JBTI : Jurnal Bisnis : Teori dan Implementasi
Jurnal Bisnis: Teori dan Implikasi (JBTI) merupakan jurnal ilmiah berkala (setahun dua kali). Tujuan utama jurnal ini adalah untuk mendiseminasi artikel ilmiah dalam bidang bisnis, yang memiliki fondasi teori dan implemetatif. Berkaitan dengan hal tersebut, artikel yang dipublikasikan harus berkaitan dengan ilmu manajemen bisnis dan akuntansi keuangan terutama yang terkait dengan praktek bisnis.
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<![CDATA[Pengaruh Komitmen Organisasional Dan Disiplin Kerja Terhadap Kinerja Karya Wan Melalui Kepuasan Kerja Sebagai Variabel Intervening ]]>
<![CDATA[Pratama, M. Aditya Putra]]>;
<![CDATA[Dihan, Fareshti Nurdiana]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82087
<![CDATA[Organizational commitment, work discipline and job satisfaction to be part of the factors that influence performance. The purpose of this study was to determine the effect of organizational commitment and discipline on performance through job satisfaction as an intervening variable partially and simultaneously. This study also aimed to determine the effect of organizational commitment and discipline on performance through job satisfaction as an intervening variable directly and indirectly. This study was conducted to 150 respondents employees of PT. Arief Nirwana Utama. The research method used is quantitative method uses statistical and descriptive analysis.The results of this study are (1) there is a significant effect of organizational commitment on employee job satisfaction. (2) there is a significant impact on job satisfaction labor discipline employees. (3) there is a significant effect of organizational commitment and discipline of work simultaneously on employee job satisfaction. (4) there is a significant effect of organizational commitment on performance. (5) there is a significant influence on the performance of employees work discipline. (6) significant influence of organizational commitment and discipline of work simultaneously on employee performance. (6) significant influence of organizational commitment and discipline of work simultaneously on employee performance. (7) significant influence of job satisfaction on employee performance. (8) there is a significant indirect effect of organizational commitment on performance through employee satisfaction. (9) there is a significant indirect effect on the performance of work discipline through employee satisfaction.]]>
<![CDATA[Modal Sosial Sebagai Properti Individu: Konsep, Dimensi Dan Indikator ]]>
<![CDATA[Tjahjono, Heru Kurnianto]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82092
<![CDATA[Social Capital is a broad concept and often defined ambiguously. A number of literatures indicate that social capital can be seen at various levels of analysis, either at macro, organizational, group or individual level. This study sees that social capital is a concept that becomes an individual property. The purpose of this study was to operationalize social capital into dimensions and indicators at the level of individual analysis. This study starts from a literature study followed by a focus group discussion involving four graduate master of science in Organizational Psychology. The next stage is to test the instruments to the field by involving employees. The results show that social capital includes 3 dimensions (structural, relational and cognitive) and 12 core indicators.]]>
<![CDATA[Pengembangan Kreativitas Sumberdaya Manusia Pelaku Usaha Mikro Kecil Dan Menengah Dinas Koperasi Ukm Tenaga Kerja Dan Transmigrasi ]]>
<![CDATA[Sugiyanto, Sugiyanto]]>;
<![CDATA[Musoli, Musoli]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82088
<![CDATA[Yogyakarta city which divided into 14 districts and 45 sub-districts has the potential of micro, small and medium business (SMEs) of 22.091 units with various types of products and services. In fact, SMEs are the economic actors of micro, small and medium enterprises that have a large role in addressing unemployment and poverty in the city. Since HR MSMEs are the parts of creative economic actors, it is important that HR of MSMEs to develop their creativity skills. Given the MSMEs actors in Yogyakarta have not maximized in the work, therefore, it needs to maximize their creativity skill. Through creativity improvement in HR MSMEs, they can maintain and development of new ideas in form of new products, new packaging, new marketing models, and increased partnerships/networks that finally become a powerhouse economy competitive.]]>
<![CDATA[Catatan Studi Evolusi Manajemen Sumberdaya Manusia Strategik ]]>
<![CDATA[Palupi, Majang]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82093
<![CDATA[This study is a short review and concise note of the article Lengnick-Hall et al. (2009) about his article entitled “Strategic human resource management: The evolution of the field.” This study examines the evolution and chronological processes of developing strategic human resource management literature. There are seven themes in strategic human resource management. The study also discusses current and future trend issues in strategic human resource management. Finally, this paper provides a strategic human resource management research note.]]>
<![CDATA[Pengaruh Iklim Organisasi, Motivasi Dan Kedisiplinan Yang Diperkuat Oleh Skills Terhadap Kinerja Karyawan Lppks Indonesia ]]>
<![CDATA[Chandrasari, Farika]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82089
<![CDATA[Tujuan dari penelitian ini adalah untuk mengetahui pengaruh pengaruh iklim organisasi, motivasi dan kedisiplinan yang diperkuat oleh skills terhadap kinerja karyawan LPPKS Indonesia. Data penelitian adalah 40 orang dengan jumlah sampel 36 orang, dan objek penelitian penulis adalah iklim organisasi dan motivasi, kedisiplinan, skills, dan kinerja karyawan. Metode yang digunakan dalam penarikan sampel ini adalah simple random sampling (Sugiyono, 2002). Dari hasil penelitian yang dilakukan didapatkan bahwa semakin baik iklim organisasi dan motivasi maka kedisiplinan dan kinerja karyawan akan semakin tinggi, semakin baik iklim organisasi dan kedisiplinan maka kinerja karyawan akan semakin tinggi. Berbeda dengan motivasi yang mempunyai pengaruh kecil dalam meningkatkan kinerja, motivasipun tidak terlalu berpengaruh secara simultan dengan iklim organisasi terhadap kinerja karyawan dimana iklim organisasi, motivasi, dan kedisiplinan secara simultan berpengaruh terhadap kinerja karyawan, dan motivasi juga tidak terlalu berpengaruh secara simultan dengan iklim organisasi terhadap kinerja karyawan. Adanya variabel skills yang semakin baik maka kinerja karyawan akan semakin tinggi.]]>
<![CDATA[Dampak Kepuasan Kerja Dalam Peningkatan Kinerja Perawat Dengan Komitmen Organisasi Sebagai Variabel Intervening ( Studi Pada Perawat Rs Pku Muhammadiyah Gamping) ]]>
<![CDATA[Saufa, Jasuha]]>;
<![CDATA[Maryati, Tri]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82094
<![CDATA[This study aims to analyze how much influence of job satisfaction on performance with organizational commitment as intervening study variable on nurses at PKU MuhammadiyahGamping Hospital. This research was conducted at PKU MuhammadiyahGamping Hospital and the respondent in this research is all nurses who work in PKU MuhammadiyahGamping Hospital. The number of respondents used in this study was 138 nurses. Types of data used are primary data and data collection techniques using survey techniques with questionnaires. Data analysis in this research using SEM (Structure Equation Modeling) which operated with Program AMOS 22.0. Based on the result of the analysis, the result shows that job satisfaction has significant effect on organizational commitment, job satisfaction has no significant effect on employee performance, organizational commitment has significant effect on employee performance, job satisfaction has significant effect on employee performance through organizational commitment as intervening variable.]]>
<![CDATA[Proses Rekrutmen Sumber Daya Manusia Partai Politik Pada Pileg 2014 (Studi Kasus Proses Rekrutmen Calon Anggota Legislatif Di Dpw Partai Nasdem Diy) ]]>
<![CDATA[Giawa, Analius]]>;
<![CDATA[Rini, Tri Daya]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82090
<![CDATA[The development of democracy values in Indonesia are strongly influenced by the presence of political parties. It is because the political parties are the instrument of democracy. A political party is being one for public facilities in developing participatory culture. NasDem party is one of new party that has joined general election in 2014 with slogan “restoration” trying to build political communication with reveal himself as “party without expense/charge”. However, to achieve the success and the purpose of NasDem party, it is necessary to do political recruitment for legislative candidates. In order to create a good organization, it would be needed a good human resources in the recruitment process, transparent, and accountable. This research tries to find out how the recuitment process of human resources to become a legislative member candidate in NasDem party. The research method used descriptive qualitative method. In the determination of informants using a combination technique between purposive and snowball. Data analysis used interactive analysis technique Miles and Huberman model. The result showed that the recruitment process of human resources do not have clear benchmark, not transparent, and elite domination in determining the outcome of a selection process. The result of the recruitment process is only become an elite domain within the party’s internal but have not been able to be the result of the decision based on deliberations as an organization.]]>
<![CDATA[Pengaruh Servant Leadership Terhadap Employee’s Organizational Member Performance (Eomp) Dimediasi Oleh Disiplin Kerja Dan Dukungan Organisasional Persepsian ]]>
<![CDATA[Siswanti, Yuni]]>;
<![CDATA[Anjasasi, Fintya Anggri]]>
<![CDATA[ Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82091
<![CDATA[Penelitian ini bertujuan untuk mengetahui : (1) Pengaruh servant leadership terhadap employee’s organizational member performance / EOMP) (H1), (2) pengaruh servant leadership terhadap EOMP dimediasi oleh dukungan organisasional persepsian (POS) (H2), (3) pengaruh servant leadership terhadap EOMP dimediasi oleh disiplin kerja (H3). Sampel dalam penelitian ini adalah seluruh karyawan pada PT. Pos Indonesia Cabang Wates, Kulon Progo, Yogyakarta.. Teknik uji hipotesis menggunakan analisis regresi sederhana dan analisis jalur (path analysis). Hasil penelitian ini menemukan bahwa : (1) Servant Leadership berpengaruh positif dan signifikan terhadap EOMP (H1terdukung); (2) dukungan organisasional persepsian memediasi pengaruh servant leadership terhadap kinerja karyawan.(H2 terdukung); (3) disiplin kerja memediasi pengaruh servant leadership terhadap EOMP (H3 terdukung). Metode penelitian dengan sensus dan metode pengambilan data dengan kuesioner dan wawancara. Responden adalah semua pegawai tetap di . PT. Pos Indonesia Cabang Wates, Kulon Progo, Yogyakarta,sejumlah 50 orang karyawan. Hasil penelitian ini penting untuk didiskusikan lebih lanjut bagi penelitian selanjutnya,terutama peran servant leadership terhadap peningkatan variabel kunci yang lain dalam organisasi.]]>
<![CDATA[Catatan Studi Evolusi Manajemen Sumberdaya Manusia Strategik ]]>
<![CDATA[Majang Palupi]]>
<![CDATA[ JBTI : Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
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DOI: 10.18196/bti.82093
<![CDATA[This study is a short review and concise note of the article Lengnick-Hall et al. (2009) about his article entitled “Strategic human resource management: The evolution of the field.” This study examines the evolution and chronological processes of developing strategic human resource management literature. There are seven themes in strategic human resource management. The study also discusses current and future trend issues in strategic human resource management. Finally, this paper provides a strategic human resource management research note.]]>
<![CDATA[Pengembangan Kreativitas Sumberdaya Manusia Pelaku Usaha Mikro Kecil Dan Menengah Dinas Koperasi Ukm Tenaga Kerja Dan Transmigrasi ]]>
<![CDATA[Sugiyanto Sugiyanto]]>;
<![CDATA[Musoli Musoli]]>
<![CDATA[ JBTI : Jurnal Bisnis : Teori dan Implementasi Vol 8, No 2 (2017): Oktober 2017 ]]>
Publisher : <![CDATA[Universitas Muhammadiyah Yogyakarta ]]>
Show Abstract
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DOI: 10.18196/bti.82088
<![CDATA[Yogyakarta city which divided into 14 districts and 45 sub-districts has the potential of micro, small and medium business (SMEs) of 22.091 units with various types of products and services. In fact, SMEs are the economic actors of micro, small and medium enterprises that have a large role in addressing unemployment and poverty in the city. Since HR MSMEs are the parts of creative economic actors, it is important that HR of MSMEs to develop their creativity skills. Given the MSMEs actors in Yogyakarta have not maximized in the work, therefore, it needs to maximize their creativity skill. Through creativity improvement in HR MSMEs, they can maintain and development of new ideas in form of new products, new packaging, new marketing models, and increased partnerships/networks that finally become a powerhouse economy competitive.]]>
