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DIGITAL FREE TOURISM: STRATEGY FOR DEVELOPING TOURISM IN INDONESIA Indra Permana; Tono Mahmudin; Nourma Wulanda; Riki Adriant; Eva Yuniarti Utami
JURNAL ILMIAH EDUNOMIKA Vol 8, No 2 (2024): EDUNOMIKA
Publisher : ITB AAS Indonesia Surakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29040/jie.v8i2.13514

Abstract

Abstract This research aims to (1) describe the potential of digital free in developing Indonesian tourism; and (2) know the strategy for developing Indonesian tourism through digital free. This research uses SWOT analysis. The results of this research show that (1) the digital free concept is considered appropriate to be applied in several natural destinations in Indonesia that have limited internet access; (2) strategies for developing Indonesian tourism through digital free based on SWOT analysis, including SO strategy through promoting digital free tourism to the public, WO strategy by developing the concept of digital free tourism to attract tourists, ST strategy through collaboration with tourism stakeholders to provide digital free tourism, and WT strategy through educating tourism managers to develop digital free tourism. Keywords: Digital free, tourism, develop
PENGARUH DISIPLIN KERJA DAN MOTIVASI KERJATERHADAP KINERJA KARYAWAN PADA PT. J&TCABANG BATURAJA Wiwit Manda Sari; Darman Syafe’i; Nourma Wulanda; Palupi Indah Sari; M. Agus Kurniawan
Ekonomika Vol. 19 No. 01 (2026): Jurnal Ilmiah Ekonomika (JIE)
Publisher : Fakultas Ekonomi dan Bisnis Universitas Baturaja

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54895/gg92r383

Abstract

This study aims to determine the effect of work discipline and work motivation on employee performance at PT. J&T Express Baturaja Branch. The data collection technique used in this study was through the distribution of questionnaires. The population size was 33 people. The data analysis technique used was multiple linear regression. Based on the partial analysis results, there is a positive effect of work discipline on employee performance with a t-value of 6.677. The work motivation variable has a positive effect on employee performance with a t-value of 4.392. Simultaneously, it was found that work discipline and work motivation have an effect on employee performance at PT. J&T Express Baturaja Branch with a calculated F-value 0f 157,854 > 3,32. The coefficient of determination (R2) obtained was 0.913. This indicates that the contribution of work discipline and work motivation to employee performance is 91.3%, while the remaining 8.7% is influenced by other variables outside this study, namely leadership style, work environment, workload, and job satisfaction.
PENGARUH DISIPLIN KERJA DAN MOTIVASI KERJATERHADAP KINERJA KARYAWAN PADA PT. J&TCABANG BATURAJA Wiwit Manda Sari; Darman Syafe’i; Nourma Wulanda; Palupi Indah Sari; M. Agus Kurniawan
Ekonomika Vol. 19 No. 01 (2026): Jurnal Ilmiah Ekonomika (JIE)
Publisher : Fakultas Ekonomi dan Bisnis Universitas Baturaja

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54895/gg92r383

Abstract

This study aims to determine the effect of work discipline and work motivation on employee performance at PT. J&T Express Baturaja Branch. The data collection technique used in this study was through the distribution of questionnaires. The population size was 33 people. The data analysis technique used was multiple linear regression. Based on the partial analysis results, there is a positive effect of work discipline on employee performance with a t-value of 6.677. The work motivation variable has a positive effect on employee performance with a t-value of 4.392. Simultaneously, it was found that work discipline and work motivation have an effect on employee performance at PT. J&T Express Baturaja Branch with a calculated F-value 0f 157,854 > 3,32. The coefficient of determination (R2) obtained was 0.913. This indicates that the contribution of work discipline and work motivation to employee performance is 91.3%, while the remaining 8.7% is influenced by other variables outside this study, namely leadership style, work environment, workload, and job satisfaction.