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The Influence of Job Rotation and Job Operational Standards on Employee Achievement Roza Noverita; Afni Yeni; Wahyu Indah Mursalini
ProBisnis : Jurnal Manajemen Vol. 14 No. 5 (2023): October: Management Science
Publisher : Lembaga Riset, Publikasi dan Konsultasi JONHARIONO

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62398/probis.v14i5.308

Abstract

This research aims to determine the effect of work rotation and work operational standards on the work performance of BKPSDM employees in Solok Regency with a sample of 38 respondents who were studied using quantitative methods. Based on the results of statistical analysis, it can be interpreted that Job Rotation partially has a significant effect on Employee Work Performance, this is proven by the t test with a significant value of tcount 5.360 > ttable 2.030 in the significance level value, 0.000 < 0.0. So it can be interpreted that job rotation has a significant effect on employee work performance. Based on the results of statistical analysis, it can be concluded that Work Operational Standards partially have a significant effect on the Work Performance of Solok Regency BKPSDM Employees. This is proven by the T test with a significant value of tcount 2.691 > t table 2.030 and a significance level value of 0.011 < 0.05. So it can be concluded that Work Operational Standards have a significant effect on the Work Performance of Solok Regency BKPSDM Employees. Simultaneously, Job Rotation and Work Operational Standards have a significant effect on the Job Performance of Solok Regency BKPSDM Employees. This is proven by using the F test with a significant value of fcount 21.159 > ftable 3.27 and the resulting significant value is 0.000 and this value is much smaller than a (0.05). This can also be seen from the R Square value obtained at 0.547 or 54.7% and the remaining 45.3% is influenced by other variables not included in this research. Keywords: Job Rotation, Work Operational Standards, and Work Performance
The Effect of Discipline and Motivation on Employee Performance in Micro Small Medium Enterprises (MSMES) Songket Weaving Crafts Aina Silungkang Kota Lunto's Sawah Rahmad Safitra; Afni Yeni; Ida Nirwana
ProBisnis : Jurnal Manajemen Vol. 14 No. 5 (2023): October: Management Science
Publisher : Lembaga Riset, Publikasi dan Konsultasi JONHARIONO

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62398/probis.v14i5.311

Abstract

This study aims to determine the effect of discipline and motivation on the performance of employees of Micro, Small and Medium Enterprises (MSMEs) in Aina Silungkang Songket Weaving Crafts, Sawah Lunto City, with a sample of 40 respondents who were examined using quantitative methods. Based on the results of statistical analysis, it can be interpreted that Discipline partially has a significant effect on Employee Performance, this is evidenced by the t test with a significant value of tcount 4.332 > ttable 2.026 in the significance level value, 0.000 <0.0. So it can be interpreted that the development of Discipline has a significant effect on Employee Performance. Based on the results of statistical analysis, it can be concluded that motivation partially has a significant effect on the performance of employees of Micro, Small and Medium Enterprises (MSMEs) in Aina Silungkang Songket Weaving Crafts, Sawah Lunto City. This is evidenced by the T test with a significant value of tcount 4.588 > t table 2.026 and a significance level value of 0.000 <0.05. So it can be concluded that motivation has a significant effect on employee performance. Simultaneously Discipline and Motivation have a significant effect on Employee Performance of Micro, Small and Medium Enterprises (MSMEs) of Aina Silungkang Songket Weaving Crafts, Sawah Lunto City. This is proven by using the F test with a significant value of fcount 23.934 > ftable 3.25 and the resulting significant value is 0.000 and this value is much smaller than a (0.05). This can also be seen from the R Square value obtained 0.564 or 56.4% and the remaining 43.6% is influenced by other variables not included in this study. Keywords: Discipline, Motivation, Employee Performance