Article Per Year (5 Year)
p-Index From 2021 - 2026
0.444
P-Index
This Author published in this journals
All Journal Journal Research of Social Science, Economics, and Management Arthatama: Journal of Business Management and Accounting
Ismi Darmastuti
Universitas Diponegoro, Indonesia
Economics, Econometrics & Finance Environmental Science

Published : 2 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 2 Documents
Search

 1 
The Influence of Transformational Leadership on Organizational Culture Tedy Darmawan Sih Sertiarto; M. Agam Prayogi; Eisha Lataruva; Ismi Darmastuti
Arthatama: Journal of Business Management and Accounting Vol. 9 No. 1 (2025)
Publisher : LifeSciFi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54518/art.9.1.2025.697

Abstract

This study aims to examine the influence of transformational leadership on organizational culture using a Systematic Literature Review (SLR) approach. The main focus is on how the dimensions of transformational leadership, namely motivation, can be enhanced through training and contribute to forming an adaptive, innovative, and collaborative organizational culture in various sectors. This review follows the PRISMA guidelines and analyzes peer-reviewed articles sourced from Scopus, ScienceDirect, and ProQuest databases within the 2020–2025 publication range. The final results show that only a limited number of articles met all inclusion criteria. Nevertheless, the findings consistently indicate a positive relationship between transformational leadership and the development of organizational culture. Transformational leadership is considered effective in cultivating a positive organizational culture. However, its success is highly influenced by contextual factors such as organizational type, industry sector, and readiness for change. The limited number of studies meeting the inclusion criteria suggests a need to relax selection standards or broaden methodological approaches in future research to yield more comprehensive insights.
The Effect of Job Insecurity, Work Environment and Work Motivation on Turnover Intentions through Organizational Commitment of Employees Putri Dewi Wijayanti; Ismi Darmastuti
Journal Research of Social Science, Economics, and Management Vol. 5 No. 11 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i11.1507

Abstract

Employee turnover is a critical challenge in industrial organizations, affecting productivity, operational costs, and organizational sustainability. High turnover can result from job insecurity, inadequate work environments, and low work motivation, all of which diminish employee satisfaction and organizational commitment. This study aims to examine the effects of job insecurity, work environment, and work motivation on turnover intention, with organizational commitment as an intervening variable. A quantitative research design was employed using structured questionnaires distributed to employees of PT. Besi Baja Makmur in Semarang, Indonesia. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS 4.1. Validity and reliability of the instrument were ensured through factor analysis and Cronbach's alpha testing, respectively. Purposive sampling was applied to select respondents representing diverse experiences in workplace conditions. The results indicate that job insecurity positively influences turnover intention, while a supportive work environment and strong work motivation reduce employees' desire to leave. Organizational commitment mediates these relationships, strengthening retention effects. Employees with higher organizational commitment demonstrate lower turnover intention even when exposed to moderate job insecurity. The study concludes that improving workplace conditions, enhancing motivation, and fostering organizational commitment are essential strategies for reducing turnover. These findings provide actionable insights for human resource management in industrial organizations seeking to maintain a stable and productive workforce.
Co-Authors Eisha Lataruva M. Agam Prayogi Putri Dewi Wijayanti Tedy Darmawan Sih Sertiarto