cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Elfrida Desiderata Naihati
Contact Email
elfrida.naihati@gmail.com
Phone
+6282359471090
Journal Mail Official
desmonm23@gmail.com
Editorial Address
https://jurnal.unimor.ac.id/JIE/about/editorialTeam
Location
Kab. timor tengah utara,
Nusa tenggara timur
INDONESIA
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Published by Universitas Timor
ISSN : -     EISSN : 25033123     DOI : 10.32938
Core Subject : Economy,
Economics, Econometrics & Finance
Bidang ilmu yang diterbitkan dalam jurnal ini adalah Manajemen Sumber Daya Manusia, Manajemen Keuangan, Manajemen Operasional dan Manajemen Pemasaran
Arjuna Subject : Ilmu Ekonomi, Ekonometrika dan Keuangan (semua kategori) - Ilmu Ekonomi, Ekonometrika dan Keuangan (Lain-Lain)
Articles 180 Documents
 14   15   16   17   18 
THE INFLUENCE OF WORK-LIFE BALANCE ON TURNOVER INTENTION MEDIATED BY JOB SATISFACTION OF EMPLOYEES AT PT. PERMODALAN NASIONAL MADANI IN PEKANBARU BRANCH Purnama, Andhini; Pratikno, Yuni; Jati, Prihatina
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32938/ie.v7i1.9357

Abstract

This study aims to analyze the effect of Work-life Balance on Turnover Intention with Job Satisfaction as a mediating variable among employees of PT Permodalan Nasional Madani (PNM) Pekanbaru Branch. The research method employed regression and path analysis using SPSS version 29. The results indicate that Work-life Balance has a negative and significant effect on Turnover Intention (-0.805; p < 0.05) and a positive and significant effect on Job Satisfaction (0.454; p < 0.05). However, Job Satisfaction does not significantly affect Turnover Intention (0.079; p > 0.05). The indirect effect of Work-life Balance on Turnover Intention through Job Satisfaction is weak (0.063). The study concludes that Work-life Balance plays a crucial role in reducing employees' Turnover Intention, whereas Job Satisfaction is not a dominant factor in employees' decisions to leave the company.
ANALYSIS OF THE INFLUENCE OF ORGANIZATIONAL CULTURE AND COMMUNICATION ON EMPLOYEE JOB SATISFACTION AT THE HEAD OFFICE OF THE DIRECTORATE GENERAL OF CUSTOMS AND EXCISE Parinding, Triyanta Gala; Rangkuti, Zulkifli; Listiorini, Dewi
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The population is 85 employees of the Head Office of the Directorate General of Customs and Excise by calculating the sample size using the Slovin formula technique. There is an influence of organizational culture on work effectiveness, it is proven that the t value for the organizational culture variable (X1) is 3,491 while the t table value for N = 85 is 1,988.  So 3,491 > 1,988, then H0 is rejected and Ha is accepted, it can be stated that organizational culture (X1) has a significant effect on employee job satisfaction (Y). There is an influence of Communication on Work Effectiveness, it is proven that the tcount value for the Communication variable (X2) is 7,222, while the ttable value for N = 85 is 1,988. So 7,222 > 1,988, then H0 is rejected and Ha is accepted, it can be concluded that partially the Communication variable (X2) has an effect on employee job satisfaction (Y). There is an influence of organizational culture and communication together on work effectiveness, as evidenced by the ANOVA test, the Fcount value is 75.695, while the Ftable ( 0.05) for N = 85 is 2.71. So Fcount > from Ftable ( 0.05) or 75,695 > 2.71 with a significant level of 0.000 because 0.000 < 0.05 then it can be said that organizational culture (X1) and communication (X2) together or simultaneously have a positive effect on satisfaction. employee work (Y). Based on the calculations in the table above, the influence was tested for the three variables, and based on the Model Summary table, the Adjusted R Square (R2) value was 0.649. This shows that 64.9% of organizational culture (X1) and communication (X2) together influence employee job satisfaction (Y), while the remaining 35.1% is influenced by other factors not examined in this research.
THE EFFECT OF WORK-LIFE BALANCE AND WORK STRESS ON AIR CREW EMPLOYEES' COMMITMENT OF THE AIR POLICE DIRECTORATE Topah, Yessi Beverly; Taufik, Kemal; Nengsih, Widya
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32938/ie.v7i1.9384

Abstract

In the study, the population was the Air Crew of the Air Police Directorate totaling 200, a sample of 20% of the population of 40 people. The t-value for X1 (Work-Life Balance) was 2.691, the t-table value for N = 40 was 2.021. So 2.691> 2.021, because t count> t table, then H0 is rejected and Ha is accepted, it is concluded that Work-Life Balance (X1) has an influence on Work Commitment, The t-value for variable X2 (Job Stress) was 2.573, while the t-table value for N = 40 was 2.021. So 2.573> 2.021, because t count> t table, then H0 is rejected and Ha is accepted, it can be concluded that Work Stress (X2) has a good influence in improving service quality, This is evident from the results obtained that the t-value is greater than the t-table value. In the ANOVA results above, it shows the F count value for both variables, namely Work-Life Balance (X1) and Job Stress (X2), the F count value is 7.860. While F table ( 0.05) N = 40 is 2.84. So F count > F table or 7.860 > 2.84. Thus H0 is rejected and Ha is accepted. It can be concluded that between Work Life Balance and Job Stress together (simultaneously) have a good effect in increasing Work Commitment. This is proven by the calculated F value obtained is greater than the F table value that has been set. The R value (large) shows the combined relationship between the two independent variables X1 and X2 to the dependent variable Y is 0.546. This shows that the two independent variables, namely X1 and X2, together have a significant relationship of 54.6%. The remaining 45.4% is related to other factors. And the R Square value of 0.298 means that the two variables X1 and X2 together have an effect of 29.8% and the remaining 70.2% is influenced by other factors not observed by the author.
THE INFLUENCE OF COMMUNICATION AND EMPLOYEE ACHIEVEMENT ON EMPLOYEE CAREER ADVANCEMENT AT THE PEKANBARU BRANCH OF PNM MEKAAR Oktayudra, Farhan; Pratikno, Yuni; Firdaus, Ahmad
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32938/ie.v7i1.9387

Abstract

The purpose of this study was to determine the partial and simultaneous effects of communication, employee achievement on employee career advancement with the population being employees of PNM Mekaar Pekanbaru Branch totaling 193 employees, the sampling technique used the slovin formula, with a sample of 130 employees. Data analysis techniques using descriptive and inferential statistical analysis. The results showed that partially (t test) communication variables (X1) and employee achievement variables (X2) had an effect on employee career advancement (Y). While the simultas test (F test) shows that the communication variable (X1) and the employee achievement variable (X2) simultaneously have a significant effect on improving employee careers (Y). The R Square value of 0.630 means that communication and employee achievement have an influence of 63% on improving employee careers while the remaining 37% is influenced by other factors that are not included in this research model.
THE EFFECT OF MUTATION AND PROMOTION ON EMPLOYEE WORK PERFORMANCE AT BANK BRI, JAYABAYA UNIT BRANCH, CENTRAL JAKARTA Wulandari, Satia; Sri Wahyuningsih; Meirna Milisani
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32938/ie.v7i1.9449

Abstract

This research has a quantitative approach, descriptive and associative type, the population in this research is 31 employees of Bank BRI Jayabaya Unit Branch, Central Jakarta. The sampling technique used total sampling. The regression value (tcount) for variable X1 (Mutation) is 3,802, while the ttable value for N = 31 is 2.041. So 3,802 > 2.041, it can be concluded that partially the Mutation variable does have a positive influence on employee work performance. Probability value (significance) = 0.005. So the probability of 0.005 is below 0.05. Thus, H0 is rejected and Ha is accepted, it can be concluded that there is a positive and significant influence between variable X1 and variable Y, because the probability value is smaller than 0.05. The regression value (tcount) for variable X2 (Promotion) is 3,298, ttable value for N = 31 is 2.041. So 3,298 > 2.041, it can be concluded that partially the Promotion variable does have a positive influence on employee work performance Thus, H0 is rejected and Ha is accepted, and it can be concluded that there is a positive and significant influence between variable X2 and variable Y, because the probability value is smaller than 0.05. The calculated F value is 20,254 which is greater than the F table of 2.91 with a significant level of 0.000 because 0.000 < 0.05, so it can be said that the Mutation variable (X1) and the Promotion variable (X2) together have an influence on the employee work performance variable. (Y). Meanwhile, the result of the R2 (R Square) value is 0.591. This shows that 59.1% of simultaneous transfers and promotions have a positive effect on employee work performance, while the remaining 40.9% have an effect on other factors not examined in this research.
THE EFFECT OF AUTOCRATIC LEADERSHIP STYLE AND EMPLOYEE WORK STRESS ON TURNOVER INTENSITY AT PERDADANI NASIONAL MADANI LIMITED LIABILITY COMPANY, PEKANBARU Fernanda Arifin, Robby; Yuni Pratikno; Hadi Mulyo Wibowo
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32938/ie.v7i1.9450

Abstract

The purpose of this study is to find out the influence of autocratic leadership style on turnover intensity, find out the effect of employee work stress on turnover intensity, and find out the influence of autocratic leadership style and employee work stress on turnover intensity. This research has a quantitative approach. In the autocratic leadership style variable (X1) the calculated t value is 7,128 > the t value of the table is 1,988. With the significance value of 0.001, which is less than 0.5 or 0.00 < 0.05. So it can be concluded that Ha is accepted and H0 is rejected, which means that the autocratic leadership style partially has an influence on the Turnover Intensity of the Madani National Capital Limited Liability Company Pekanbaru Branch. In the employee work stress variable (X2) the calculated t value is -0,838 < the table t value is 1,988, with the significance value -0,071. So it can be concluded that Ha is rejected and H0 is accepted, which means that employee work stress partially has no effect on Turnover Intensity at Madani National Capital Limited Liability Company Pekanbaru Branch. F count (25,701) > F table (3,949) with Sig. (0,001) < 0.05. It means that the variables of autocratic leadership style and employee work stress simultaneously have a significant effect on Turnover Intensity.
THE EFFECT OF COMPENSATION AND WORK MOTIVATION ON EMPLOYEE PERFORMANCE AT PT. PERMODALAN NASIONAL MADANI MEKAAR CABANG JAKARTA Soemardana, Soemardana; Jati, Prihatina; Astuti, Indri
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The sampling technique used in this study was the saturated sample technique. then a sample of 100 Employees of PNM Mekar, Jakarta Branch was taken as respondents in this study. There is an effect of Compensation on Employee Performance, as evidenced by the t-count value for the Compensation variable (X1) of 7.003 while the t-table value for N = 100 was 1.983. So 7.003 > 1.983, then H0 is rejected and Ha is accepted, it can be stated that Compensation (X1) has a significant effect on Employee Work Performance (Y). There is an influence of Work Motivation on Employee Work Performance, proven by the t-value for the Work Motivation variable (X2) of 3.788, while the t-table value for N = 100 is 1.983. So 3.788 > 1.983, then H0 is rejected and Ha is accepted, it can be concluded that partially the Work Motivation variable (X2) has an effect on Employee Work Performance (Y). There is an influence of Compensation and Work Motivation together on Employee Work Performance, proven by the results of the ANOVA test obtained an F-value of 51.675 While F-table (a 0.05) for N = 100 is 2.70. So Fcount > from Ftable (a 0.05) or 51.675 > 2.70 with a significant level of 0.000 because 0.000 < 0.05, then it can be said that Compensation (X1) and Work Motivation (X2) together have a positive effect on Employee Work Performance (Y). Adjusted R Square (R2) is 0.516. This shows that 51.6% of Compensation (X1) and Work Motivation (X2) simultaneously have an effect on Employee Work Performance (Y) while the remaining 47.4% is influenced by other factors not examined in this study.
THE EFFECT OF WORKLOAD AND WORK INCENTIVES ON EMPLOYEE JOB SATISFACTION AT PT TIRTA SUKSES PERKASA IN JEMBER REGENCY Agussalim Andriansyah; Listya Paramita; Andiani, Lidia
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 2 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar

Abstract

The purpose of this study was to determine the effect of workload on employee job satisfaction, the effect of work incentives on employee job satisfaction, and the effect of workload and work incentives simultaneously on employee job satisfaction at PT Tirta Sukses Perkasa in Jember Regency. This research uses descriptive quantitative research. In this study, researchers used data collection techniques by distributing questionnaires to employees of PT Tirta Sukses Perkasa in Jember Regency. Based on the results of the study, researchers found that workload has a negative and significant effect on employee job satisfaction, then work incentives have a positive and significant effect on employee job satisfaction, and the effect of workload and work incentives simultaneously and individually has a significant effect on employee job satisfaction. The contribution of researchers in this study is expected to help in providing literature development on the relationship between workload, work incentives, and job satisfaction, and is expected to help companies to manage workload proportionally and effectively which can reduce the negative impact on job satisfaction and increase productivity
THE EFFECT OF PROFITABILITY, COMPANY SIZE, AND INSTITUTIONAL OWNERSHIP ON COMPANY VALUE: (A Study of Technology Industry Companies in the Software & IT Services Sub-Sector Listed on the Indonesia Stock Exchange from 2021 to 2023) Enggar Nursasi; M. Fariz Shevalian Arden; Munfaqiroh, Siti
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 2 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32938/ie.v7i2.9605

Abstract

The purpose of this study is to analyze the influence of profitability, company size and institutional ownership on company value. This study uses a quantitative approach with multiple linear regression analysis methods. The population in this study is industrial companies in the technology sector sub-sector software and IT services in 2021-2023, with a sample of 33 using the Purposive Sampling method. The results of this study show that profitability, company size and institutional ownership influence the value of the company.
ANALYZING THE RELATIONSHIP BETWEEN COMPENSATION, COMPETENCE, AND WORK ENVIRONMENT WITH EMPLOYEE JOB SATISFACTION AT THE MINISTRY OF TRANSPORTATION Pitaloka, Anggun; Rangkuti, Zulkifli; Budiraharjo, Joko
Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 2 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen
Publisher : Program Studi Manajemen, Fakultas Ekonomi dan Bisnis, Universitas Timor

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32938/ie.v7i2.9755

Abstract

The r test value for the Compensation variable (X1) with rcount is 0.623 and r table for N= 140 is 0.166, significance is 0.000. Because rcount is greater than rtable (0.623 > 0.166 and significance is smaller than 5% (0.000 < 0.050) then Ha is accepted and H0 is rejected, it can be stated that Compensation (X1) is significantly related to Employee Job Satisfaction (Y). The r test value for the Work Competency variable (X2) with an r count of 0.762 and an r table for N= 140 of 0.166 with a significance of 0.000. Because the rcount is greater than r table (0.762 > 0.166 and the significance is smaller than 5% (0.000 < 0.050) then Ha is accepted and H0 is rejected, it can be stated that Compensation (X1) is significantly related to Employee Job Satisfaction (Y), the r test value of the Job Competence variable (X2) with rcount of 0.762 and r table for N= 140 of 0.166 significance of 0.000. Because rcount is greater than rtable (0.762 > 0.166 and the significance is smaller than 5% (0.000 < 0.050) then Ha is accepted and H0 is rejected, it can be stated that Compensation (X1) is significantly related to Employee Job Satisfaction (Y), the ANOVA test value is obtained Fcount is 118,068 while Ftable (a 0.05) for n = 136 is 2.44. So Fcount > from Ftable (a 0.05) or 140,753 > 2.44, with a significance level of 0.000 because 0.000 < 0.05, it can be said that Compensation (X1), Work Competence (X2) and Work Environment (X3) together are related to Employee Job Satisfaction (Y), the correlation coefficient is 0.850 and According to the provisions, these four variables have a positive relationship. This means that the variables Compensation (X1), Work Competence (X2) and Work Environment (X3) have a very strong positive relationship with Employee Job Satisfaction (Y)

Page 16 of 18 | Total Record : 180

 14   15   16   17   18 

Filter by Year

2019 2025


Reset
Filter By Issues
All Issue Vol. 7 No. 3 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 2 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 7 No. 1 (2025): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 6 No. 4 (2024): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 6 No. 3 (2024): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 6 No. 2 (2024): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 6 No. 1 (2024): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 5 No. 4 (2023): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 5 No. 3 (2023): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 5 No. 2 (2023): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 5 No. 1 (2023): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 4 No. 4 (2022): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 4 No. 3 (2022): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 4 No. 2 (2022): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 4 No. 1 (2022): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 3 No. 4 (2021): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 3 No. 3 (2021): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 3 No. 2 (2021): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 3 No. 1 (2021): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 2 No. 4 (2020): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 2 No. 3 (2020): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 2 No. 2 (2020): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 2 No. 1 (2020): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen Vol. 1 No. 02 (2019): Inspirasi Ekonomi : Jurnal Ekonomi Manajemen More Issue