cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Mochammad Fahlevi
Contact Email
leviyamani@gmail.com
Phone
+6281322222835
Journal Mail Official
admin@privietlab.org
Editorial Address
Menara Prima Lantai 29 Jl. DR. Ide Anak Agung Gde Agung, RT.5/RW.2, Kuningan, Kuningan Tim., Kecamatan Setiabudi, Kota Jakarta Selatan, Daerah Khusus Ibukota Jakarta 12950
Location
Unknown,
Unknown
INDONESIA
Journal of Economics and Business Letters
Published by PRIVIETLAB
ISSN : 27988651     EISSN : 27984885     DOI : -
Core Subject : Economy, Humanities, Science, Social,
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
JEBL: Journal of Economics and Business Letters is an open access, six-annually peer-reviewed international journal published by PRIVIETLAB. It provides an avenue to academicians, researchers, managers and others to publish their research work that contributes to the knowledge and theory of Economics and Business related disciplines. JBEL is published six a year. Publisher of Open Access Journals & Books designed to make it easy for worldwide researchers to discover leading-edge scientific research. Working closely with the global scientific community has been at the heart of our book and journal publishing activity. With a portfolio including journals, books, conference proceedings, we focus on Economics, Business, Finance, Management, Accounting, E-Business, and many more. PRIVIETLAB also publishes on behalf of other scientific organizations and represents their needs and those of their members. With worldwide impact, we support researchers, librarians and societies in their endeavours. PRIVIETLAB is an international center for supporting distinguished researchers, teachers, scholars and students who are researching various areas of Business, Science, and Technology. PRIVIETLAB wishes to provide good chances for academic and industry professionals to discuss recent progress in various areas of Business, Science, and Technology. PRIVIETLAB organizes many international conferences, symposia and workshops every year, and provides sponsor or technical support to researchers who wish to organize their own conferences and workshops.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 5 Documents
 1 
Search results for , issue "Vol. 5 No. 1 (2025): February 2025" : 5 Documents clear
The impact of employee rewards on employee motivation: Toxic environment as a moderating variable Mdhlalose, Dickson
Journal of Economics and Business Letters Vol. 5 No. 1 (2025): February 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i1.350

Abstract

Employee rewards are crucial for motivating and recognizing organizational contributions. However, organizations frequently overlook the elements (financial and non-financial rewards) that motivate employees. Most organizations lack tools and tactics to motivate employees, and the worst part is that a toxic work environment demotivates employees. This study aimed to investigate and understand how employee rewards affect motivation in a toxic environment as a moderating variable. Exploratory research was conducted for this review. Information was gathered from online publications, dissertations, online databases, and books relevant to the topic. Financial benefits are the most effective motivator for most employees; however, selected individuals are driven by intrinsic rewards. Money alone is not always sufficient to motivate employees. Regardless of these benefits, a hostile work environment motivates employees. To foster a healthy work environment, organizations must train managers and staff in professionalism, fairness, positivism, and workplace culture. Employees or managers acting toxically toward other staff members should be addressed immediately. This study emphasizes the value of reward systems in a nontoxic workplace. Organizations can promote greater job satisfaction, which in turn lowers absenteeism and increases employee motivation levels, ultimately boosting total economic production by eliminating the toxic aspects that may impair motivation.
The influence of debt to asset ratio, total asset turnover, and net profit margin on return on assets in the Banking Subsector listed on the Indonesia Stock Exchange (2019-2022) Hasanatun, Umi; Saragi, Melisa Bella; Tailisha, Wenny; Angelyn, Delysia; Helman, Helman; Yunita, Mella
Journal of Economics and Business Letters Vol. 5 No. 1 (2025): February 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i1.388

Abstract

This study investigates the impact of the debt-to-asset ratio (DAR), Total Asset Turnover (TATO), and Net Profit Margin (NPM) on the financial performance of banking companies listed on the Indonesia Stock Exchange (IDX) during the period 2019–2022. Return on Assets (ROA) is used as the dependent variable to measure profitability. Drawing on secondary data from 27 purposively selected banks over four years, this study employs multiple linear regression analysis supported by classical assumption tests to ensure model robustness. The results show that DAR has a significantly negative effect on ROA, indicating that excessive leverage can undermine asset-driven profitability. Conversely, both TATO and NPM exert significant positive effects on ROA, suggesting that efficient asset utilization and strong cost control are key drivers of financial performance in the banking sector. The findings also reveal that DAR, TATO, and NPM jointly explain 97% of the variation in ROA, highlighting the integrated influence of capital structure, operational efficiency, and profit-margin management. This study contributes to the literature by offering a post-pandemic assessment of profitability drivers in the Indonesian banking context and provides practical implications for bank managers, regulators, and investors aiming to optimize performance in an increasingly digitized and regulated environment.
The impact of brand awareness, green marketing, and consumer behaviour on purchasing decisions: Empirical evidence from Bottled Water consumers in South Jakarta Ridoan, Ahmad; Rochman, Abdul; Maftuchach, Viniyati
Journal of Economics and Business Letters Vol. 5 No. 1 (2025): February 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i1.580

Abstract

The bottled water industry in Indonesia is experiencing rapid growth and increasingly fierce competition, in line with the growing public demand for hygienic and practical products. Additionally, consumer awareness of environmental and sustainability issues also influences purchasing preferences. However, there is a limited amount of empirical research that simultaneously examines the influence of brand awareness, green marketing, and consumer behaviour on purchasing decisions, particularly for AMDK products in urban areas. This study aims to analyse the influence of these three variables on purchasing decisions for Aqua products in South Jakarta. This study employs a quantitative approach using a survey method targeting 160 Aqua consumers selected through purposive sampling. Data were collected via questionnaires and analysed using validity and reliability tests, as well as multiple linear regression.The results indicate that brand awareness has the most significant influence on purchasing decisions, followed by green marketing and consumer behaviour. The research model explains 85.8% of the variation in purchasing decisions. The limitations of this study lie in its geographical scope and limited sample size, meaning the results cannot be generalised nationally.The main contribution of this study is to provide new empirical evidence regarding the integration of the three main variables in the context of the Indonesian bottled water industry, as well as offering practical recommendations for companies to strengthen their sustainability-based marketing strategies and brand reinforcement.
Leadership and organizational culture as dual levers of work wthic in local government: Evidence of indirect – only and complementary mediation via job satisfaction at Kecamatan Pasar Rebo, Jakarta Rahayu, Lidiana Endah Viefrien
Journal of Economics and Business Letters Vol. 5 No. 1 (2025): February 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i1.883

Abstract

This study examines how leadership and organizational culture shape civil servants’ work ethic in a Jakarta sub-district office, with job satisfaction specified as a mediating mechanism. Using a cross-sectional survey and hypothesis-testing design, we validated multi-item measures for leadership (supportive, directive, participative, achievement-oriented behaviors), organizational culture (shared values and routines), job satisfaction (pay/benefits, supervision, work content, opportunities), and work ethic (punctuality, diligence, adaptability). Measurement screening indicated satisfactory reliability and item validity. Regression/SEM results show that leadership and organizational culture both positively predict job satisfaction (R² ≈ .43). In the work-ethic model, organizational culture and job satisfaction exhibit positive, significant effects, while the direct leadership effect is non-significant; model fit explains a meaningful share of variance in work ethic (R² ≈ .20). Indirect-effect computations indicate an “indirect-only” mediation for leadership (leadership → satisfaction → work ethic) and “complementary” mediation for culture (direct + indirect paths in the same direction). Substantively, leader behaviors elevate employees’ felt fairness, clarity, and recognition, which translate into ethical diligence, whereas culture both institutionalizes normative expectations that directly pull behavior and simultaneously raises satisfaction. The findings support a dual-track improvement strategy: invest in participative, feedback-rich leadership to lift satisfaction, and codify culture norms (learning from mistakes, fair rewards, teamwork, punctuality) to directly and indirectly strengthen work ethic. Implications include embedding feedback cycles, clarifying performance standards, and aligning recognition/promotion systems with targeted ethical behaviors.
Competence, human values, and career planning as joint drivers of individual performance: Evidence from KPP Pratama Jakarta Pasar Minggu Ariyani, Natalina
Journal of Economics and Business Letters Vol. 5 No. 1 (2025): February 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i1.884

Abstract

This study tests whether three human-capital levers—employee competence, internalization of core public-service values, and career planning—jointly predict individual performance in a frontline Indonesian tax office (KPP Pratama Jakarta Pasar Minggu). Anchored to the Ministry of Finance’s Balanced Scorecard architecture, performance is operationalized in line with Nilai Kinerja Pegawai (NKP), combining target attainment (CKP) and multi-rater behavioral scores. Using a cross-sectional survey of structural and functional staff, we validated scales for the three predictors and estimated their effects on performance. Bivariate correlations show the strongest association for competence (r ≈ 0.54), followed by career planning (r ≈ 0.37) and the human values system (r ≈ 0.30). In multivariate models, the trio explains ≈41.6% of variance in NKP, with competence emerging as the most influential single predictor while values and career planning add distinct, meaningful contributions. Descriptives point to high endorsement of ethical conduct and service behaviors, yet signal headroom in feedback, reward fairness, and structured career pathways. Managerially, a dual track is clear: deepen role-specific competence (case-based learning, coaching, job aids) and operationalize values and career scaffolding (transparent recognition, “learn-from-mistakes” routines, formal IDPs and rotations) through the NKP review cadence. These interventions align systemically with how performance is actually measured and rewarded, improving both throughput and citizen experience.

Page 1 of 1 | Total Record : 5

 1 

Filter by Year

2025 2025


Reset
Filter By Issues
All Issue Vol. 5 No. 6 (2025): December 2025 Vol. 5 No. 5 (2025): October 2025 Vol. 5 No. 4 (2025): August 2025 Vol. 5 No. 3 (2025): June 2025 Vol. 5 No. 2 (2025): April 2025 Vol. 5 No. 1 (2025): February 2025 Vol. 4 No. 6 (2024): December 2024 Vol. 4 No. 5 (2024): October 2024 Vol. 4 No. 4 (2024): August 2024 Vol. 4 No. 3 (2024): June 2024 Vol. 4 No. 2 (2024): April 2024 Vol. 4 No. 1 (2024): February 2024 Vol. 3 No. 6 (2023): December 2023 Vol. 3 No. 5 (2023): October 2023 Vol. 3 No. 4 (2023): August 2023 Vol. 3 No. 3 (2023): June 2023 Vol. 3 No. 2 (2023): April 2023 Vol. 3 No. 1 (2023): February 2023 Vol. 2 No. 4 (2022): October 2022 Vol. 2 No. 3 (2022): June 2022 Vol. 2 No. 2 (2022): April 2022 Vol. 2 No. 5 (2022): December Edition Vol. 2 No. 1 (2022): February Vol. 1 No. 4 (2021): December Vol. 1 No. 3 (2021): October Vol. 1 No. 2 (2021): August Vol. 1 No. 1 (2021): June More Issue