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All Journal Distribusi SEIKO : Journal of Management & Business Jurnal Pendidikan Teknologi Pertanian Journal of Management - Small and Medium Enterprises (SME's) Jurnal Teknik Mesin Sinergi Jurnal Multidisiplin Indonesia Journal of Multidisciplinary Academic Business Studies
Adil Adil, Adil
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Agriculture, Biological Sciences & Forestry Chemical Engineering, Chemistry & Bioengineering Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Industrial & Manufacturing Engineering Law, Crime, Criminology & Criminal Justice Mechanical Engineering Public Health Social Sciences Veterinary Other

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THE EFFECT OF COMPENSATION, EMPLOYEE MOTIVATION, AND CHANGE MANAGEMENT ON EMPLOYEE PERFORMANCE AT PAM TIRTA MANGKALUKU PALOPO CITY Amalia, Amalia; Maszudi, Edi; Adil, Adil
Journal of Management Small and Medium Enterprises (SMEs) Vol 18 No 3 (2025): JOURNAL OF MANAGEMENT Small and Medium Enterprises (SME's)
Publisher : Universitas Nusa Cendana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35508/jom.v18i3.20729

Abstract

This research investigates how compensation, employee motivation, and change management impact employee performance at PAM Tirta Mangkaluku in Palopo City. The research utilizes a quantitative approach. The techniques for gathering data include both primary and secondary sources. Primary data was collected by issuing questionnaires to participants. The sample for this study consisted of 35 employees from PAM Tirta Mangkaluku in Palopo City. The analysis employed was statistical, using SPSS 22 for tools such as the validity test, reliability test, T test, and F test. Findings from this study reveal that (1) Compensation positively and significantly influences employee performance, (2) Employee motivation significantly and positively affects employee performance, (3) Change management also has a significant and positive impact on employee performance, and (4) When considered together, Compensation, Employee Motivation, and Change Management have a significant and positive effect on Employee Performance. Keywords: Compensation; Employee Motivation; Change Management; Employee Performance
The effect of job appraisal and job training on employee performance at PT. Bank Sulselbar Luwu Adil, Adil; Sapar, Sapar; Jasman, Jumawan
Journal of Multidisciplinary Academic Business Studies Vol. 1 No. 1 (2023): November
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/jomabs.v1i1.1816

Abstract

Purpose: This study aimed to determine the effect of job appraisal and job training on the performance of employees of PT. Bank SulSelBar Luwu. Research Methodology: This study used a quantitative research with a descriptive approach. The population in this study comprised all employees working at PT. Bank SulSelBar Luwu. The number of samples in this study was 35. The data analysis technique used was descriptive statistical tests, classical assumption tests, and multiple regression analysis. Results: The results of this study show that: 1. Job appraisal positively and significantly affects employee performance at PT. Bank SulSelBar Luwu, 2. Job training has a positive and significant effect on employee performance at PT. Bank SulSelBar Luwu. 3. The results of the F-test indicate that job appraisal and training simultaneously (together) have a positive and significant effect on employee performance PT. Bank SulSelBar Luwu. Conclusions: This study confirms that both job appraisal and job training are essential determinants of employee performance. Together, these factors contribute significantly to organizational outcomes by improving employees’ skills, awareness of strengths and weaknesses, and overall productivity. Limitations: The study is limited by a small sample size of 35 employees and only two variables, reducing generalizability and scope. Contribution: This research shows that job appraisal and training have a contribution or influence on employee performance variables by 61.90%, while the remaining 38.10% is influenced by other variables not examined in this study.
Co-Authors Abdul Rahman Ahmad Suardi, Ahmad Amalia Amalia Andi Sukainah Angreni, Novi Anwar1, Hasmita Edi Maszudi Fathur Hidayat, M. Helpi, Helpi Jannah, Fitrial Jumawan Jasman Jumriani, Jumriani Mala Nurilmala Marhum, Nirwandani Munawarah Munawarah, Munawarah Mustarin, Amira Nurjumadil, Muhammad Patang Patang, Patang Rusdi Nur Sapar Sapar Yasin, Nurhikma