Articles
<![CDATA[Performance Optimization ]]>
<![CDATA[Alexander Mawuntu, Drixen]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research was conducted to determine the influence of organizational culture and Employee Engagement on Employee Performance with Organizational Commitment as a Moderating Variable at the BPJS Employment Office, Medan City Branch and Sumbagut Regional Office. Organizations, both companies and government institutions, in carrying out their activities certainly need human resources that support efforts to achieve the goals set by the organization. The success of an agency/organization is not only determined by the facilities it has, but also the availability of reliable human resources. The results of this research are as follows: Organizational culture has a positive and significant effect on employee performance with an original sample value of 0.226 and an ap value of 0.015. Employee Engagement has a positive and significant effect on Employee Performance with an original sample value of 0.025. Organizational Commitment has a positive and significant effect on Employee Performance with an original sample value of 0.457 and ap value of 0.003. Organizational culture's influence on employee performance is moderated by organizational commitment with an original sample value of -0.218 and ap value of 0.045. Employee Engagement influences employee performance, moderated by Organizational Commitment with an original sample value of 0.098 and ap value of 0.228.]]>
<![CDATA[Motivation Mediates Performance ]]>
<![CDATA[Renita Napitupulu, Dian]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[BPJS Ketenagakerjaan is (Social Security Administering Agency for Employment) is a public program that provides protection for workers to overcome certain socio-economic risks and its implementation uses a social insurance mechanism as a state institution engaged in the field of social insurance. BPJS Ketenagakerjaan, formerly known as PT Jamsostek (Persero), is the implementer of the labor social security law. This study aims to see the effect of Work Stress and Work Conflict on Employee Performance with Work Motivation as an Intervening Variable at BPJS Ketenagakerjaan Branch Offices throughout Medan Raya. The results of this study are as follows: Work Conflict has a positive and significant effect on Employee Performance with an original sample value of 0.351 and p values of 0.011. Work Conflict has a positive and significant effect on Work Motivation with an original sample value of 0.783 and p values of 0.000. Work Motivation has a positive and significant effect on Employee Performance with an original sample value of 0.481 and p values of 0.001. Work Stress has a positive and insignificant effect on Employee Performance with an original sample value of 0.084 and p values of 0.186. Work Stress has a positive and significant effect on Work Motivation with an original sample value of 0.164 and p values of 0.017. Work Conflict has a positive and significant effect on Employee Performance through Work Motivation with an original sample value of 0.377 and p values of 0.001. Work Stress has a positive and insignificant effect on Employee Performance through Work Motivation with an original sample value of 0.079 and p values of 0.050.]]>
<![CDATA[Dimensions of Organizational Strategy ]]>
<![CDATA[Hasibuan, Fitriyani]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[BPJS Employment has functions and responsibilities such as, carrying out and receiving registration for BPJS participants, collecting and collecting contributions from participants and employers, receiving contribution assistance from the government, managing social security funds for the benefit of participants, collecting and managing data on social security program participants, provide benefits and financial health services in accordance with the provisions of the social security program, and is also responsible for providing information regarding the implementation of the social security program to participants and the community. This research aims to see the influence of work discipline and work motivation on organizational strategies mediated by work supervision at BPJS Employment throughout Medan Raya. The results of this research are as follows; Work Discipline has a positive and significant effect on Work Supervision with an original sample value of 0.646 and ap value of 0.000. Work Discipline has a positive and significant effect on Organizational Strategy with an original sample value of 0.348 and ap value of 0.000. Work Motivation has a positive and significant effect on Work Supervision with an original sample value of 0.298 and ap value of 0.000. Work Motivation has a positive and insignificant effect on Organizational Strategy with an original sample value of 0.090 and ap value of 0.209. Work Supervision has a positive and significant effect on Organizational Strategy with an original sample value of 0.508 and ap value of 0.000. Work Discipline has a positive and significant effect on Organizational Strategy through Work Supervision with an original sample value of 0.328 and ap value of 0.000. Work Motivation has a positive and significant effect on Organizational Strategy through Work Supervision with an original sample value of 0.151 and ap value of 0.000.]]>
<![CDATA[Performance Optimization ]]>
<![CDATA[Supana, Isra]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Organizations should be able to improve the quality of the organization, both improving information culture and management information systems and the performance of each of its human resources. Building and developing a business in the service and consultancy sector that focuses on technology and information really requires the role of human resources. Human resources are necessary activities and have an ideal role in an organization. This research is to see the effect of implementing organizational cultural values and management information systems on employee performance with organizational commitment as an intervening variable in Bpjs Employment branch offices throughout Medan Raya. The results of this research are as follows: Organizational culture has a positive and significant effect on employee performance with a sample value of 0.411 and ap value of 0.000. Organizational Culture has a positive and significant effect on Organizational Commitment with an original sample value of 0.434 and ap value of 0.000. Organizational Commitment has a positive and significant effect on Employee Performance with the original sample being 0.339 and p values 0.000. Management Information Systems have a positive and significant effect on Employee Performance with an original sample value of 0.228 and ap value of 0.008. Management Information Systems have a positive and significant effect on Organizational Commitment with an original sample of 0.541 and ap value of 0.000. Organizational Culture has a positive and significant effect on Employee Performance through Organizational Commitment with a value of 0.147 and a value of 0.001. Management Information Systems have a positive and significant effect on Employee Performance through Organizational Commitment with an original sample value of 0.183 and ap value of 0.000.]]>
<![CDATA[Performance Optimization ]]>
<![CDATA[Lufthi Al Riza Siregar, Ahmad]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Companies really need competent and quality human resources, especially in this era of globalization. All business organizations must be ready to adapt and strengthen themselves in order to compete so that they are able to answer all challenges in the future. Human resources in this case are employees who always play an active and dominant role in every organizational activity because humans are planners, actors and determinants of the realization of goals. This research aims to examine the influence of rewards and competencies on employee performance with punishment as an intervening variable at the Bank Indonesia Representative Office, North Sumatra Province. The results of this research are as follows: Competency has a positive and insignificant effect on employee performance with an original sample value of 0.127 and ap value of 0.210. Competence has a positive and significant effect on Punishment with an original sample value of 0.433 and ap value of 0.000. Punishment has a positive and significant effect on employee performance with an original sample value of 0.601 and ap value of 0.002. Rewards have a positive and insignificant effect on employee performance with an original sample value of 0.158 and ap value of 0.216. Rewards have a positive and significant effect on Punishment with an original sample value of 0.541 and ap value of 0.000. Competence has a positive and significant effect on employee performance through punishment with an original sample value of 0.260 and ap value of 0.006. Rewards have a positive and significant effect on employee performance through punishment with an original sample value of 0.325 and ap value of 0.006.]]>
<![CDATA[Determinants of Organizational Commitment ]]>
<![CDATA[Fajar Al Hadi, Andi]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research aims to examine the influence of the work environment and organizational culture on organizational commitment, mediated by work stress at the Bank Indonesia Representative Office, North Sumatra Province. Bank Indonesia is an independent state institution tasked with considering economic policy in Indonesia. Apart from these functions, Bank Indonesia has a scope of internal work which is under the management of the Internal Management sector. One of the sections under Bank Indonesia's internal division is the Human Resources (HR) section. Bank Indonesia HR has several tasks in managing employees, one of which is processing employee health data. The results of this research are as follows: Organizational Culture has a positive and insignificant effect on Organizational Commitment with an original sample value of 0.129 and an ap value of 0.205. Organizational Culture has a negative and significant effect on Job Stress with a sample value of -0.498 and ap value of 0.000. Work Environment has a positive and insignificant effect on Organizational Commitment with an original sample value of 0.483 and ap value of 0.002. Work Environment has a negative and significant effect on Work Stress with an original sample value of -0.476 and ap value of 0.000. Job Stress has a negative and significant effect on Organizational Commitment with an original sample value of -0.107 and ap value of 0.308. Organizational Culture has a positive and significant effect on Organizational Commitment through Work Stress indirectly with an original sample value of 0.053 and ap value of 0.315. Work Environment has a positive and insignificant effect on Organizational Commitment through Job Stress with an original sample value of 0.051 and ap value of 0.306.]]>
<![CDATA[The Impact of Job Satisfaction on Commitment ]]>
<![CDATA[Oka, Ardian]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[HR is an abbreviation of "Human Resources". This term is generally used in the context of organizational or corporate management to refer to the department or function responsible for managing aspects related to human resources, such as recruitment, training, employee development, performance management, and personnel administration needs to be paid attention to by the leadership of an organization or company in providing maximum service and satisfaction to the community, for this reason skilled and reliable human resources are needed Work has a positive and significant effect. on Employee Commitment with an original sample value of 0.303 and ap value of 0.004. HR Quality has a positive and significant effect on Job Satisfaction with an original sample value of 0.459 and an original sample value of 0.001 0.222 and p value of 0.052 original sample value of 0.443 and ap value of 0.002. Work Motivation has a positive and significant effect on Employees Commitment with an original sample value of 0.370 and ap value of 0.003. HR quality has a positive and significant effect on employee commitment through job satisfaction with an original sample value of 0.139 and ap value of 0.006. Work Motivation has a positive and insignificant effect on Employee Commitment through Job Satisfaction with an original sample value of 0.134 and ap value of 0.055.]]>
<![CDATA[Optimizing Commitment ]]>
<![CDATA[Tarigan, Azaria]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Support for facilities and infrastructure as well as adequate financial sources are other important elements in moving the wheels of an organization, but without the support of reliable human resources, organizational activities will not run, so optimizing the achievement of organizational goals cannot be achieved. This condition suggests that human resource development is an inevitable demand in order to ensure the availability of quality human resources according to organizational demands. The results of this research are as follows: Discipline has a positive and significant effect on Job Satisfaction with a value of 0.353 and a significant 0.012. Work Discipline has a positive and insignificant effect on Organizational Commitment with a value of 0.090 and a significant value of 0.323. Job Satisfaction has a positive and significant effect on Organizational Commitment with a value of 0.745 and a significant value of 0.000. Organizational Citizenship Behavior has a positive and significant effect on Job Satisfaction with a value of 0.557 and a significant 0.000. Organizational Citizenship Behavior has a positive and insignificant effect on Organizational Commitment with a value of 0.070 and a significant value of 0.301. Work Discipline has a positive and significant effect on Organizational Commitment through Job Satisfaction with a value of 0.263 and a significant value of 0.008. Organizational Citizenship Behavior has a positive and significant effect on Organizational Commitment through Job Satisfaction with a value of 0.415 and a significant value of 0.004.]]>
<![CDATA[Determinants of Job Performance ]]>
<![CDATA[Winari, Erni]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Human resource management (HRM) is a field of study and practice that focuses on the management and management of human resources in an organization. The aim is to ensure that the organization has a qualified, motivated and productive workforce to achieve its strategic goals. It is important for organizations to pay attention to human resources because the performance and success of the organization is very dependent on the quality and productivity of the workforce. Investments in HR development can increase employee loyalty, increase retention, reduce recruitment and retraining costs, and increase efficiency and productivity throughout the organization. The results of this research are as follows: Job satisfaction is unable to moderate organizational commitment to job performance with an original sample value of 0.004 and ap value of 0.486. Job Satisfaction is able to moderate and weaken Job Quality on Job Performance with an original sample value of -0.173 and ap value of 0.018. Job Satisfaction has a positive and significant effect on Job Performance with an original sample value of 0.495 and ap value of 0.001. Organizational Commitment has a positive and insignificant effect on Job Performance with an original sample value of 0.098 and ap value of 0.260. Work Quality has a positive and significant effect on Work Performance with an original sample value of 0.203 and ap value of 0.033.]]>
<![CDATA[Optimizing Work Performance ]]>
<![CDATA[Fahruzi Ritonga, Dadang]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Employees are not just resources, but rather capital or assets for institutions or organizations. Because of this, a new term emerged outside of human resources, namely human capital. Here human resources are seen not just as the main asset, but an asset that is valuable and can be multiplied, developed (compared with an investment portfolio) and not vice versa as a liability (expense). Here the perspective of human resources as an investment for institutions or organizations is more prominent. The results of this research are as follows: Organizational Culture has a positive and significant effect on Organizational Commitment with a value of 0.518 and a significant value of 0.000. Organizational Culture has a positive and significant effect on Work Performance with a value of 0.195 and a significant value of 0.035. Organizational Commitment has a positive and significant effect on Job Performance with a value of 0.554 and a significant 0.000. Job Stress has a negative and significant effect on Organizational Commitment with a value of -0.412 and a significant value of 0.000. Job Stress has a negative and significant effect on Job Performance with a value of -0.211 and a significant value of 0.036. Organizational culture has a positive and significant effect on work performance through organizational commitment with a value of 0.287 and a significant value of 0.000. Job Stress has a negative and significant effect on Job Performance through Organizational Commitment with a value of -0.228 and a significant value of 0.001.]]>
