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Roy Qurrotu Ainin
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PERAN PERENCANAAN SUMBER DAYA MANUSIA DALAM ANALISIS PEKERJAAN DAN REKRUTMEN Roy Qurrotu Ainin; Mhd. Irsan Nasution; Tri Pangkat Soesiawan; M. Alkaf; Supratikta, Hadi
Multidisciplinary Indonesian Center Journal (MICJO) Vol. 2 No. 1 (2025): Vol. 2 No. 1 Edisi Januari 2025
Publisher : PT. Jurnal Center Indonesia Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62567/micjo.v2i1.329

Abstract

Human resource planning in the industrial revolution of the society 5.0 era must be carried out carefully, strategically and effectively in responding to the challenges of human resources that have flexibility that changes very quickly. The purpose of this research is to provide an explanation of the study of the role of human resource planning in job analysis and recruitment of human resources within the company, namely by formulating human resource planning steps based on job analysis and explaining the importance of job analysis in developing recruitment and workforce development strategies, and evaluating human resource planning effectively and efficiently by making continuous improvements to the human resource planning that has been arranged in accordance with the vision and mission of the Company. The research method used is descriptive analytical method obtained from secondary data sources taken from journals, articles and books using a qualitative research approach to literature study. The results of this study indicate that HR planning based on job analysis can provide a strategic advantage in managing the workforce in the company so that human resource planning in this study has an important role in job analysis and job analysis provides a strong basis for developing HR strategies, from recruitment to company development
ANALYSIS OF WORK CULTURE, COMPETENCIES, CAREER DEVELOPMENT ON EMPLOYEE PERFORMANCE THROUGH COMPENSATION AT PT PELINDO REGIONAL 2 NORTH JAKARTA Roy Qurrotu Ainin; Agustina Mogi; Taswanda Taryo
Multidisciplinary Indonesian Center Journal (MICJO) Vol. 3 No. 1 (2026): Vol. 3 No. 1 Edisi Januari 2026
Publisher : PT. Jurnal Center Indonesia Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62567/micjo.v3i1.2210

Abstract

This study aims to analyze the effects of Work Culture, Competence, and Career Development on Employee Performance through Compensation at PT Pelindo Regional 2 North Jakarta. The research employs a quantitative and descriptive approach. The sampling technique used is probability sampling with a simple random sampling method, involving 241 respondents. The analytical tool applied in this study is Partial Least Squares–Structural Equation Modeling (PLS-SEM) version 4.0. The results of the study can be summarized as follows: (1) Work culture has a positive effect on compensation with a path coefficient of 0.195; (2) Competence has a positive effect on compensation with a path coefficient of 0.110; (3) Career development has the strongest positive effect on compensation with a path coefficient of 0.532; (4) Work culture has a negative effect on employee performance with a path coefficient of –0.066; (5) Competence has a positive effect on employee performance with a path coefficient of 0.060; (6) Career development has a negative effect on employee performance with a path coefficient of –0.204; (7) Compensation has a positive and the most dominant effect on employee performance with a path coefficient of 0.764; (8) Work culture has a positive indirect effect on employee performance through compensation with a path coefficient of 0.149; (9) Competence has a positive indirect effect on employee performance through compensation with a path coefficient of 0.084; and (10) Career development has the strongest indirect effect on employee performance through compensation with a path coefficient of 0.406. Based on these findings, it is recommended that the management of PT Pelindo Regional 2 prioritize a fair and performance-based compensation system, as it has been proven to be the most dominant factor in improving employee performance. Furthermore, career development and competence enhancement should be accompanied by proportional rewards and welfare improvements to ensure productive outcomes and encourage optimal employee contributions.
Co-Authors Agustina Mogi M. Alkaf Mhd. Irsan Nasution Supratikta, Hadi Taswanda Taryo Tri Pangkat Soesiawan