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All Journal Studi Akuntansi, Keuangan, dan Manajemen Global Academy of Multidisciplinary Studies
Yuliansyah Yuliansyah
Universitas Lampung, Lampung, Indonesia
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Law, Crime, Criminology & Criminal Justice Social Sciences

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Performance Improvement Strategy via Talent Management and Employee Retention in Jakarta MSMEs Supana Supana; Aminullah Aminullah; Suyanto Suyanto; Sukesi Sukesi; Nur Sayidah; Slamet Riyadi; Siti Marwiyah; Yuliansyah Yuliansyah
Studi Akuntansi, Keuangan, dan Manajemen Vol 5 No 2 (2025): Oktober
Publisher : Penerbit Goodwood

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/sakman.v5i2.5672

Abstract

Purpose: This study aims to analyze the influence of Business Reputation, Leadership, and Organizational Justice on Talent Management Strategies, Employee Retention, and MSME Performance Strategies, while examining the mediating roles of Talent Management Strategies and Employee Retention.. Research Methodology: A quantitative approach was employed using data from 189 MSMEs selected through purposive sampling. The data were analyzed using SPSS and Smart PLS 3 to test both direct and indirect relationships among variables. Results: Findings indicate that Business Reputation significantly affects Talent Management Strategies (p = 0.000), Employee Retention (p = 0.026), and MSME Performance (p = 0.000). Leadership shows no significant effect on any dependent variable, while Organizational Justice significantly influences Talent Management Strategies (p = 0.008) but not Employee Retention or MSME Performance. Indirectly, Talent Management Strategies mediate the effects of Business Reputation and Organizational Justice on Employee Retention, whereas Employee Retention does not mediate the effect of the main variables on performance. However, a combined mediation of Talent Management Strategies and Employee Retention significantly links Business Reputation to MSME Performance (p = 0.036). Novelty indicators reveal that business governance and ethics strongly represent Business Reputation, with loadings of 0.931 and 0.944. Conclusions: Business Reputation and Organizational Justice are key drivers of Talent Management Strategies and Employee Retention, whereas Leadership plays an insignificant role. Limitations: The study is limited to Indonesian MSMEs and cross-sectional data. Contribution: It contributes by emphasizing ethical governance and fairness as essential elements in improving MSME talent retention and performance.
Literacy and Financial Management Effectiveness: The Mediating Role of Knowledge Management in Hospitals Rury Prahistha Monali; Yuliansyah Yuliansyah; Chara P Tidespania Tubarad
Global Academy of Multidisciplinary Studies Vol. 2 No. 4 (2026): May
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/gams.v2i4.4112

Abstract

Purpose: This study examines the effects of employee motivation and financial literacy on financial management effectiveness, with knowledge management as a mediating variable. Research Methodology: This study was conducted in hospitals in Bandar Lampung, Indonesia. A quantitative explanatory design was employed. Data were collected using a structured questionnaire distributed to employees involved in financial and administrative activities through purposive sampling. The analysis was performed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS to test both direct and mediating relationships. Results: Employee motivation and financial literacy positively and significantly affect financial management effectiveness. Both variables significantly influenced knowledge management. Furthermore, knowledge management positively and significantly affects financial management effectiveness and mediates the relationship between employee motivation, financial management effectiveness, and financial literacy. Conclusions: The study concludes that Improving financial management effectiveness in hospitals requires enhancing employee motivation and financial literacy and strengthening knowledge management practices to support knowledge sharing, utilization, and organizational learning. Limitations: This study was limited to hospitals in Bandar Lampung and applied a cross-sectional design, which may limit the generalizability of the findings and the ability to infer causal relationships. Contributions: This study contributes to the literature by integrating employee motivation, financial literacy, and knowledge management into a unified model of financial management effectiveness in the healthcare industry. In practice, the findings provide insights for hospital management in designing strategies to improve human resource capabilities, strengthen financial literacy, and develop effective knowledge management systems.
Performance Evaluation Systems as a Management Control Mechanism: Its Impact on Trust and Job Performance Neny Desriani; Yuliansyah Yuliansyah; Einde Evana
Studi Akuntansi, Keuangan, dan Manajemen Vol 5 No 4 (2026): April
Publisher : Penerbit Goodwood

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/sakman.v5i4.6438

Abstract

Purpose: This study aims to examine performance evaluation systems as a management control mechanism in shaping subordinates’ trust in their supervisors and examining its impact on job performance. Research Methodology: This study employs a survey-based approach using data collected from 103 teachers in private educational institutions in Indonesia. Data were obtained through structured questionnaires adapted from prior studies. Both measurement and structural models were examined using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS 4.0 software. Results: This study shows how performance evaluation systems can be used as a management control mechanism to improve work performance and build trust. The findings emphasize how crucial it is for organizational settings to have transparent and organized evaluation procedures. Conclusions: This study demonstrates that performance evaluation systems function as an effective management control mechanism in fostering trust and improving job performance. The results highlight the importance of structured and transparent evaluation processes in organizational settings. Limitations: This study's narrow focus on a particular institutional setting and small sample size may restrict how broadly the results may be applied. Contributions: This study contributes extends to the body of literature in management accounting by presenting actual data regarding the behavioral function of evaluation systems. It highlights trust as a key mechanism linking control practices to performance outcomes, offering practical insights for organizations in designing transparent evaluation systems.
Co-Authors Aminullah Aminullah Chara P Tidespania Tubarad Einde Evana Neny Desriani Nur Sayidah Rury Prahistha Monali Siti Marwiyah Slamet Riyadi Sukesi Sukesi Supana Supana Suyanto Suyanto