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All Journal Jurnal Ilmiah Ekonomi Islam Quantitative Economics and Management Studies
Anfa, Sugianto
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Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Mathematics Social Sciences

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Growth Acceleration Strategy Sharia Regional Development Banks (BPD) In Indonesia Irmayani; Anfa, Sugianto; Anggraini, Tuti
Quantitative Economics and Management Studies Vol. 5 No. 4 (2024)
Publisher : PT Mattawang Mediatama Solution

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35877/454RI.qems2796

Abstract

This study aims to formulate the core problem by choosing what is the best strategic alternative that can be taken by Islamic business units to accelerate the growth of the Islamic banking industry. By exploring aspects of internal and external problems. Then the solution from internal and external of various acceleration strategies based on expert opinion related to the phenomenon of the researcher's problem. This research methodology is descriptive qualitative with a quantitative approach and research using ANP (Analytic Network Process) analysis tools. In this study using experts totaling 5 people consisting of academics, practitioners and regulatory experts. The results of this study indicate that: 1). There are two main problems, namely external and internal problems. The most prioritized problem in determining the acceleration strategy is the external problem with an average combined value of 53%, while for the W (Rater Agreement) value of all respondents is 0.36. The most prioritized external problem is the problem of local government support with an average value of 35% with a Rater Agreement of all respondents of 0.64, while the priority problem in internal problems is the problem of capital. 2) for the most prioritized solution, namely the external solution with a combined average value of 54%, while for the W (Rater Agreement) value of all respondents is 1. In the most prioritized external solution, namely local government support, the W (Rater Agreement) value is 0.84. With an average value of 35%. 3. The most prioritized strategy is conversion with an average value of 26%, while for the marger, spin off and acquisition strategies it is around 25%, with a W (Rater Agreement) value of 0.46, meaning that the answers of the respondents have moderate agreement.
Pengaruh Kepemimpinan, Kompensasi, dan Motivasi Kerja Terhadap Kinerja Karyawan dan Guru Pada Sekolah Dasar Islam Terpadu Deli Serdang Anfa, Sugianto; Soemitra, Andri; Nurjianti, Widya
Jurnal Ilmiah Ekonomi Islam Vol. 9 No. 3 (2023): JIEI : Vol.9, No.3, 2023
Publisher : ITB AAS INDONESIA Surakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29040/jiei.v9i3.11337

Abstract

Effective leaders not only use their power to encourage employee performance but can also provide high motivation, inspiration, and loyalty for employees to be able to devote all of their focus to achieving optimal performance. This study aims to determine the effect of leadership, compensation and motivation on employee performance. The sampling technique in this study is a random sampling technique, namely random sampling from three schools, namely SD IT Alhijrah 2, SD IT Bina Insan and SD IT Deli Insani, totaling 57 samples. The type of research used is quantitative research with multiple linear regression analysis. The data processing process uses SPSS 20. With a constant value of (9,190), it shows a positive value, meaning that if leadership, compensation and motivation are assumed to be constant, employee performance will increase by 9,190 units. The regression coefficient value of compensation is 0.186, this value can be interpreted when leadership increases by 1 unit, then employee performance will increase by 0.186 units. The value of the regression coefficient of compensation is 0.333, this value can be interpreted that when compensation increases by 1 unit, employee performance will increase by 0.333 units. The value of the regression coefficient of motivation is 0.415, this value can be interpreted that when motivation increases by 1 unit, then employee performance will increase by 0.415 units. The results of the study indicate that leadership has a partial effect on performance, compensation has a partial effect on performance, motivation has a significant and partial effect on performance and leadership, compensation and motivation have a simultaneous effect on performance.
Co-Authors Andri Soemitra Irmayani Nurjianti, Widya Tuti Anggraini