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<![CDATA[The Influence of The Work Environment on Employee Performance at Bank Syariah Indonesia in The Medan Raya Area ]]>
<![CDATA[Syahnant Al Ghazali]]>;
<![CDATA[Mesra B]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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DOI: 10.5281/zenodo.12736134
<![CDATA[The aim of this research is to determine and analyze the influence of the work environment on employee performance at Bank Syariah Indonesia in the Medan Raya area. This research was conducted using a causal associative quantitative approach. The sample used was 100 employees from a total of 287 employees who were taken at random using random sampling techniques. The research results show that the work environment has a positive and significant effect on employee performance. This is shown by the T-value of 16.165 > t table 1.66055 with a P-Value of 0.000 < 0.05. The regression coefficient shows that if the work environment is increased by 1 unit, employee performance will increase by 1,756 units assuming other variables remain constant. Apart from that, the results of the determination test show an Adjusted R Square value of 0.724 or 72.40%, which indicates that the work environment has a low influence on employee performance, while the remaining 27.60% is influenced by other factors that have not been studied. Thus, partially, the work environment has a positive and significant effect on the work of employees at Bank Syariah Indonesia in the Medan Raya area. This identifies that, meaning, improvements in the work environment can contribute to improving employee performance.]]>
<![CDATA[The Influence of Transformational Leadership on Employee Performance in The Salapian District Office, Langkat District ]]>
<![CDATA[Sugiono Sugiono]]>;
<![CDATA[Mesra B]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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DOI: 10.5281/zenodo.12736451
<![CDATA[The purpose of this research is to determine and analyze the influence of transformational leadership on employee performance at the Salapian District Head Office. This research was conducted using a causal associative quantitative approach. The sample used was all company employees, with a total of 50 people. The research results show that transformational leadership has a positive and significant effect on employee performance. This is shown by the T-count value of 3.193 which is greater than the T-table of 1.67722, as well as the P-Value value of 0.002 which is smaller than 0.05. The regression coefficient shows that if transformational leadership is increased by 1 unit, employee performance will increase by 1,319 units assuming other variables remain constant. Apart from that, the results of the determination test show an Adjusted R Square value of 0.150 or 15.00%, which indicates that transformational leadership has a low influence on employee performance, while the remaining 75.00% is influenced by other factors that have not been studied. Thus, partially, transformational leadership has a positive and significant effect on employee performance at the Salapian Subdistrict Office, Langkat Regency. This identifies that, meaning, improvements in transformational leadership can contribute to improving employee performance.]]>
<![CDATA[Child Neglect Crime Based on Law Number 35 of 2014 ]]>
<![CDATA[Muhammad Riza]]>;
<![CDATA[Henry Aspan]]>;
<![CDATA[T. Riza Zarzani]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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DOI: 10.5281/zenodo.12747309
<![CDATA[Every child has dignity that should be upheld, and every child born must receive their rights without the child asking. The act of neglecting a child is a criminal act, because this act does not reflect the humanistic side of humans themselves and violates the law. For children, legal protection is a priority because children tend not to be able to become complete individuals. Child protection is carried out to create conditions so that every child can fulfill their rights and obligations for the child's natural, physical, mental and social growth and development. Child protection is also an embodiment of justice in a society, so child protection is sought in various areas of state and social life.]]>
<![CDATA[Determinants of Employee Performance ]]>
<![CDATA[Alex Hendra Siregar]]>;
<![CDATA[Muhammad Isa Indrawan]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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DOI: 10.5281/zenodo.13211279
<![CDATA[This research aims to determine the influence of organizational culture on employee performance with work motivation as an intervening variable at the BPJS Employment Kisaran and Kediri branch offices. This research was conducted at BPJS Employment in two branches, namely at the Kisaran Branch Office Jl. Sisingamaraja No. 460, Kisaran, Sendang Sari, Asahan, Asahan Regency, North Sumatra 21211 and at the Kediri Branch Office Jl. Mayor Bismo No.34, Semampir, Kota District, Kediri City, East Java 64121. This type of research is quantitative, the research population is 71 employees and the sample used is also 71 employees and uses a saturated sampling technique. The data collection used was a questionnaire and the data source was primary, the model used was phat analysis of the results of this research as follows: Organizational culture has a positive and significant effect on employee performance with an original sample value of 0.435 and a p value of 0.000 <0.05. Organizational culture has a positive and significant effect on work motivation with an original sample value of 0.771 and a p value of 0.000 <0.05. Work Motivation has a positive and significant effect on Employee Performance with an original sample value of 0.474 and a p value of 0.000 < 0.05. Organizational Culture has an indirect and significant positive effect on Employee Performance through Work Motivation with an original sample value of 0.366 and a p value of 0.000.]]>
<![CDATA[Improving Performance Through Job Satisfaction ]]>
<![CDATA[Amri Irwansyah]]>;
<![CDATA[Mesra B]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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DOI: 10.5281/zenodo.13211817
<![CDATA[This research aims to see the effect of job training and work motivation on employee performance with job satisfaction as an intervening variable at the Bpjs Ketenagakerjaan offices in Kisaran and Padang Sidimpuan branches, using quantitative techniques as the type of research. The population used was 76 employees and the sample used was also 76 employees. because it uses saturated samples as a sampling technique. The research data source used is a primary data source and the data collection used is a questionnaire. This research method uses phat analysis and smart PLS as measuring tools. The results of this research are as follows: Job Satisfaction has a positive and significant effect on Employee Performance with sample values original 0.756 and p value 0.000 <0.05. Work Motivation has a positive and significant effect on Job Satisfaction with an original sample value of 0.638 and a p value of 0.040 <0.05. Work Motivation has a positive and insignificant effect on Employee Performance with an original sample value of 0.067 and a p value of 0.067 > 0.05. Job Training has a positive and significant effect on Job Satisfaction with an original sample value of 0.317 and a p value of 0.000 <0.05. Job Training has a positive and insignificant effect with an original sample value of 0.130 and a p value of 0.130 > 0.05. Work Motivation has a positive and significant indirect effect on Employee Performance through Job Satisfaction with an original sample value of 0.482 and a p value of 0.000. Job Training has a positive and significant indirect effect on Employee Performance with an original sample value of 0.239 and a p value of 0.000.]]>
<![CDATA[Optimization of Employee Performance ]]>
<![CDATA[Anisa Tahara]]>;
<![CDATA[Muhammad Isa Indrawan]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research aims to see the influence between variables and the title Influence of Organizational Culture on Employee Performance Through Work Motivation as an Intervening Variable at the Bpjs Employment Sumbagut Regional Office, Case Study at the Tanjung Morawa and Pematang Siantar Branches. The type of research used is quantitative, this research was conducted on Jl. Sakti Lubis No. 5 Timbang Galung, Pematang Siantar City and Tanjung Morawa Branch Office: Jl. Raya Medan Tanjung Morawa KM 14.5 Bangun Sari Baru Village, Bangun Sari Baru, Kec. Tj. Morawa, Deli Serdang Regency, North Sumatra. The population of this study was 65 employees and the sample of this study was 65 and used a saturated sampling technique. Primary data sources are research data sources and questionnaires are data collection techniques. Phat analysis is a research model. The results of this research are as follows: Organizational culture has a positive and significant effect on employee performance with an original sample value of 0.881 and a P value of 0.000 <0.05. Organizational culture has a positive and significant effect on work motivation with an original sample value of 0.686 and a P value of 0.000 <0.05. Work Motivation has a positive and insignificant effect on Employee Performance with an original sample value of 0.064 and a P value of 0.189. Organizational culture has a positive but not significant indirect effect on employee performance through work motivation with an original sample value of 0.044 and a P value of 0.194.]]>
<![CDATA[Analysis of Factors Affecting Performance ]]>
<![CDATA[Bastian Amat Hasudungan Simanjuntak]]>;
<![CDATA[Muhammad Isa Indrawan]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[This research is to look at the influence of motivation, work discipline, and job satisfaction on employee performance. The phenomenon that occurs at the BPJS Employment Pematang Siantar and Padang Sidimpuan Branch Offices is that the motivation given sometimes does not work for employees, it is only used as a formality for employees but is not carried out by employees, many employees are also undisciplined due to time problems and also work so that employee performance will not be optimal if employees do not comply with regulations, this occurs due to the employee's lack of satisfaction with the organization which does not pay attention to and improve the welfare of its employees so that employees prefer to work according to the standard and do not show their commitment to the organization. The results of this research are as follows: Work Discipline has a positive and significant effect on Employee Job Satisfaction with a value of 0.750 and a p value of 0.000 <0.05. Work Discipline has a positive and significant effect on Employee Performance with a value of 0.406 and a p value of 0.005 <0.005. Employee Job Satisfaction has a positive and significant effect on Employee Performance with a value of 0.361 and a p value of 0.011 <0.05. Motivation has a positive and significant effect on Employee Job Satisfaction with a value of 220 and a p value of 0.005. Motivation has a positive and significant effect on employee performance with a value of 0.210 and a p value of 0.016 <0.05. Work Discipline has a positive and significant indirect effect on Employee Performance through Employee Job Satisfaction with a value of 0.271 and a p value of 0.022. Motivation has a positive and significant indirect effect on employee performance through employee job satisfaction with a value of 0.079 and a p value of 0.038.]]>
<![CDATA[Optimizing Employee Job Satisfaction ]]>
<![CDATA[Dewi Sartika Sitepu]]>;
<![CDATA[Muhammad Isa Indrawan]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Basically, human resources remain a valuable resource and an obstacle that must be overcome by the business world in the era of globalization. Human dignity is a factor that contributes to the successful and effective operation of an organization. The phenomenon that occurs at BPJS Employment at the Pematang Siantar and Padang Sidimpuan Branch Offices is a lack of communication between employees so that misunderstandings often occur in work, this occurs due to poor teamwork between employees so that employee job satisfaction is not good, many employees do not feel satisfied with their work if the work has to be done with people they don't like so that the employee's performance decreases and the work done takes a long time. The results of this research are as follows:Job Satisfaction has a positive and insignificant effect on Employee Performance with an original sample value of 0.066 and a p value of 0.273 > 0.05. Teamwork has a positive and significant effect on Job Satisfaction with an original sample value of 0.589 and a p value of 0.000 <0.05. Teamwork has a positive and significant effect on employee performance with an original sample value of 0.432 and a p value of 0.001 <0.05. Communication has a positive and significant effect on Job Satisfaction with an original sample value of 0.225 and a p value of 0.027 <0.05. Communication has a positive and significant effect on employee performance with an original sample value of 0.408 and a p value of 0.000 <0.05. Teamwork has a positive but not significant indirect effect on Employee Performance through Job Satisfaction with an original sample value of 0.039 and a p value of 0.287. Communication has a positive and significant indirect effect on employee performance through job satisfaction with an original sample value of 0.015 and a p value of 0.292.]]>
<![CDATA[Increasing Work Achievement Through Motivation ]]>
<![CDATA[Dinarta Tarigan]]>;
<![CDATA[Kiki Farida Ferine]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Today, human resources are more important to the success of an organization than ever before. Many companies understand that having human capital can give them a competitive advantage. The phenomenon that occurs in the Medan City Branch of the Medan City Branch and the North Medan Branch is that the leader's way of managing is unsuitable with a leadership style that is not compatible with other employees so that the employee does not respect the leader, by leading employees by indifferently paying attention to his employees. Lack of achievement from employees is due to a lack of motivation given to employees so that employees only do their work without creating new innovations and good creativity, employees also do not want to give their all because they are afraid of being taken advantage of and not given more intensity. This often happens in where employees have more abilities will be utilized by the organization without any incentives and bonuses are given to someone who has more abilities, especially those who have good achievements in the company. The results of this research are as follows: Leadership Style has a positive and significant effect on Work Motivation with an original sample value of 0.766 and a p value of 0.000 <0.05. Leadership style has a positive and significant effect on work performance with an original sample value of 0.355 and a p value of 0.024 <0.05. Work Motivation has a positive and significant effect on Work Performance with an original sample value of 0.572 and a p value of 0.001 <0.05. Leadership style has a positive and significant indirect effect on work performance through work motivation with a value of 0.438 and a p value of 0.000 <0.05.]]>
<![CDATA[Optimizing Employee Performance Through Work Climate ]]>
<![CDATA[Edwin Saputra]]>;
<![CDATA[Mesra B]]>
<![CDATA[ Proceedings of the International Conference on Multidisciplinary Science (INTISARI) Vol. 1 No. 1 (2024): Proceedings of the International Conference on Multidisciplinary Science (INTIS ]]>
Publisher : <![CDATA[PT. Multidisciplinary Press Indonesia ]]>
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<![CDATA[Humans always live in organizations in their daily lives because humans are social creatures who were created to live in society. This is clearly visible in household life, social organizations, and even when someone starts working. There is a phenomenon of different leadership styles and organizational culture at BPJS employment in Kisaran and Padang Sidempuan, which makes researchers interested in discussing it. As discussed above, leadership style will influence everything in the organization. Organizational culture also influences the leadership style of an organization, so it also influences employee performance and work climate. The firm leadership style of the Padang Sidempuan branch of BPJS forms a strict organizational culture, while the Kisaran branch of BPJS has a softer leadership style, influencing the organizational culture to become more relaxed. But of course this is not the only reason why there are differences in the two branches between Padang Sidempuan and Kisaran. The results of this research are as follows: Organizational Culture has a positive and significant effect on Work Climate with an original sample value of 0.766 and a p value of 0.000 <0.05. Organizational culture has a positive and insignificant effect on employee performance with an original sample value of 0.082 and a p value of 0.319 > 0.05. Leadership Style has a positive and significant effect on Work Climate with an original sample value of 0.168 and a p value of 0.025 < 0.005. Leadership style has a positive and insignificant effect on employee performance with an original sample value of 0.139 and a p value of 0.160 > 0.05. Work Climate has a positive and significant effect on Employee Performance with an original sample value of 0.649 and a p value of 0.000 <0.05. Organizational culture has a positive and significant indirect effect on employee performance through work climate with a value of 0.497 and a p value of 0.000. Leadership Style has a positive but not significant indirect effect on Employee Performance through Work Climate with an original sample value of 0.109 and a p value of 0.066.]]>
