Articles
<![CDATA[The Influence of Organizational Culture and Employee Engagement on Employee Performance With Organizational Commitment as a Moderation Variable at the BPJS Ketenagakerjaan Medan Kota Branch Office and Sumbagut Regional Office ]]>
<![CDATA[Drixen Alexander Mawuntu]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.262
<![CDATA[This study was conducted to find out the Influence of Organizational Culture and Employee Engagement on Employee Performance with Organizational Commitment as a Moderating Variable at the BPJS Employment Medan Kota Branch Office and the Sumbagut Regional Office. Organizations, both companies and government agencies in carrying out their activities, of course, need human resources that support efforts to achieve the goals that have been set by the organization, the success of an agency / organization is not only determined by the facilities owned, but also the availability of reliable human resources. The results of this study are as follows: Organizational Culture has a positive and significant effect on Employee Performance with the original sample value of 0.226 and p values of 0.015. Employee Engagement had a positive and significant effect on Employee Performance with the original sample value of 0.025. Organizational Commitment has a positive and significant effect on Employee Performance with the original sample value of 0.457 and p values of 0.003. Organizational Culture affects Employee Performance moderated by Organizational Commitment with an original sample value of -0.218 and p values of 0.045. Employee Engagement has an effect on Employee Performance moderated by Organizational Commitment with an original sample value of 0.098 and p values of 0.228.]]>
<![CDATA[The Effect of Work Stress and Work Conflict on Employee Performance with Work Motivation as an Intervening Variable at BPJS Ketenagakerjaan Branch Office in Medan Raya ]]>
<![CDATA[Dian Renita Napitupulu]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.272
<![CDATA[BPJS Employment is (Employment Social Security Organizing Agency) is a public program that provides protection for workers to overcome certain socio-economic risks and its implementation uses a social insurance mechanism as a State institution engaged in social insurance. BPJS Ketenagakerjaan, formerly known as PT Jamsostek (Persero), is the implementer of the labor social security law. This study aims to see the effect of Work Stress and Work Conflict on Employee Performance with Work Motivation as an Intervening Variable in Bpjs Employment Branch Office in Medan Raya The results of this study are as follows: Work Conflict has a positive and significant effect on Employee Performance with the original sample value of 0.351 and p values of 0.011. Work Conflict had a positive and significant effect on work motivation with the original sample value of 0.783 and p values of 0.000. Work Motivation had a positive and significant effect on Employee Performance with the original sample value of 0.481 and p values of 0.001. Work Stress had a positive and insignificant effect on Employee Performance with the original sample value of 0.084 and p values of 0.186. Work Stress had a positive and significant effect on Work Motivation with the original sample value of 0.164 and p values of 0.017. Work Conflict has a positive and significant effect on Employee Performance through Work Motivation with the original sample value of 0.377 and p values of 0.001. Work Stress had a positive and insignificant effect on Employee Performance through Work Motivation with the original sample value of 0.079 and p values of 0.050.]]>
<![CDATA[The Effect Of The Implementation Of Organizational Culture Values And Management Information Systems On Employee Performance With Organizational Commitment As An Intervening Variable In BPJS Kenagakerjaan Branch Office In Medan Raya ]]>
<![CDATA[Isra Supana]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.284
<![CDATA[Organizations should be able to improve the quality of the organization, both the improvement of information culture and management information systems, and the performance of each of its human resources. Building and developing a business in the field of services and consultants that focus on technology and information is indispensable to the role of human resources. Human resources are a necessary activity and have an ideal role in an organization. This study is to see the Effect of the Implementation of Organizational Culture Values and Management Information Systems on Employee Performance with Organizational Commitment as an Intervening Variable at Bpjs Kenagakerjaan, Branch Offices in Medan Raya. The results of this study are as follows: Organizational Culture has a positive and significant effect on Employee Performance with a sample value of 0.411 and p values of 0.000. Organizational Culture had a positive and significant effect on Organizational Commitment with the original sample value of 0.434 and p values of 0.000. Organizational Commitment has a positive and significant effect on Employee Performance with the original sample of 0.339 and p values of 0.000. The Management Information System had a positive and significant effect on Employee Performance with the original sample value of 0.228 and p values of 0.008. The Management Information System had a positive and significant effect on Organizational Commitment with the original sample of 0.541 and p values of 0.000. Organizational Culture has a positive and significant effect on Employee Performance through Organizational Commitment with a value of 0.147 and p values of 0.001. Management Information System has a positive and significant effect on Employee Performance through Organizational Commitment with an original sample value of 0.183 and p values of 0.000.]]>
<![CDATA[The Influence of Work Discipline and Work Motivation on Organizational Strategy Mediated by Work Supervision at BPJS Employment in Medan Raya ]]>
<![CDATA[Fitriyani Hasibuan]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.285
<![CDATA[BPJS Employment has functions and responsibilities such as, conducting and receiving registration for BPJS participants, collecting and collecting contributions from participants and employers, receiving contribution assistance from the government, managing social security funds for the benefit of participants, collecting and managing data on participants in the social security program, providing benefits and financing health services in accordance with the provisions of the social security program, and also responsible for providing information about implementation of social security programs to participants and the community. This study aims to see the Influence of Work Discipline and Work Motivation on Organizational Strategy Mediated by Work Supervision at Bpjs Employment in Medan Raya, the results of this study are as follows; Work Discipline had a positive and significant effect on Work Supervision with the original sample value of 0.646 and p values of 0.000. Work Discipline had a positive and significant effect on Organizational Strategy with the original sample value of 0.348 and p values of 0.000. Work Motivation had a positive and significant effect on Work Supervision with the original sample value of 0.298 and p values of 0.000. Work Motivation had a non-significant positive effect on Organizational Strategy with the original sample value of 0.090 and p values of 0.209. Work Supervision had a positive and significant effect on the Organizational Strategy with the original sample value of 0.508 and p values of 0.000. Work Discipline has a positive and significant effect on Organizational Strategy through Work Supervision with an original sample value of 0.328 and p values of 0.000. Work Motivation has a positive and significant effect on Organizational Strategy through Work Supervision with an original sample value of 0.151 and p values of 0.000.]]>
<![CDATA[The Effect Of Human Resource Quality And Work Motivation On Employee Commitment With Job Satisfaction As An Intervening Variable In Bank Indonesia Representative Offices North Sumatra Province ]]>
<![CDATA[Ardian Oka]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.304
<![CDATA["HR" stands for "Human Resources". The term is generally used in the context of the management of an organization or company to refer to a department or function responsible for managing aspects related to human resources, such as recruitment, training, employee development, performance management, and personnel administration. Human resource management needs to be considered by the leadership of an organization or company in providing maximum service and satisfaction to the community, for that it requires skilled and reliable human resources. The results of this study are as follows: Job Satisfaction has a positive and significant effect on Employee Commitment with the original sample value of 0.303 and p values of 0.004. The quality of human resources has a positive and significant effect on Job Satisfaction with the original sample value of 0.459 and p values of 0.001. The quality of human resources had a positive and insignificant effect on Employee Commitment with the original sample value of 0.222 and p values of 0.052. Work Motivation had a positive and significant effect on Job Satisfaction with the original sample value of 0.443 and p values of 0.002. Work Motivation had a positive and significant effect on Employee Commitment with an original sample value of 0.370 and p values of 0.003. The quality of human resources has a positive and significant effect on Employee Commitment through Job Satisfaction with the original sample value of 0.139 and p values of 0.006. Work Motivation had a positive and insignificant effect on Employee Commitment through Job Satisfaction with the original sample value of 0.134 and p values of 0.055.]]>
<![CDATA[The Effect of Reward and Competency on Employee Performance with Punishment as an Intervening Variable at the Bank Indonesia Representative Office in North Sumatra Province ]]>
<![CDATA[Ahmad Lufthi Al Riza Siregar]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.305
<![CDATA[Companies are in dire need of competent and qualified 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 can 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. This study aims to see the Effect of Reward and Competency on Employee Performance with Punishment as an Intervening Variable at the Bank Indonesia Representative Office in North Sumatra Province. The results of this study are as follows: Competence has a positive and insignificant effect on Employee Performance with the original sample value of 0.127 and p values of 0.210. Competence had a positive and significant effect on Punsihment with the original sample value of 0.433 and p values of 0.000. Punishment had a positive and significant effect on employee performance with the original sample value of 0.601 and p values of 0.002. Rewards had a positive and insignificant effect on employee performance with an original sample value of 0.158 and p values of 0.216. Reward had a positive and significant effect on Punishment with the original sample value of 0.541 and p values of 0.000. Competence has a positive and significant effect on Employee Performance through Punishment with an original sample value of 0.260 and p values of 0.006. Reward has a positive and significant effect on Employee Performance through Punishment with an original sample value of 0.325 and p values of 0.006.]]>
<![CDATA[The Influence of Work Environment and Organizational Culture on Organizational Commitment in Mediation by Work Stress at Bank Indonesia Representative Office in North Sumatra Province ]]>
<![CDATA[Andi Fajar Al Hadi]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.306
<![CDATA[This study aims to see the Influence of Work Environment and Organizational Culture on Organizational Commitment in Mediation by Work Stress at the Bank Indonesia Representative Office in North Sumatra Province. Bank Indonesia is an independent state institution tasked with considering economic policies in Indonesia. In addition to these functions, Bank Indonesia has an internal scope of work that is under the management of the Internal Management field. One of the sections under the internal division of Bank Indonesia is the Human Resources (HR) section. Bank Indonesia's human resources have several tasks in managing employees, one of which is the processing of employee health data. The results of this study are as follows: Organizational Culture has a positive and insignificant effect on Organizational Commitment with the original sample value of 0.129 and p values of 0.205. Organizational Culture had a negative and significant effect on Work Stress with a sample value of -0.498 and p values of 0.000. The Work Environment had a non-significant positive effect on Organizational Commitment with the original sample value of 0.483 and p values of 0.002. The Work Environment had a negative and significant effect on Work Stress with the original sample value of -0.476 and p values of 0.000. Work Stress had a negative and significant effect on Organizational Commitment with the original sample value of -0.107 and p values of 0.308. Organizational Culture has a positive and significant effect on Organizational Commitment through Work Stress indirectly with the original sample value of 0.053 and p values of 0.315. The Work Environment had a positive and insignificant effect on Organizational Commitment through Work Stress with the original sample value of 0.051 and p values of 0.306.]]>
<![CDATA[The Effect of OCB Organizational Citizenship Behavior and Work Discipline on Organizational Commitment in Mediation with Job Satisfaction at Bank Indonesia Representative Office in North Sumatra Province ]]>
<![CDATA[Azaria Tarigan]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.307
<![CDATA[The support of facilities and infrastructure as well as adequate sources of funds are other important elements in moving the wheels of the organization, but without the support of reliable human resources, organizational activities will not run, so that the optimization of the achievement of organizational goals is impossible to achieve. This condition indicates that human resource development is an inevitable demand to ensure the availability of quality human resources according to the demands of the organization. The results of this study are as follows: Discipline has a positive and significant effect on Job Satisfaction with a value of 0.353 and a significant value of 0.012. Work Discipline had a positive and insignificant effect on Organizational Commitment with a value of 0.090 and a significant 0.323. Job Satisfaction had a positive and significant effect on Organizational Commitment with a value of 0.745 and a significant 0.000. Organizational Citizenship Behavior had a positive and significant effect on Job Satisfaction with a value of 0.557 and a significant 0.000. Organizational Citizenship Behavior had a positive and insignificant effect on Organizational Commitment with a value of 0.070 and a significant 0.301. Work Discipline had a positive and significant effect on Organizational Commitment through Job Satisfaction with a value of 0.263 and a significant score of 0.008. Organizational Citizenship Behavior has a positive and significant effect on Organizational Commitment through Job Satisfaction with a value of 0.415 and a significant value of 0.004.]]>
<![CDATA[The Effect of Organizational Commitment and Employee Work Quality on Work Performance in Job Satisfaction Moderation at Bank Indonesia Representative Office in North Sumatra Province ]]>
<![CDATA[Erni Winari]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.308
<![CDATA[Human resource management (HRM) is a field of study and practice that focuses on the management and management of human resources in an organization. The goal is to ensure that the organization has a qualified, motivated, and productive workforce to achieve its strategic goals. It is important for organizations to pay attention to human resources because the performance and success of the organization is highly dependent on the quality and productivity of the workforce. Investing in HR development can increase employee loyalty, increase retention, reduce recruitment and retraining costs, and improve overall efficiency and productivity of the organization. The results of this study are as follows: Job Satisfaction is not able to moderate the organization's commitment to Work Performance with the original sample value of 0.004 and p values of 0.486. Job Satisfaction can moderate and weaken Job Quality against Job Achievement with the original sample value of -0.173 and p values of 0.018. Job satisfaction had a positive and significant effect on Job Achievement with the original sample value of 0.495 and p values of 0.001. Organizational Commitment had a positive and insignificant effect on Work Performance with an original sample value of 0.098 and p values of 0.260. Work Quality had a positive and significant effect on Work Achievement with the original sample value of 0.203 and p values of 0.033.]]>
<![CDATA[The Effect of Work Stress and Organizational Culture on Work Performance with Organizational Commitment as an Intervening Variable at the Bank Indonesia Representative Office in North Sumatra Province ]]>
<![CDATA[Dadang Fahruzi Ritonga]]>;
<![CDATA[Isa Indrawan]]>
<![CDATA[ International Journal of Management, Economic and Accounting Vol. 2 No. 2 (2024): December 2024 ]]>
Publisher : <![CDATA[Yayasan Multidimensi Kreatif ]]>
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DOI: 10.61306/ijmea.v2i2.309
<![CDATA[Employees are not mere resources, but more in the form of capital or assets for institutions or organizations. Therefore, a new term emerged outside of human resources, namely human capital. Here, human resources are seen not only as the main asset, but as an asset that has value and can be multiplied, developed (compared to an investment portfolio) and not the other way around as a liability (burden). Here, the perspective of human resources as an investment for institutions or organizations is more prominent. The results of this study are as follows: Organizational Culture has a positive and significant effect on Organizational Commitment with a value of 0.518 and a significant 0.000 Organizational Culture has a positive and significant effect on Work Performance with a value of 0.195 and a significant 0.035. The Organization's commitment has a positive and significant effect on Work Performance with a value of 0.554 and a significant 0.000. Work Stress had a negative and significant effect on Organizational Commitment with a value of -0.412 and a significant 0.000. Work Stress had a negative and significant effect on Job Achievement with a value of -0.211 and a significant 0.036. Organizational Culture has a positive and significant effect on Work Achievement through Organizational Commitment with a value of 0.287 and a significant 0.000. Work Stress has a negative and significant effect on Work Achievement through Organizational Commitment with a value of -0.228 and a significant value of 0.001.]]>
