Articles
<![CDATA[Employee Assessment Through Performance ]]>
<![CDATA[Hatoguan Pasaribu, Fridholin]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[This research aims to examine the influence of competency, integrity and organizational culture on employee performance with job satisfaction as an intervening variable. The phenomenon that occurs at BPJS Employment in the range and in Palu is that there is still a lack of employee competency so that employee performance is not optimal. There are employees who are competent but there are not many. This is because the organizational culture is bad and uncontrolled so that employee integrity is also compromised. In this incident, many employees feeling dissatisfied with the organization's attention to its employees is the reason why employees do not express their abilities to the organization because the organization does not treat employees well to the point that employees limit themselves to working at BPJS Employment in the range and city of Palu. The results of this research are as follows: Organizational Culture has a positive and significant effect on Job Satisfaction with an original sample value of 0.397 and a p value of 0.000. Organizational culture has a positive and significant effect on employee performance with an original sample value of 0.233 and a p value of 0.002. Integrity has a positive and significant effect on Job Satisfaction with an original sample value of 0.357 and a p value of 0.000. Integrity has a positive and insignificant effect on employee performance with an original sample value of 0.069 and a p value of 0.171. Job satisfaction has a positive and significant effect on employee performance with a value of 0.644 and a p value of 0.000. Competency has a positive and significant effect on Job Satisfaction with an original sample value of 0.194 and a p value of 0.009. Competence has a positive and insignificant effect on employee performance with an original sample value of 0.023 and a p value of 0.383. Organizational Culture has a positive and significant indirect effect on Employee Performance through Job Satisfaction with an original sample value of 0.256 and a p value of 0.000. Integrity has a positive and significant indirect effect on employee performance through job satisfaction with an original sample value of 0.230 and a p value of 0.000. Competency has a positive and significant indirect effect on employee performance through job satisfaction with an original sample value of 0.125 and a p value of 0.020.]]>
<![CDATA[Improving Competency Through Employee Performance ]]>
<![CDATA[Timbul H Manullang, Hendrik]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[Human Resources (HR) are very important and must be possessed in an effort to achieve organizational or company goals. Human resources are the main element of an organization compared to other resource elements such as capital and technology, because humans themselves control other factors. The problem that occurs as a phenomenon in the BPJS Employment organization Tanjung Morawa and Pematang Siantar Branches is that the quality of human resources is still not good, meaning that organizational goals have not been achieved, the lack of training and knowledge makes employees less qualified in responding to their work so that employee performance is inadequate and they have to do a lot of training. , not all employees also have good competence in their abilities so that there is still a lot of work not completed on time. The results of this research are as follows:Competency has a positive and significant effect on employee performance with an original sample value of 0.498 and a p value of 0.000 <0.05. HR quality has a positive and significant effect on employee performance with an original sample value of 0.445 and a p value of 0.000 <0.05. Human resource quality has a positive and significant effect on competency with an original sample value of 0.814 and a p value of 0.000 <0.05. HR quality has a positive and significant indirect effect on employee performance through competency with an original sample value of 0.405 and a p value of 0.000.]]>
<![CDATA[Determination of Employee Performance ]]>
<![CDATA[Purba, Maryanto]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[Bad human resources will cause an organization to have big or small problems, this will definitely happen if human resources in the organization are low. Human Resources (HR) in general are productive individuals who work as drivers of an organization, both within institutions and companies who function as assets and must be trained and developed. The phenomenon that occurs at BPJS Ketenagakerjaan, Padang Sidimpuan and Pematangsiantar branch offices, each branch has its own problems, but there are similarities between the mistakes of both organizations, namely a poor and toxic organizational culture that reduces employee performance, this culture makes employees less enthusiastic about working. Due to the lack of positive interaction between employees with each other, a culture of indifference also mushrooms in that place. Poor work causes employee performance to decline. This is due to a lack of work motivation and strict arrangements to change a toxic organizational culture into a positive organizational culture. in every job and communication. The results of this research are as follows: Organizational culture has a positive and significant effect on employee performance with a value of 0.398 and a significant value of 0.000. Organizational culture has a positive and significant effect on work motivation with a value of 0.896 and a significant value of 0.000. Work Motivation has a positive and significant effect on Employee Performance with a value of 0.542 and a significant value of 0.000. Organizational culture has a positive and significant effect on employee performance indirectly through work motivation with a value of 0.485 and a significant value of 0.000.]]>
<![CDATA[Improving Performance Through Job Satisfaction ]]>
<![CDATA[Nurseha, Haikal]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[This research aims to see the influence of mutation and work environment on employee performance with job satisfaction as an intervening variable. With quantitative as the type of research, primary as the source and data collection is used by distributing questionnaires and Likert scales, the research population is 60 employees and the sample is also 60 employees because all the sampling techniques used are saturated sampling techniques. The results of this research are as follows: Job Satisfaction has a positive and significant effect on Employee Performance with an original sample value of 0.443 and ap value of 0.000. Work Environment has a positive and significant effect on Job Satisfaction with an original sample value of 0.461 and ap value of 0.001. The work environment has a positive and significant effect on employee performance with an original sample value of 0.275 and ap value of 0.021. Mutations have a positive and significant effect on Job Satisfaction with a value of 0.443 and a value of 0.002. Mutations have a positive and significant effect on employee performance with an original sample value of 0.239 and ap value of 0.032. The work environment influences employee performance indirectly through job satisfaction positively and significantly with an original sample value of 0.204 and ap value of 0.014. Mutations influence employee performance indirectly through job satisfaction with an original sample value of 0.196 and ap value of 0.010.]]>
<![CDATA[Employee Performance Termination ]]>
<![CDATA[Fernandes Ginting, Ginta]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[This research was conducted to examine the influence of leadership style on employee performance with organizational strategy as an intervening variable. By using quantitative research, primary data sources and collecting data by conducting questionnaires and sharing them with respondents, the population of this study was 80 employees and the sample used was also 80 respondents using a saturated sampling technique as the sampling technique. This research model uses phat analysis. The results of this research are as follows: Leadership style has a positive and insignificant effect with a value of 0.053 and a significant value of 0.172 > 0.05. BPJS Employment Sumbagut Regional Office. Leadership style has a positive and significant effect on Organizational Strategy with a value of 0.785 and a significant value of 0.000 <0.05. BPJS Employment Sumbagut Regional Office. Organizational Strategy has a positive and significant effect on Employee Performance with a value of 0.898 and a significant value of 0.000 <0.05 at. BPJS Employment Sumbagut Regional Office. Leadership Style has an indirect effect on Employee Performance positively and significantly through Organizational Strategy with a value of 0.705 and a significant value of 0.000 <0.05 at. BPJS Employment Sumbagut Regional Office.]]>
<![CDATA[The Influence of Organizational Commitment and Organizational Culture on Employee Performance Through Employee Job Satisfaction as an Intervening Variable (Study on BPJS Employment in Aceh Raya Region) ]]>
<![CDATA[Kurniadi, Kurniadi]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[This research was conducted to determine the influence of organizational commitment and organizational culture on employee performance through employee job satisfaction as an intervening variable. With the type of quantitative research used, the primary data source used was data collection by distributing questionnaires, a population of 107 employees and a sample of 107 employees and a saturated sampling technique used, this research model is phat analysis, the results of this research are as follows: Culture Organization has a positive and significant effect on Job Satisfaction with an original sample value of 0.687 and ap value of 0.000. Organizational culture has a positive and significant effect on performance with an original sample value of 0.370 and ap value of 0.003. Job satisfaction has a positive and significant effect on performance with an original sample value of 0.338 and ap value of 0.002. Organizational Commitment has a positive and significant effect on Job Satisfaction with an original sample value of 0.237 and a P value of 0.001. Organizational Commitment has a positive and significant effect on performance with an original sample value of 0.198 and a P value of 0.014. Organizational Culture has a positive and significant indirect effect on Performance through Job Satisfaction with an original sample value of 0.232 and a P value of 0.002. Organizational Commitment has a positive and significant indirect effect on Performance through Job Satisfaction with an original sample value of 0.800 and a P value of 0.014.]]>
<![CDATA[Impact of Leadership and Professionalism on Teacher Performance with Quality Management as Mediator ]]>
<![CDATA[Jayadi, Usman]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[This study investigates the effects of principal leadership and teacher professionalism on teacher performance in Mataram City, with a focus on the role of education quality management as a mediator. Using a quantitative approach and Partial Least Square (PLS) analysis, the findings show that while principal leadership does not significantly affect quality management, it directly influences teacher performance. Conversely, teacher professionalism impacts both quality management and teacher performance. Quality management does not directly affect teacher performance, but teacher professionalism enhances it through quality management, highlighting its crucial role in improving educational outcomes.]]>
<![CDATA[Factors That Influence Employee Performance ]]>
<![CDATA[Kahfi, Hari]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[In this study, researchers wanted to see the direct and indirect effects between the independent variable career development system variables and job promotion as a moderating variable and employee performance as the dependent variable. This type of research uses quantitative, this research was conducted at BPJS Employment Branch Office Se-Medan Raya. The population of this study were 132 employees and the sample used was the entire population using the saturated sample technique. The data source used is primary data source and data collection is done by distributing questionnaires. The research model used is phat analysis with smart PLS version 3.3.3. as a research measurement tool. The results of this study are as follows: The Career Development System has a positive and insignificant effect on employee performance with an original sample value of 0.037 and P values of 0.706. Career Development System has a positive and significant effect on job promotion with an original sample value of 0.436 and p values of 0.000. Job promotion has a positive and significant effect on employee performance with an original sample value of 0.729 and p value of 0.000. Career Development System has a positive and significant effect on employee performance through indirect job promotion with original sample results of 0.318 and p values of 0.000.]]>
<![CDATA[Employee Performance Optimization ]]>
<![CDATA[Imam Perdana, Muhammad]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[In this study, the researcher wants to see the direct and indirect influence between the motivation variable, work discipline as the independent variable and the organizational work environment as the moderating variable and employee performance as the dependent variable. This type of research uses quantitative, this research was conducted at BPJS Employment Branches throughout Medan Raya which consists of BPJS Employment Offices Medan City Branch, Medan Kisaran Branch, and Tanjung Morawa Branch. The population of this study was 82 employees and the sample used was the entire population using a saturated sampling technique. The data source used is a primary data source and data collection is carried out by distributing questionnaires. The research model used is phat analysis with smart PLS version 3.3.3. as a research measuring tool. The results of this research are as follows: Work discipline has a negative and insignificant effect on employee performance with an original sample value of -0.226 and a P value of 0.170. Work motivation has a positive and significant effect on employee performance with an original sample value of 0.474 and ap value of 0.003. Work discipline has a positive and significant effect on employee performance through the work environment indirectly with the original sample result being 0.542 and p value 0.000. Work Motivation has a negative and insignificant effect on employee performance through the work environment indirectly with an original sample value of -0.164 and ap value of 0.033.]]>
<![CDATA[The Role of Motivation in Moderating the Influence of Organizational Culture and Work Discipline on Employee Performance at BPJS Employment in Medan Raya ]]>
<![CDATA[Faruq Afif, Muhammad]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
Show Abstract
|
Download Original
|
Original Source
|
Check in Google Scholar
<![CDATA[This study aims to look at the role of motivation in moderating the influence of organizational culture and work discipline on employee performance at BPJS Employment Se- Medan Raya. This type of research uses qualitative methods, this research was conducted at the BPJS Employment Branch Office in Greater Medan, the population used was 80 employees consisting of 20 personnel from Medan City, 20 personnel from North Medan, 20 personnel from Tanjung Morawa and 20 personnel from Binjai. The sample used is all the population of 80 employees with saturated samples being the sample technique. The data source used is primary data source and data collection by distributing questionnaires. This research model uses phat analysis and the measuring tool is the smart PLS version 3.3.3 application. The results of this study are as follows: Organizational culture has a positive and insignificant effect on employee performance with an original sample value of 0.042 and P values of 0.910. Organizational culture has a positive and significant effect on work motivation with an original sample value of 0.875 and p values of 0.000. Work discipline has a positive and insignificant effect on employee performance with an original sample value of 0.042 and p values of 0.851. Work discipline has a negative and significant effect on work motivation with an original sample value of -0.347 and p values of 0.000. Work motivation has a positive and significant effect on employee performance with an original sample value of 0.730 and p values of 0.000. Organizational culture has a positive and significant effect on employee performance through work motivation indirectly with original sample results of 0.634 and p values of 0.000. Work discipline has a negative and significant effect on employee performance through work motivation indirectly with an original sample value of -0.209 and p values of 0.006.]]>
