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Jurnal Fokus Manajemen
Published by Universitas Dehasen Bengkulu
ISSN : 28099931     EISSN : 28099141     DOI : https://doi.org/10.37676/jfm.v1i2
Core Subject : Economy, Science,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance
Management Focus Journal covers various research approaches, namely: quantitative, qualitative and mixed methods. Management Focus Journal (JFM) focuses on various themes, topics and aspects of management, strategic management and entrepreneurship, including (but not limited to) the following topics: Human Resource Management, Financial management, Marketing Management, Strategic Management, Organizational behavior, Operation management, Change Management, Sharia Management, Knowledge Management Entrepreneurship, Electronic Business, Capital market.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 298 Documents
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Analysis of Organizational Change and Employee Resilience Towards Employee Performance Through Employee Involvement Susy Elfrida Siregar; Husni Muharram Ritonga; Mesra B Mesra B
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12832

Abstract

This study aims to analyze the influence of organizational changes and employee resilience on employee performance through employee involvement as an intervening variable in the North Sumatra Regional Police Supervision Inspectorate. Organizational change is an important factor in improving employees' adaptability to the demands of bureaucratic reform, while employee resilience plays a role in maintaining work effectiveness in conditions full of pressure and change. This study uses a quantitative approach with a survey method. The population as well as the research sample amounted to 98 employees of the North Sumatra Police Supervision Inspectorate with saturated sampling techniques. Data collection was carried out using a questionnaire with a Likert scale. Data analysis was carried out using the Partial Least Squares Structural Equation Modeling (PLS-SEM) method with the help of the SmartPLS 3.0 application. The results of the study showed that organizational changes had a positive and significant effect on employee performance with a t-statistical value of 3.268 and a p-value of 0.001. Organizational changes also have a positive and significant effect on employee engagement with a t-value of 6.148 and a p-value of 0.000. Furthermore, employee resilience was proven to have a positive and significant effect on employee performance with a t-statistic value of 6.273 and a p-value of 0.000, as well as a positive and significant effect on employee engagement with a t-statistic value of 7.999 and a p-value of 0.000. Employee involvement also has a positive and significant effect on employee performance with a t-statistic value of 7.015 and a p-value of 0.000. Testing the effect of mediation showed that employee involvement was able to mediate the influence of organizational change on employee performance with a t-statistic value of 4.300 and a p-value of 0.000 and mediated the influence of employee toughness on employee performance with a t-statistic value of 5.515 and a p-value of 0.000. This study shows that the improvement of employee performance is not only influenced by organizational structural factors, but also influenced by the psychological aspects of employees through work involvement. Therefore, organizations need to strengthen change strategies, build employee resilience, and create a work environment that is able to increase employee engagement in a sustainable manner.
Digital Leadership Analysis And Work Flexibility Towards Employee Performance Through Employee Involvement Suryanata Turputra; Mesra B; Kiki Farida Ferine
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12833

Abstract

This study aims to analyze the influence of digital leadership and work flexibility on employee performance through employee involvement as an intervening variable in the Human Resources Bureau of the North Sumatra Regional Police. This study uses a quantitative approach with a population of 115 employees. The sampling technique used is saturated sampling, so that all members of the population are used as research samples. Primary data was collected through the distribution of questionnaires on the Likert scale. Data analysis was carried out using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method with the help of the SmartPLS 3.0 application. The results of the study show that digital leadership has a positive and significant effect on employee performance with a path coefficient of 0.230. Work flexibility has a positive and significant effect on employee performance with a coefficient of 0.350. Digital leadership and work flexibility also had a positive and significant effect on employee engagement, with coefficients of 0.358 and 0.483, respectively. Furthermore, employee involvement has a positive and significant effect on employee performance with a coefficient of 0.361. The results of the indirect influence test proved that employee involvement was able to mediate the influence of digital leadership on employee performance with a coefficient of 0.129 and mediate the effect of work flexibility on employee performance with a coefficient of 0.175. The R-square value shows that digital leadership and work flexibility are able to explain employee engagement by 39.8%, while digital leadership, work flexibility, and employee engagement can explain employee performance by 52.2%. Thus, improving digital leadership and implementing the right work flexibility can increase the involvement and performance of employees of the North Sumatra Police Human Resources Bureau.
Analysis of the Adoption of Human Resources Technology and Digital Competencies towards Employee Performance through Employee Involvement Amelia Pohan; Elfitra Desy Surya; Kiki Farida Ferine
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12836

Abstract

This study aims to analyze the influence of the adoption of human resource technology and digital competence on employee performance, both directly and through employee involvement as an intervening variable in the Human Resources Bureau of the North Sumatra Regional Police. The study used a quantitative approach with a population of 115 employees. All members of the population were sampled through saturated sampling techniques. Primary data were collected using a Likert scale questionnaire and analyzed using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method with the SmartPLS 3.0 application. The results of the study show that the adoption of HR technology has a positive and significant effect on employee engagement with a path coefficient of 0.357 and on employee performance of 0.215. Digital competence has a positive and significant effect on employee engagement with a path coefficient of 0.474 and on employee performance of 0.356. Employee involvement also has a positive and significant effect on employee performance with a path coefficient of 0.395. In addition, employee involvement positively and significantly mediated the influence of HR technology adoption on employee performance with an indirect influence coefficient of 0.141, and mediated the influence of digital competence on employee performance of 0.188. The R-square value shows that the adoption of HR technology and digital competencies is able to explain employee engagement by 39.6%, while the adoption of HR technology, digital competence, and employee engagement is able to explain employee performance by 56.7%. Thus, the improvement of employee performance is not only determined by the use of human resources technology and mastery of digital competencies, but also by the organization's ability to build employee involvement. The North Sumatra Police Human Resources Bureau needs to strengthen the use of human resource technology, digital competency development, and a work environment that is able to increase employee involvement in a sustainable manner.
Transformational Leadership Analysis And Work Motivation On Employee Performance Through Job Satisfaction Rita Nesia Nasution; Elfitra Desy Surya; Husni Muharram Ritonga
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12837

Abstract

This study aims to analyze the influence of transformational leadership and work motivation on employee performance through job satisfaction as an intervening variable in the Human Resources Bureau of the North Sumatra Regional Police. Employee performance is an important factor in achieving organizational goals, so leadership that is able to provide inspiration, strong work motivation, and job satisfaction that supports performance improvement is needed. This study uses a quantitative approach with a population and a sample of 115 employees of the Human Resources Bureau of the North Sumatra Regional Police using a saturated sampling technique. Data was collected through the distribution of questionnaires with a Likert scale and analyzed using the Partial Least Squares Structural Equation Modeling (PLS-SEM) method with the help of the SmartPLS application. Model testing is carried out through external model and inner model analysis to test the validity, reliability, and relationship between research variables. The results of the study show that transformational leadership has a positive and significant effect on employee performance and job satisfaction. Work motivation also has a positive and significant effect on employee performance and job satisfaction. Furthermore, job satisfaction has a positive and significant effect on employee performance. The results of the mediation test showed that job satisfaction was able to mediate the influence of transformational leadership and work motivation on employee performance. The R-square value shows that transformational leadership and work motivation are able to explain job satisfaction by 38.6%, while transformational leadership, work motivation, and job satisfaction can explain employee performance by 53.8%.
Analysis of Work Discipline, Organizational Justice, and Intrinsic Motivation for Employee Performance Through Job Satisfaction Ririn Pebrina Br Marpaung; Kiki Farida Ferine; Mesra B Mesra B
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12860

Abstract

This study aims to test and analyze the influence of work discipline, organizational justice, and intrinsic motivation on employee performance with job satisfaction as an intervening variable in the Human Resources Bureau of the North Sumatra Police. This study uses a quantitative approach. The research population consists of all employees of the Human Resources Bureau of the North Sumatra Police which totals 115 people. The sampling technique uses saturated sampling so that all members of the population are used as research samples. Primary data was collected through the distribution of questionnaires on the Likert scale. The data analysis technique used Partial Least Squares–Structural Equation Modeling (PLS-SEM) with the help of the SmartPLS 3.0 program. The results of the study show that work discipline, organizational fairness, and intrinsic motivation have a positive and significant effect on employee performance and job satisfaction, respectively. Job satisfaction also has a positive and significant effect on employee performance. The results of the indirect influence test showed that job satisfaction was able to positively and significantly mediate the influence of work discipline, organizational fairness, and intrinsic motivation on employee performance. The R-square value of job satisfaction of 0.386 indicates that work discipline, organizational fairness, and intrinsic motivation are able to explain job satisfaction by 38.6%, while the remaining 61.4% is explained by other variables outside the research model. The R-square value of employee performance of 0.509 indicates that work discipline, organizational fairness, intrinsic motivation, and job satisfaction are able to explain employee performance by 50.9%, while the remaining 49.1% is explained by other variables. The findings of the study confirm that improving employee performance can be done through strengthening work discipline, applying organizational justice, increasing intrinsic motivation, and establishing better job satisfaction.
Analysis of Work Environment and Organizational Culture on Organizational Commitment Mediated by Job Stress at BPJS Employment Regional Office Northern Sumatra Rianda Mauli Siregar; Erwansyah Erwansyah; Mesra B Mesra B
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12862

Abstract

This study aims to analyze the effect of work environment and organizational culture on organizational commitment, with job stress as a mediating variable at the BPJS Employment Regional Office of Northern Sumatra. The study was motivated by the relatively low level of organizational commitment, suboptimal work environment and organizational culture, and high employee job stress. This research employed a quantitative approach with an associative design. The population consisted of 75 employees from the BPJS Employment Regional Office of Northern Sumatra, Medan Utara Branch Office, and Binjai Branch Office. A saturated sampling technique was used, involving all members of the population as respondents. Data were collected through questionnaires and analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with SmartPLS. The results show that organizational culture has a positive and significant effect on organizational commitment and a negative and significant effect on job stress. The work environment has a negative and significant effect on job stress but does not have a significant direct effect on organizational commitment. Job stress has a negative and significant effect on organizational commitment. Furthermore, job stress significantly mediates the effects of organizational culture and work environment on organizational commitment. These findings indicate that strengthening organizational commitment requires not only a strong organizational culture and a supportive work environment but also effective management of employee job stress.
An Analysis of Leadership, Ethics, and Organizational Culture Employee Performance Through Organizational Commitment Ikbal Alrasyid; Mesra B.; Elfitra Desy Surya
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12870

Abstract

This study aims to test and analyze the influence of leadership, ethics and organizational culture on employee performance through organizational commitment as an intervening variable in the Human Resources Bureau of the North Sumatra Regional Police. This study uses a quantitative approach. The research population consists of all employees of the Human Resources Bureau of the North Sumatra Regional Police as many as 115 people. The sampling technique uses saturated sampling so that all members of the population are used as research samples. Primary data was collected through the distribution of questionnaires using the Likert scale. Data analysis was carried out using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method with the help of the SmartPLS 3.0 application. The results of the study show that ethical leadership has a positive and significant effect on employee performance with a coefficient of 0.264 and on organizational commitment with a coefficient of 0.319. Organizational culture has a positive and significant effect on employee performance with a coefficient of 0.357 and on organizational commitment with a coefficient of 0.474. Organizational commitment has a positive and significant effect on employee performance with a coefficient of 0.352. The results of the indirect influence test showed that organizational commitment was able to mediate the influence of ethical leadership on employee performance with a coefficient of 0.112 and mediate the influence of organizational culture on employee performance with a coefficient of 0.167. The R-square value shows that ethical leadership and organizational culture are able to explain organizational commitment by 33.6%, while ethical leadership, organizational culture, and organizational commitment can explain employee performance by 51%. Thus, the application of ethical leadership and strengthening organizational culture can increase organizational commitment which further encourages improved employee performance.
The Influence of Motivation, Work Discipline and Work Environment on Employee Performance at the North Sumatra Provincial Youth and Sports Office Ayu Amanda; Wilchan Robain; Samrin Samrin
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12881

Abstract

Employee performance is an important factor in supporting the effectiveness of public sector organizations. However, the achievement of optimal performance is influenced by various factors, including work motivation, work discipline, and work environment. This study aims to analyze the influence of work motivation, work discipline, and work environment on employee performance at the North Sumatra Provincial Youth and Sports Office. The research uses a quantitative approach with an associative type of research. The research population amounted to 89 employees and the entire population was sampled through the saturated sampling technique. Data collection was carried out using questionnaires that have met the validity and reliability tests. Data were analyzed using multiple linear regression analysis supported by classical assumption tests, partial tests, simultaneous tests, and determination coefficients with the help of the IBM SPSS program. The results of the study showed that work motivation and work discipline had a positive and significant effect on employee performance, while the work environment did not have a significant effect on employee performance partially. Simultaneously, work motivation, work discipline, and work environment have a significant effect on employee performance. The value of the determination coefficient (R²) of 0.782 showed that the three independent variables were able to explain 78.2% of the variation in employee performance, while the rest were influenced by other factors outside the research model.
The Influence of Hedonistic Lifestyle and Financial Behavior on the Financial Literacy of Generation Z Employees at SayGroup Medan Office Ayu Aulia; Hernawaty Hernawaty; Geby Citra Ananda
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12889

Abstract

This study aims to analyze the influence of hedonistic lifestyle and financial behavior on financial literacy among Generation Z employees at SayGroup Medan, both partially and simultaneously. This study employed a quantitative approach using a survey method. The population consisted of Generation Z employees at SayGroup Medan, with a total sample of 30 respondents. Data were collected through a Likert-scale questionnaire and analyzed using SPSS, including validity testing, reliability testing, classical assumption testing, multiple linear regression analysis, partial test (t-test), simultaneous test (F-test), and coefficient of determination. The findings show that hedonistic lifestyle has a negative and significant effect on financial literacy, while financial behavior has a positive and significant effect on financial literacy. Simultaneously, hedonistic lifestyle and financial behavior significantly affect the financial literacy of Generation Z employees at SayGroup Medan. The research model also demonstrates a very strong explanatory power for variations in financial literacy. This study contributes to the development of behavioral financial management studies, particularly regarding factors influencing the financial literacy of Generation Z employees. Practically, the findings can serve as input for companies and young workers to improve financial management through lifestyle control and better financial behavior.
Digital Competency Analysis, Work-Balance and Organizational Support for Employee Performance Through Job Satisfaction Jenni Theresia Tampubolon; Kiki Farida Ferine; Erwansyah Erwansyah
Jurnal Fokus Manajemen Vol 6 No 4 (2026): November
Publisher : LPPJPHKI Universitas Dehasen Bengkulu

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37676/jfm.v6i4.12902

Abstract

This study aims to test and analyze the influence of digital competencies, work balance, and organizational support on employee performance through job satisfaction as an intervening variable in the Human Resources Bureau of the North Sumatra Police. This study uses a quantitative approach with a population of 115 employees. The sampling technique uses saturated sampling so that all members of the population are used as research samples. Primary data was collected through the distribution of questionnaires on the Likert scale. Data analysis was carried out using the Partial Least Squares–Structural Equation Modeling (PLS-SEM) method with the help of the SmartPLS 3.0 program. The results of the study show that digital competence, work balance, and organizational support have a positive and significant effect on employee performance and job satisfaction, respectively. Job satisfaction also has a positive and significant effect on employee performance. The results of the indirect influence test showed that job satisfaction was able to positively and significantly mediate the influence of digital competence, work balance, and organizational support on employee performance. The R-square value of job satisfaction of 0.385 shows that digital competence, work balance, and organizational support are able to explain job satisfaction by 38.5%. Meanwhile, the R-square value of employee performance of 0.493 shows that digital competence, work balance, organizational support, and job satisfaction are able to explain employee performance by 49.3%. The findings of the study confirm that improving employee performance can be done through strengthening digital competencies, creating work balance, increasing organizational support, and establishing better job satisfaction.

Page 28 of 30 | Total Record : 298

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