WIDYA MANAJEMEN

Journal Information
EISSN : 26559501
Current Publisher: Universitas Hindu Indonesia (10.32795)
Total articles ≅ 24
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Dewa Nyoman Benni Kusyana, Putu Atim Purwaningrat, Milla Permata Sunny
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 10-27; doi:10.32795/widyamanajemen.v2i1.546

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Ni Made Dwi Puspitasari, G. Oka Warmana, Ni Putu Yeni Astiti
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 28-35; doi:10.32795/widyamanajemen.v2i1.547

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Ni Luh Adisti Abiyoga Wulandari, Ni Komang Sumadi, Ni Nyoman Adityarini Abiyoga Vena Swara
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 89-99; doi:10.32795/widyamanajemen.v2i1.552

Abstract:
Job satisfaction is an employee's feelings about his work, whether happy/like or not/disliked as a result of employee interaction with his work environment or as a result of employee assessment of his work. The formulation of this research problem is how the partial and simultaneous influence of self esteem, empowerment and teamwork on job satisfaction of employees of PT. BPR Tish in Gianyar. The purpose of this study was to determine the partial and simultaneous influence of self esteem, empowerment and teamwork on job satisfaction of employees of PT. BPR Tish in Gianyar. This research was conducted at PT. BPR Tish in Gianyar with a total sample of 39 peoples. Data collection methods used were observation, interviews, documentation, literature and questionnaires. While the data analysis techniques are validity, reliability, classic assumption test, multiple linear regression analysis, correlation and determination analysis, t test, and F test. The test results show that there is a positive and significant effect of partially self esteem on job satisfaction where values ​​are obtained Regression coefficient b1 is 0.434 and the calculated t1 value is 2.180 greater than the t-table of 1.697 with a sig value of 0.018. There is a positive and significant effect of partial empowerment on job satisfaction where the regression coefficient b2 is 0.302 and the t2-count is 3.402, greater than t-table 1.697 with a sig 0.002. There is a positive and significant effect of teamwork partially on job satisfaction where a regression coefficient of b3 is 0.309 and a t3-count of 2.194 is greater than t-table of 1.697 and a sig of 0.020. There is a positive and significant effect of self-esteem, empowerment and teamwork simultaneously on employee job satisfaction at BPR Tish in Gianyar. When seen from the results of the F-test obtained F1-count is 39.889 greater than the F-table of 2.92 and a sig value of 0,000. Based on this, PT. BPR Tish in Gianyar provides an opportunity for employees to show their abilities and competencies, give recognition and respect for their abilities and encourage the spirit of collaboration in work teams so as to create satisfaction for the work they do because what they do is successful and creates optimal results.
Ni Made Satya Utami, I Made Purba Astakoni
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 36-46; doi:10.32795/widyamanajemen.v2i1.548

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Anak Agung Dwi Widyani, I Wayan Agus Permana Putra
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 80-88; doi:10.32795/widyamanajemen.v2i1.551

Abstract:
This research was conducted based on differences in the focus of the discussion about recruitment and promotion of employee performance. Besides, there are also research problems about the decline in employee performance at PT Bank Sinarmas Denpasar Branch. This study aims to examine and analyze the effect of recruitment and promotion of position on employee performance. This research was conducted at PT Bank Sinarmas with a population and the sample of this study amounted to 87 respondents. All data obtained from the questionnaire distribution are feasible to use, then analyzed using SPSS 24.0. The results of the study give the meaning that recruitment has a positive and significant effect on employee performance; job promotion has a positive and significant effect on employee performance; recruitment and promotion have a positive and significant effect on employee performance. This research implies that recruitment can be improved by taking into account the basic indicators of recruitment, recruitment sources, and recruitment methods so that employee performance increases. Job promotion can be increased by taking into account indicators of employees who are loyal and with integrity, creativity, and initiative, more value than other employees, can provide solutions not only complaint and professional in working so that employee performance increases. Finally, employee performance can improve by taking into account indicators of quality, quantity, timeliness, effectiveness, and independence.
Wayan Arya Paramarta, Ni Putu Kurnia Darmayanti
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 60-79; doi:10.32795/widyamanajemen.v2i1.550

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I Nyoman Partha Astinatria, I Wayan Gde Sarmawa
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 47-59; doi:10.32795/widyamanajemen.v2i1.549

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Ia Cynthia Saisaria Mandasari, Ade Ruly Sumartini
Published: 1 February 2020
WIDYA MANAJEMEN, Volume 2, pp 1-9; doi:10.32795/widyamanajemen.v2i1.545

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Dewa Nyoman Benni Kusyana, Komang Ary Pratiwi
Published: 1 August 2019
WIDYA MANAJEMEN, Volume 1, pp 21-39; doi:10.32795/widyamanajemen.v1i2.354

Abstract:
Service quality measurement techniques along with dimensions of service quality have become a major issue in the marketing literature over the past few decades. The increasing importance of quality services, both practitioners and scholars began to focus on service delivery. Measurement of service quality is now seen as an important measurement tool for companies to understand the needs and desires of customers by analyzing customer satisfaction and experience with the services provided. Although until now there has been no agreement on a particular model that should be used to measure service quality, the fact is there are several effective models that can be used by both practitioners and scholars that have been produced by researchers. Until now, researchers believe and agree that service quality is multilevel or multidimensional. This study focuses on various types of service quality models that existed until year of 2000. The methodology used is conducting a review of service quality literature. The limitation of this literature review is that the existing service quality model was developed before 2000 because after 2000 the development of quality services was focused on the quality of electronic services.
Luh Nik Oktarini, Putu Atim Purwaningrat
Published: 1 August 2019
WIDYA MANAJEMEN, Volume 1, pp 40-59; doi:10.32795/widyamanajemen.v1i2.355

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