Article Per Year (5 Year)
p-Index From 2021 - 2026
2.092
P-Index
This Author published in this journals
All Journal International Journal of Economics, Business and Accounting Research (IJEBAR) Mejuajua Indonesian Journal of Business Analytics (IJBA) Annals of Human Resource Management Research Jobmark: Journal of Branding and Marketing Communication Al-Kharaj: Jurnal Ekonomi, Keuangan & Bisnis Syariah El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam Prosiding Seminar Nasional Ilmu Manajemen Kewirausahaan dan Bisnis
Sutianingsih
Unknown Affiliation
Agriculture, Biological Sciences & Forestry Arts Humanities Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Public Health Social Sciences Other

Published : 12 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 12 Documents
Search

 1   2 
Workload, incentives, and job satisfaction: Their influence on employee retention Prihantoro, Aris; Sutianingsih
Annals of Human Resource Management Research Vol. 5 No. 2 (2025): June
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i2.2930

Abstract

Purpose: This study aims to analyze the effect of workload, incentives, and job satisfaction on employee retention. Methodology: The data collection method used a questionnaire conducted on respondents, namely employees of UD. Agung Rejeki with a saturated sampling technique. The data analysis technique in testing the research hypothesis used linear and multiple regression analysis techniques and the Sobel Test. Results: 1) there is a positive and significant effect between workload variables on employee retention; 2) there is a positive and significant effect between incentives on employee retention; 3) there is a negative effect between workload on job satisfaction; 4) there is a positive and significant effect between incentives on job satisfaction; 5) there is a positive and significant effect between workload, incentives, and job satisfaction on employee retention; 6) job satisfaction is able to mediate the relationship between workload and employee retention; 7) job satisfaction is able to mediate the relationship between incentives and employee retention. Conclusions: This study found that workload and incentives have a positive and significant influence on employee retention. However, workload has a negative impact on job satisfaction, while incentives actually increase job satisfaction. In addition, job satisfaction itself has been proven to have a positive and significant effect on employee retention. Job satisfaction also acts as a mediator in the relationship between workload and employee retention, as well as between employee incentives and retention. This shows that to increase employee retention, companies need to pay attention to workload and provide adequate incentives to maintain job satisfaction levels. Limitations: The study was limited to companies in Lampung, the potential for questionnaire bias, the approach was only quantitative, and did not consider external factors such as organizational culture and leadership. Contribution: This research reinforces the importance of implementing GHRM in improving employee performance and organizational sustainability, as well as encouraging follow-up research with qualitative approaches and external factors.
Studi Empiris Pengaruh Manajemen Kinerja terhadap Produktivitas melalui Kepuasan Karyawan Ridwan Kurniawan; Sutianingsih
Al-Kharaj: Jurnal Ekonomi, Keuangan & Bisnis Syariah Vol. 6 No. 8 (2024): Al-Kharaj: Jurnal Ekonomi, Keuangan & Bisnis Syariah
Publisher : Intitut Agama Islam Nasional Laa Roiba Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47467/alkharaj.v6i8.4384

Abstract

The competition between MSMEs that is created will encourage many MSME players to start looking for ways to increase the number of sales to continue to make the maximum profit possible. Several steps will be taken, one of which is starting to pay attention to performance management and creating a more efficient and effective path. This research aims to find out whether performance management and can influence the company's productivity level. The research was conducted using a survey method with a total sample of 25 employees who were registered as workers at the Nasi Kepal Jaya Wijaya MSME, which is a fairly successful producer of packaged rice balls and side dishes in the city of Surakarta. Data were collected using a questionnaire and then scoring and interpretation were carried out using a Likert Scale. The research results show that performance management and have a big influence on the company's productivity level. The indirect influence between performance management (X) and productivity (Y) through the employee satisfaction variable (M) has a path coefficient value of: 0.673 x 0.568 = 0.328 with a significant value for the influence of X on Y through M being 0.020<0.05 and calculated t value 2.325> t table 2.048 which means there is a partial influence between the performance management variable (X) on the productivity variable (Y) through (M). This indicates that although performance management does not have a significant influence on productivity directly, the two will influence each other through employee satisfaction as mediation.
Co-Authors Abdul Rochman Agustin Diah Nurbaiti Bekti Ismiah Dafiana, Erla Fera Valentina Giri Pamungkas Moh Faizin Prihantoro, Aris Prisella Putri Octaviyani Ridwan Kurniawan Rini Handayani Siti Almaidah Woro Sulistyorini