Friska Sihombing, Elisabet
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THE INFLUENCE OF LEADERSHIP STYLE, WORK ETHIC, ORGANIZATIONAL CULTURE AND JOB SATISFACTION ON THE PERFORMANCE OF EMPLOYEES PT. LAMAN MINING Friska Sihombing, Elisabet; Satriawan, Bambang; Indrayani, Indrayani; Khaddafi, Muammar; Ngaliman, Ngaliman
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 2 No. 2 (2022): April
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v2i2.179

Abstract

The purpose of this research is to find out the influence of Leadership Style, Work Ethic, Organizational Culture and Job Satisfaction on Employee Performance of PT. Laman Mining. The subject of this study was an employee of PT. Laman mining of the sample to be taken is determined by the Slovin formula. The number of Employees of Laman Mining is 50 people. By using slovin formula with a margin of error of 5% obtained results with a presentation rate of 95%. The data was obtained by questionnaire system using likert scale. The results of this study show that leadership style, work ethic, organizational culture and job satisfaction have a positive effect on the performance of employees PT. Laman Mining. (4) The direct influence of Leadership Style (X1) on Employee Performance (Y) has a parameter coefficient of -0.165 (negative), so there is a negative influence where the more Authoritarian The Leadership Style (X1) the lower the Employee Performance (Y) and the Value P Award (X1)) on Employee Performance (Y) is -0.196> 0.05 so that it can be said that the influence of Awards on Employee Performance is insignificant. (4) The magnitude of the influence of Leadership Style (X1), Work Ethic (X2), Organizational Culture (X3) and Job Satisfaction (X4) on Employee Performance (Y) is determined by r² value, r² value on job satisfaction (Y) is 0.984 which means the influence of Leadership Style (X1)), Work Ethic (X2), Organizational Culture (X3) and Job Satisfaction (X4) on Employee Performance (Y) is 98.4%. then there is a negative influence where the more Authoritarian Leadership Style (X1) the lower the Employee Performance (Y) and P value Reward (X1) on Employee Performance (Y) is -0.196 > 0.05 so that it can be stated that the influence of Awards on Employee Performance is insignificant (4) The magnitude of the influence of Leadership Style (X1), Work Ethic (X2, Organizational Culture (X3) and Job Satisfaction (X4) on Employee Performance (Y) is determined by r² value, r² value to job satisfaction (Y) is 0.984 which means the influence of Work Motivation (X1)), Work Ethic (X2), Organizational Culture (X3)and Job Satisfaction (X4) on Employee Performance (Y) is 98.4%.
THE INFLUENCE OF LEADERSHIP STYLE, WORK ETHIC, ORGANIZATIONAL CULTURE AND JOB SATISFACTION ON THE PERFORMANCE OF EMPLOYEES PT. LAMAN MINING Friska Sihombing, Elisabet; Satriawan, Bambang; Indrayani, Indrayani; Khaddafi, Muammar; Ngaliman, Ngaliman
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 2 No. 3 (2022): June
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v2i3.258

Abstract

The purpose of this research is to find out the influence of Leadership Style, Work Ethic, Organizational Culture and Job Satisfaction on Employee Performance of PT. Laman Mining. The subject of this study was an employee of PT. Laman mining of the sample to be taken is determined by the Slovin formula. The number of Employees of Laman Mining is 50 people. By using slovin formula with a margin of error of 5% obtained results with a presentation rate of 95%. The data was obtained by questionnaire system using likert scale. The results of this study show that leadership style, work ethic, organizational culture and job satisfaction have a positive effect on the performance of employees PT. Laman Mining. (4) The direct influence of Leadership Style (X1) on Employee Performance (Y) has a parameter coefficient of -0.165 (negative), so there is a negative influence where the more Authoritarian The Leadership Style (X1) the lower the Employee Performance (Y) and the Value P Award (X1)) on Employee Performance (Y) is -0.196> 0.05 so that it can be said that the influence of Awards on Employee Performance is insignificant. (4) The magnitude of the influence of Leadership Style (X1), Work Ethic (X2), Organizational Culture (X3) and Job Satisfaction (X4) on Employee Performance (Y) is determined by r² value, r² value on job satisfaction (Y) is 0.984 which means the influence of Leadership Style (X1)), Work Ethic (X2), Organizational Culture (X3) and Job Satisfaction (X4) on Employee Performance (Y) is 98.4%. then there is a negative influence where the more Authoritarian Leadership Style (X1) the lower the Employee Performance (Y) and P value Reward (X1) on Employee Performance (Y) is -0.196 > 0.05 so that it can be stated that the influence of Awards on Employee Performance is insignificant (4) The magnitude of the influence of Leadership Style (X1), Work Ethic (X2, Organizational Culture (X3) and Job Satisfaction (X4) on Employee Performance (Y) is determined by r² value, r² value to job satisfaction (Y) is 0.984 which means the influence of Work Motivation (X1)), Work Ethic (X2), Organizational Culture (X3)and Job Satisfaction (X4) on Employee Performance (Y) is 98.4%.
EFFECT OF COMPETENCE, WORK ENVIRONMENT AND CAREER DEVELOPMENT EMPLOYEE PERFORMANCE THROUGH JOB SATISFACTION AT PT. SGI GRAHA PROPERTAMA BATAM CITY Friska Sihombing, Elisabet; Sumiyati, Sumiyati; Satriawan, Bambang; Catrayasa, I Wayan
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 2 No. 6 (2022): December
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/ijebas.v2i6.482

Abstract

This research was conducted with the aim of analyzing how the direct and indirect influences of competence, work environment, career development variables on employee performance are mediated by employee job satisfaction. As for the sample of this research are employees of PT. SGI Graha Propertama in Batam City. Questionnaires were distributed to 119 respondents using the Non-Probability Sampling technique. To analyze the research data using multiple regression analysis techniques using SmartPLS Software. Based on the results of the study it can be concluded that the variable, job satisfaction has no significant effect on performance at a significance level of > 0.05. While competence, work environment and career development have a direct and significant effect on performance with alpha <0.05. The results of the study show that competence has no significant effect on job satisfaction with a significance > 0.05. While career development variables, work environment have a significant direct effect on job satisfaction with a significance level <0.05. The results of the indirect effect show that the competency variable on employee performance through work motivation is not significant > 0.05. The indirect effect of work environment and career development variables on employee performance through work motivation is significant <0.05. The coefficient of determination R Square competence, work environment, career development and job satisfaction on employee performance is 64.1% and competence, work environment, career development on job satisfaction is 71.5% competency has no significant effect on job satisfaction with a significance > 0.05. While career development variables, work environment have a significant direct effect on job satisfaction with a significance level <0.05. The results of the indirect effect show that the competency variable on employee performance through work motivation is not significant > 0.05. The indirect effect of work environment and career development variables on employee performance through work motivation is significant <0.05. The coefficient of determination R Square competence, work environment, career development and job satisfaction on employee performance is 64.1% and competence, work environment, career development on job satisfaction is 71.5% competency has no significant effect on job satisfaction with a significance > 0.05. While career development variables, work environment have a significant direct effect on job satisfaction with a significance level <0.05. The results of the indirect effect show that the competency variable on employee performance through work motivation is not significant > 0.05. The indirect effect of work environment and career development variables on employee performance through work motivation is significant <0.05. The coefficient of determination R Square competence, work environment, career development and job satisfaction on employee performance is 64.1% and competence, work environment, career development on job satisfaction is 71.5% work environment has a significant direct effect on job satisfaction with a significance level <0.05.