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Follow-up Analysis of Financial Management Examination Results within the General Election Supervisory Board of Maluku Province Vendy Ilham Burungasy; Dwi Hariyanti; Ferry H. Basuki
Daengku: Journal of Humanities and Social Sciences Innovation Vol. 4 No. 1 (2024)
Publisher : PT Mattawang Mediatama Solution

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35877/454RI.daengku2266

Abstract

This study aims to determine the extent to which the findings of the BPK and the Inspectorate have been followed up by the Bawaslu of Maluku Province and Bawaslu District. The method used is a qualitative method by taking a number of sample respondents from both Bawaslu, Maluku Province, and Bawaslu District. The results of the interview are then analyzed in the form of narration to draw conclusions. The results showed that the findings of the CPC had been followed up by 20% while the Inspectorate was 53%. The slow follow-up process is caused by several factors, namely: weak leadership commitment, inadequate human resource competence, weak internal control, lack of literacy on legislation and limited infrastructure
Implementation of Non-Cash Transactions in Regional Financial Management at the Regional Financial and Asset Management Agency of Central Maluku Regency Valentina Latumahina; Christina Sososutiksno; Ferry H. Basuki
Daengku: Journal of Humanities and Social Sciences Innovation Vol. 4 No. 2 (2024)
Publisher : PT Mattawang Mediatama Solution

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35877/454RI.daengku2451

Abstract

This study aims to examine the implementation of non-cash transactions in regional financial management at the Regional Finance and Asset Management Agency of Central Maluku Regency. The main informants used in this study were 4 people and 2 supporting informants. The analysis method used is the Quantitative Method. The results showed that communication indicators, informants about the implementation of non-cash transactions in the Regional Finance and Asset Management Agency of Central Maluku Regency, most employees in the finance department already understand the application of non-cash transactions. Human resource indicators have been used effectively, but still need to be improved, especially with regard to human resources. Indicators in the position of the application of non-cash transactions at the Regional Financial and Asset Management Agency of Central Maluku Regency show that the Treasurer must have more expertise and skills in carrying out its duties and functions. Indicators of bureaucratic structure are quite good. This is because there is a policy that regulates non-cash transactions and can be used as a standard to carry out non-cash transactions at the Regional Finance and Asset Management Agency of Central Maluku Regency.
The Effect of SIMDA Implementation and SAP Implementation on the Quality of Financial Statements: HR Competence as an Intervening Variable (Empirical Study on Central Maluku Regency Government) Adri Gunawan; Ferry H. Basuki; Paul Usmany
Daengku: Journal of Humanities and Social Sciences Innovation Vol. 4 No. 2 (2024)
Publisher : PT Mattawang Mediatama Solution

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35877/454RI.daengku2476

Abstract

HR competencies. The sample used in this study was 52 respondents. The analysis tool used is Partial Least Square (PLS) with SmartPls 3.2.9 tool. The results of the study showed that the implementation of SIMDA and HR competence had a positive effect on the quality of financial statements while the implementation of SAP did not affect the quality of financial statements. The results also show that the implementation of SIMDA and SAP Implementation has a positive effect on HR competence. Furthermore, the results show that the implementation of SIMDA has a positive effect on the quality of financial statements through HR competence, and SAP implementation has a positive effect on the quality of financial statements through HR competence