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<![CDATA[Pengaruh Motivasi Dan Kepuasan Kerja Terhadap Kinerja Karyawan Bank Central Asia KCP Cikarang ]]>
<![CDATA[Heri Susanto]]>;
<![CDATA[Pupung Purnamasari]]>;
<![CDATA[Azmil Mustaqaroh]]>
<![CDATA[ Eqien - Jurnal Ekonomi dan Bisnis Vol 12 No 02 (2023): EQIEN- JURNAL EKONOMI DAN BISNIS ]]>
Publisher : <![CDATA[Sekolah Tinggi Ilmu Ekonomi DR KH EZ Mutaqien ]]>
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DOI: 10.34308/eqien.v12i02.1425
<![CDATA[This research aims to determine and prove how much influence motivation and job satisfaction have on the performance of Bank Central Asia KCP Cikarang employees. This study used a quantitative method by conducting a survey of 35 respondents to determine the effect of motivation (X1) and job satisfaction (X2) on employee performance (Y). From the results of the study it was found that the motivation, job satisfaction and performance of Bank Central Asia Cikarang Branch employees were considered good. the independent variables affect the dependent variable, where t count on motivation is 2.628 <t table 2, 034, and t count for job satisfaction is 4.186 <t table 2.034]]>
<![CDATA[The Influence of Work Discipline and Organizational Culture on Employee Performance in PT. World Music Industry ]]>
<![CDATA[Pupung Purnamasari]]>;
<![CDATA[Heri Susanto]]>;
<![CDATA[Nani Hartati]]>;
<![CDATA[Ina Sawitri]]>;
<![CDATA[Muhammad Ekhsan]]>
<![CDATA[ Jurnal Inovasi Bisnis dan Kewirausahaan Vol 5 No 1 (2023): Business Innovation and Entrepreneurship Journal (February) ]]>
Publisher : <![CDATA[Entrepreneurship Faculty, Universitas Garut ]]>
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DOI: 10.35899/biej.v5i1.650
<![CDATA[Work discipline and organizational culture are important issues that have always been the main focus of every company, because they are closely related to overall performance. Many things are done by the organization in order to improve the work discipline of its employees and improve organizational culture, one of which is to commit to implementing mutually agreed provisions. Because with a high commitment to implement all existing provisions, this will have an impact on the decreasing number of errors that arise, so that it will have a significant effect on the company’s performance. PT. World Music Industry is a manufacturing company that produces musical instruments, where most of its production is intended for overseas markets. Not much different from what is experienced by other manufacturing companies, PT. World Music Industry also has problems with discipline issues and the implementation of a quality organizational culture. The purpose of this study was to determine the effect of work discipline and organizational culture on the performance of employees of PT. World Music Industry. This study uses a quantitative approach with data collection methods by distributing questionnaires to 165 employees of the production department of PT. World Music Industry. The results showed that there was a significant influence, work discipline variables and organizational culture on the performance of employees of PT. World Music Industry by 70.70%]]>
<![CDATA[Analysis Of The Influence Of Work Motivation, Work Environment And Job Stress On Employee Performance Of National Food Retail Companies ]]>
<![CDATA[Eva Yuniarti Utami]]>;
<![CDATA[Heri Susanto]]>;
<![CDATA[Sunarto]]>;
<![CDATA[Besse Faradiba]]>;
<![CDATA[Loso Judijanto]]>
<![CDATA[ JEMSI (Jurnal Ekonomi, Manajemen, dan Akuntansi) Vol. 10 No. 1 (2024): Februari 2024 ]]>
Publisher : <![CDATA[Sekretariat Pusat Lembaga Komunitas Informasi Teknologi Aceh ]]>
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DOI: 10.35870/jemsi.v10i1.1923
<![CDATA[The purpose of this study is to examine the potential effects of work environment, motivation, and stress on employee performance. All of the participants in this study are employees. The saturation sampling strategy is employed in this study. The study's sample comprised one hundred participants. In this study, the methods of gathering data were observation and questionnaires. To make inferences about the issue being researched, the data gathered from the completed questionnaire is subsequently processed and examined with the aid of data processing techniques. Multiple regression analysis, descriptive testing, classical assumption testing, and data quality testing are all used in this study's data analysis methodology. The following findings are derived from the data that was gathered and examined using a multiple linear regression model: Employee performance is influenced by the workplace. Employee performance is influenced by work motivation. The impact of job stress on employee performance is zero. Workplace motivation, work atmosphere, and job stress all affect how well employees perform.]]>
<![CDATA[ETHICAL LEADERSHIP AND ITS INFLUENCE ON EMPLOYEE RETENTION IN MULTINATIONAL CORPORATION ]]>
<![CDATA[Susanto, Heri]]>
<![CDATA[ Management Studies and Business Journal (PRODUCTIVITY) Vol. 2 No. 1 (2025): Management Studies and Business Journal (PRODUCTIVITY) ]]>
Publisher : <![CDATA[Penelitian dan Pengembangan Ilmu ]]>
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DOI: 10.62207/5xsp6502
<![CDATA[In the era of globalization, ethical leadership has become a crucial factor for multinational companies (MNCs) in maintaining organizational sustainability and employee welfare. This research aims to analyze the influence of ethical leadership on employee retention in MNCs using a Systematic Literature Review (SLR) approach. The results of the analysis show that ethical leadership acts as a significant predictor in increasing organizational commitment, trust, and job satisfaction, which in turn reduces employee turnover intentions. Additionally, mechanisms such as psychological safety, organizational justice, and job satisfaction were found to be a link between ethical leadership and employee retention. The research also identified contextual factors, including cultural differences and industry challenges, that influence these relationships. These findings provide practical implications for MNCs in formulating effective ethical leadership strategies to increase employee retention in complex and multicultural work environments.]]>
<![CDATA[The role of organizational commitment in building employee loyalty and its implications for performance ]]>
<![CDATA[Susanto, Heri]]>;
<![CDATA[Sofyan, Ade]]>;
<![CDATA[Mulyasari, Suci]]>
<![CDATA[ Enrichment : Journal of Management Vol. 15 No. 1 (2025): April: Management Science And Field ]]>
Publisher : <![CDATA[Institute of Computer Science (IOCS) ]]>
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DOI: 10.35335/enrichment.v15i1.2249
<![CDATA[This reasearch aimed to identify whether there is a significant relationship between organizational commitment and employee loyalty, and how these two variables affect employee performance. Results from the Pearson correlation coefficient revealed a value of 0.610, which indicates a moderate to strong positive relationship and confirmed that an increase in organizational commitment also contributes to an increase in employee loyalty. From the results of multiple regression analysis, it is found that there then from the results of multiple regression analysis it is also found that there is a strong moderate influence of 44.3% between organizational commitment and loyalty to employee performance]]>
<![CDATA[Pendampingan Pengelolaan Keuangan Pribadi untuk Mempersiapkan Masa Depan di SMKN 3 Karawang, Jawa Barat ]]>
<![CDATA[Tabah Rizki]]>;
<![CDATA[Eindye Taufiq]]>;
<![CDATA[Arina Hidayati]]>;
<![CDATA[Triyono, Triyono]]>;
<![CDATA[Wiwin Lestari]]>;
<![CDATA[Fitri Rasdayanti]]>;
<![CDATA[Edward Letsoin]]>;
<![CDATA[Heri Susanto]]>
<![CDATA[ Jurnal Pengabdian Masyarakat - PIMAS Vol. 4 No. 2 (2025): Mei ]]>
Publisher : <![CDATA[LPPM Universitas Harapan Bangsa Purwokerto ]]>
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DOI: 10.35960/pimas.v4i2.1835
<![CDATA[Pengabdian ini bertujuan untuk mengatasi masalah kurangnya pemahaman siswa SMKN 3 Karawang tentang pengelolaan keuangan pribadi yang dapat berdampak pada ketidakmampuan mereka dalam mengambil keputusan keuangan yang bijaksana di masa depan. Fokus pengabdian ini adalah untuk meningkatkan literasi keuangan pribadi siswa agar mereka dapat mempersiapkan masa depan finansial yang lebih stabil. Tujuan pengabdian ini adalah memberikan pemahaman dasar tentang pengelolaan keuangan, termasuk perencanaan anggaran, menabung, investasi, dan cara menghindari utang yang tidak sehat. Metode yang digunakan adalah pendekatan partisipatif melalui sosialisasi, simulasi keuangan, dan diskusi kelompok, memberikan pengalaman praktis dalam pengelolaan keuangan. Evaluasi dilakukan dengan pre-assessment dan post-assessment untuk mengukur peningkatan pengetahuan dan perubahan sikap siswa. Diharapkan hasilnya adalah peningkatan literasi keuangan, terbentuknya kebiasaan keuangan sehat, serta kesiapan siswa menghadapi tantangan finansial di masa depan, yang memberikan dampak positif jangka panjang dalam pengelolaan keuangan pribadi mereka.]]>
<![CDATA[Membangun Kemandirian Ekonomi Desa Melalui Kewirausahaan Sosial Di Desa Pancakarya Kecamatan Tempuran Karawang ]]>
<![CDATA[Susanto, Heri]]>;
<![CDATA[Sofyan, Ade]]>;
<![CDATA[Novitasari, Intan]]>
<![CDATA[ Jurnal Pengabdian Masyarakat - PIMAS Vol. 4 No. 2 (2025): Mei ]]>
Publisher : <![CDATA[LPPM Universitas Harapan Bangsa Purwokerto ]]>
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DOI: 10.35960/pimas.v4i2.1837
<![CDATA[The community service program through social entrepreneurship in Pancakarya Village aims to increase community knowledge and skills in utilizing local potential as an economic source. This activity is implemented through two main stages: (1) Socialization and Social Entrepreneurship Training with discussion, brainstorming, and case study methods to explore local potential, and (2) Marketing Network Strengthening Training to improve product marketing capabilities. The evaluation results showed a significant increase in participants' understanding by 30% based on the comparison of pre-test and post-test. Some participants have initiated new businesses, such as the development of organic agricultural products and handicrafts that are marketed online. The training also succeeded in building a collaborative network among participants to share marketing strategies. Regular monitoring and evaluation of the participants' business development will be carried out in the next stage of the mentoring program to help develop their businesses and assist in joint marketing programs to help participants market their products more effectively.]]>
<![CDATA[Ethical Leadership in HRM: Promoting Integrity and Trust in Organizational Practices ]]>
<![CDATA[Sofyan, Ade]]>;
<![CDATA[Susanto, Heri]]>
<![CDATA[ Management Studies and Business Journal (PRODUCTIVITY) Vol. 1 No. 4 (2024): Management Studies and Business Journal (PRODUCTIVITY) ]]>
Publisher : <![CDATA[Penelitian dan Pengembangan Ilmu ]]>
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DOI: 10.62207/xf485867
<![CDATA[This research explores the important role of ethical leadership in the context of human resource management (HRM) and its impact on organizational and employee behavior. Through a systematic analysis of the literature, we found that ethical leadership has a positive correlation with various leadership dimensions, such as transformational and transactional, and has a positive impact on job satisfaction and pro-environmental behavior. In addition, ethical leadership practices also influence organizational culture by promoting ethical norms and behavior that is consistent with ethical values. However, this research also identified that unethical organizational practices, particularly unethical organizational behavior (UPB), can have a significant negative impact on employees and the organization as a whole. We highlight the importance of leadership responsibility, organizational identification, and perceptions of corporate social responsibility (CSR) in influencing employee ethical behavior and its impact on the organization. Through this research, we propose strategies to mitigate the negative impact of unethical organizational practices through the implementation of ethical leadership in HRM.]]>
<![CDATA[Ethical Leadership in HRM: Promoting Integrity and Trust in Organizational Practices ]]>
<![CDATA[Sofyan, Ade]]>;
<![CDATA[Susanto, Heri]]>
<![CDATA[ Management Studies and Business Journal (PRODUCTIVITY) Vol. 1 No. 4 (2024): Management Studies and Business Journal (PRODUCTIVITY) ]]>
Publisher : <![CDATA[Penelitian dan Pengembangan Ilmu ]]>
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DOI: 10.62207/xf485867
<![CDATA[This research explores the important role of ethical leadership in the context of human resource management (HRM) and its impact on organizational and employee behavior. Through a systematic analysis of the literature, we found that ethical leadership has a positive correlation with various leadership dimensions, such as transformational and transactional, and has a positive impact on job satisfaction and pro-environmental behavior. In addition, ethical leadership practices also influence organizational culture by promoting ethical norms and behavior that is consistent with ethical values. However, this research also identified that unethical organizational practices, particularly unethical organizational behavior (UPB), can have a significant negative impact on employees and the organization as a whole. We highlight the importance of leadership responsibility, organizational identification, and perceptions of corporate social responsibility (CSR) in influencing employee ethical behavior and its impact on the organization. Through this research, we propose strategies to mitigate the negative impact of unethical organizational practices through the implementation of ethical leadership in HRM.]]>
<![CDATA[Implementation of assertive communication through leadership style and its implications for organisational commitment ]]>
<![CDATA[Susanto, Heri]]>;
<![CDATA[Sofyan, Ade]]>
<![CDATA[ International Journal of Applied Finance and Business Studies Vol. 11 No. 4 (2024): March: Applied Finance and Business Studies ]]>
Publisher : <![CDATA[Trigin Publisher ]]>
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DOI: 10.35335/ijafibs.v11i4.269
<![CDATA[This study is intended to analyse the implementation of assertive communication in organisations to increase organisational commitment mediated by the implementation of leadership style. The purpose of this study is to determine how assertiveness in communication has influenced leadership style and has implications for organisational commitment. The results of the study obtained that assertive communication (X) has a direct influence on Organisational Commitment (Y) positively and significantly, which is 60.3%, and assertive communication on its mediating variable, namely leadership style (M) also has a positive and significant influence, which is 64.2%. While assertive communication implemented with leadership style has a positive and significant implication on organisational commitment, which is 74.2% where leadership style as mediation is declared to be able to mediate as evidenced by the decrease in the value of c which is 0.695 to 0.100]]>
