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All Journal Jurnal Jendela Inovasi Daerah Ekopedia: Jurnal Ilmiah Ekonomi
Sutarno Sutarno
Universitas Slamet Riyadi
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Environmental Science Law, Crime, Criminology & Criminal Justice Public Health Social Sciences

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Pengaruh Kepemimpinan, Budaya Kerja, dan Disiplin Kerja Terhadap Kinerja Pegawai di Kantor PDAM Tirta Moedal Semarang Muhammad Abdillah; Sutarno Sutarno
Ekopedia: Jurnal Ilmiah Ekonomi Vol. 2 No. 2 (2026): APRIL-JUNI 2026
Publisher : Indo Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63822/kk3r0606

Abstract

Human resources are a crucial instrument in achieving organizational goals and ensuring business sustainability. This study aims to analyze the influence of leadership, work culture, and work discipline on employee performance at PDAM Tirta Moedal Semarang. This research employs a quantitative approach, utilizing both primary and secondary data processed with the assistance of SPSS 25.0 software. The research population consists of all employees of PDAM Tirta Moedal Semarang, with a sample of 70 respondents selected using a saturated sampling technique. Data were collected comprehensively through questionnaires, observations, and literature review, and subsequently analyzed using multiple linear regression, t-tests, F-tests, and coefficient of determination analysis. The results of the multiple linear regression analysis produced the following equation model Y=8.795+1.398X1​−0.054X2​+0.034X3​+e. Based on partial testing (t-test), it was found that only the leadership variable has a significant effect on employee performance, while work culture and work discipline do not have a significant effect. However, the F-test results show an F-value of 23.850 with a significance level of 0.000 (p < 0.05), indicating that the model is appropriate and reliable for predicting the simultaneous influence of leadership, work culture, and work discipline on employee performance. Furthermore, the coefficient of determination (adjusted ????2) of 0.498 indicates that these three independent variables explain 49.8% of the variance in employee performance, while the remaining 50.2% is explained by other variables outside the scope of this study.
PERAN PERSEPSI DUKUNGAN ORGANISASI SEBAGAI MODERATOR DALAM PENGARUH BEBAN KERJA DIGITAL TERHADAP TINGKAT QUIET QUITTING KARYAWAN Sutarno Sutarno; Fatimah Azzahra; Muhammad Rizky Rahmadhan
Jendela Inovasi Daerah Vol 9 No 1 (2026): Februari
Publisher : Badan Perencanaan Pembangunan, Riset dan Inovasi Daerah Kota Magelang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56354/jendelainovasi.v9i1.297

Abstract

The phenomenon of quiet quitting has increasingly emerged in various workplaces, particularly among young employees. Although employees continue to perform their formal job duties, their emotional engagement with work tends to decline. This condition is closely associated with the increasing digital workload, such as continuous notifications, unlimited online meetings, and the blurring boundaries between work and personal life. This study aims to examine the effect of digital workload on quiet quitting and to analyze the moderating role of perceived organizational support in this relationship. This study employed a quantitative approach using multiple linear regression analysis. The sample consisted of 250 employees aged 20–40 years working in sectors with a high dependence on digital technology. Data were collected through an online questionnaire measuring digital workload, quiet quitting, and perceived organizational support. The results indicate that digital workload has a positive and significant effect on quiet quitting. Furthermore, perceived organizational support has a negative effect on quiet quitting and is proven to moderate the relationship between digital workload and quiet quitting, thereby mitigating the negative impact of digital workload on employee engagement. These findings highlight the important role of perceived organizational support in maintaining employee engagement under high digital work pressure and in preventing the escalation of quiet quitting.
Co-Authors Fatimah Azzahra Muhammad Abdillah Muhammad Rizky Rahmadhan