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All Journal Studi Ilmu Manajemen dan Organisasi IIJSE
Deden Sutisna
Universitas Widyatama, Bandung, Indonesia
Economics, Econometrics & Finance

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The Influence of Interpersonal Communication, Work Environment, and Self-Efficacy on Employee Performance at Best Western Premier La Grande Hotel Adilah Luthfi Sukmaputri; Deden Sutisna
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8303

Abstract

This study aims to obtain empirical evidence on "The Influence of Interpersonal Communication, Work Environment, and Self-Efficacy on Employee Performance at the Best Western Premier La Grande Hotel". The results of this study can be used as a contribution of thought for companies in an effort to improve employee performance through improving interpersonal communication, work environment, and self-efficacy. The research method used is descriptive and verification analysis. Data collection used is interviews using questionnaires accompanied by observation techniques, sampling techniques using saturated samples or censuses totaling 200 people. Data analysis techniques use multiple linear regression, multiple correlation, and the coefficient of determination partially or simultaneously. The results of the study show that simultaneously interpersonal communication, work environment, and self-efficacy have an influence of 55.1% on employee performance at the Best Western Premier La Grande Hotel. Partially, interpersonal communication has an influence of 23.5% on performance, and the work environment has an influence of 22.5% on employee performance. The more comfortable the work environment will improve employee performance at the Best Western Premier La Grande Hotel. Partially self self-efficacy has an influence of 8.8% on employee performance.
The Influence of Persistence on Job-Change Intentions among Industrial Millennial Workers Deden Sutisna; Rima Rahmayanti
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 8 No 3 (2025): Sharia Economics
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v8i3.8400

Abstract

It is challenging to envision a situation where the level of grit among industrial company workers remains unidentified and unmeasured especially considering that these individuals belong to the millennial generation, which is widely regarded as difficult to manage. Moreover, it remains unclear whether grit influences job-hopping behavior or vice versa. In this sector, job-hopping appears to be both a reflection and a determinant of worker grit. A strong association exists between employee grit and job-hopping, which in turn is linked to improvements in management outcomes. This study employed a quantitative method, distributing 100 questionnaires among a population of 328,673 workers in the industrial sector located in Purwakarta Regency, West Java, Indonesia. The findings suggest that higher grit levels among workers contribute to increased job-hopping behavior, and there is a significant correlation between grit and positive developments in job-hopping patterns. It is recommended that company management adopt a persuasive policy approach to strategically manage worker grit, ensuring that job-hopping remains under control. One of the biggest challenges for management is to handle the constantly shifting work behavior of millennial employees an inconsistency that is likely to persist due to the unique characteristics of this generation in the workplace.
Peran Kepemimpinan Transformasional dan Motivasi Pada Kinerja yang dipengaruhi Kesiapan Berubah Herni Nurtini; Deden Sutisna
Studi Ilmu Manajemen dan Organisasi Vol 6 No 3 (2025): Oktober
Publisher : Penerbit Goodwood

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/simo.v6i3.4070

Abstract

Purpose: To determine the role of Transformational Leadership, Motivation to organizational performance mediated by Readiness to Change Methodology/approach: This research uses quantitative research methods The number of samples based on the Yount table for a population of 101 -1000 the number of samples is 10% in this study a sample of 60 respondents from 141 employees. In this study, random sampling technique was used. This research uses the Smart PLS program 4.0 program and uses analytical methods in the form of validity tests, reliability tests, R-square tests, and hypothesis testing. Results/findings: readiness to change does not mediate transformational leadership and motivation to performance; transformational leadership has a significant effect on readiness to change, motivation has a significant effect on readiness to change and performance. Conclusions: This study found that transformational leadership only influences readiness to change, while motivation affects both employee performance and readiness to change. Readiness to change has no effect on performance nor serves as a mediating variable. Limitations: this research is only limited to the Department of Communication and Informatics so that the results cannot be generalized. Contribution: This study proves that transformational leadership greatly affects the readiness of employees to face change, the need to increase transformational leadership training to increase the expertise of leaders in directing employees to achieve organizational goals.
Co-Authors Adilah Luthfi Sukmaputri Herni Nurtini Rahmayanti, Rima