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All Journal Al-Kharaj: Journal of Islamic Economic and Business International Journal of Social Science and Religion (IJSSR) Jurnal Manajemen Bisnis
Seta A Wicaksana
Universitas Pancasila
Religion Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Law, Crime, Criminology & Criminal Justice Social Sciences

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The Influence of Work Passion, Employee Engagement, and Performance Appraisal on Turnover Intention: The Mediating Role of Job Satisfaction at Shieraki Group Sri Nadiroh; Mombang Sihite; Seta A Wicaksana
ESENSI: Jurnal Manajemen Bisnis Vol. 29 Issue 1 (2026)
Publisher : Institut Bisnis Nusantara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56943/esensi.v29i1.478

Abstract

The fashion industry is among the retail and consumer products sectors with the highest employee turnover rates, as reported by a LinkedIn survey in 2024. This study was conducted at a fashion brand company called Shieraki Group, aiming to examine the influence of Work Passion, Employee Engagement, and Performance Appraisal on Turnover Intention, with Job Satisfaction as a mediating variable among Shieraki Group employees. Data were collected through questionnaires distributed to all 35 employees using a five-point Likert scale, with a saturated sampling technique. Data analysis included descriptive statistics, validity and reliability tests, and hypothesis testing using a bootstrapping method with 5,000 bootstrap samples and a 95% Confidence Interval through the Jamovi application. The results show that Work Passion has a significant negative effect on Turnover Intention, and Employee Engagement has a significant negative effect on Turnover Intention. Performance Appraisal has no significant effect on Turnover Intention. Job Satisfaction is unable to mediate the effects of Work Passion, Employee Engagement, or Performance Appraisal on Turnover Intention, as the psychological attachment of employees to their work operates directly and independently without requiring Job Satisfaction as an intermediary.
The Morality of Flexing: An Analysis of Unethical Recruitment Strategies in Digital Gig Economy from Religious Perspective Elisabet Halida Wahyarsi; Arissetyanto Nugroho; Seta A Wicaksana
International Journal of Social Science and Religion (IJSSR) 2026: Volume 7 Issue 1
Publisher : Indonesian Academy of Social and Religious Research (IASRR)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53639/ijssr.v7i1.394

Abstract

The rapid growth of the digital gig economy has given rise to a new and controversial profession: Binary Option platform affiliates, who frequently employ the "flexing" marketing strategy (excessive displays of wealth) to attract customers. This phenomenon has become a serious problem in Human Resource Management (HRM) due to the use of psychological manipulation and dishonest information in the recruitment process for new users or partners. This activity often traps customers in a speculative and illegal system, substantially resembling online gambling. This study aims to analyze the morality of flexing-based recruitment strategies through the lens of HRM ethics and interfaith perspectives, particularly Islam and Christianity, to examine the social and spiritual impacts of this digital economic malpractice. This study uses qualitative methods with a descriptive and comparative approach between positive law and religious norms in Indonesia and Singapore. The analysis examines affiliate marketing practices and religious texts relevant to the ethics of earning a living and honesty. Flexing is an unethical recruitment strategy because it violates the principles of transparency and professional integrity, where commissions are derived from the losses of others (loss-sharing). This practice is identified as a form of Riya (showing off) and support for Maysir (gambling) and Gharar (uncertainty/fraud), which are strictly prohibited in Islamic economic law because they harm others for personal gain. From a Christian perspective, this strategy contradicts the principle of honesty towards others and the warning about the "Love of Money" as the root of evil, and ignores the value of humility and moral responsibility in managing God's blessings. The difference in policy in Indonesia, which prohibits Binary Options as gambling, compared to Singapore, which strictly regulates it, shows how religious morality values ​​influence public policy. The study concludes that flexing in the digital gig economy is not just a social trend, but a crisis of recruitment morality. The integration of Islamic and Christian values ​​can provide a strong ethical foundation to strengthen digital HR regulations and protect society from fraud-based economic exploitation.
Organizational Culture and Employee Performance: The Mediating Roles of Work Motivation and Job Satisfaction Nova Yanti Tiur Lasmaria Sidauruk; Seta A Wicaksana; Lies Putriana
Al-Kharaj: Journal of Islamic Economic and Business Vol. 8 No. 3 (2026): All articles in this issue include authors from 3 countries of origin (Indonesi
Publisher : LP2M IAIN Palopo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24256/kharaj.v8i3.12825

Abstract

This study aims to analyze the influence of organizational culture on employee performance with work motivation and job satisfaction as mediating variables at the Kemayoran Complex Management Center Public Service Agency (BLU PPK Kemayoran). This study employed a quantitative approach with an explanatory research design. Primary data were collected through a questionnaire using a six-point Likert scale from 138 employees of BLU PPK Kemayoran. Data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) through the evaluation of the measurement and structural models. The findings indicate that organizational culture has a positive and significant effect on employee performance, with a path coefficient of 0.363 and a p-value of 0.005. Organizational culture also has a positive and significant effect on work motivation, with a coefficient of 0.812 and a p-value of 0.000, and on job satisfaction, with a coefficient of 0.614 and a p-value of 0.000. In contrast, work motivation does not have a significant direct effect on employee performance (coefficient = 0.208; p-value = 0.138), and job satisfaction also does not have a significant effect on employee performance (coefficient = -0.008; p-value = 0.935). The indirect-effect test further shows that work motivation does not mediate the relationship between organizational culture and employee performance (coefficient = 0.003; p-value = 0.972), while job satisfaction also does not significantly mediate the relationship (coefficient = -0.133; p-value = 0.246). These findings indicate that organizational culture has a stronger direct relationship with employee performance than through the mediating mechanisms of work motivation and job satisfaction.
Co-Authors Arissetyanto Nugroho Elisabet Halida Wahyarsi Lies Putriana Mombang Sihite Nova Yanti Tiur Lasmaria Sidauruk Sri Nadiroh