Article Per Year (5 Year)
p-Index From 2021 - 2026
0.61
P-Index
This Author published in this journals
All Journal Ilomata International Journal of Management Ilomata International Journal of Management ProBisnis : Jurnal Manajemen
Subranta, Aris
Unknown Affiliation
Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Industrial & Manufacturing Engineering Social Sciences

Published : 3 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 3 Documents
Search

 1 
The Relationship between Job Satisfaction and Organizational Commitment to Employee Turnover Rate at PT Trans Rekreasindo during the Covid 19 Pandemic Subranta, Aris; Iswadi, Udi; Dzikri, Ahlu
ProBisnis : Jurnal Manajemen Vol. 15 No. 4 (2024): August-September: Management Science
Publisher : Lembaga Riset, Publikasi dan Konsultasi JONHARIONO

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

This study aims to determine whether job satisfaction and organizational commitment have a direct effect on Employee Turnover. Quantitative research uses a correlational approach. The population of this study is 90 employees at PT Trans Rekreasindo. The sample consisted of 90 employees. Saturated sampling was used in this study. Research instruments made by researchers guided by dimensions and expert indicators are used to collect data through survey methods. The Likert scale with five alternative answer options ranging from strongly agree, agree, doubt - doubt, disagree, and strongly disagree was used in the questionnaire. Data analysis was carried out using SPSS Version 20 The findings of this research said 1) the result of the job satisfaction variable tcount of 6.123 was greater than the ttable so the tcount > ttable so that the influence of the job satisfaction variable significantly on employee turnover 2) the organizational commitment variable tcalculated of 1.709 showed that the tcount > ttable, significance 0.091 < 0.05 so the organizational commitment variable had no significant influence on employee turnover 3) the results of the simultaneous test showed a value of F = 21.644 and a significance value < probability of 0.000 < 0.05 so the variables Job satisfaction and organizational commitment had a positive and significant influence on employee turnover.
Financial Management of MSMEs: Cost Control Strategies and Profit Improvement Amid Economic Uncertainty Subranta, Aris; Sari, Gema Ika; Dzikri, Ahlu
Ilomata International Journal of Management Vol. 7 No. 1 (2026): January 2026
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v7i1.1935

Abstract

Micro, Small, and Medium Enterprises (MSMEs) are the backbone of Indonesia’s economy, yet they remain vulnerable to economic uncertainty caused by global crises, supply chain disruptions, and policy shifts. These challenges emphasize the need for effective financial management strategies to ensure sustainability and profitability. This study aims to identify cost control strategies, evaluate the role of digital innovation and business model adaptation in profit improvement, and propose a holistic financial management framework for MSMEs. Using a qualitative approach with a literature review design, data were collected from scholarly journals, research reports, and policy documents published in the last five years, supported by relevant classical works. Content analysis was applied to identify patterns and relationships among financial practices, cost efficiency, and profit sustainability. The findings reveal that cost discipline, including zero-based budgeting, inventory optimization, and supplier negotiations, is critical for maintaining liquidity and operational efficiency during crises. At the same time, digital innovation—through e-commerce, QRIS-based payments, and cloud accounting—reduces transaction costs and expands market reach, while business model adaptation ensures income diversification and resilience. Importantly, financial literacy among MSME owners strengthens the integration of these strategies, enabling them to respond adaptively to uncertainty. The study concludes that a holistic model combining cost control, digital transformation, and reinvestment in financial and human capital offers MSMEs a sustainable pathway to resilience and long-term profitability.
Financial Management of MSMEs: Cost Control Strategies and Profit Improvement Amid Economic Uncertainty Subranta, Aris; Sari, Gema Ika; Dzikri, Ahlu
Ilomata International Journal of Management Vol. 7 No. 1 (2026): January 2026
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v7i1.1935

Abstract

Micro, Small, and Medium Enterprises (MSMEs) are the backbone of Indonesia’s economy, yet they remain vulnerable to economic uncertainty caused by global crises, supply chain disruptions, and policy shifts. These challenges emphasize the need for effective financial management strategies to ensure sustainability and profitability. This study aims to identify cost control strategies, evaluate the role of digital innovation and business model adaptation in profit improvement, and propose a holistic financial management framework for MSMEs. Using a qualitative approach with a literature review design, data were collected from scholarly journals, research reports, and policy documents published in the last five years, supported by relevant classical works. Content analysis was applied to identify patterns and relationships among financial practices, cost efficiency, and profit sustainability. The findings reveal that cost discipline, including zero-based budgeting, inventory optimization, and supplier negotiations, is critical for maintaining liquidity and operational efficiency during crises. At the same time, digital innovation—through e-commerce, QRIS-based payments, and cloud accounting—reduces transaction costs and expands market reach, while business model adaptation ensures income diversification and resilience. Importantly, financial literacy among MSME owners strengthens the integration of these strategies, enabling them to respond adaptively to uncertainty. The study concludes that a holistic model combining cost control, digital transformation, and reinvestment in financial and human capital offers MSMEs a sustainable pathway to resilience and long-term profitability.
Co-Authors Dzikri, Ahlu Iswadi, Udi Sari, Gema Ika