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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 149 Documents
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Teacher competence, school management, and organizational culture as joint drivers of teacher productivity: Evidence from SMA Negeri 66 Jakarta Wahyudi, Didi
Journal of Economics and Business Letters Vol. 5 No. 4 (2025): August 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i4.855

Abstract

This study investigates whether teacher competence, school management, and organizational culture jointly and separately shape teacher productivity in a public urban high school context. Using a census of 63 teachers at SMA Negeri 66 Jakarta, we administered multi-item Likert instruments aligned with national education standards and management/culture frameworks. Psychometric screening yielded high internal consistency across scales (α ≈ 0.88–0.96), and classical OLS assumptions (normality, homoskedasticity, linearity, absence of harmful multicollinearity) were satisfied. Bivariate analyses showed that competence had the strongest zero-order association with productivity (r ≈ 0.92; R² ≈ 81%), followed by organizational culture (r ≈ 0.61; R² ≈ 37%) and school management (r ≈ 0.44; R² ≈ 19%). In the simultaneous model, all predictors remained positive and significant, with combined explanatory power around 38–39% (p < .001). Notably, organizational culture exhibited the largest marginal coefficient when controlling for the other variables, indicating that a collaborative, disciplined, and trust-rich culture amplifies the translation of individual competencies into observable performance. Managerially, the results imply that targeted improvements in budgeting transparency and cycle discipline, structured peer learning (e.g., lesson study, peer observation), and timely, specific recognition can elevate productivity beyond its already favorable baseline. The findings support a triadic productivity model in which capability (competence), systems (management), and norms (culture) operate as complementary levers of performance.
Customer value as the engine of brand image: Evidence from HR competence, service quality, CRM, and banking technology at BRI Depok Basri, Hasan
Journal of Economics and Business Letters Vol. 5 No. 3 (2025): June 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i3.859

Abstract

This study examines how internal capabilities and relationship processes—human resource competence, service quality, customer relationship management (CRM), and banking technology—shape customer value and, through it, brand image at PT Bank BRI (Persero) Tbk., Depok Branch. Using a cross-sectional survey of retail customers and Partial Least Squares Structural Equation Modeling (PLS-SEM), we validate reliable reflective measures for all constructs and test a mediation model positioning customer value as the central mechanism linking firm capabilities to brand outcomes. The structural results show that CRM is the strongest predictor of customer value (β ≈ 0.382), followed by human resource competence (β ≈ 0.266) and service quality (β ≈ 0.242); banking technology is positive but not significant once other drivers are controlled (β ≈ 0.095, n.s.). Customer value strongly influences brand image (β ≈ 0.740), explaining a substantial share of its variance (R² ≈ 0.547), while the four antecedents jointly explain most of the variance in customer value (R² ≈ 0.787). These findings indicate that brand building in banking is fundamentally a value-delivery challenge: day-to-day CRM discipline, service execution, and frontline competence translate into reputational gains more than technology per se—unless technology visibly improves the lived experience. Managerially, the priorities are to make CRM “felt,” coach people to remove customer effort, and keep SERVQUAL routines visible; technologically, target experience outcomes (e.g., resolution time, seamless handoffs) rather than features. Limitations and replication paths are discussed.
Job promotion, staffing, and competence as drivers of employee performance: Evidence from Indonesia’s directorate general of national export development Apriyanti, Herna Dwi
Journal of Economics and Business Letters Vol. 5 No. 3 (2025): June 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i3.861

Abstract

This study examines how three human resource levers—job promotion, staffing/procurement, and employee competence—shape performance among civil servants at the Directorate General of National Export Development (DITJEN PEN), Ministry of Trade. Using an explanatory, cross-sectional survey of 154 employees (simple random sampling), we operationalized constructs on 5-point Likert scales and verified measurement quality via corrected item–total correlations and Cronbach’s alpha (all α ≥ 0.70 after two weak competence items were dropped). Correlational and regression analyses show that competence is the dominant predictor of performance (r = 0.676; β = 0.599, p < 0.001), job promotion has a positive but small effect (r = 0.181; β = 0.093, p = 0.025), and staffing/procurement perceptions are not statistically significant (r = 0.047; β = 0.016, p = 0.724). The full model is strong (F = 45.583, p < 0.001) with R² = 0.477, indicating that the three levers jointly explain nearly half of performance variance. Managerially, returns are highest from targeted competence development aligned to role demands, while promotion processes should be made more timely and transparently merit-based; staffing practices need re-engineering around person–job fit to reveal their contribution to performance. Limitations include cross-sectional design and perceptual measures; future work should integrate administrative data and test mediated pathways (e.g., staffing → competence → performance).
Organizational commitment, compensation, and competence as drivers of employee performance: Evidence from PT Pegadaian Condet Branch, East Jakarta Jasodin, Jasodin
Journal of Economics and Business Letters Vol. 5 No. 2 (2025): April 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i2.867

Abstract

This study examines how organizational commitment, compensation, and competence shape employee performance in a frontline state‐owned financial services context. Using an explanatory, cross-sectional survey of all accessible employees at PT Pegadaian (Condet Branch, East Jakarta; N = 110, April–May 2012), we operationalized commitment (three-component orientation), compensation (perceived fairness, risk-adjusted allowances, benefits), competence (role-relevant knowledge, skills, behaviors), and performance (task and contextual). Assumption checks supported OLS modeling (normal residuals; VIF < 3; Durbin–Watson = 1.721). Bivariate results showed strong, positive associations with performance (commitment r ≈ 0.70; compensation r ≈ 0.64; competence r ≈ 0.81). In the multiple regression, the joint model was highly significant (F = 82.44, p < .001) with substantial explanatory power (R² = 0.700; adj. R² = 0.691). Competence had the largest unique effect (β ≈ 0.640, p < .001), commitment remained a positive predictor (β ≈ 0.257, p = .005), while compensation became non-significant (β ≈ 0.052, p = .564) once the other two were controlled. Findings suggest performance in high-risk branch operations is driven primarily by capability (accurate appraisal, procedural reliability, customer handling) and service-oriented identification with the organization; compensation appears to act indirectly by enabling competence and supporting commitment rather than exerting a large standalone effect. Practical priorities include role-specific competency academies, visible meritocracy to strengthen affective commitment, and risk-aligned but quality-sensitive rewards that reinforce capability and culture.
Leadership, organizational culture, and education–training as joint drivers of lecturer–staff performance: Evidence from a nonprofit higher-education institution in Indonesia Rambe, Kamarul Zaman
Journal of Economics and Business Letters Vol. 5 No. 2 (2025): April 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i2.872

Abstract

This study examines how leadership, organizational culture, and education–training jointly shape lecturer–staff performance in a nonprofit Indonesian higher-education institution (STIMA KOSGORO). Using a cross-sectional census of all personnel (N = 60; permanent and non-permanent lecturers and staff), we administered context-tailored Likert scales with strong psychometrics (α: leadership .956; culture .947; training .950; performance .931). Assumption checks supported parametric inference. Simple regressions showed that leadership (r = .698; R² = .488), organizational culture (r = .579; R² = .335), and education–training (r = .679; R² = .460) each significantly predicted performance (p < .05). In the multiple regression, all predictors remained significant and together explained 68% of performance variance (R = .825; R² = .680; leadership t = 3.444; culture t = 3.388; training t = 4.487). Substantively, leadership behaviors that clarify roles, coach, and ensure fair consequences produce the steepest returns; culture converts those behaviors into stable routines when rewards align with the outcomes the institution values; and training yields measurable gains when post-training transfer is enforced. We recommend codifying standards and reward rules, institutionalizing leader routines (weekly 1:1s, fast feedback, monthly SOP stand-ups), and tying every training to a 30-day application project to lock in capability gains. These actions are expected to raise performance while preserving fairness and morale in resource-constrained academic settings. Findings extend SHRM and culture–performance evidence to a nonprofit HEI context and offer a pragmatic roadmap for execution.
From watchdog to catalyst: How emotional intelligence, organizational culture, and training drive auditor performance in Indonesia’s inspectorate general Nugroho, Kelik
Journal of Economics and Business Letters Vol. 5 No. 2 (2025): April 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i2.880

Abstract

This study tests a governance-grounded model in which emotional intelligence (EI), organizational culture (OC), and education–training (Diklat) jointly predict auditor job performance within the Inspectorate General of the Indonesian Ministry of Religious Affairs. Using a cross-sectional explanatory survey of 92 government auditors, we measured EI (self-awareness, self-regulation, motivation, empathy, social skills), OC (integrity, discipline, learning orientation, team/people focus), Diklat (relevance, delivery, instructor quality, facilities), and performance (ability, initiative, timeliness, quality, communication) on five-point Likert scales, with supervisor input to reduce common-method bias. All instruments demonstrated strong reliability (α = .909–.965) and satisfactory validity. Bivariate regressions showed large positive effects on performance for EI (R² = .693), OC (R² = .654), and Diklat (R² = .756). In a joint OLS model, all predictors remained significant with standardized coefficients: Diklat (β = .497, p < .001), EI (β = .346, p < .001), and OC (β = .155, p = .044), indicating training has the largest unique contribution once shared variance is partialled out. Practically, results argue for practice-embedded, EI-aware training; culture-by-design that emphasizes discipline and values-based decisions; and systematic follow-up on audit recommendations. The findings reinforce the shift of internal audit from watchdog to consultant and catalyst, linking human-system levers to auditable improvements in public-sector governance. Limitations include cross-sectional design and potential construct overlap; future research should adopt lagged measures and objective performance indicators.
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.
The role of MSMEs (Micro, Small and Medium Enterprises) in improving the national economy Mahfud, Imam
Journal of Economics and Business Letters Vol. 5 No. 5 (2025): October 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i5.915

Abstract

In the era of globalization, development relies heavily on the economic sector as a benchmark for governmental success. Society's contribution to national development, particularly in the economic realm, is embodied by Micro, Small, and Medium Enterprises (MSMEs). MSMEs occupy a crucial and strategic position within the national economy. ​MSMEs have continued to grow year after year since the economic crisis. This also proves that MSMEs can survive amidst economic turmoil. Thus, MSMEs are considered to play a strategic role in reducing unemployment and poverty. Given the contributions and roles of MSMEs, the government must continue supporting MSMEs through reinforcement so that their role as pillars in building the nation’s economy can function optimally. This study aims to understand the contribution of MSMEs to the economy. In addition, this study identifies the challenges and obstacles faced by MSMEs in the national economy. Library research was used, utilizing articles published in international and national journals related to the role of MSMEs in improving the national economy. The results of this study show that MSMEs contribute significantly to the national economy, although their implementation faces challenges. However, the government is striving to provide a range of stimuli to address these issues, so that MSMEs can continue to grow and become empowered.
Gender diversity and chief executive officer tenure on earnings management Harahap, Ida
Journal of Economics and Business Letters Vol. 5 No. 5 (2025): October 2025
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/jebl.v5i5.937

Abstract

This study proves research that proves that differences between men and women can impact decisions. Several researchers have stated that men are risk-takers, whereas women are associated with natural risks and do not want to take risks that increase company performance. Agency problems increase as CEO approach retirement. In the last year of their tenure, CEO take advantage of their personal information to improve company performance to get higher compensation in the last year or after leaving work (retirement). The results of the regression analysis support the hypothesis that the representation of female CEOs negatively influences earnings management. These results indicate that the representation of female CEOs strengthens the quality of the earnings information presented in a company's financial statements. The regression analysis of the study supports the second hypothesis, which states that CEO tenure has a negative effect on earnings management. This shows that CEOs with long tenures are less aggressive in reporting earnings than those with short tenures.

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