cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Admin
Contact Email
dinasti.info@gmail.com
Phone
+628117404455
Journal Mail Official
dinasti.info@gmail.com
Editorial Address
Case Amira Prive Jl. H. Risin No. 64D Pondok Jagung Timur, Serpong Utara, Tangerang Selatan, Indonesia
Location
Kota tangerang selatan,
Banten
INDONESIA
Dinasti International Journal of Digital Business Management
Published by Dinasti Publisher
ISSN : 2715419X     EISSN : 27154203     DOI : 10.31933
Core Subject : Science,
Decision Sciences, Operations Research & Management
Dinasti International Journal of Digital Business Management (DIJDBM) provides widespread coverage of high quality research in a broad range of topics such as digital business management science and technology advancements, and establishing new collaborations in these areas. Original research papers, state-of-the-art reviews are invited for publication in all areas of digital business management science and technology. It is therefore a multidisciplinary journal inspired by diversity and open to methodological plurality. Our main concern is that articles have strong theoretical foundations, meet the highest analytical standards, and provide new insights that contribute to the better understanding of managerial phenomena.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 751 Documents
 71   72   73   74   75 
The Influence of Specialist Development Education and Work Involvement on Personnel Performance of the Water Patrol Sub-Directorate of Water Police, Republic of Indonesia Police Headquarters Wigiantoro, Dimas Bangkit; Pratikno, Yuni; Hanaffy, Jamal
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6483

Abstract

Personnel performance is a crucial factor in supporting the effectiveness of police operational tasks, particularly in the Water Patrol Subdirectorate of the Water Police Directorate of the Indonesian National Police Headquarters, which has high-risk task characteristics and requires special competencies. This study aims to analyze the influence of specialist development education and work engagement on personnel performance, both partially and simultaneously. This study uses a quantitative approach with the aim of examining the relationship between variables objectively and measurably through numerical data. To enrich the understanding of empirical conditions in the field, this study is also supplemented with qualitative data in the form of statements in questionnaires, consultation results, and brief interviews with informants. The study population consisted of 104 personnel of the Water Patrol Subdirectorate of the Water Police Directorate of the Indonesian National Police Headquarters, and the entire population was used as respondents through a total sampling technique. Hypothesis testing was conducted using multiple linear regression analysis with the help of SPSS version 29 software. The results of the study indicate that specialist development education partially has a positive and significant effect on personnel performance. Similarly, work engagement is proven to have a positive and significant effect on personnel performance. Simultaneously, both variables contribute significantly to improving personnel performance. The coefficient of determination (R Square) value of 0.432 indicates that specialist development education and work engagement are able to explain 43.2% of the variation in personnel performance, while the remaining 56.8% is influenced by other factors outside the research model. This finding confirms that improving the quality of relevant specialist education and strengthening personnel work engagement are important strategies in improving personnel performance at the Water Patrol Sub-Directorate of the Water Police Directorate of the Indonesian National Police Headquarters
The Effect of Welfare, Work Motivation and Education Level on Personnel Performance in the Cimahi Resort Police Security Intelligence Unit Pambudi, Dimas; Pratikno, Yuni; Kusuma, Sitta
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6484

Abstract

Personnel performance is an important factor in supporting the effectiveness of intelligence and security tasks, especially in the Security Intelligence Unit of the Cimahi Police Resort which has a strategic role in maintaining regional stability and security. Optimal personnel performance is influenced by various internal organizational factors, including welfare, work motivation, and education level. This study aims to analyze the influence of welfare on personnel performance, the influence of motivation on personnel performance, the influence of education level on personnel performance, and the influence of welfare, motivation, and education level simultaneously on personnel performance in the Security Intelligence Unit of the Cimahi Police Resort. This study uses a quantitative approach with a survey method, which emphasizes the collection and processing of data in the form of numbers so that the results of the analysis can be interpreted objectively and measurably. In addition, this study is supplemented with qualitative data as supporting data, in the form of open-ended statements in questionnaires and the results of consultations and short interviews to enrich understanding of the variables studied. The study population was 53 personnel, with the sampling technique using total sampling. Data analysis was conducted using multiple linear regression with the help of the SPSS Version 26 program. The results showed that partially welfare and education level had a positive and significant effect on personnel performance, while motivation did not have a significant effect on personnel performance. Simultaneously, welfare, motivation, and education level influence personnel performance. The coefficient of determination (R Square) value of 0.508 indicates that 50.8% of the variation in personnel performance can be explained by these three variables, while the remainder is influenced by other factors outside the research model. This finding confirms that improving welfare and education level are strategic factors in improving the performance of personnel of the Cimahi Police Security Intelligence Unit
The Effect of Competency and Work Experience on the Performance of Teaching Staff at SPN Polda Metro Jaya Faratih , Disca Cris; Madiistriyatno, Harries; Nengsih, Widya
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6485

Abstract

The performance of teaching staff is a strategic factor in supporting the success of the education and training process at the National Police School (SPN) of the Jakarta Metropolitan Police. Teaching staff with high competence and adequate work experience are expected to be able to deliver learning materials effectively, professionally, and in accordance with the demands of police duties. This study aims to analyze the influence of competence and work experience on the performance of teaching staff at the SPN of the Jakarta Metropolitan Police, both partially and simultaneously. This study uses a quantitative approach with a survey method. The study population was 132 teaching staff, with a sample of 99 respondents determined using a specific sampling technique. Data collection was carried out through questionnaires, while data analysis used multiple linear regression with the help of the SPSS program. The results of the study indicate that partially, competence has a positive and significant effect on teaching staff performance. This finding indicates that the higher the level of competence of teaching staff, the higher the resulting performance. In addition, work experience also has a positive and significant effect on teaching staff performance, indicating that the length of experience and mastery of tasks obtained from work practices contribute significantly to improving performance. Simultaneously, competence and work experience have a significant effect on teaching staff performance. The coefficient of determination (R Square) value of 0.442 indicates that competence and work experience are able to explain 44.2% of the variation in teaching staff performance, while the remaining 55.8% is influenced by other factors outside the research model. This study confirms that continuous improvement of competence and strengthening of work experience are important factors in improving the performance of teaching staff in the SPN Polda Metro Jaya environment
Analysis of the Influence of Organizational Culture and Employee Competency on Service Satisfaction at the General Secretariat of the State Police of the Republic of Indonesia (POLRI ) Suandaru, Bondan; Rangkuti, Zulkifli; Devi, Nurwulan Kusuma
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6470

Abstract

This study aims to analyze the influence of organizational culture and employee competency on service satisfaction at the Indonesian National Police General Secretariat . The background of the study is based on the demand for improving the quality of reliable, modern, and information technology-based public administration services, which in practice still face obstacles in the form of suboptimal internalization of organizational culture and limited employee competency. This study uses a quantitative approach with a survey method. The research population is employees at the Indonesian National Police General Secretariat, with data collected through a structured questionnaire. Data analysis techniques include validity tests, reliability tests, classical assumption tests, and multiple linear regression analysis. The results of the study indicate that organizational culture has a positive and significant effect on service satisfaction. Employee competence also has a positive and significant effect on service satisfaction. Simultaneously, organizational culture and employee competence significantly influence service satisfaction at the Indonesian National Police General Secretariat. These findings confirm that strengthening consistent work culture values and improving employee competence, both in terms of knowledge, skills, and work attitudes, are important factors in supporting the improvement of the quality of professional, prompt, and accountable public administration services. This research is expected to provide academic contributions in the development of public sector human resource management studies, as well as practical contributions as a basis for formulating policies to strengthen organizational culture and develop employee competencies within the Indonesian National Police General Secretariat.
Motivation of Millennial Marketers in Achieving BRI Bank Micro Performance Kosasih , Andi Isra Mallambusi; Rangkuti, Zulkifli; Kusumadevi, Nurwulan
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6471

Abstract

The purpose of this study was to answer the established problem formulation, namely the work motivation of millennial generation marketers (Mantri) at PT Bank Rakyat Indonesia (Persero) Tbk in an effort to achieve optimal micro performance. The main focus of this study is to understand how motivating factors (intrinsic) and hygiene factors (extrinsic), based on Herzberg's Two Factor Theory, influence their work enthusiasm and productivity. The results of the study indicate that intrinsic motivating factors, such as responsibility, job autonomy, and meaningful work, are the main triggers for high-performing marketers to exceed company standards. Meanwhile, hygiene factors such as clarity of procedures, quality of supervision, and workload balance are crucial in preventing demotivation and maintaining psychological stability. This study concludes that Human Capital management at BRI needs to personalize the motivational approach and transform the role of superiors into mentors or coaches in order to align the character of millennials with organizational goals. The research method used is qualitative with a descriptive approach. Data were collected through in-depth interviews with 15 informants, consisting of micro-marketers (Mantri) from various performance categories (High, Average, and Low Performers), Unit Heads, and Micro-Business Managers. Informants were selected using purposive sampling to gain a deeper understanding of the phenomenon of Human Capital management at BRI
Analysis of Organizational Culture and Communication on Employee Job Satisfaction in the Directorate General of Taxes Wijanarko, Bangun; Rangkuti, Zulkifli; Devi, Nurwulan Kusuma
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6472

Abstract

The purpose of this study is as follows to determine the influence of Organizational Culture on Employee Job Satisfaction, to determine the influence of Communication on Employee Job Satisfaction, to determine the influence of Organizational Culture and Communication on Employee Job Satisfaction in the Directorate General of Taxes . the calculated t value for the Organizational Culture variable (X1) is 4.067 , while the t table value for n = 40 is 2.021 . So t count> t table or 4.067> 2.021 , then H0 is rejected and Ha is accepted , it can be stated that Organizational Culture ( X1 ) has a significant effect on Job Satisfaction ( Y), the results of the t test the calculated t value for the Communication variable ( X2 ) is 4.194 .... 194 > 2.021 , then H0 is rejected and Ha is accepted, it can be concluded that partially the Communication variable (X2 ) has an effect on Job Satisfaction (Y). The R Square value is 0.678 . This shows that 67.8 % of Organizational Culture (X1 ) and communication (X2 ) together have an effect on Job Satisfaction (Y), while the remaining 32.2% is influenced by other factors not examined in this study
The Impact of Transformational Leadership and Work Motivation on the Performance of Outsourced Employees at PT Citra Insani Garda Semesta Yasenosa, Fathullah Hanung; Rangkuti, Zulkifli; Devi, Nurwulan Kusuma
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6473

Abstract

The purpose of this study was compiled to answer the formulation of the problems that have been determined, namely To analyze the influence of transformational leadership on the performance of outsourcing employees, To analyze the influence of work motivation on the performance of outsourcing employees. To analyze the influence of transformational leadership and work motivation simultaneously on the performance of outsourcing employees at PT Citra Insani Garda Semesta . Transformational leadership has a significant influence on the performance of outsourcing employees. The results of the partial test (t-test) show that the calculated t value of 4.568 is greater than the t table of 1.992 , so the hypothesis is accepted, Work motivation has a significant effect on the performance of outsourcing employees. The results of the partial test show that the calculated t value of 4.308 is greater than the t table of 1.994. Transformational leadership and work motivation simultaneously have a significant influence on the performance of outsourcing employees. Based on the results of the simultaneous test (F test), the calculated F value was 63.643 , which was greater than the F table of 2.73 with a significance level of 0.000 < 0.05 . This indicates that transformational leadership and work motivation together have a significant influence on the performance of outsourcing employees at PT Citra Insani Garda Semesta
The Effect of Motivation and Discipline on Employee Performance at the Directorate of Samapta, Metro Jaya Regional Police Salim, Agus Nur; Pratikno, Yuni; Kusuma, Sitta
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6474

Abstract

This study aims to analyze the influence of motivation and work discipline on employee performance, both partially and simultaneously, at the Samapta Directorate of the Jakarta Metropolitan Police. The focus of this study is important considering that the Samapta Directorate has a strategic role in maintaining public security and order and handling rapid responses to various operational situations, so that employee performance is highly determined by the level of motivation and work discipline they have. This study uses a quantitative approach with a census method, where the entire population of 89 employees is used as respondents. Data were collected through a structured questionnaire as the primary data, and supported by qualitative data in the form of open responses and limited interview results to enrich the understanding of empirical conditions in the field. Data analysis was carried out using SPSS version 27 software through validity, reliability, and hypothesis testing. The results of the study indicate that motivation (X1) and work discipline (X2) have a positive and significant effect on employee performance (Y) partially. In addition, the results of simultaneous testing indicate that motivation and discipline together have a significant effect on employee performance. The coefficient of determination (R Square) value of 0.337 indicates that 33.7% of the variation in employee performance can be explained by motivation and work discipline, while the remaining 66.3% is influenced by other factors outside the research model. This finding emphasizes the importance of strengthening motivation and work discipline in improving employee performance in police institutions.
The Effect of Participation and Work Environment on Personnel Performance in the General Secretariat (Setum) of the Jakarta Metro Jaya Regional Police Zulkifli Rangkuti; Rotunas Oktavian; Nurwulan Kusuma Devi
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6523

Abstract

The objectives of the study are as follows: to determine the effect of personnel participation on personnel performance, to determine the effect of the work environment on personnel performance, to analyze the effect of participation and the work environment simultaneously on personnel performance at the Setum Polda Metro Jaya. There is an effect of participation on employee work performance . This is proven by the results obtained. The calculated t value for the participation variable (X 1 ) is 7.606 while the t table value for n = 50 is 2.008 . So 7.606 > 2.008 , then H 0 is rejected and Ha is accepted, it can be stated that participation (X 1 ) has a significant effect on personnel performance (Y) . There is an influence of the work environment on employee work performance . Proven to be obtained The calculated t value for the work environment variable (X2 ) is 6.909, while the t table value for n = 50 is 2.008 . So 6.909 > 2.008, the Adjusted R Square value is 0.932 which shows that the Y variable (personnel performance) is influenced by the X1 variable ( participation ) and the X2 variable ( work environment ) by 93.2% and the remaining 6.8% is influenced by other factors not studied.
Evaluation of Leadership and Personnel Management on Work Effectiveness at the Jakarta Customs and Excise Regional Office Rusman Hadi; Zulkifli Rangkuti; Nurwulan Kusuma Devi
Dinasti International Journal of Digital Business Management Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March
Publisher : Dinasti Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/dijdbm.v7i2.6524

Abstract

This study aims to determine the influence of leadership on employee work effectiveness, to determine the influence of employee management on employee work effectiveness, to determine the influence of leadership and employee management together on work effectiveness, the calculated t value for the Leadership variable (X1 ) is 9.773 while the t table value for N = 100 is 1.983 . So 9.773 > 1.983 , then H0 is rejected and Ha is accepted, it can be stated that Leadership (X1 ) has a significant effect on Employee Work Effectiveness (Y), the calculated t value for the Employee Management variable ( X2) is 10.755 , while the t table value for N = 100 is 1.983 . So 10.755 > 1.983 , then H0 is rejected and Ha is accepted, it can be concluded that partially the Employee Management variable (X2) has an effect on Employee Work Effectiveness (Y), the results test ANOVA obtained a calculated F value of 390,320. While the F table ( 0.05) for N = 100 is 2.70 . So the calculated F > from the F table ( 0.05) or 390,320 > 2.70 with a significant level of 0.000 because 0.000 <0.05, it can be said that Leadership ( X1 ) and Personnel Management (X2) together have a positive effect on Employee Work Effectiveness (Y)

Page 73 of 76 | Total Record : 751

 71   72   73   74   75 

Filter by Year

2019 2026


Reset
Filter By Issues
All Issue Vol. 7 No. 4 (2026): Dinasti International Journal of Digital Business Management (June-July 2026) Vol. 7 No. 3 (2026): Dinasti International Journal of Digital Business Management (April-May 2026) Vol. 7 No. 2 (2026): Dinasti International Journal of Digital Business Management (February - March Vol. 7 No. 1 (2025): Dinasti International Journal of Digital Business Management (December 2025 - J Vol. 6 No. 4 (2025): Dinasti International Journal of Digital Business Management (June - July 2025) Vol. 6 No. 3 (2025): Dinasti International Journal of Digital Business Management (April - Mei 2025) Vol. 6 No. 6 (2025): Dinasti International Journal of Digital Business Management (October - Novembe Vol. 6 No. 5 (2025): Dinasti International Journal of Digital Business Management (August - Septembe Vol. 6 No. 2 (2025): Dinasti International Journal of Digital Business Management (February - March Vol. 6 No. 1 (2024): Dinasti International Journal of Digital Business Management (December 2024 - J Vol. 5 No. 4 (2024): Dinasti International Journal of Digital Business Management (June - July 2024) Vol. 5 No. 3 (2024): Dinasti International Journal of Digital Business Management (April - Mei 2024) Vol. 5 No. 6 (2024): Dinasti International Journal of Digital Business Management (October-November Vol. 5 No. 5 (2024): Dinasti International Journal of Digital Business Management (August - Septembe Vol. 5 No. 2 (2024): Dinasti International Journal of Digital Business Management (February - March Vol. 5 No. 1 (2023): Dinasti International Journal of Digital Business Management (December 2023 - J Vol. 4 No. 4 (2023): Dinasti International Journal of Digital Business Management (June - July 2023) Vol. 4 No. 3 (2023): Dinasti International Journal of Digital Business Management (April - Mei 2023) Vol. 4 No. 6 (2023): Dinasti International Journal of Digital Business Management (October-November Vol. 4 No. 5 (2023): Dinasti International Journal of Digital Business Management (August - Septembe Vol. 4 No. 2 (2023): Dinasti International Journal of Digital Business Management (February - March Vol. 4 No. 1 (2022): Dinasti International Journal of Digital Business Management (December 2022 - J Vol. 3 No. 4 (2022): Dinasti International Journal of Digital Business Management (June - July 2022) Vol. 3 No. 3 (2022): Dinasti International Journal of Digital Business Management (April - May 2022) Vol 3 No 2 (2022): Dinasti International Journal of Digital Business Management (February - March 20 Vol. 3 No. 6 (2022): Dinasti International Journal of Digital Business Management (October-November Vol. 3 No. 5 (2022): Dinasti International Journal of Digital Business Management (August - Septembe Vol. 3 No. 2 (2022): Dinasti International Journal of Digital Business Management (February - March Vol. 3 No. 1 (2021): Dinasti International Journal of Digital Business Management (December 2021 - J Vol 2 No 6 (2021): Dinasti International Journal of Digital Business Management (October 2021) Vol. 2 No. 4 (2021): Dinasti International Journal of Digital Business Management (June - July 2021) Vol. 2 No. 3 (2021): Dinasti International Journal of Digital Business Management (April - May 2021) Vol. 2 No. 6 (2021): Dinasti International Journal of Digital Business Management (October - Novembe Vol. 2 No. 5 (2021): Dinasti International Journal of Digital Business Management (August - Septembe Vol. 2 No. 2 (2021): Dinasti International Journal of Digital Business Management (February - March Vol. 2 No. 1 (2020): Dinasti International Journal of Digital Business Management (December 2020 - J Vol 1 No 4 (2020): Dinasti International Journal of Digital Business Management (June - July 2020) Vol. 1 No. 4 (2020): Dinasti International Journal of Digital Business Management (June - July 2020) Vol. 1 No. 3 (2020): Dinasti International Journal of Digital Business Management (April - May 2020) Vol 1 No 3 (2020): Dinasti International Journal of Digital Business Management (April - May 2020) Vol. 1 No. 6 (2020): Dinasti International Journal of Digital Business Management (October - Novembe Vol. 1 No. 5 (2020): Dinasti International Journal of Digital Business Management (August - Septembe Vol. 1 No. 2 (2020): Dinasti International Journal of Digital Business Management (February - March Vol. 1 No. 1 (2019): Dinasti International Journal of Digital Business Management (December 2019 - J More Issue