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All Journal Jurnal Mahasiswa Manajemen dan Akuntansi Jurnal Pengabdian Masyarakat
Ahen Nikolas Banoet
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Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Health Professions Public Health Social Sciences Other

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Kualitas Pelayanan dan Sistem Manajemen SDM Toko Listrik Dan Eliktronik, Sinar Welisa Jaya Surabaya, Jawa Timur: Laporan Kegiatan Kuliah Kerja Lapangan Ahen Nikolas Banoet; Harsono Teguh; Achmad Daengs GS
Jurnal Pengabdian Masyarakat Vol. 3 No. 1 (2024): April : Jurnal Pengabdian Masyarakat
Publisher : Universitas 45 Surabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30640/abdimas45.v3i1.2329

Abstract

Companies really need competent and quality human resources, especially in this era of globalization. All business organizations must be ready to adapt and strengthen themselves in order to compete so that they are able to answer all challenges in the future. Human resources in this case are employees who always play an active and dominant role in every organizational activity because humans are planners, actors and determinants of the realization of goals. Human resource management (HRM) is a process of dealing with various problems within the scope of employees, employees, workers, managers and other workers to be able to support the activities of an organization or company in order to achieve predetermined goals. Human resources are a very valuable factor, so the company is responsible for maintaining the quality of work life and developing the workforce so that they are willing to contribute optimally to achieve company goals (Pruijt, 2003). Placing employees in the right positions will help the company to obtain optimal work results and achieving expected goals. This is reinforced by Hasibuan's (2005) statement that placement must be based on job descriptions and job specifications that have been determined and guided by the principle of the right person in the right place and the right person behind the work. An organization, according to Rivai (2004) Without support employees/employees who are suitable both in terms of quantitative, qualitative, strategic and operational aspects, then the organization/company will not be able to maintain its existence, develop and advance in the future. For this reason, quality human resources are needed to support the tasks that are the responsibility of the organization
Pengaruh Budaya Organisasi dan Gaya Kepemimpinan terhadap Kinerja Karyawan pada Toko Sinar Welisa Jaya Citraland Surabaya Ahen Nikolas Banoet; Bambang Karnain; Harsono Teguh Santoso; Achmad Daengs G.S; Rina Dewi
Jurnal Mahasiswa Manajemen dan Akuntansi Vol. 4 No. 2 (2025): Oktober : JUMMA'45: Jurnal Mahasiswa Manajemen dan Akuntansi
Publisher : Fakultas Ekonomi Universitas 45 Surabaya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30640/jumma45.v4i2.5339

Abstract

This study aims to determine the influence of organizational culture and leadership style on employee performance at Sinar Welisa Jaya Store. The research method used is a quantitative method. The data processed are the results of a questionnaire with a population of 60 and a sample of 37.5 respondents. The data analysis technique used is the classical assumption test consisting of normality test, multicollinearity test, heteroscedasticity test and multiple linear regression analysis, as well as hypothesis testing namely the coefficient of determination, f test, t test. The results of the study, based on the test results, indicate that organizational culture and leadership style have a significant influence on employee performance at the Sinar Welisa Jaya Citraland Surabaya store. This is evidenced by the coefficient of determination, which shows a correlation between employee performance and all independent variables (organizational culture and leadership style) of 0.589, or 59.8%. This means that 59.8% of the variation or change in employee performance is jointly influenced by organizational culture and leadership style, while the remaining 40.2% of the variation or change in employee performance is caused by other variables not included in this study.
Co-Authors Achmad Daengs G.S Bambang Karnain GS , Achmad Daengs Harsono Teguh Harsono Teguh Santoso Rina Dewi