separated from the leadership role of Ir. H. Soekirman as Regent of Serdang Bedagai. There are two main roles of the Regent's leadership, Ir. H. Soekirman, in developing the literacy program in Serdang Bedagai. First, it acts as a literacy model. Soekirman has set an example by his fondness for reading books, writing books, writing rhymes and poetry. Every year he reads at least 6 books, and has produced 12 of his own. Second, it acts as a policy maker to make programs related to literacy. With his role, Soekirman has established local regulations related to literacy, Decree of the Literacy Program Implementation Team, Library Development Decree, and budget allocation policy for literacy
Analisis Kinerja Pegawai Di Balai Pengembangan Pendidikan Anak Usia Dini Dan Pendidikan Masyarakat (Bp-Paud Dan Dikmas) Sumatera Utara Samosir, Yanne Dian Sri Anggreini; Warjio, Warjio; Purba, Amir; Isnaini, Isnaini
Strukturasi: Jurnal Ilmiah Magister Administrasi Publik Vol 3, No 1 (2021): Strukturasi: Jurnal Ilmiah Magister Administrasi Publik, Maret
Publisher : Universitas Medan Area

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31289/strukturasi.v3i1.725

Abstract

Based on the background of the problem, the formulation of the problem in the study is How is the performance of Employees at BP-PAUD and Dikmas North Sumatra. What factors are obstacles to the performance of Employees at BP-PAUD and Dikmas North Sumatra. The research objective was to analyze the performance of employees at BP-PAUD and Dikmas North Sumatra. Obstacle factors for employee performance at BP-PAUD and Dikmas North Sumatra. The research method used was descriptive with qualitative analysis. Data collection was obtained from interviews, documentation and observation. The results of the study are the productivity of BP-PAUD and DIKMAS has shown maximum results, this is evidenced by the standard of service provided and then added with the direct supervision provided by the Head of Section to employees. Responsibility for the performance of good BP-PAUD and DIKMAS employees can be seen from several aspects such as the quality of work obtained, a sense of responsibility for the tasks assigned, and good cooperation with other employees. In addition, the response from the learning staff must be responded to because all responses can be benchmarks or references to obtain better performance. While the suggestions from the research are Giving a proposal to the Government regarding this matter so that the number of human resources can be added. The existence of strict sanctions against negligence of employee responsibilities in carrying out their work. Completing or fulfilling facilities and infrastructure for employees.
Pengaruh Disiplin Kerja dan Motivasi Kerja terhadap Kinerja Aparatur Sipil Negara pada Sekretariat Dewan Perwakilan Rakyat Kota (DPRK) Subulussalam Pratama, Tio Harry; Purba, Amir; Kusmanto, Heri
Journal of Education, Humaniora and Social Sciences (JEHSS) Vol 5, No 2 (2022): Journal of Education, Humaniora and Social Sciences (JEHSS), November
Publisher : Mahesa Research Center

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (782.508 KB) | DOI: 10.34007/jehss.v5i2.1411

Abstract

This study aims to determine the effect of work discipline and work motivation on the performance of ASN at the Secretariat of DPRK Subulussalam. The hypothesis proposed is that work discipline and work motivation have a significant effect on the performance of ASN at the DPRK Subulussalam Secretariat. The variables studied consisted of work discipline and work motivation as independent variables and performance as the dependent variable. The method of collecting data is by means of a list of questions. Method of data analysis using multiple linear regression method. The results showed that work discipline had a positive and significant effect on the performance of the ASN Secretariat of DPRK Subulussalam. The better the employee's work discipline, the higher the performanceThe variables of work discipline and work motivation together have a significant effect on the performance of the ASN Secretariat of DPRK Subulussalam. Variations in employee performance can be explained by work discipline and motivation of 95.00%, while the remaining 5.00% is explained by other factors, such as communication, leadership and other factors that are not explained in this research model.