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Implementation Of Risk Management And Restructuring In Minimising Non-Performing Loans Pt Mandiri Tunas Finance Afiza, Afiza; Sari, Pipit Buana
Journal of Research in Social Science and Humanities Vol 5, No 1 (2025)
Publisher : Utan Kayu Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47679/jrssh.v5i1.261

Abstract

This study aims to determine the factors that influence non-performing loans at PT. Mandiri Tunas Finance, the implementation of Risk Management in minimizing non-performing loans at PT. Mandiri Tunas Finance and restructuring carried out in overcoming non-performing loans. The research method uses descriptive qualitative research. The results of the study indicate that the factors that influence non-performing loans at PT. Mandiri Tunas Finance are divided into two factors, namely internal factors such as incorrect analysis and the Account Officer's lack of accuracy in analyzing 5C both before the loan is taken and after it is disbursed, while external factors such as uncertain economic conditions have caused customers' businesses to experience reduced income and can no longer pay. The implementation of Risk Management in minimizing non-performing loans at PT. Mandiri Tunas Finance, including: Carrying out financing settlements politely and persuasively with customers; Carrying out rescheduling , namely changing the payment schedule for customer obligations or their terms; Carrying out reconditioning , namely changing some or all of the financing requirements without increasing the remaining principal of the customer's obligations that must be paid to the bank; Restructuring , namely changing the financing requirements. Restructuring in overcoming problematic credit at PT. Mandiri Tunas Finance is carried out by prioritizing the element of wisdom regarding the situation faced by debtors and the debtor's ability to pay, including taking into account the direction and policies of the regulator. 
The Role of Employee Engagement and Flexible HRM in Improving Employee Performance Afiza, Afiza; Fatyandri, Adi Neka; Muchsinati, Evi Silvana
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 9 No 2 (2026): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

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Abstract

Employee performance is a critical factor for maintaining organizational competitiveness, particularly in specialized service industries such as maritime safety equipment inspection. Employee engagement and flexible human resource management (FHRM) are often considered key drivers of improved job performance. While previous studies have examined the relationship between employee engagement and flexible HR practices, most have focused on sectors such as information technology. Limited research has explored these relationships in the maritime safety service sector, particularly in Indonesia. The study employed a quantitative research method using non-probability sampling with accidental sampling approach. Data were collected from 170 employees across five ship safety equipment inspection companies in Batam (PT Global Marine Safety, PT Sucofindo, PT Devin Marine Safety, PT Mulia Safety Service, and PT Cahaya Samudra Marine). The research utilized PLS-SEM analysis with SmartPLS application, measuring variables through a 10-point Likert scale questionnaire distributed online from November 2024 to January 2025. The results demonstrate that all variables (employee engagement, flexible human resource management, and job performance) exhibit high validity and reliability. Direct path analysis reveals that employee engagement significantly influences both FHRM (β = 0.595, p < 0.001) and job performance (β = 0.545, p < 0.001). However, FHRM does not significantly affect job performance directly (β = 0.211, p = 0.093) and fails to function effectively as a mediator between employee engagement and job performance (β = 0.126, p = 0.069). This study extends the literature by examining employee engagement and FHRM in the maritime safety sector in Indonesia. The findings suggest that employee engagement plays a more direct and dominant role in enhancing job performance than flexible HR practices. Organizations in specialized service industries should therefore prioritize strategies that strengthen employee engagement to improve performance outcomes.