Articles
<![CDATA[The Effects of Knowledge Sharing and Work Motivation on Work Productivity at PT Balagi ]]>
Fahrurrozi Fahrurrozi;
<![CDATA[Tirta Gunawan]]>;
<![CDATA[Wiwi Widiyawati]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics ]]>
Publisher : <![CDATA[Universitas KH. Abdul Chalim Mojokerto ]]>
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DOI: 10.31538/iijse.v8i3.7292
<![CDATA[Human resource management plays an important role in increasing employee productivity and achieving corporate goals. In the age of globalization and increasing competition, companies are forced to improve their efficiency and operational performance. This study examines the effects of knowledge sharing and work motivation on productivity at PT Balagi Rotan. It shows that these two factors have a significant impact on productivity. Knowledge sharing, the exchange of knowledge between individuals, increases operational efficiency and innovation within the company, although it is often hampered by cultural barriers and mutual distrust. At the same time, high work motivation can inspire employees to perform better and enhance their performance. This study uses a quantitative method with a descriptive approach and includes a sample of 150 employees from a population of 150. The results of the statistical tests show that these two variables, namely knowledge sharing and work motivation, have a significant impact on productivity. These findings enable companies to develop more effective strategies to overcome production delays and improve overall operational performance.]]>
<![CDATA[Factors That Play A Role In Increasing Food And Beverage Employee Loyalty ]]>
<![CDATA[Diva Az-Zahra Agustian]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ International Journal Of Humanities Education and Social Sciences (IJHESS) Vol 5 No 6 (2026): IJHESS JUNE 2026 ]]>
Publisher : <![CDATA[CV. AFDIFAL MAJU BERKAH ]]>
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DOI: 10.55227/ijhess.v5i6.2265
<![CDATA[This study examines how intrinsic motivation and monetary incentives affect employee loyalty in the food and beverage sector. Given the high turnover rate in the service sector, the goal of this study is to ascertain how workers’ long term commitment may be strengthened by combining material incentives with psychological reinforcement. This research employs both descriptive and associative methodologies in a quantitative manner. 100 workers were chosen using the Slovin algorithm with a 5% margin of error, and structured questionnaires were used to gather data. Using IBM SPSS version 27, multiple linear regression, traditional assumption tests, and hypothesis tests (t-test and F-test) utilized to analyze the data. The result show that employee loyalty is significantly improved by both monetary incentive and intrinsic motivation, both concurrently and partly. The F-test results (F = 74.775; sig. 0.000) confirm the simultaneous effect, according to the coefficient of determination (R2= 0.607), these two factors account for 60.7% of the variance in employee loyalty. In comparison to intrinsic motivation (t = 4.195), financial reward has a somewhat greater impact (t = 7.699). The regression model ???? = 0.133 + 0.289 (????1) + 0.335 (????2), this study demonstrates that retaining employee loyalty un the F&B industry requires a mix of monetary incentives and psychological support. The research suggests that F&B managers combine financial compensation and intrinsic motivation to optimize staff retention. This well-being and professional recognition-based strategy effectively reduces turnover costs and increases productivity, ultimately supporting service industry stability and regional economic growth. Theoretically, this study updates HR management by proving that the synergy between incentives and psychological factors is key to loyalty, going beyond previous research that focused on only one aspect.]]>
<![CDATA[The Influence of Organizational Culture and Organizational Support on Organizational Citizenship Behavior (OCB) in Employees of Regional Public Companies ]]>
<![CDATA[Ale Alby Romeo]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ Interdisciplinary Social Studies Vol. 5 No. 3 (2026): Interdisciplinary Social Studies ]]>
Publisher : <![CDATA[International Journal Labs ]]>
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DOI: 10.55324/iss.v5i3.1072
<![CDATA[This study aims to determine the influence of Organizational Culture (X1) and Organizational Support (X2) on Organizational Citizenship Behavior (OCB) (Y) in employees of regional public companies in 2026. This study uses a quantitative approach with a verifiable descriptive method. Data was collected through a questionnaire from 108 employees who were determined using the Slovin formula with a margin of error of 5%. Data analysis techniques include classical assumption test, multiple linear regression analysis, t-test, F-test, and deter-mination coefficient analysis with the help of IBM SPSS version 29 for Windows device. The results of the study show that Organizational Culture and Organizational Support simultaneously have a positive and significant effect on Organizational Citizenship Behavior. These findings are supported by a deter-mination coefficient (Adjusted R Square) value of 0.354, which indicates that Organizational Culture and Organizational Support are able to explain the variation in OCB by 35.4%, while the rest is influenced by other variables outside the study. Partially, Organizational Culture has a positive and significant influence on OCB, similarly Organizational Support shows a positive and significant influence on OCB, with Organizational Support having a more dominant influence. The resulting regression equation shows that an increase in Organizational Culture and Organizational Support will be followed by an increase in employee OCB behavior. These findings affirm that strengthening organizational cultural values and providing fair and sustainable organizational support are important factors in encouraging employee voluntary work behaviors that support organizational effectiveness.]]>
<![CDATA[The Effect of Intrinsic Motivation and Job Satisfaction on PT X Employee Performance ]]>
<![CDATA[Mala Nasikhatun Ni'ma]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ Interdisciplinary Social Studies Vol. 5 No. 3 (2026): Interdisciplinary Social Studies ]]>
Publisher : <![CDATA[International Journal Labs ]]>
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DOI: 10.55324/iss.v5i3.1090
<![CDATA[Employee performance is a key factor in determining organizational success, particularly in the era of globalization and increasing business competition. Intrinsic motivation and job satisfaction are considered important internal factors that can influence employee performance. The purpose of this study is to examine how intrinsic motivation and job satisfaction partially (t-test) or simultaneously (F-test) affect the performance of PT X employees as the subjects and population of this study. In this study, the sampling technique used is saturated sampling, which includes 100 employees. The method of data collection is a questionnaire, while the analysis technique employed is multiple linear regression analysis. The results of this study show that intrinsic motivation has a significant positive influence on employee performance, as indicated by the t-value being greater than the t-table value (11.035 > 1.804), while job satisfaction also has a positive and significant influence, as indicated by the t-value being greater than the t-table value (10.042 > 1.804). Simultaneously, the influence of intrinsic motivation and job satisfaction on employee performance is demonstrated by the F-value being greater than the F-table value (138.459 > 3.09). All results, both partial and simultaneous, have significance values of less than 0.05. In conclusion, intrinsic motivation and job satisfaction are important determinants of employee performance at PT X, both individually and collectively. Improving these factors can enhance employee productivity and organizational effectiveness.]]>
<![CDATA[The Effect of Work Stress and Cyberloafing Behavior on Employee Performance at Waled Regional General Hospital ]]>
<![CDATA[Feni Nursuklan]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ Interdisciplinary Social Studies Vol. 5 No. 3 (2026): Interdisciplinary Social Studies ]]>
Publisher : <![CDATA[International Journal Labs ]]>
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DOI: 10.55324/iss.v5i4.1094
<![CDATA[This study aims to analyse the influence of work stress and cyberloafing behaviour on the performance of employees at Waled Hospital, Cirebon Regency, both partially and simultaneously. The study population comprises 233 non-medical permanent employees of Waled Hospital, Cirebon Regency. The sample size was determined using the Slovin formula, yielding a sample of 148 respondents. Data were collected through a directly administered questionnaire using a Likert scale, while data analysis employed simple linear regression and multiple linear regression using IBM SPSS version 26. The results showed that work stress had a negative and significant effect on employee performance, as evidenced by a calculated t-value of ?11.465 and a significance level of 0.000 < 0.05. Cyberloafing behaviour also had a negative and significant effect on employee performance, with a calculated t-value of ?3.159 and a significance level of 0.002 < 0.05. Simultaneously, work stress and cyberloafing behaviour had a significant combined effect on employee performance, as evidenced by an F-value of 313.430 and a significance level of 0.000 < 0.05. The coefficient of determination (R²) of 0.812 indicated that 81.2% of the variation in employee performance can be explained by work stress and cyberloafing behaviour, with the remainder attributed to other factors outside the scope of this study. The conclusion of this study is that work stress and cyberloafing behaviour are important factors affecting the performance of employees at Waled Hospital, Cirebon Regency. Hospital management therefore needs to manage work stress effectively and exercise control over cyberloafing behaviour in order to improve both employee performance and the quality of health services provided.]]>
<![CDATA[The Influence of Work-Family Conflict and Work-Life Balance on Organizational Citizenship Behavior Among Nurses at Waled Regional General Hospital ]]>
<![CDATA[Ahmad Nadhir]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ Interdisciplinary Social Studies Vol. 5 No. 3 (2026): Interdisciplinary Social Studies ]]>
Publisher : <![CDATA[International Journal Labs ]]>
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DOI: 10.55324/iss.v5i3.1095
<![CDATA[This study aims to analyze the influence of Work Family Conflict and Work Life Balance on Organizational Citizenship Behavior (OCB) in nurses at Waled Hospital, Cirebon Regency, both partially and simultaneously. The population in this study is inpatient nurses at Waled Hospital Cirebon Regency who are married and have a minimum working period of five years, with a population of 132 nurses who are married and have worked for more than 5 years. The sample was determined using the Slovin formula so that a sample of 100 respondents was obtained. Data collection was carried out through a questionnaire with a Likert scale, while the data analysis used simple linear regression and multiple linear regression with the help of the IBM SPSS version 26 program. The results showed that Work Family Conflict had a negative and significant effect on Organizational Citizenship Behavior, which was evidenced by a t-value of ?2.298 and a significance level of 0.024 (< 0.05). Work Life Balance also had a significant effect on Organizational Citizenship Behavior, with a calculated t-value of ?4,400 and a significance level of 0.000 (< 0.05). Simultaneously, Work Family Conflict and Work Life Balance had a significant effect on Organizational Citizenship Behavior, which was shown by an F value of 120.666 with a significance level of 0.000 (< 0.05). A determination coefficient value (R²) of 0.713 showed that 71.3% of the variation in Organizational Citizenship Behavior could be explained by Work Family Conflict and Work Life Balance, while the rest were influenced by other factors outside the study. This study emphasizes the importance of managing role conflicts and improving work-life balance in encouraging nurses' voluntary work behavior to support the effectiveness of hospital organizations.]]>
<![CDATA[The Influence of Work-Life Balance and Organizational Culture on Employee Performance at a Regional Public Company ]]>
<![CDATA[Habib Ilham]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ JOURNAL OF MANAGEMENT, ACCOUNTING, GENERAL FINANCE AND INTERNATIONAL ECONOMIC ISSUES Vol. 5 No. 3 (2026): JUNE ]]>
Publisher : <![CDATA[Transpublika Publisher ]]>
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DOI: 10.55047/marginal.v5i3.2196
<![CDATA[Employee performance in regional public companies is strongly shaped by work‑life balance and organizational culture, both of which are critical for sustaining productivity and service quality. This study aims to analyze the influence of work-life balance (X1) and organizational culture (X2) on employee performance (Y) at a Regional Public Company in Indramayu Regency. Using an associative quantitative approach, the researcher determined the interdependencies between the variables. The Regional Public Company recruited 108 people to take part in the study by using a stratified random selection method based on a Slovin algorithm. Following data collection using a Likert scale questionnaire, SPSS version 26 was used to perform multiple linear regression analysis. The research found that work-life balance positively impacted employee performance, with a t-value of 11.501 and a significance level of 0.000 (<0.05). The research proved that the culture of the organization significantly impacts employee performance in a good way (B = 0.093; t_value = 2.121; Sig. 0.036 < 0.05). With a mean of 69.076 and a significance level of 0.000 (less than 0.05), a good work-life balance and a supportive work environment significantly affect productivity. With an Adjusted R² value of 0.560, we can see that these two variables explain 56.0% of the variance in how well employees perform. Unrelated variables may account for the remaining 44.0%. Hence, a Regional Public Company in Indramayu Regency may promote a good work-life balance for its employees by establishing an engaging work environment.]]>
<![CDATA[THE EFFECT OF NORMATIVE COMMITMENT AND PERSON-JOB FIT ON EMPLOYEE PERFORMANCE OF PT. TOTUM DIBA CIREBON ]]>
<![CDATA[Putri Nur Sulistia Hidayat]]>;
<![CDATA[Dedi Muhammad Siddiq]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>;
<![CDATA[Yunita Maudi Ruswandi]]>
<![CDATA[ Mega Aktiva Vol 12, No 1 (2023): April ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Kendari ]]>
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DOI: 10.32833/majem.v12i1.387
<![CDATA[The aim of this study is to investigate the impact of normative commitment and person-job-fit on the performance of employees in the production department at PT. Totum Diba Cirebon. The study's population consists of employees working in the production department of PT. Totum Diba Cirebon. The researchers utilized probability sampling through simple random sampling technique to select 117 respondents, randomly chosen from the population using Slovin's formula. Data was collected through a questionnaire, and the data analysis method employed was multiple linear regression analysis. The results revealed a positive and significant influence of the normative commitment variable on employee performance, with a t-count > t-table (4.402 > 1.528) and a significance value of 0.000 < 0.05. Additionally, Person-Job-Fit showed a positive and significant impact on employee performance, with a t-count > t-table (3.301 > 1.528) and a significance value of 0.001 < 0.05. Furthermore, both normative commitment and person-job-fit had a clearly positive effect on employee performance, as demonstrated by F-count > F-table (18.179 > 3.08) and a significance value of 0.000 < 0.05.]]>
<![CDATA[The Influence of Career Development, Training and Competence On Employee Performance In Indonesian Telecommunications Companies ]]>
<![CDATA[Zackia Putri Widiyanti]]>;
<![CDATA[Ayu Nadilah]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ International Journal of Business, Economics, and Social Development Vol. 6 No. 3 (2025): International Journal of Business, Economics, and Social Development (IJBESD) ]]>
Publisher : <![CDATA[Rescollacom (Research Collaborations Community) ]]>
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DOI: 10.46336/ijbesd.v6i3.948
<![CDATA[This study aims to analyze the influence of career development, training, and competence on employee performance at the Indonesian Digital Telecommunications company. The method used in this study is an associative quantitative approach with data collection through questionnaires distributed to employees of the Indonesian Digital Telecommunications company. The population in this study were 172 permanent employees at a telecommunications company in Cirebon. The sample in this study was 120 respondents. Data processing in this study used the SPSS 25.0 For Windows program. Multiple linear regression analysis was employed to assess the relationship between the independen and dependent variables. The study’s results show that career development has a positive and significant effect on employee performance, and training likewise exhibits a positive and significant influence on employee performance, and Competence has a significant effect on employee performance]]>
<![CDATA[Organizational Support and Intrapersonal Competence as Determinants of Employee Performance at PDAM Tirta Darma Ayu Indramayu ]]>
<![CDATA[Talita Paramesti Ardhani]]>;
<![CDATA[Lisa Harry Sulistiyowati]]>
<![CDATA[ Majapahit Journal of Islamic Finance and Management Vol. 6 No. 2 (2026): Islamic Finance and Management ]]>
Publisher : <![CDATA[Universitas KH. Abdul Chalim Mojokerto ]]>
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DOI: 10.31538/mjifm.v6i2.994
<![CDATA[This study aims to analyze the effect of organizational support and intrapersonal competence on employee performance at PDAM Tirta Darma Ayu Indramayu. This study used a quantitative approach with a descriptive and verificative research design. Primary data were collected through questionnaires distributed to 108 employees selected from a population of 147 employees using simple random sampling. The data were analyzed using SPSS version 23 through validity and reliability tests, classical assumption tests, multiple linear regression, t-test, F-test, and coefficient of determination. The results show that organizational support has a positive and significant effect on employee performance, with a regression coefficient of 0.565 and a t-value of 4.772. Intrapersonal competence also has a positive and significant effect on employee performance, with a regression coefficient of 0.472 and a t-value of 7.412. Simultaneously, organizational support and intrapersonal competence significantly affect employee performance, as indicated by an F-value of 61.178 and an Adjusted R Square of 0.529. These findings suggest that PDAM management should strengthen organizational support systems and develop employees’ intrapersonal competence to improve service-oriented performance.]]>
