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Jambura Science of Management
Published by Universitas Negeri Gorontalo
ISSN : 26553651     EISSN : 26560453     DOI : 10.37479
Core Subject : Economy,
Economics, Econometrics & Finance
Jambura Science of Management is a peer-reviewed journal published by Department of Management, Faculty of Economic, Universitas Negeri Gorontalo twice a year in January and July. P-ISSN (2655-3651) E-ISSN (2656-0453) The aims of this journal is to provide a venue for academicians, researchers and practitioners for publishing the original research articles or review articles. The scope of the articles published in this journal deal with a broad range of topics, including: Financial Management, Marketing Management, Human Resource Management, Operational Management, Risk Management, Business Management. This journal provides immediate open access to its content on the principle that making research freely available to the public supports a greater global exchange of knowledge. Jambura Science of Management in cooperation with Aliansi Pengelola Jurnal Ekonomi & Bisnis Indonesia (ALJEBI)
Arjuna Subject : Ilmu Ekonomi, Ekonometrika dan Keuangan (semua kategori) - Ilmu Ekonomi, Ekonometrika dan Keuangan (Lain-Lain)
Articles 73 Documents
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The Influence of Usefulness, Ease of Use, and Trust on E-Commerce Use Intention Mediated by Attitude Ernawati, Sri; Sanaji, Sanaji; Andjarwati, Anik Lestari
Jambura Science of Management Vol 7, No 2 (2025): Jambura Science of Management - July 2025
Publisher : Universitas Negeri Gorontalo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37479/jsm.v7i2.31794

Abstract

Purpose: This study aims to investigate the influence of perceived usefulness, perceived ease of use, and trust on the intention to use e-commerce applications, specifically in the context of post-pandemic consumer behavior. By introducing attitude as a mediating variable, the research seeks to uncover the psychological pathway through which these perceptual factors shape user intentions. Furthermore, the study addresses a contextual gap by focusing on users in West Nusa Tenggara, contributing to a more localized understanding of e-commerce adoption in emerging regions.Design/Methodology/Approach: This study adopts a quantitative research design employing an explanatory survey approach, which entails gathering data directly from respondents. The primary research tool is a questionnaire based on a Likert scale, comprising a series of structured questions for participants to respond to. The study sample includes 100 participants, selected through purposive sampling. To examine both the direct and indirect relationships among the research variables, data analysis is performed using Structural Equation Modeling (SEM) with the aid of SmartPLS software.Findings: The results of the study show that the perceived ease of use and perceived trust have a direct and significant influence on the intention to use e-commerce shoppe applications, while perceived usefulness does not have a direct effect but significantly contributes to shaping users’ attitudes. Attitude is proven to be a strong mediating variable that bridges the relationship between users’ perceptions (usefulness, ease of use, and trust) and their intention to use.
The Influence of Reward, Work Environment, and Motivation on Employee Performance in The EKP Department of FEB Universitas Negeri Malang Akbar, M. Taufik; Imron, Moh.; Syafuddin, Amin
Jambura Science of Management Vol 7, No 2 (2025): Jambura Science of Management - July 2025
Publisher : Universitas Negeri Gorontalo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37479/jsm.v7i2.31443

Abstract

Purpose: AThe purpose of this study is to explore how different factors, specifically reward, work environment, and motivation, impact employee performance within the EKP Department of FEB Universitas Negeri Malang. Organizations rely heavily on human resources to achieve their goals, and effective management of these resources is crucial for sustained success. Understanding the relationship between these factors and employee performance can help managers create an environment that supports high performance and satisfaction. Employee performance is influenced by both internal and external factors. Rewards, which can be both intrinsic and extrinsic, serve as a form of recognition for employees’ efforts and achievements. Meanwhile, the work environment encompasses the physical, psychological, and social conditions in which employees work. Motivation drives employees to put forth their best efforts, and it can be fostered through various means, including recognition, support, and personal growth opportunities. By examining how reward, work environment, and motivation contribute to employee performance, this study aims to provide insights that can guide organizational strategies. Identifying the most influential factor among these three can help managers and decision-makers prioritize interventions and resources to improve employee productivity and overall organizational effectiveness.Design/Methodology/Approach: This research uses a quantitative approach with a saturated sampling technique, involving all 47 employees of the department. Data was collected using questionnaires that applied a five-point Likert scale to measure the perceptions of respondents on each factor. Before performing multiple regression analysis, classical assumption tests were conducted to ensure data validity, addressing issues such as normality, multicollinearity, and heteroscedasticity. The use of multiple regression was justified despite the small sample size because it allowed for analyzing the simultaneous and individual influence of the independent variables on employee performance.Findings: The findings indicate that reward, work environment, and motivation all significantly influence employee performance, both individually (partially) and together (simultaneously). Of these three factors, the work environment was found to have the strongest impact on employee performance. This suggests that creating a supportive, well-organized, and comfortable work environment is crucial for enhancing employee productivity. The study highlights the practical importance of focusing on both tangible and intangible aspects of the work environment, as well as implementing fair reward systems and motivational strategies, to support high employee performance.
The Influence of Talent Management, Job Satisfaction, and Retention on Employee Performance Ariyanto, Ricky Alfian; Robbie, R. Iqbal; Roz, Kenny; Pratika, Yeyen
Jambura Science of Management Vol 7, No 2 (2025): Jambura Science of Management - July 2025
Publisher : Universitas Negeri Gorontalo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37479/jsm.v7i2.30295

Abstract

Purpose: The purpose of this research is to determine and analyze talent management, job satisfaction, employee retention and employee performance, the influence of talent management on employee performance, the influence of job satisfaction on employee performance, the influence of talent management on employee retention, the influence of job satisfaction on employee retention, the influence employee retention on employee performance, employee retention can mediate the influence between talent management on employee performance and employee retention can mediate the influence between job satisfaction and employee performance.Design/Methodology/Approarch: The type of research in preparing this thesis is explanatory research with the population, namely, production employees at PT. Polowijo Gosari Gresik, namely 234 employees, with a sample size of 70 respondents. The data analysis technique uses a range of scales and Structural Equation Modeling (SEM) with the partial least squares (PLS) method.Findings:  The research results show that talent management is included in the good criteria, job satisfaction is quite satisfactory, employee retention is good, and employee performance is quite high. Talent management does not affect employee performance, job satisfaction has an effect on employee performance, talent management has no effect on employee retention, job satisfaction has no effect on employee retention, employee retention has an effect on employee performance, employee retention is unable to mediate the effect of talent management on employee performance and employee retention is unable to mediate the influence of job satisfaction on employee performance.

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