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Fakultas Ekonomi dan Bisnis Jl. Kamboja No. 11A Denpasar Website: http://feb.unmas.ac.id, Email: jurnal.emas@unmas.ac.id
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EMAS
Published by Universitas Mahasaraswati
ISSN : -     EISSN : 27743020     DOI : -
Core Subject : Economy, Science, Social,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
EMAS merupakan jurnal ilmiah untuk ilmu ekonomi, manajemen dan bisnis yang diterbitkan oleh Program Studi Manajemen Fakultas Ekonomi dan Bisnis Universitas Mahasaraswati Denpasar E-ISSN : 2774 - 3020. Jurnal ini sebagai sarana publikasi hasil penelitian Dosen dan mahasiswa S1 dalam meningkatkan mutu penelitian perguruan tinggi. Jurnal ini memuat artikel yang belum pernah dipublikasi sebelumnya berupa artikel yang merupakan hasil penelitian. artikel berkaitan dengan Ilmu Manajemen dan Bisnis. Penerbitan jurnal ini dilakukan setiap bulannya selama setahun.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 12 Documents
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Search results for , issue "Vol. 7 No. 2 (2026): EMAS" : 12 Documents clear
The Effect of Creativity, Self-Efficacy, And Workload on Employee Performance at Jaens Spa Ubud, Bali Maharani, Ni Ketut Sinta Santania; Puspitawati, Ni Made Dwi; Parwita, Gde Bayu Surya
EMAS Vol. 7 No. 2 (2026): EMAS
Publisher : Program Studi Manajemen Fakultas Ekonomi dan Bisnis Universitas Mahasaraswati Denpasar.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36733/emas.v7i2.13697

Abstract

This study aims to examine and analyze the extent to which servant leadership, interpersonal communication, and knowledge sharing contribute to improving employee performance at Smoke.Bali Restaurant, located in Badung Regency, Bali. Using a quantitative approach, this study involved all 42 employees as respondents through a total census technique. Data collection was conducted using a questionnaire that adopted a five-point Likert scale, then processed using multiple linear regression analysis through SPSS software. The main findings show that the three independent variables, both partially and simultaneously, have a positive and significant effect on employee performance. The Adjusted R Square value reached 0.679, indicating that approximately 67.9% of employee performance variability can be explained by the combination of servant leadership, interpersonal communication, and knowledge sharing, while the rest is influenced by other factors outside the model. The beta coefficients for each variable were 0.448 for servant leadership (p < 0.001), 0.513 for interpersonal communication (p < 0.001), and 0.546 for knowledge sharing (p < 0.001). These results are consistent with PathGoal Theory and a number of previous empirical studies, which confirm the important role of servant leadership, effective communicative interaction, and a culture of knowledge sharing in the context of the competitive hospitality industry. Practical implications for restaurant management include developing servant leadership training programs, optimizing internal communication channels, and initiatives to encourage knowledge exchange among employees to achieve more optimal operational performance.
The Effect of Servant Leadership, Interpersonal Communication, And Knowledge Sharing on Employee Performance at Smoke.Bali Restaurant, Badung Putra, I Gusti Agung Ngurah Alit Darma; Puspitawati, Ni Made Dwi; Carina, Tiara
EMAS Vol. 7 No. 2 (2026): EMAS
Publisher : Program Studi Manajemen Fakultas Ekonomi dan Bisnis Universitas Mahasaraswati Denpasar.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36733/emas.v7i2.13698

Abstract

This study aims to examine and analyze the extent to which servant leadership, interpersonal communication, and knowledge sharing contribute to improving employee performance at Smoke.Bali Restaurant, located in Badung Regency, Bali. Using a quantitative approach, this study involved all 42 employees as respondents through a total census technique. Data collection was conducted using a questionnaire that adopted a five-point Likert scale, then processed using multiple linear regression analysis through SPSS software. The main findings show that the three independent variables, both partially and simultaneously, have a positive and significant effect on employee performance. The Adjusted R Square value reached 0.679, indicating that approximately 67.9% of employee performance variability can be explained by the combination of servant leadership, interpersonal communication, and knowledge sharing, while the rest is influenced by other factors outside the model. The beta coefficients for each variable were 0.448 for servant leadership (p < 0.001), 0.513 for interpersonal communication (p < 0.001), and 0.546 for knowledge sharing (p < 0.001). These results are consistent with Path Goal Theory and a number of previous empirical studies, which confirm the important role of servant leadership, effective communicative interaction, and a culture of knowledge sharing in the context of the competitive hospitality industry. Practical implications for restaurant management include developing servant leadership training programs, optimizing internal communication channels, and initiatives to encourage knowledge exchange among employees to achieve more optimal operational performance.

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