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Sekolah Tinggi Ilmu Ekonomi Pasundan, Bandung

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The Influence of Motivation and Work Competence on Employee Performance: At A Company Engaged in Marketing Toni Geopani; Asep Rochyadi Suherman; Adang Adang; Annita Jannah; Djadjat Suswanto
Majalah Bisnis & IPTEK Vol. 17 No. 1 (2024): Majalah Bisnis & IPTEK
Publisher : Pusat Penelitian dan Pengabdian Pada Masyarakat (P3M) STIE Pasundan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55208/hxjx9v51

Abstract

This study investigates how work motivation and competency impact employee performance at a marketing-related organization. The research focused on work motivation and competence because these factors are critical in determining an individual's success within the organization's framework. The regression analysis method examines Employee performance in connection to these variables. Based on the research findings, motivation has a total influence of 40.7% on employee performance, making it the most significant factor. Motivation is an innate desire that propels people to accomplish the objectives they set for themselves at work. A high level of motivation can boost workers' morale, commitment, and work ethic. Managers must comprehend and use the elements that inspire workers, such as rewards for accomplishments, chances for professional growth, and suitable incentives. However, with a total influence of 27.3%, work competency also has a noteworthy impact on employee performance. Job competencies are the set of abilities, attitudes, and knowledge required to succeed in a specific work. Workers with solid work abilities are typically better equipped to perform their jobs quickly and effectively. As a result, the organization's management must be dedicated to enhancing worker competency through development, training, and ongoing education. With a coefficient of determination value of 68.1%, the analysis demonstrates that the influence of both job competence and motivation significantly influences variations in employee performance. Nonetheless, these two factors account for just about 31.9% of the variability in performance. External variables like the workplace, organizational policy, external economic situations, and internal employee considerations may also impact employee performance. These results give the organization's management helpful information for creating plans and policies that enhance worker performance. Enhancing work competence and staff motivation can be a significant starting point. To improve effectiveness, businesses must also consider other aspects affecting employee performance. The study highlights the significance of work motivation and competence as critical elements influencing employee performance in a marketing-related organization. Enterprises are expected to enhance their total performance, production, and efficiency by comprehending and controlling these aspects. To improve knowledge of the variables affecting worker performance and to pinpoint more targeted approaches to boosting competence and motivation at work, further study can be done.
Menjelajahi Ilmu Manajemen Generasi Ke 5 (Brainware Management) Menuju Kualitas Ilmu Manajemen Terintegrasi Dengan Posmodernisme Adang Adang; Dedi Hadian
Majalah Bisnis & IPTEK Vol. 11 No. 2 (2018): Majalah Bisnis & IPTEK
Publisher : Pusat Penelitian dan Pengabdian Pada Masyarakat (P3M) STIE Pasundan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55208/aztf5d92

Abstract

The age of postmodernism is part of the rejection of the paradigm of Rene Descrates through Cartesian - Newtonian jargon. This region rarely gets attention in the field of science / management flow in Indonesia. The conceptualization of management science in Indonesia tends to be quantified by statistical and mathematical formulas. The pioneers of this science forget Peter Drucker who introduced the "Heart Management" long ago, forgetting David Boje with the cycle of management postmodernism. The shallowness of the reasoning of Indonesian scientists about the management of postmodernism, may be the biggest consequence of postmodernist education on mere positivisation of science. So that intelligence is built is intelligence that has been structured due to technological progress, what happens. The author's research reveals more corruptors, intelligence is increasingly systematized, so that the mindset of a management scientist is merely moving without recognizing integrated reasoning.
Enhancing Employee Performance: The Impact of Motivation and Work Environment:A Case Study at A Convection Company in Bandung Nurul Oktaviani; Adang Adang; R. Rahadian Arby
Majalah Bisnis & IPTEK Vol. 18 No. 2 (2025): Majalah Bisnis & IPTEK
Publisher : Pusat Penelitian dan Pengabdian Pada Masyarakat (P3M) STIE Pasundan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55208/bistek.v18i2.412

Abstract

This study aims to investigate how employee performance is impacted by work environment and motivation. In this study, a descriptive and verifiable strategy was employed. Statements (questionnaires) sent to employees of one of the Bandung convective enterprises served as the study's data source. There are thirty-five participants in the study. The research utilizes both descriptive and verificative statistical methodologies. They helped with the SPSS (Statistical et al.) version 26 application by applying Correlation Data Analysis, Path Analysis, and Determination Coefficient Analysis. Motivation, Work Environment, and Employee Performance in one of the Bandung convection enterprises was determined to be related based on the entire data analysis. Thus, the work environment and motivation have an impact on employee performance. Other elements that may impact employee performance should be covered in this study. Furthermore, in comparison to the work environment, motivation has less of an effect. Therefore, the business ought to prioritize the work environment while simultaneously maximizing employee motivation at one of Bandung's convective businesses.