cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Mochamad Nuruz Zaman
Contact Email
scientium@scientium.co.id
Phone
+6281232891993
Journal Mail Official
editorial@scientium.co.id
Editorial Address
Editorial Office: Jl Tebet Raya No.2 Blok C lt.3 Tebet Barat, Tebet. Jakarta Selatan, DKI Jakarta - 12810
Location
Kota adm. jakarta selatan,
Dki jakarta
INDONESIA
Scientia Human Capital and Organizational Behavior
Published by Scientia Integritas Utama
ISSN : 29875552     EISSN : 29880122     DOI : https://doi.org/10.56282/shcob.v1i2
Core Subject : Economy, Humanities, Science, Social,
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
Scientia Human Capital and Organizational Behavior. The journal is theoretical and empirical in nature and presents the role of human capital in the implementation of personnel policy in an organisation. The aim of the Journal is to present diagnosis of the level of human capital that contributes to the implementation of personnel policy of public administration on the example of integration and welfare institutions examined.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 13 Documents
 1   2 
PERAN KEPEMIMPINAN TERHADAP KINERJA KARYAWAN PADA PT. BIMA SAFARI TRAVEL Asogi akbar Asogi
Scientia Human Capital and Organizational Behavior Vol. 1 No. 1 (2022): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (495.994 KB) | DOI: 10.56282/shcob.v1i1.270

Abstract

Bisnis travel adalah salah satu bisnis yang bisa dikatakan tidak terus berkembang pesat. PT. Bima Safari Travel merupakan salah satu perusahaan travel yang hadir di tengah-tengah perkembangan industri pariwisata saat ini. Berdasarkan fenomena yang ada di PT. Bima Safari Travel terdapat beberapa masalah yang mengakibatkan menurunnya kinerja karyawan antara lain: kepemimpinan yang kurang memberikan motivasi terhadap karyawan, kemampuan yang kurang optimal, dan kinerja yang belum maksimal. Mengingat sangat pentingnya masalah kinerja karyawan, studi ini berusaha untuk melakukan penelitian asosiatif dengan mengajukan dua hipotesis. Pertama, kepemimpinan tidak berperan terhadap kinerja karyawan PT. Bima Safari Travel. Kedua, kepemimpinan berperan terhadap kinerja karyawan PT. Bima Safari Travel. Penelitian ini menghasilkan tiga kesimpulan. Pertama, kepemimpinan PT. Bima Safari Travel yaitu kepemimpinan partisipatif, dimana hal tersebut tercermin dari adanya kesempatan karyawannya untuk menyampaikan pendapat, diberikan kesempatan untuk berperan dalam melaksanakan kegiatan. Kepemimpinan dari PT. Bima Safari Travel mencerminkan kepemimpinan yang optimal, efektif dan efisien, walaupun kendala dan hambatan selalu ada. PT. Bima Safari Travel menggunakan kekuatan sinergi dan komunikasi untuk membangun tim yang unggul dimana integritas adalah fondasi dari semua yang dilakukan dalam perusahaan. Kedua, kinerja karyawan PT. Bima Safari Travel berada pada level baik, yang tercermin dari perhitungan karyawan dalam bekerja, skill yang sesuai dengan pekerjaan, cekatan, kesesuaian volume kerja dengan harapan perusahaan karena karyawan memiliki pengetahuan sesuai dengan pekerjaannya, tidak pernah menunda-nunda dalam bekerja, serta karyawan mampu menyelesaikan pekerjaan dengan tepat waktu. Ketiga, hasil uji hipotesis adalah hasil thitung > ttabel (8.994 > 2.048) maka Ho ditolak dan H1 diterima, artinya secara parsial terdapat peran yang signifikan antara Kepemimpinan terhadap Kinerja karyawan pada PT. Bima Safari Travel. Berdasarkan perhitungan koefisien determinasi diperoleh nilai (r2) sebesar 0.743 atau 74.3% variabilitas Kinerja karyawan PT. Bima Safari Travel yang terjadi disebabkan oleh Kepemimpinan. Dengan kata lain bahwa Peran Kepemimpinan (X) terhadap Kinerja karyawan PT. Bima Safari Travel (Y) sebesar 74.3%.
PENERAPAN NILAI-NILAI PANCASILA DALAM LINGKUNGAN PENDIDIKAN ANAK USIA DINI Cucu Sumarni
Scientia Human Capital and Organizational Behavior Vol. 1 No. 1 (2022): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (215.472 KB) | DOI: 10.56282/shcob.v1i1.278

Abstract

Pendidikan adalah suatu tindakan yang dilakukan seseorang untuk memberikan hasil kepada pihak lain, dari tidak tahu menjadi tahu dan menghindari dari kebodohan. Lingkungan pendidikan dimulai sejak usia dini hingga dewasa, baik jenjang formal maupun non formal. Mulai dari rumah hingga jenjang sekolah, yaitu: rumah, PAUD/TK,SD,SMP,SLTA/SMK dan Perguruan Tinggi. Dunia pendidikan memerlukan penerapan nilai –nilai Pancasila agar menjadi siswa yang jujur, bertanggung jawab dan memiliki moral yang sesuai Pancasila.
Karyawan sebagai Aset dan Implementasinya dalam Hukum Ketenagakerjaan di Indonesia rois syarif qoidhul haq
Scientia Human Capital and Organizational Behavior Vol. 1 No. 1 (2022): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (157.086 KB) | DOI: 10.56282/shcob.v1i1.293

Abstract

Kinerja suatu organisasi/perusahaan tidak dapat terlepas dari sukses pengelolaan Sumber Daya Manusia (SDM). Agar suatu organisasi yang memiliki kinerja berkesinambungan, organisasi selayaknya memenuhi indicator-indikator kuantitatif, kualitatif, ketepatan waktu pelaksanaan tugas atau penyelesaian produk, efektivitas penggunaan sumber organisasi, cara melakukan pekerjaan, efek atas suatu upaya, metode melaksanakan tugas, standar sejarah, dan standar nol atau absolut. Indikatr-indikator tersebut akan terpenuhi bila organisasi memperlakukan karyawan sebagai asset, saling memiliki, dan melakukan engagement kepada karyawan. Hal ini sejalan dengan bentuk kerjasama antara pengusaha dengan pekerja yang secara yuridis telah diatur dalam Undang- Undang Nomor 13 tahun 2003 tentang Ketenagakerjaan.
Manfaat Managemen Sumber Daya Manusia: Suatu Pengantar Ryan Saputra Alam
Scientia Human Capital and Organizational Behavior Vol. 1 No. 1 (2022): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (178.795 KB) | DOI: 10.56282/shcob.v1i1.294

Abstract

Sumber Daya Manusia (SDM) harus mendapatkan penanganan yang tepat jika suatu organisasi ingin tetap berkesinambungan. Tidak perduli seberapa canggih teknologi atau sarana prasarana, atau seberapa sehat status keuangan suatu organisasi, permasalahan SDM dapat merusak kesuksesan dan kelangsungan hidup organisasi. Adanya pendekatan manajemen SDM yang harus dilakukan oleh perusahaan/organisasi, akan memberikan dukungan kepemimpinan yang kuat, kompetensi unggulan, penentuan nilai dan strategi, dan manfaat sepenuhnya dari pengetahuan karyawan, terhadap suatu organisasi
KONSEP MOTIVASI DALAM KELANGSUNGAN ORGANISASI: SUATU KAJIAN LITERATUR Muh Bukhari
Scientia Human Capital and Organizational Behavior Vol. 1 No. 1 (2022): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (126.719 KB) | DOI: 10.56282/shcob.v1i1.295

Abstract

Perlu memelihara lingkungan kerja secara efektif agar karyawan dapat bekerja sama dan bekerja produktif untuk menunjang tercapainya tujuan organisasi. Dalam menunjang pencapaian tujuan organisasi, selayaknya organisasi menetapkan sistem reward yang layak dan memadai, serta melakukan pemeliharaan kepuasan kerja dan pemeliharaan keselamatan dan kesehatan kerja.
THE AGENDA OF PANCASILA LEADERSHIP ON EDUCATION SECTOR IN OVERCOMING CORRUPTION Leo B. Barus; Elvrida N. Sinaga
Scientia Human Capital and Organizational Behavior Vol. 1 No. 2 (2022): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (169.454 KB) | DOI: 10.56282/shcob.v1i2.363

Abstract

The rampant corruption in several sectors, including the education sector, has raised question due to what is lacking in Law Number 20 of 2003 concerning the National Education System which has mandated that national education is always rooted in religious values, national culture, and responsive to demands of changing times. It is necessary to consider instilling the Pancasila character in Indonesian schools. It is concluded that corruption that still occurs in Indonesia must be dealt with through the cultivation of the Pancasila Leadership character according to the level of education. It is suggested that in the future, leadership in the education sector, for example class heads, student council heads, and scout leaders, have passed the talent management selection that has the qualifications of ing ngarso sung tulodo, ing madyo mangun karso, and tut wuri handayani principles. The cultivation of Pancasila leadership must be carried out in various student education activities, including in intra-curricular, co-curricular, extra-curricular activities, and non-co-curricular activities.
THE EFFECTIVENESS OF THE GRAMEEN BANK SYSTEM IN OVERCOMING NON-PERFORMING LOANS IN MITRA DHUAFA COOPERATION JAKARTA Maya Aditya Vusvita
Scientia Human Capital and Organizational Behavior Vol. 2 No. 1 (2023): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56282/shcob.v2i1.393

Abstract

KOMIDA as a microfinance institution has carried out a non-performing credit control strategy through the grameen bank system. This study aims to analyze the influence of human capital (X1), social capital (X2) and SOP (X3) on the effectiveness of the grameen bank system in controlling problem loans at the Komida Central Office. This research was conducted at the Mitra Dhuafa Cooperative Headquarters Jakarta for 2 months, April – May 2012. The research design used was descriptive and associative. The population in this study were 36 employees of the Jakarta Mitra Dhuafa Cooperative Head Office. Due to the relatively small number of populations that can be reached by researchers as a whole, a saturated sample is used. Data were analyzed by multiple linear regression. The results of the research show that (1) human capital,
Optimization of Company Performance Against Improvement Corporate Key Performance Indicators (KPI).Based on the Balanced Scorecard at the Head Office of PT Pelindo Jasa Maritim Ina Novitawati
Scientia Human Capital and Organizational Behavior Vol. 2 No. 1 (2023): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56282/shcob.v2i1.394

Abstract

With the recovery of economic growth and the Covid-19 vaccination, it is predicted that growth will continue. This optimism is influenced by the Government's continued fiscal stimulus support for the PEN Program and economic stability that is strong enough to support current economic growth. PT Pelindo Jasa Maritim continues to strive for effective and efficient business management with an improvement orientation. The Board of Directors' Performance Assessment is a formal system used to evaluate the performance of the Board of Directors in accordance with predetermined work standards. Performance appraisal can provide an opportunity for the Board of Directors to take corrective actions with the aim of increasing the electability of the company, Directors must be able to overcome challenges and meet customer needs with a series of strategic steps that can help the company fully take advantage of the changes that occur while balancing risks to accelerate growth, so as to produce good performance in accordance with the strategies and targets that have been set. PT Pelindo Jasa Maritim as a professional company, carries out sustainable human resource management and development through increasing international standard human resource qualifications, increasing employee welfare that supports company performance and organizational development that is tailored to the needs and challenges faced by the company as well as implementing a Corporate performance appraisal system (Key Performance Indicator). consists of the following 5 (five) perspectives: Perspective of Economic and Social Value for Indonesia, Perspective of Business Model Innovation, Perspective of Technology Leadership, Perspective of Increasing Investment, Perspective of Talent. Based on the background described above, the researcher can formulate the problems that will be discussed in this study, namely: Optimization of Company Performance on the Improvement of Corporate Key Performance Indicators (KPI) Based on Balanced Scorecard. Based on the SWOT analysis for calculating the SWOT analysis the internal factor of the Marine, Equipment and Port Service cluster is 19, which means that the overall strength of the SPJM is greater than its weaknesses. While the external analysis consists of opportunities (opportunities) and threats (threats) is 8 which means the overall strength is greater than the weaknesses. From the results of the mapping of external and internal conditions, they are in the Growth quadrant, where companies must be able to optimize their strengths to be able to capture all the opportunities that exist in the industry. The position in the TOWS analysis is in the growth quadrant which is very close to the axis lines due to weaknesses that can impact on not being optimal in capturing future opportunities. Based on the TOWS Mapping Matrix, it is in the Growth quadrant, SO Strategy is the main choice while the WO Strategy is taken as a step in consolidating the internal SPJM post-merger. WO Strategy is taken as a step to improve internal weaknesses so that opportunities can be utilized optimally.
ECONOMIC SECTOR MANAGEMENT STRATEGY IN THE TOURISM FIELD AT TOURISM DEPARTMENT OF EAST LUWU DISTRICT Yudho Prasetya Wemben
Scientia Human Capital and Organizational Behavior Vol. 2 No. 1 (2023): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56282/shcob.v2i1.395

Abstract

This study aims to analyze the strategy for managing the economic sector in the tourism sector at the East Luwu Regency Tourism Office. Respondents in this study were all employees of the East Luwu Regency Tourism Office and managers of tourist attractions, totaling 10 people using a questionnaire. The data analysis technique used is the SWOT analysis technique which is carried out by identifying strengths, weaknesses, opportunities and threats. SWOT analysis compares external factors such as opportunities and threats with internal factors such as strengths and weaknesses. Internal factors are entered into a matrix called the Internal Strategic Factor Matrix or IFAS (Internal Strategic Factor Analysis Summary). External factors are entered into a matrix called EFAS (Outline of External Strategy Factor Analysis) External Strategy Factor Matrix. After creating a matrix of internal and external strategic elements, we enter the results into the SWOT matrix, which is a quantitative model, and formulate a management strategy. The results of the study show that if the Tourism Office of East Luwu Regency S<O means that the policy direction of the East Luwu Tourism Office is in a growth strategy condition, the opportunity is greater than the existing forces. Growth Strategy (Growth Strategy) aims to achieve growth in both tourism management and regional interests around tourist objects. This can be achieved by building public facilities for tourist objects, improving the quality of human resources managing tourist objects, and strengthening cooperation with business entities and investors in managing tourist objects. Efforts are made to minimize costs to increase profits.
The Influence of Organizational Culture, Compensation and Organizational Commitment on Employee Performance through Job Satisfaction as an Intervening Variable at PT. Bank Muamalat Indonesia Makassar Branch Aisyah Ulfah Imran
Scientia Human Capital and Organizational Behavior Vol. 2 No. 1 (2023): Scientia Human Capital and Organizational Behavior
Publisher : Scientia Integritas Utama

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56282/shcob.v2i1.396

Abstract

This study aims to determine the effect of organizational culture, organizational commitment, and compensation on employee performance from job satisfaction at PT. Bank Muamalat Indonesia Makassar Branch. The research describes the relationship and impact between the variables studied, using a quantitative approach. The sample in this research is 92 respondents. The research data collection method uses a questionnaire that is distributed offline. The data analysis technique used in this study is the structural equation model (SEM) which is operated from Smart PLS. The results of the study state that organizational culture, compensation and organizational commitment have a positive and significant effect on employee performance. Organizational culture, commitment and organizational compensation also have a significant and positive effect on job satisfaction. Likewise organizational culture, compensation and organizational commitment have a positive and significant effect on employee performance from job satisfaction .

Page 1 of 2 | Total Record : 13

 1   2 

Filter by Year

2022 2023


Reset
Filter By Issues
All Issue Vol. 2 No. 1 (2023): Scientia Human Capital and Organizational Behavior Vol. 1 No. 2 (2022): Scientia Human Capital and Organizational Behavior Vol. 1 No. 1 (2022): Scientia Human Capital and Organizational Behavior