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All Journal IJHCM (International Journal of Human Capital Management) Journal of Business and Behavioural Entrepreneurship STTAL POSTGRADUATE - INTERNATIONAL CONFERENCE
Thamrin Abdullah
Universitas Negeri Jakarta
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Engineering Industrial & Manufacturing Engineering Mechanical Engineering Social Sciences Other

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The Influence of Effectiveness of Management, Work Culture, Trust and Engagement, towards Work Effectiveness of Employee Property Company at Jakarta Dewi Tridasawarsa; Ma'ruf Akbar; Thamrin Abdullah
IJHCM (International Journal of Human Capital Management) Vol 3 No 1 (2019): IJHCM (International Journal of Human Capital Management)
Publisher : Program Studi S3 Ilmu Manajemen

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (581.469 KB) | DOI: 10.21009/IJHCM.03.01.01

Abstract

This study aims to measure and analyze the effect of management effectiveness, work culture, trust, and engagement on the work effectiveness of employees of family-based property companies in Jakarta. Of the 193 homogeneous employee populations spread in Jakarta, Cinere, Bogor and Tangerang, the samples were based on Slovin and the simple random sampling technique was 130 people. This study uses a quantitative approach with linear regression analysis, single test, and path analysis. From the results of the study, it can be seen that: (1) management effectiveness, work culture, and trust have a positive and significant direct effect on work effectiveness, (2) effectiveness of management and work culture indirectly affect work effectiveness through trust, (3) engagement is not effect directly or indirectly on work effectiveness. The results of the study found that Trust is the most influential and very significant variable in influencing the work effectiveness of employees in family companies. Conclusions obtained, namely transparency, honesty, and fairness, and high integrity can make work more effective.
The Effect of Organizational Climate on Work Motivation and Its Impact on Organizational Citizenship Behavior (OCB) of Employees of Education Department in DKI Jakarta Arnest Sinaga; Thamrin Abdullah; Billy Tunas
Journal of Business and Behavioural Entrepreneurship Vol 3 No 2 (2019): Journal of Business and Behavioural Entrepreneurship
Publisher : Fakultas Ekonomi, Universitas Negeri Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (1203.317 KB) | DOI: 10.21009/JOBBE.003.2.03

Abstract

The objectives of this research was to study the effect of organizational climate on work motivation and its impact on organizational citizenship behavior (OCB) of Education Department employees in Province of DKI Jakarta. Quantitative approach used in this research with survey method. The samples of this research were 120 people selected randomly. The data were obtained by distributing questionnaire and analyzed by using path analysis. The first results of the research can be concluded that organizational climate and work motivation had a positive direct effect on OCB. Second, organizational climate had a positive direct effect on work motivation. Third, organizational climate had a positive indirect effect on OCB through work motivation as an intervening variable. Therefore to improve OCB of Education Department employee in Province of DKI Jakarta, then organizational climate and work motivation should be improved.
Building Organizational Competitiveness By Building Convergence Of Business Strategy And Hr Strategy Zukra Budi Utama; Thamrin Abdullah; Suparno Eko Widodo
Journal of Business and Behavioural Entrepreneurship Vol 4 No 1 (2020): Journal of Business and Behavioural Entrepreneurship
Publisher : Fakultas Ekonomi, Universitas Negeri Jakarta

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (627.322 KB) | DOI: 10.21009/JOBBE.004.1.02

Abstract

How organizations survive following global phenomena in the form of increasingly random and unpredictable changes, which have now entered the industrial era 4.0. by increasing the acceleration of internet-based multi-media computer technology, in communication and control systems that are integrated with automation systems? Organizations must make a big leap by realizing the convergence of business strategies with HR strategies. Business and HR strategies are not only unidirectional but united in harmony. Where HR can respond to changes in the external and internal environment that affect business strategies, right at the moment the changes occur, so that convergence is always realized and sustained sustainably, then the focus of innovation drives the achievement of target organizations. Two things must be done to unite is to align the direction of departmental policies - as standard guidelines for individual work processes - with the direction of organizational strategy, then develop HR to be able to build integrated systematic work processes to eliminate routine work, so that the full focus of innovation responds to each convergence of disruptive changes. Our research in measuring the distance of policies from work functions to business strategies in private organizations, found an average achievement of 50%, to make improvements that reach 100%. For research conducted in public organizations, it was found that the achievement was very small, namely below 20%. The smaller the level of achievement the further away the organization is from the position of convergence. For this reason, HRD must build a Strategic KPI that encourages all management functions in line with organizational strategy, while developing Strategic HR to be ready to follow global developments.
INDICATOR ANALYSIS OF EMPLOYEE PERFORMANCE BASED ON THE EFFECT OF DIGITAL LEADERSHIP, DIGITAL CULTURE, ORGANIZATIONAL LEARNING, AND INNOVATION (CASE STUDY OF PT. TELKOM DIGITAL AND NEXT BUSINESS DEPARTMENT) Muniroh Muniroh; Hamidah Hamidah; Thamrin Abdullah
STTAL POSTGRADUATE - INTERNATIONAL CONFERENCE Vol 5 No 1 (2021): Indonesia Naval Technology College STTAL Postgraduate International Conference -
Publisher : Indonesian Naval Technology College STTAL

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Abstract

The development of digital technology and the rapid transformation of information companies require skilled and innovative workers in the telecommunications industry, so companies must plan for the development of quality human resources to prepare for the era of free competition as an era of digital change. This study aims to analyze the indicators of aspects of Digital Leadership, Digital Culture, Organizational Learning, and Innovation on Employee Performance at PT. Telkom Digital Next Business Department. This study uses a quantitative approach method with the Partial Least Square (PLS) technique with one of the alternative methods of Structural Equation Modeling (SEM). The research sample is employees at the company PT. Telkom Digital and Next Business Department. Empirically the research results show that Digital Leadership does not directly affect employee performance, digital culture does not directly affect employee performance, organizational learning does not directly affect employee performance, innovation has a direct positive effect on employee performance. The results of this study imply that PT. Telkom Digital and Next Business Department need to develop Digital Leadership, Digital Culture, Organizational Learning, and Innovation in improving employee performance of PT. Telkom Digital and Next Business Department. Keyword: Employee Performance, Digital Leadership, Digital Culture, Organizational Learning
Co-Authors -, Suparno - Arnest Sinaga Billy Tunas Dewi Tridasawarsa Hamidah, Hamidah Ma'ruf Akbar Muniroh Muniroh Zukra Budi Utama