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All Journal International Journal of Economy, Education and Entrepreneurship (IJE3) International Journal of Multidisciplinary Research and Literature (IJOMRAL)
Dani Taupan Ramdani
Universiti Malaysia Terengganu
Humanities Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Mathematics Physics Social Sciences Other

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EMPLOYEE PERFORMANCE IMPROVEMENT IN HUMBLE LEADERSHIP, SERVANT LEADERSHIP AND EMPLOYEE INNOVATION BEHAVIOR Dani Taupan Ramdani
International Journal of Economy, Education and Entrepreneurship Vol. 3 No. 1 (2023): International Journal of Economy, Education and Entrepreneurship
Publisher : Yayasan Education and Social Center

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53067/ije3.v3i1.140

Abstract

The character of a good leader illustrates an important factor in the company's growth, where without the character of a good leader there will be obstacles in achieving the company's goals. The character of the leader can significantly influence the process of improving employee performance. In essence, the character and style of the leader are the causes that come from outside to be able to develop the personal performance of each employee. This research uses associative quantitative method assessment which is the method used in this study. The purpose of this study is to test hypotheses, namely studies that inform facts related to existing variables. Population of Total employees of PT. Indorama Petrochemicals as many as 276 people will be used as the population for the implementation of this research, using the slovin formula used as many as 163 employees. Humble leadership has a positive and insignificant effect on employee performance. shows a statistical t value of 1.020519. Where this value is smaller than 1.96 (∝=0.05). Servant leadership has a positive and significant effect on employee performance. shows the statistical t value of 2.200401. Humble leadership has a positive and significant effect on employee innovation behavior. shows the statistical t value of 2.664598. Servant leadership has a positive and significant effect on employee innovation behavior. shows a statistical t value of 4.476124 where this value is greater than 1.96 (∝=0.05). And Employee innovation behavior has a positive and significant effect on employee performance. shows the statistical t value of 2.769558
THE TRANSFORMATION OF HUMAN RESOURCE MANAGEMENT IN FACING THE CHALLENGES OF GLOBALIZATION Dani Taupan Ramdani; Khaeruman Khaeruman; Irma Nurmala Dewi
International Journal of Multidisciplinary Research and Literature Vol. 2 No. 4 (2023): INTERNATIONAL JOURNAL OF MULTIDISCIPLINARY RESEARCH AND LITERATURE
Publisher : Yayasan Education and Social Center

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.53067/ijomral.v2i4.133

Abstract

Globalization has brought about significant transformations that have fundamentally altered the business and organizational environment. In the present context, Human Resource Management (HRM) is situated in an important position, confronted with the imperative to adjust and get transformation to sustain its relevance and efficacy. This study aims to examine the evolution of HR Management in response to the demands of globalization, specifically by analyzing the strategies employed to enhance the calibre of HR. Through the methodology of a literature review, this study investigates how the traditional idea of HR Management has been affected by the alterations that have occurred in the global business environment. These findings provide in-depth insights into organisations' strategies to improve HR quality. This research indicates that HR Management requires a transformation to adapt to the era of globalization. This transformation must involve some strategic steps. First, adjusting one's values and culture to those of international business is essential. Second, cultivating the ability to work across cultural boundaries becomes the foundation for international cooperation. Third, there is an emphasis placed on the development of global leadership to ensure the existence of leaders who can successfully manage diversity and complexity. In the fourth place, increased digital competence is incorporated to meet the technological challenges of an increasingly connected work world
Co-Authors Irma Nurmala Dewi Khaeruman Khaeruman, Khaeruman