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MANAGEMENT OF SEWING TRAINING PROGRAM IN INCREASING THE BASIC COMPETENCE OF TRAINING PARTICIPANTS AT WORK TRAINING CENTERS, KABUPATEN SUBANG Oktaviani, Nindi Dwi; Hufad, Achmad; Saepudin, Asep
Indonesian Journal of Adult and Community Education Vol 4, No 1 (2022): Vol 4, No 1 (2022)
Publisher : Universitas Pendidikan Indonesia (UPI)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17509/ijace.v4i1.53610

Abstract

The management of the training program is one of the success factors of the Subang Regency UPTD BLK in the awarding of the Vocational Training Award (PVA) in 2021. The sewing training program is The training program is in great demand by the community because it has ample job opportunities. This study aims to determine how far the management of sewing training programs can improve the basic competence of training participants at the UPTD BLK Subang Regency. This research uses a descriptive qualitative approach with data collection techniques namely interviews, observation, and documentation. The results of this study obtained that 1) at the planning stage, managers identify needs, develop goals, curricula, strategies, evaluation tools, facilities and training infrastructure with instructors, as well as training financing, 2) at the organizing stage, the manager forms a recruitment team, finance team, facilities and infrastructure team, reporting team, as well as instructors as training implementers, where each team works according to the implementation training schedule, 3) at the implementation stage, instructors provide teaching, guiding, and motivating participants so that they are enthusiastic about participating in the training until the program is finished, then during the training participants are active and have the motivation to learn to increase skills in sewing, then sources and learning media are also in accordance with the needs and can be used properly by training participants, 4) at the evaluation stage, the manager carries out a learning evaluation at the end of the program in the form of questions and practice. in addition, managers also carry out program evaluations to see the effectiveness of the implementation of the program, participants also take a competency test organized by the center to obtain a professional certificate. The result of organizing sewing training is an increase in knowledge, skills, and attitudes that participants feel after attending the training.
The Influence of Work Discipline and Workload on Employee Performance: Study At One of The Banks in Bandung Oktaviani, Nindi Dwi; Satria, RD. Okky; Adinata, Ujang Wawan Sam; Sukmalana, Soelaiman; Supartini, Tini; Titi, Titi
Journal of Economics, Management, and Entrepreneurship Vol. 2 No. 1 (2024): Journal of Economics, Management, and Entrepreneurship
Publisher : P3M, STIE Pasundan, Bandung, Indonesia.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55208/jeme.v2i1.160

Abstract

This study was done by selecting a sample of 40 respondents from the population. This study investigates the use of SPSS 22 software for Windows operating systems. The research findings are as follows: A study was conducted to assess the work discipline of employees at a bank in Bandung. The data processing revealed that the average rating of respondents' responses was 2.98, which falls within the "Good enough" threshold. The workload of staff at a bank in Bandung was assessed by analyzing data processing results from respondents. The average score received was 3.00, which falls within the "Good enough" requirements for the test findings. The data processing findings from respondents at one of the banks in Bandung provided an overview of employee performance. The average score received was 3.28, which falls within the "Quite good" requirement for test results. The impact of work discipline and workload on employee performance at a bank in Bandung is as follows: the direct influence of work discipline on employee performance is 28.40%, and the indirect influence through work discipline is 17.44%. Therefore, the total influence of work discipline on employee performance is 46.95%. The impact of workload on employee performance at a bank in Bandung is directly influenced by work discipline, accounting for 17.44% of the total influence. Additionally, there is an indirect influence of 29.53% through workload, resulting in a total influence of work discipline on employee performance of 76.8% at this particular bank in Bandung. The impact of work discipline on employee performance at a bank in Bandung is measured at 0.546 or 54.6%, indicating a reasonably good correlation. Similarly, the influence of workload on employee performance at the same bank in Bandung is measured at 0.352 or 35.2%. The criteria are highly stringent, and the correlation between work discipline and workload is 0.892 or 89.2%, indicating a strong association. When considered jointly or concurrently, these factors have a combined total influence of 76.48%, with work discipline accounting for 46.95% and workload accounting for 29.53%. Hence, the overall impact amounts to 76.8%. The results indicate that the impact of these two variables falls within the very significant range, while the remaining elements, which have not been examined, also influence employee performance by 23.2%.
The Influence of Work Discipline and Workload on Employee Performance: Study At One of The Banks in Bandung Oktaviani, Nindi Dwi; Satria, Rd. Okky; Adinata, Ujang Wawan Sam; Sukmalana, Soelaiman; Supartini, Tini; Titi, Titi
Journal of Economics, Management, and Entrepreneurship Vol. 2 No. 1 (2024): Journal of Economics, Management, and Entrepreneurship
Publisher : P3M, STIE Pasundan, Bandung, Indonesia.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55208/jeme.v2i1.160

Abstract

This study was done by selecting a sample of 40 respondents from the population. This study investigates the use of SPSS 22 software for Windows operating systems. The research findings are as follows: A study was conducted to assess the work discipline of employees at a bank in Bandung. The data processing revealed that the average rating of respondents' responses was 2.98, which falls within the "Good enough" threshold. The workload of staff at a bank in Bandung was assessed by analyzing data processing results from respondents. The average score received was 3.00, which falls within the "Good enough" requirements for the test findings. The data processing findings from respondents at one of the banks in Bandung provided an overview of employee performance. The average score received was 3.28, which falls within the "Quite good" requirement for test results. The impact of work discipline and workload on employee performance at a bank in Bandung is as follows: the direct influence of work discipline on employee performance is 28.40%, and the indirect influence through work discipline is 17.44%. Therefore, the total influence of work discipline on employee performance is 46.95%. The impact of workload on employee performance at a bank in Bandung is directly influenced by work discipline, accounting for 17.44% of the total influence. Additionally, there is an indirect influence of 29.53% through workload, resulting in a total influence of work discipline on employee performance of 76.8% at this particular bank in Bandung. The impact of work discipline on employee performance at a bank in Bandung is measured at 0.546 or 54.6%, indicating a reasonably good correlation. Similarly, the influence of workload on employee performance at the same bank in Bandung is measured at 0.352 or 35.2%. The criteria are highly stringent, and the correlation between work discipline and workload is 0.892 or 89.2%, indicating a strong association. When considered jointly or concurrently, these factors have a combined total influence of 76.48%, with work discipline accounting for 46.95% and workload accounting for 29.53%. Hence, the overall impact amounts to 76.8%. The results indicate that the impact of these two variables falls within the very significant range, while the remaining elements, which have not been examined, also influence employee performance by 23.2%.