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145 Documents
<![CDATA[Experience of Community Learning Activity Centers (PKBM) in Facilitating Lifelong Learning in Communities ]]>
<![CDATA[Sulaeman, Devi]]>;
<![CDATA[Kamil, Mustofa]]>;
<![CDATA[Sudrajat Ardiwinata, Jajat]]>;
<![CDATA[Saepudin, Asep]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 2 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research is motivated by the fact that to facilitate lifelong learning in society, PKBM needs to carry out instructional planning or design, namely analyzing community needs, designing learning programs; develop strategy materials and various learning resources; implement materials, learning methods, and various learning resources in the learning process; and carry out regular evaluations. The aim of this research is to determine and analyze the experience of community learning activity centers (PKBM) in facilitating lifelong learning communities. This research uses qualitative research with field research methods. The results of this research show that in creating a lifelong learning society, learning resources are needed that facilitate the learning process. Apart from that, learning resources in the community are also needed to provide learning opportunities for the entire community. This is in accordance with the 9-year compulsory education program launched by the Government. PKBM is one way that can facilitate learning to improve community performance.]]>
<![CDATA[Strategic Management in the Dynamic Business Environment: A Comprehensive Analysis ]]>
<![CDATA[Jayadi, Usman]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Strategic management plays a crucial role in ensuring the sustainability and growth of organizations in a competitive and ever-changing business environment. The process of formulating, implementing, and evaluating strategies is vital for organizations to achieve long-term objectives while adapting to market demands and external pressures. This article explores the concept of strategic management, emphasizing the strategic planning process and the various tools and frameworks used to analyze internal and external factors that influence organizational performance. It further examines the role of leadership and decision-making in driving successful strategies, considering both traditional models and contemporary approaches such as agile strategy and innovation-driven growth. Using a case study approach, the article illustrates how different organizations implement strategic management practices to overcome challenges and capitalize on opportunities. The research concludes by discussing the future of strategic management in an increasingly complex global business landscape, stressing the importance of flexibility, sustainability, and alignment with technological advancements. By analyzing relevant theories and practical insights, this article contributes to the existing body of knowledge on strategic management and provides recommendations for managers to improve their strategic decision-making processes.]]>
<![CDATA[Optimizing Performance Through Commitment ]]>
<![CDATA[Putri Tampubolon, Dionica]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research aims to analyze the influence of work culture and competency on employee performance with commitment as an intervening variable at BPJS Employment Branch Offices throughout Medan Raya. A quantitative approach was used in this research, with data collection through questionnaires distributed to employees as respondents. The data analysis technique uses the Partial Least Square (PLS) method to test direct and indirect relationships between research variables. The results of this research are as follows: Work Culture has a positive and significant effect on Employee Performance with an original sample value of 0.267 and a p value of 0.002. Work Culture has a positive and insignificant effect on Commitment with an original sample value of 0.110 and a p value of 0.153. Commitment has a positive and significant effect on Employee Performance with an original sample value of 0.298 and a p value of 0.016. Competency has a positive and significant effect on employee performance with an original sample value of 0.370 and a p value of 0.012. Competence has a positive and significant effect on Commitment with an original sample value of 0.804 and a p value of 0.000. Work Culture has a positive and insignificant effect on employee performance through Commitment with an original sample value of 0.033 and a p value of 0.173. Competence has a positive and insignificant effect on employee performance through Work Commitment with an original sample value of 0.240 and a p value of 0.027.]]>
<![CDATA[Optimizing Performance through Employee Work Motivation ]]>
<![CDATA[Veri Siregar, Erwin]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Employee performance is a major factor in the success of an organization, including BPJS Employment. This study aims to analyze the influence of leadership style and organizational culture on employee performance, with motivation as a moderating variable. The research method used is a quantitative approach with data collection techniques through questionnaire surveys distributed to BPJS Employment employees at the Kisaran Branch and Padang Sidempuan Branch. Data analysis was carried out using regression methods and moderation tests to determine the relationship between variables. The results of the study indicate that leadership style has a significant influence on employee performance. A strong organizational culture also contributes to increasing employee productivity and loyalty. In addition, employee motivation has been shown to moderate the relationship between leadership style and organizational culture on performance, where high motivation strengthens the positive impact of leadership and organizational culture on employee performance. The implication of this study is the importance of leaders in implementing an appropriate leadership style and building a positive organizational culture in order to improve employee performance. BPJS Employment is advised to develop leadership training programs, strengthen a productive work culture, and provide incentives that can increase employee motivation.]]>
<![CDATA[Determinants of Student Success ]]>
<![CDATA[Saleh Siregar, Najiris]]>;
<![CDATA[Daulay, Toyib]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This study aims to determine and test the influence of: (1) principal leadership affects teacher performance; (2) Does principal leadership affect school infrastructure; (3) Does principal leadership affect student learning achievement; (4) Does teacher performance affect student learning achievement; and (5) Does infrastructure affect student learning achievement. The population of the study was students at SMA Negeri 1 Sunggal, North Sumatra Province with a sample of 235 students. The research method is a quantitative method with Smart-PLS analysis. The results of the study concluded: (1) principal leadership affects teacher performance by 51.8%; (2) principal leadership has an influence on school infrastructure by 47.8%; (3) principal leadership affects student learning achievement by 22.4%; (4) teacher performance affects student learning achievement by 24.7%; and (5) school infrastructure affects student learning achievement by 47.5%. Overall, the results of the study indicate that student learning achievement is influenced by principal leadership which is moderated by teacher performance and school facilities and infrastructure by 53.4%; while the remaining 46.6% is determined by other factors.]]>
<![CDATA[The Role of Work Discipline in Mediating the Relationship Between Work Loyalty and Organizational Commitment to Employee Performance at PDAM Tirtasari Binjai ]]>
<![CDATA[Mayna Antika Sari, Dian]]>;
<![CDATA[Farida Ferine, Kiki]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This study aims to analyze the direct and indirect effects of work loyalty and organizational commitment on employee performance through work discipline as an intervening variable at PDAM Tirtasari Binjai in 2025. The research sample of 59 people from a total of 258 employees was determined using the Slovin formula and purposive sampling technique. Primary data were collected through questionnaires and analyzed using an associative quantitative approach with the SEM-PLS method through the SmartPLS 3 application. The results showed that work loyalty and organizational commitment had a positive and significant effect on work discipline but did not have a significant direct effect on performance. Work discipline was proven to have a positive and significant effect on performance and was the most dominant variable. Indirectly, loyalty and organizational commitment through work discipline had a significant effect on performance. Work loyalty and organizational commitment contributed 82.3% to work discipline, while the three together contributed 72.3% to employee performance.]]>
<![CDATA[The Role of Work Discipline in Mediating the Relationship between Leadership and Organizational Culture on Employee Performance at the Regional Office of the Ministry of Religion of North Sumatra Province ]]>
<![CDATA[Ayu Alzahra, Hilda]]>;
<![CDATA[Rahayu, Sri]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This study aims to examine the direct and indirect effects of leadership and organizational culture on employee performance, with work discipline as a mediating variable. The study was conducted in 2025 at the Regional Office of the Ministry of Religious Affairs of North Sumatra Province, involving 65 respondents from a total of 185 employees selected through purposive sampling based on the Slovin formula. Primary data were collected using a questionnaire and analyzed using a quantitative-associative approach through the SEM-PLS method using the SmartPLS 3 application. The results of the analysis show that leadership and organizational culture have a positive and significant effect on work discipline, but do not directly affect employee performance. Conversely, work discipline has a significant effect on performance. Organizational culture is a dominant factor in shaping work discipline, while work discipline is the main determinant of performance. Indirectly, leadership and organizational culture affect performance through work discipline. This research model explains 72.6% of the variation in work discipline and 73.3% of the variation in employee performance.]]>
<![CDATA[Analysis of the Determinants of Job Satisfaction and Affective Commitment of School Administrative Staff in Deli Serdang Regency ]]>
<![CDATA[Nurhamida, Nurhamida]]>;
<![CDATA[Anwar, Yohny]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This study aims to analyze the influence of: (1) competence on job satisfaction; (2) discipline on job satisfaction; (3) work motivation on job satisfaction; (4) competence on affective commitment; (5) discipline on affective commitment; (6) work motivation towards affective commitment; (7) job satisfaction with affective commitment; (8) job satisfaction in moderating competence on affective commitment; (9) job satisfaction in moderating discipline on affective commitment; and (10) job satisfaction in moderating work motivation on affective commitment to School Administration Staff in Senior High Schools in Sunggal Regency. The population of the study was School Administration Staff in Senior High Schools in Sunggal District with a sample of 136 people. The research method is a quantitative method with Smart-PLS analysis. The results of the study concluded: (1) the influence of the competence variable on job satisfaction is 27.1%; (2) the influence of the discipline variable on job satisfaction is 26.5%; (3) the magnitude of the influence of the work motivation variable on job satisfaction is 34.8%; (4) the influence of the competence variable on affective commitment is 12.5%; (5) the influence of the discipline variable on affective commitment is 71.4%; (6) the influence of the work motivation variable on affective commitment is 26.5%; (7) the magnitude of the influence of the job satisfaction variable on affective commitment is 16.6%; (8) the influence of the competence variable on affective commitment with job satisfaction moderation is 11.8%; (9) the influence of the discipline variable on affective commitment with job satisfaction moderation is 11.7%; and (10) the influence of the work motivation variable on affective commitment with job satisfaction moderation is 12.3%. Overall, the results of the study indicate that affective commitment is influenced by competence, discipline, and work motivation on job satisfaction by 74.0%; while the remaining 26.0% is determined by other factors.]]>
<![CDATA[Unlocking Employee Potential: The Impact of Work Stress, Competence, and Motivation on Performance ]]>
<![CDATA[Dika Sandi, Fara]]>;
<![CDATA[Farida Ferine, Kiki]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This study aims to analyze the influence of job stress, competence, and work motivation on employee performance, and to examine the role of moderating effects in this relationship. This study uses a quantitative approach with the Partial Least Square (PLS) analysis method on data obtained from employee respondents. The results show that competence and work motivation have a positive and significant effect on employee performance. Competence has the most dominant influence with a coefficient of 0.608 and a p-value of 0.000, followed by work motivation with a coefficient of 0.315 and a p-value of 0.000. Conversely, job stress does not have a significant effect on employee performance, as indicated by a p-value of 0.263. In testing the moderating effects, only one moderation has a significant effect on performance (p = 0.028), although in a negative direction, while another moderating effect is rejected because it is not statistically significant (p = 0.105). These findings emphasize the importance of improving competence and work motivation in driving performance, as well as the need for organizational management to identify and manage factors that have the potential to weaken the relationship between variables. This research provides practical contributions to organizations in designing more effective human resource development strategies.]]>
<![CDATA[Exploring the Impact of Competence, Work Environment, and Motivation on Employee Performance at PT. PLN (Persero) UID North Sumatra ]]>
<![CDATA[Pandito, Gebyar]]>;
<![CDATA[Farida Ferine, Kiki]]>;
<![CDATA[Isa Indrawan, Muhammad]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 3 (2025): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This study aims to examine the effect of competence and work environment on employee performance with motivation as a mediating variable at PT. PLN (Persero) North Sumatra Main Distribution Unit (UID Sumut). The research employed a quantitative approach using Partial Least Square (PLS) analysis. The sample consisted of 137 employees selected using purposive sampling. The results indicate that competence and work environment have a positive and significant effect on motivation, and both directly and indirectly influence employee performance. Motivation is also proven to be an intervening variable that strengthens the effect of competence and work environment on employee performance. These findings highlight the importance of improving competence, creating a supportive work environment, and enhancing motivation to optimize employee performance at PT. PLN (Persero) UID North Sumatra.]]>
