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All Journal Journal of Economic, Bussines and Accounting (COSTING) SEIKO : Journal of Management & Business International Journal of Engagement and Empowerment (IJE2) Golden Ratio of Human Resource Management Indonesian Community Journal Jurnal Ilmiah Manajemen, Bisnis dan Kewirausahaan CEMERLANG :Jurnal Manajemen dan Ekonomi Bisnis Realible Accounting Journal e-Jurnal Apresiasi Ekonomi International Journal of Economics, Business and Innovation Research JIMEK
Muhammad Fadli Luran
Universitas Ibnu Sina
Agriculture, Biological Sciences & Forestry Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Environmental Science Public Health Social Sciences Other

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Strategi Pengembangan Kompetensi Pegawai pada Badan Pengelola Keuangan dan Aset Daerah Kota Batam Melalui Pendekatan In-House Training (IHT) Berbasis Knowledge Sharing Sabri Sabri; Rahman Syahputra; Khadijah Khadijah; Amirullah Amirullah; Muhammad Fadli Luran; Adnan Adnan
I-Com: Indonesian Community Journal Vol 6 No 3 (2026): I-Com: Indonesian Community Journal (September 2026)
Publisher : Fakultas Sains Dan Teknologi, Universitas Raden Rahmat Malang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70609/icom.v6i3.11078

Abstract

Badan Pengelola Keuangan dan Aset Daerah (BPKAD) Kota Batam menghadapi tantangan berupa perubahan regulasi, transformasi digital, dan kesenjangan kompetensi pegawai yang berdampak pada efektivitas pengelolaan keuangan dan aset daerah. Kegiatan pengabdian ini bertujuan meningkatkan kompetensi pegawai melalui strategi In-House Training, Knowledge Sharing, dan program mentoring. Metode pelaksanaan meliputi identifikasi kompetensi pegawai dan kebutuhannya, merancang kegiatan pelatihan, pelaksanaan training berbasis studi kasus, pendampingan, serta monitoring dan tahap evaluasi dengan pre-test, post-test, dan angket kepuasan. Hasil kegiatan diperoleh sebanyak 28 peserta yang mengikuti pelatihan menunjukkan peningkatan nilai rata-rata peserta pelatihan dari 67,8 pada nilai pre-test, meningkat menjadi 88,9 pada saat post-test. Selain itu sebanyak 96% peserta juga menyatakan merasa puas (termasuk juga sangat puas) dengan kegiatan pelatihan yang dilaksanakan. Program ini juga memperkuat budaya berbagi pengetahuan dan kolaborasi antarpengawai. Implikasi praktisnya, strategi ini dapat menjadi model pengembangan kompetensi yang efektif, efisien, dan berkelanjutan dalam mendukung komptensi tata kelola keuangan daerah yang profesional, transparan, serta juga akuntabel khususnya di kota Batam.
WHEN INCENTIVES FALL SHORT: LEADERSHIP AND MOTIVATION AS THE REAL ENGINES OF EMPLOYEE PERFORMANCE IN A REGIONAL GOVERNMENT INSPECTORATE Andi Amang; Nurmayunita; Muhammad Fadli Luran
Realiable Accounting Journal Vol 6 No 1 (2026): Realiable Accounting Journal
Publisher : LPPM Universitas Ibnu Sina

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

This study examines the effect of leadership, motivation, and incentive on employee performance at Inspektorat Daerah Kota Batam (the Regional Inspectorate of Batam City), Indonesia's local-government internal oversight agency. Regional inspectorates within Indonesia's local government apparatus depend on stable human-resource conditions to sustain oversight and audit quality, yet the relative contribution of leadership, motivation, and incentive to employee performance in such public oversight bodies is rarely disentangled empirically. A quantitative associative design was used, with a census of all 72 employees as respondents. Data were collected through a structured Likert-scale questionnaire and analyzed using multiple linear regression in SPSS 23, following classical assumption testing. The results show that leadership (t = 9.745; p = .000) and motivation (t = 3.353; p = .012) each have a positive and significant partial effect on employee performance, while incentive does not (t = 1.295; p = .136). The three variables jointly explain 95.1 percent of the variance in employee performance (R² = .951; F = 120.116; p = .000). Leadership is the most dominant predictor (β = .436), followed by motivation (β = .257), with incentive contributing only a small and statistically non-significant increment (β = .049). The findings suggest that in this agency, performance is driven principally by leadership quality and employee motivation, while the incentive scheme in its current form does not yet translate into a measurable performance gain, carrying implications for how regional inspectorates structure their reward practices.
Pengaruh Komunikasi Kerja, Kerjasama Tim dan Diklat terhadap Kinerja Personil Polsek Bengkong Polresta Barelang Amirullah Amirullah; Rudi Gustian; Muhammad Fadli Luran
Jurnal Ilmu Manajemen, Ekonomi dan Kewirausahaan Vol. 5 No. 2 (2025): Juli : Jurnal Ilmu Manajemen, Ekonomi dan Kewirausahaan
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/jimek.v5i2.5928

Abstract

This research was conducted at Bengkong Police Station, Barelang Police Station, with the target respondents being Personnel. In this study, the number of Personnel who were used as respondents was 41 respondents. The research tool used was a Questionnaire. While the analysis tool used was SPSS 19. The description of the research results is as follows. In testing the hypothesis whether the Work Communication variable has an effect on Personnel Performance, then Because t count (10.470)> t table (1.664), then Ho is rejected and H1 is accepted, meaning; The regression coefficient is significant or the Work Communication variable has an effect on Personnel Performance. In testing the hypothesis whether the Teamwork variable has an effect on Personnel Performance, then Because t count (14.483) > t table (1.664), then Ho is rejected and H1 is accepted, meaning; The regression coefficient is significant or the Teamwork variable has an effect on the Personnel Performance variable. In testing the hypothesis whether the Personnel Training variable has an effect on Personnel Performance, then Because t count (15.757) > t table (1.664), then Ho is rejected and H1 is accepted, meaning; The regression coefficient is significant or the Personnel Training variable has an effect on the Personnel Performance variable. In testing the hypothesis whether the Work Communication, Teamwork and Personnel Training variables simultaneously have an effect on Personnel Performance. The Anova test produces an F count of 39.798 > F table 2.49 with a significance level (probability number) of 0.05. F count > F table then Ho is rejected and H1 is accepted. So the regression coefficient of Work Communication (X1), Teamwork (X2) and Training (X3) together have a significant effect on the variable of Personnel Performance (Y).
Co-Authors Adnan Adnan Adnan, A. Amirullah Amirullah Amirullah Amirullah Amirullah Amirullah, A. Andi Amang Andi Hidayatul Fadlilah Haji Mustaqim Hendri Herman Khadijah Khadijah Melani Syahira Muhammad Dio Saputra Muhammad Rahmat Muhidin, Deden Mulyadi Nurmayunita Raden Mohamad Herdian Bhakti Rahman Syahputra Rahman Syahputra Rudi Gustian Sabri Sabri Sabri Sudianto Sumardin sumardin sumardin Threesya Erin Winda Sari