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The Eastasouth Management and Business
Published by Eastasouth Institute
ISSN : 29857120     EISSN : 29633591     DOI : https://doi.org/10.58812/esmb
Core Subject : Science,
Decision Sciences, Operations Research & Management
ESMB - The Eastasouth Management and Business is a peer-reviewed journal and open access three times a year (March, July and November) published by Eastasouth Institute. ESMB aims to publish articles in the field of Strategic management, Operations management, Marketing and Sales, Supply chain and logistics, Human resource management, Leadership, and organization management, International business, Sustainable business, Information technology management, Risk and security management, Business ethics and corporate social responsibility. ESMB accepts manuscripts of both quantitative and qualitative research. ESMB publishes papers: 1) review papers, 2) basic research papers, and 3) case study papers.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 199 Documents
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Analysis of The Relationship Between Digital Agility, Supply Chain Quality Management, and Supply Chain Agility to Supply Chain Performance at PT Indomarco Prismatama M Ihsan Fadilah; Nurni Arrina Lestari; Leonita Siwiyanti
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1138

Abstract

This study aims to analyze the influence of Digital Dexterity on Supply Chain Performance through Supply Chain Quality Management (SCQM) and Supply Chain Agility (SCA) at PT Indomarco Prismatama. The research uses a quantitative approach with an explanatory design. The research sample consisted of 120 employees involved in supply chain activities and was selected using purposive sampling techniques. Data was collected through a questionnaire with a five-point Likert scale and analyzed using AMOS-based Structural Equation Modeling (SEM). The results of the study show that Digital Dexterity has a positive and significant effect on Supply Chain Quality Management and Supply Chain Agility. However, Digital Dexterity has no direct effect on Supply Chain Performance. These findings show that improving supply chain performance requires the integration of digital capabilities with the implementation of supply chain quality management and increased supply chain agility. This research provides the implication that companies need to optimize digital transformation to improve competitiveness and supply chain performance in a sustainable manner.
Comparing the Determinants of Employee Performance Between Satisfaction and Loyalty in an Indonesian Muslim Fashion Company Dwianti Salma Imtinanda; Nidya Dudija
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1172

Abstract

This study examines the effect of employee satisfaction and employee loyalty on employee performance at PT XYZ, a Muslim fashion company operating in Jakarta, Indonesia. Although both constructs are well established as antecedents of performance, empirical findings on their relative strength remain inconsistent, and studies that compare the two within the Indonesian creative and fashion retail sector are still limited. A quantitative approach with a descriptive-causal design was applied. Data were collected through a structured questionnaire distributed via Google Form to 109 active employees, selected using proportionate stratified random sampling with a minimum tenure of one year. The data were analysed using Structural Equation Modelling based on Partial Least Squares (SEM-PLS) with SmartPLS 4. Descriptive results place all three variables in the good category, namely employee satisfaction at 81.04%, employee loyalty at 78.84%, and employee performance at 80.11% of the ideal score. Hypothesis testing shows that employee satisfaction has a positive and significant effect on employee performance (β = 0.386; t = 4.273; p < 0.001), and that employee loyalty also has a positive and significant effect (β = 0.537; t = 6.173; p < 0.001). Loyalty is the more dominant predictor, as indicated by both a larger path coefficient and a large effect size (f² = 0.533) compared with the medium effect size of satisfaction (f² = 0.276). Jointly, the two variables explain 73.2% of the variance in employee performance. The findings suggest that in an organisation whose workforce is relatively young and mobile, affective attachment functions as a stronger driver of work outcomes than job contentment alone. The study is nevertheless limited by its cross-sectional, single-source design, and its findings should be read as associational rather than strictly causal.
The The Effect of Training and Motivation on the Competency of Training Alumni at the Manpower Office of Depok City Amelia Sahara; Udriyah Udriyah; Noviyanti Noviyanti
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1173

Abstract

This study aims to analyze the effect of training and motivation, both partially and simultaneously, on the competency of job training alumni at the Manpower Office of Depok City. The methodology used in this study is a quantitative approach. The population comprises all alumni who participated in the job training programs conducted by the Manpower Office of Depok City. Primary data were gathered using structured questionnaires distributed to respondents who met the eligibility criteria, measuring the variables of training (X1), motivation (X2), and competency (Y). Data analysis techniques included validity testing, reliability testing, classic assumption testing, and multiple linear regression analysis encompassing the t-test (partial), F-test (simultaneous), and the coefficient of determination analysis. The findings indicate that training has a positive and statistically significant partial effect on alumni competency, suggesting that a higher quality of training delivery corresponds to greater mastery of skills and knowledge among alumni. Motivation was also proven to have a positive and statistically significant partial effect on alumni competency, where internal drive and clear career objectives serve as key catalysts in internalizing training content. Simultaneously, training and motivation exert a positive and significant effect on alumni competency. The synergy between effective training programs as a form of human capital investment and high participant motivation serves as the primary key to producing competent, competitive alumni who are ready to enter the workforce or engage in entrepreneurship.
Analysis of the Impact of the Minus Growth Policy on HR Adequacy, Workload, and Training Implementation Quality at BDK Makassar Arfin Arfin; Kusuma Aji Nugraha; Sumiati Sumiati
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1186

Abstract

The implementation of the Ministry of Finance's minus growth human resource policy is associated with organizational capacity challenges in supporting training implementation at Balai Diklat Keuangan Makassar. This study aims to analyze employees' perceptions of human resource adequacy and examine the relationship between limited human resources, workload, work pressure, fatigue, and training implementation quality. A quantitative descriptive approach was employed through a survey of 16 employees using a 23-item Likert-scale questionnaire. Data were analyzed using descriptive statistics, item correlation analysis, and reliability testing. The results indicate that limited human resources are associated with increased workload, task redistribution, work beyond assigned duties, work pressure, and employee fatigue. Although training implementation has been maintained through organizational adaptation and collaboration, sustainable service quality requires strengthening human resource planning, competency development, technology utilization, budget flexibility, and organizational capacity.
Implementation of Green Finance based on Blue-Green Infrastructure Mediya Destalia; Kussuyatmono Bagus Wardianto; Diang Adistya; Bambang Supriono
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1200

Abstract

The global development agenda driven by the United Nations Sustainable Development Goals (SDGs)—specifically Goal 11 (Sustainable Cities and Communities) and Goal 12 (Responsible Consumption and Production)—prioritizes waste management in the pursuit of sustainable cities. At the local level, Metro City faces rising waste generation driven by population growth and economic activity, yet its management system remains dominated by the conventional "collect-transport-dispose" model. While initiatives such as waste banks and TPS3R (Reduce, Reuse, Recycle at Source) facilities have been implemented, challenges persist regarding infrastructure, institutional capacity, spatial planning integration, and funding limitations. This study aims to analyze and formulate a "blue-green development" policy model by integrating blue-green infrastructure (BGI) and optimizing green finance for waste management in Metro City. A qualitative research approach was employed, utilizing data collection methods such as in-depth interviews, field observations, and document analysis. The findings indicate that Metro City has not yet fully implemented BGI, as waste management efforts lack integration across the various managing units. Nevertheless, the city possesses existing policies that could serve as a foundation for future BGI implementation. Furthermore, Metro City is equipped with waste management infrastructure, including a final disposal site (TPA), TPS3R facilities, wastewater treatment plants (IPAL), and waste processing units (PDU). However, the development of green finance mechanisms for waste management has not progressed effectively; the government remains heavily reliant on the local budget (APBD) and has yet to maximize collaboration with the private sector.
Employee Value Proposition and Turnover Intention among Employees in Indonesia Murniadi Murniadi; Asa Sheila Amelia; Latifah Latifah
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1231

Abstract

Employee retention remains a critical concern for organizations as employees increasingly evaluate employment opportunities based not only on compensation, but also on broader workplace value and leadership quality. This study examines the effects of Employee Value Proposition (EVP) and leadership on employees’ intent to change jobs in Indonesia. A quantitative research design was employed using data collected from 185 employees through a structured questionnaire measured on a five-point Likert scale. The data were analyzed using SPSS version 25 through descriptive statistics, validity and reliability testing, classical assumption tests, Pearson correlation, multiple linear regression, t-tests, F-tests, and the coefficient of determination. The results indicate that Employee Value Proposition has a negative and significant effect on intent to change jobs. Leadership also has a negative and significant effect on intent to change jobs. Simultaneously, Employee Value Proposition and leadership significantly explain employees’ job-change intentions. The model explains 52.0% of the variance in intent to change jobs, with an Adjusted R² of 0.515. Leadership demonstrates a relatively stronger contribution than Employee Value Proposition in explaining employees’ job-change intentions. These findings support Social Exchange Theory by demonstrating that employees’ decisions to remain with or leave an organization are influenced by both the value received from the employment relationship and the quality of their leadership experience. The study highlights the importance of strengthening Employee Value Proposition and leadership practices as complementary strategies for reducing employee turnover intentions and improving workforce retention in Indonesia.
Internal Control, Own-Source Revenue, and Local Government Performance: The Mediating Role of Financial Reporting Quality Tandry Whittleliang Hakki; Yulia Yulia; Anastasia Dian Amanda
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1232

Abstract

This study examines the effects of the Government Internal Control System (SPIP) and local own-source revenue (PAD) on local government performance and evaluates financial reporting quality as a potential mediator. The sample comprises 159 local-government-year observations from 53 district and municipal governments in Central Java, Bali, and West Nusa Tenggara during 2022–2024. Using multiple linear regression in SPSS 27, the results show that SPIP has a positive but statistically insignificant association with performance (B = 1.717; p = 0.183). PAD has a positive and significant effect (B = 0.993; p = 0.001), and financial reporting quality also has a positive and significant effect (B = 1.011; p = 0.037). The performance model reports an R² of 0.439 and an adjusted R² of 0.428. The indirect effects are formulated as the product of the predictor-to-mediator and mediator-to-outcome coefficients. The bootstrap results show that financial reporting quality significantly mediates the relationship between SPIP and local government performance (indirect effect = 0.491; 95% CI = 0.203–0.837) and the relationship between PAD and local government performance (indirect effect = 0.216; 95% CI = 0.067–0.426).
When Machine Learning Meets SWOT Analysis: XGBoost Prediction for Student On-Time Graduation Intan Siti Amaliyah; Samidi Samidi
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1233

Abstract

On-time graduation is a key performance indicator for higher education institutions, including Universitas Padjadjaran, yet on-time graduation rates vary substantially across faculties (25.99%–87.80%). This study aims to build a predictive model of student on-time graduation and translate its results into managerial strategy recommendations. Using the CRISP-DM framework, six classification algorithms (Decision Tree, Random Forest, Naive Bayes, Logistic Regression, Gradient Boosted Tree, and XGBoost) were compared on academic and socioeconomic data from 25,872 students. The default (non-tuned) XGBoost model achieved the best performance (Accuracy 75.14%; AUC 0.832; F1-Score 76.82%), outperforming Logistic Regression and Gradient Boosted Tree, which both recorded 73.33% Accuracy. Feature importance analysis identified Faculty (35.76%) and Cumulative GPA (29.34%) as the two most dominant factors, jointly accounting for 65.10% of the total feature importance score. These dominant factors were then integrated into a SWOT analysis, yielding an IFAS score of 3.10 and an EFAS score of 2.95, placing Universitas Padjadjaran in Quadrant I (Growth) of the Internal-External Matrix. The TOWS matrix recommends integrating the XGBoost model into the university's integrated academic information system (SIAT) as an early warning system, prioritized for the five faculties with the lowest on-time graduation rates. This study demonstrates that integrating predictive analytics with strategic management can generate more targeted, evidence-based academic policy recommendations.
Counterproductive Work Behavior and Employee Performance in the Organizational Context in Indonesia Neneng Milasari; Rahmawati Rahmawati; Safier Ramdani; Murniadi Murniadi; Taswati Nova Wijayaningrum
The Eastasouth Management and Business Vol. 5 No. 01 (2026): The Eastasouth Management and Business (ESMB)
Publisher : Eastasouth Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58812/esmb.v5i01.1234

Abstract

Counterproductive Work Behavior (CWB) has become an important issue in organizational management because it can negatively affect employee effectiveness, workplace relationships, and organizational performance. This study aims to examine the influence of Counterproductive Work Behavior and Employee Engagement on Employee Performance within organizations in Indonesia. This research applies a quantitative approach using survey methods involving 175 employees from various organizational backgrounds. Data were collected through a structured questionnaire measured using a five-point Likert scale and analyzed using Statistical Package for the Social Sciences (SPSS) version 25. The analysis process involved validity testing, reliability testing, classical assumption testing, and multiple linear regression analysis to evaluate the proposed hypotheses. The results indicate that Counterproductive Work Behavior has a significant negative influence on Employee Performance, indicating that increased counterproductive behavior reduces employee performance levels. Meanwhile, Employee Engagement demonstrates a significant positive influence on Employee Performance, showing that stronger employee involvement and psychological attachment contribute to improved performance outcomes. The coefficient of determination (R² = 0.510) indicates that Counterproductive Work Behavior and Employee Engagement explain 51.0% of the variation in employee performance. This study provides empirical evidence that organizations need to reduce dysfunctional workplace behaviors while strengthening employee engagement strategies to improve sustainable employee performance.

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