Equivalent: Jurnal
Ilmiah Sosial Teknik
Vol. 6, No. 1, January 2024
THE
INFLUENCE OF PARTICIPATIVE LEADERSHIP STYLE, PHYSICAL WORK ENVIRONMENT AND WORK
DISCIPLINE ON THE PERFORMANCE OF EMPLOYEES IN THE KRAMAT JATI RELIGIOUS AFFAIRS
OFFICE, EAST JAKARTA
Syarifa Aulia1,
Ahmad Cik2, Kumba
Digdowiseiso3*
Faculty of Economics, Universitas
Nasional, Indonesia1,2,3
Email: syarifaaulia25@yahoo.com1,
ahmad.cik@civitas.unas.ac.id2, kumba.digdo@civitas.unas.ac.id3*
Abstract
The purpose of this research is to
determine the influence of a participative leadership style, physical work
environment, and work discipline on the positive influence on the performance
of employees at the Kramat Jati Religious Affairs Office, East Jakarta. The
technique for taking this sample is saturated sampling, by taking the entire
sample of 40 respondents. Data management uses descriptive methods and
inferential statistical methods. The type of data used is primary data, namely
data taken through questionnaires given to respondents. The data collection
technique uses a questionnaire, namely by providing statements to parties
related to the problem to be studied. Based on data management using descriptive
analysis, the results of the regression equation are as follows Y = 0.740 +
0.416X1 + 0.208X2 +0.354X3. Testing the
statistical model with the F test obtained an Fcount value of 54.092 with a sig
value of 0.000, which means that participative leadership style, physical work
environment and work discipline together have a positive effect on employee
performance, while the t test obtained a participative leadership style of
3.290, physical work environment amounting to 2,216 and work discipline
amounting to 2,254. with a sig value of 0.002 for participative leadership
style, a sig value of 0.033 for physical work environment, and a sig value of
0.030 for work discipline, which means that participative leadership style,
physical work environment and work discipline partially have a positive and
significant effect on employee performance.
Keywords:
participative
leadership style, physical work environment, work discipline
INTRODUCTION
The success of a company in achieving its
goals cannot be separated from its human resources. Human resources are the
most important asset in a company, because with competent human resources a
company can continue to progress and develop. Every company certainly needs
human resources who work effectively and with integrity so that they can
provide the best performance for the company where they work.
One of the factors to support a company's success requires integrating the
human resources function through human resource practices in the company's
business strategy. The selection and implementation of the right business
strategy will be largely determined by the quality of human resources who play
an important role in the company's operational activities, planning and
implementing the determined business strategy. The integration of human
resource functions in business strategy planning is intended to empower human
resources in the management of various work units in the organization so that
the process of managing these resources can be carried out effectively and
efficiently.
Every
organization or company needs leadership. For the business world, leadership is
one of the basic resources and essence of management of every organizational
activity which has important authority and responsibility to make the
organization effective in achieving the goals of the organization or agency.
According to John Kottler (in Robbins, 2006:39) A leader is someone who sets
direction by compiling a vision of the future to achieve targets. Good
performance will have a direct influence on the company's image in the eyes of
the public.
According
to Nurochim and Purwanto (2010:36) leadership is the ability of a person or
leader to influence the behavior of other people and want to work together to
achieve goals.
Participative
Leadership, namely if a leader carries out his leadership persuasively, creates
harmonious cooperation, fosters loyalty and participation of his subordinates.
Leaders motivate subordinates, so that they feel like they own the company. The
leader's philosophy is that leaders are for subordinates, and subordinates are
asked to participate in the decision-making process by providing information,
suggestions and considerations. Leaders implement an open management system.
Information and cadre development receive serious attention (Husain, 2011: 12).
Apart
from good managerial functions, the physical work environment within the
company is also a supporting indicator for employee performance which really
needs attention, because in reality competition in the business world is
getting tougher so companies are required to be more effective in order to
continue to develop. Company policies have a strong influence on employee
behavior in carrying out company activities, therefore shaping good employee
performance means the company provides support, both in the physical work
environment and in work discipline so as to bring employees to high morale and
will have a positive impact on employee performance.
The
physical work environment is an influential factor in improving employee
performance. Physical work environment factors that are comfortable for
employees can guarantee work with enthusiasm so that they influence employee
performance. To increase company activities, companies must pay attention to
their physical work environment such as air, sound, light and color. According
to Sedarmayanti, quoted by Hamid and Ruhana (2014:3), the physical work
environment is all the physical conditions found around the workplace which can
affect employees either directly or indirectly.
There
are several factors that can influence employee performance, including the
physical condition of the environment itself, and work discipline.
Work
discipline can affect employee performance, therefore many parties issue
guidelines or regulations that must be followed by every employee in order to
comply with company or agency regulations to achieve general company goals.
According to Malayu SP Hasibuan (2007:193) discipline is a person's awareness
and willingness to comply with all company regulations and applicable social
norms. If employees have high work discipline, it makes it easier for the company
to achieve its goals and employees will work effectively and efficiently at
work so that there are no deviations that can be detrimental to the company and
improve the employee's own performance.
Good
performance is optimal performance, namely performance that meets
organizational standards and supports the achievement of organizational goals.
An employee's performance is an individual matter, because each employee has a
different level of ability in carrying out their duties, for this reason employee
performance research needs to be carried out by an organization. Performance
assessment is a process for measuring or evaluating the results of work carried
out by a person or group of people in an organization.
According
to Hartono and Rotinsulu (2015:908-916) performance is a result achieved by
workers in carrying out their work according to certain criteria that apply to
a job. With high performance, employees will try their best to overcome and
solve problems faced in carrying out their duties and work. On the other hand,
those with low performance will easily give up on the situation if they
encounter difficulties in carrying out their duties and work so that it will be
difficult to achieve the desired goals in a company.
Table 1. Measurement of Target
Achievement for Regional Offices of the Ministry of Religion
Prov. DKI Jakarta 2013-2015
|
2013 Strategy Goals |
Target |
Realization |
Performance Achievement |
|
1. Improvement
of the archive system 2. Present
the caten and guardian and check the marriage requirements accurately 3. Preparation
of waqf pledge deeds and certification of waqf objects 4. Implementation
of routine recitations at the mosque 5. MTQ
activities in the KUA Kramat Jati environment 6. Suscaten
and sakinah family counseling |
90% 89% 80% 93% 10% 78% |
75% 77% 65% 75% 7% 63% |
83.33% 86.52% 81.25% 80.64% 70% 80.67% |
|
2014 Strategy Goals |
Target |
Realization |
Performance Achievement |
|
1. Improvement
of the archive system 2. Present
the caten and guardian and check the marriage requirements accurately 3. Preparation
of waqf pledge deeds and certification of waqf objects 4. Implementation
of routine recitations at the mosque 5. MTQ
activities in the KUA Kramat Jati environment 6. Suscaten
and sakinah family counseling |
89% 78% 85% 89% 10% 80% |
65% 54% 55% 63% 5% 55% |
73.03% 69.23% 64.70% 70.78% 50% 68.75% |
|
2015 Strategy Goals |
Target |
Realization |
Performance Achievement |
|
1. Improvement
of the archive system 2. Present
the caten and guardian and check the marriage requirements accurately 3. Preparation
of waqf pledge deeds and certification of waqf objects 4. Implementation
of routine recitations at the mosque 5. MTQ
activities in the KUA Kramat Jati environment 6. Suscaten
and sakinah family counseling |
89% 90% 78% 70% 10% 93% |
81% 80% 69% 60% 9% 83% |
91.01% 88.89% 88.46% 85.71% 90% 89.24% |
Source: Employee Performance at the Office of
Religious Affairs, Prov. DKI Jakarta in 2013-2015
From
table 1, based on the phenomenon of achieving targets from the Office of
Religious Affairs above, it can be illustrated that almost all of the targets
set have not achieved optimal targets from year to year. The initial assumption
that caused the targets not to be achieved was that the leadership style
implemented by the Office of Religious Affairs is currently not effective.
Leadership
style is the main driver of activities within an organization towards the
success it wants to achieve, because leadership plays an important role because
it is the leader who will move and direct the organization in achieving its
goals and at the same time it is a task that is not easy. It's not easy,
because you have to understand each subordinate's different behavior.
Subordinates are influenced in such a way that they can provide their service
and participation to the organization effectively and efficiently. In other
words, the success or failure of efforts to achieve organizational goals is
determined by the quality of the leader.
The
participative leadership style involves a leader's efforts to encourage and
facilitate participation by others in making decisions that are not made by the
leader himself. Participative Leadership Style is related to the level of
employee maturity from medium to high. A follower or subordinate at this level
of development has the ability but does not desire to carry out a given task.
Their unwillingness is often caused by a lack of confidence. However, if they
are confident in their abilities but do not want to carry out the tasks
assigned then their reluctance to carry out those tasks is more a motivational
issue than a security issue.
From
the problem of leadership style that the author found, there is a lack of itthe
leader's awareness of problems and influencing subordinates to see new
perspectives. Through this style, leaders must continue to stimulate
subordinates' creativity and encourage them to find new approaches to old
problems. Participative leadership style is defined as equality of power and
sharing in solving problems together with subordinates, by consulting with
subordinates before making decisions.
The Office
of Religious Affairs as the Ministry of Religion at the sub-district level has
a very significant role in taking part in removing the nation from
multinational crisis. As the implementer of government regulations in the
religious sector, the Office of Religious Affairs is tasked with maintaining
the implementation of diversity in society so as to create harmony between
religious communities in society. Based on the problem formulation above, the
objectives to be achieved from this research are:
1) To analyze the influence of participative leadership style on the performance of employees of the Kramat Jati Religious Affairs Office, East Jakarta.
2) To analyze the influence of the physical work environment on the performance of employees at the Kramat Jati Religious Affairs Office, East Jakarta.
3) To analyze the influence of work discipline on the performance of employees at the Kramat Jati Religious Affairs Office, East Jakarta.
RESEARCH METHODS
This research uses a quantitative approach
where quantitative analysis is used to test the hypotheses that have been
formulated. The data source used in this thesis research is primary data,
namely data obtained through distributing questionnaires. A questionnaire is a
data collection technique through a list of questions asked and filled in by
parties related to the problem to be researched. Primary data in this research
is data obtained directly from respondents' answers through distributing
questionnaires using a Likert scale.
With a Likert scale, the variable to
be measured becomes an indicator variable. Then these variable indicators are
used as a starting point for compiling instrument items in the form of
statements. In carrying out this research, the saturated sample method was
used. According to Sugiono (2013:126) saturated sampling is a sampling
technique when all members of the population are used as samples. So in this study the samples used were 40 samples.
The analysis techniques
used are:
Descriptive
Statistical Analysis
According to
Ferdinand (2013:229) descriptive analysis is a method used to analyze data by
describing or illustrating the data that has been collected as it is without
the intention of making general conclusions or generalizations.
Inferential
Analysis Method
According
to Ferdinand (2013:234), inferential analysis is a statistical technique used
to analyze sample data and the results are applied to the population. This
statistic will be suitable for use if the sample is taken from a clear
population, and the sampling technique from this population is carried out
randomly.
In this
Inferential Method, the researcher tested and estimated the variables that were
the focus of the research, namely the Participative Leadership Style variable,
Physical Work Environment and Discipline as independent variables and the
performance variable as the dependent variable.
Analysis
Model
Multiple Linear Regression Analysis
This analysis is used to determine the
influence of participative leadership style, physical work environment, work
discipline (independent variable) on employee performance (dependent variable).
Y
=a + 1X1 + X2 + X3+e
Hypothesis test
a. Simultaneous Test (F Test)
The ANOVA test or analysis of variance is
a joint regression coefficient test (F TEST) to test the significance of the
influence of the independent variable on the dependent variable. This test was
carried out to see whether the model being analyzed had a high level of model
feasibility, namely that the variables used in the model were able to explain
the model being analyzed (Ferdinand, 2013: 240).
b. Partial Test (T Test)
The t test is used
to test how the independent variable partially influences the dependent
variable. This test can be done by comparing tcount with ttable or by looking
at the significant column using a significance level of 0.05. Conditions for
partial hypothesis testing (t test).
RESULTS AND DISCUSSION
Complete
Results of Research Estimates
Table 1. Multiple Linear Regression
Results
|
Coefficientsa |
||||||
|
Model |
Unstandardized
Coefficients |
Standardized
Coefficients |
Q |
Sig. |
||
|
B |
Std.
Error |
Beta |
||||
|
1 |
(Constant) |
,740 |
1,986 |
|
,373 |
,712 |
|
Participative Leadership Style |
,416 |
,126 |
,434 |
3,290 |
,002 |
|
|
Physical Work Environment |
,208 |
,094 |
,226 |
2,216 |
,033 |
|
|
Work Discipline |
,354 |
,157 |
,328 |
2,254 |
,030 |
|
|
a. Dependent Variable: Employee Performance |
||||||
Source: SPSS 17.0 Processed Results
The
regression equation shows a constant of 0.740 and can be explained that:
a) The
regression coefficient for participative leadership style (X1) is 0.416 and is
positive for employee performance, meaning that the better the participative
leadership style, the more employee performance will improve.
b) The
physical work environment regression coefficient (X2) is0.208and positive for employee performance, meaning that the
better the physical work environment, the more employee performance will
improve.
c) The
Work Discipline regression coefficient (X3) is0.354and
positive towards employee performance, meaning that the better the work
discipline, the more employee performance will improve.
Model
Feasibility Test
F test
Table 2. F test
|
ANOVAa |
||||||
|
Model |
Sum of Squares |
df |
Mean Square |
F |
Sig. |
|
|
1 |
Regression |
220,650 |
3 |
73,550 |
54,092 |
,000b |
|
Residual |
48,950 |
36 |
1,360 |
|
|
|
|
Total |
269,600 |
39 |
|
|
|
|
|
a.
Dependent Variable: Y |
||||||
|
b. Predictors:
(Constant), Participative Leadership Style, Physical Work Environment, and
Work Discipline |
||||||
Source:
SPSS 17.0 Processed Results
From the
calculations in table 2 above, it can be seen that the Fcount value is 54.092
with a significance level of 0.000. The Ftable value is obtained from the
residual degrees of freedom (df), namely 36 as the denominator df and
Regression (treatment) df, namely 3 as the numerator df with a significance
level of 5%. Meanwhile, Ftable at df = n - k - 1 (40-3-1 = 36) with a
significant level of 5% so that the Ftable value (ɑ = 5%) is 2.84 because the
Fcount value is greater than Ftable (54.092 > 2.84) with a significant level
of 0.000 < 0.05, so it can be concluded that the independent variable able
to explain the dependent variable.
Hyopthesis Testing (t
Test)
Table
3. T test
|
Coefficientsa |
||||||||
|
Model |
Unstandardized
Coefficients |
Standardized
Coefficients |
Q |
Sig. |
||||
|
B |
Std. Error |
Beta |
||||||
|
1 |
(Constant) |
,740 |
1,986 |
|
,373 |
,712 |
||
|
Participative
Leadership Style |
,416 |
,126 |
,434 |
3,290 |
,002 |
|||
|
Physical
Work Environment |
,208 |
,094 |
,226 |
2,216 |
,033 |
|||
|
Work
Discipline |
,354 |
,157 |
,328 |
2,254 |
,030 |
|||
Source: SPSS 17.0 processed results |
||||||||
Based on Table 3, it can be concluded that the
results of the t test are as follows:
a. The participative
leadership style variable (X1) has a t count of3.290
with a significant level of 0.002. Meanwhile, the ttable value withdf 40and
a significant level of 5% is obtained1,683.
Because tcount > ttable (3.290 > 1.683) then Horejected, which
means that the participative leadership style variable has a positive and
significant effect on employee performance.
b. The
physical work environment variable (X2) has a t value of2.216 with a significant level of 0.033. Meanwhile, the ttable value
withdf 40and a significant level of 5% is obtained1,683. Because tcount > ttable (2,216 >1,683) then Horejected, which means that physical work
environment variables have a positive and significant effect on employee
performance.
c. The
work discipline variable (X3) has a t count of2.254
with a significant level of 0.030. Meanwhile, the ttable value withdf 40and
a significant level of 5% is obtained1,683.
Because tcount > ttable (2,254 >1,683)
then Horejected, which means that the work discipline variable has a
positive and significant effect on employee performance.
Discussion
The Influence of Participative Leadership
Style on Employee Performance
Based
on the results of this research, the participative leadership style variable
has a positive effect. The results of this research are also in line with
previous research by Priatna and Nasution (2015) who obtained research results
namely that the participative leadership style variable had a positive effect
on employee performance.
The
results of this research show that there is a positive influence between the
participative leadership style on the performance of employees of the Religious
Affairs Office, meaning that the participative leadership style can be used as
a basis for predicting the performance of employees of the Kramat Jati
Religious Affairs Office. This shows that the performance of employees of the
Kramat Jati Religious Affairs Office is influenced by The
participatory leadership style applied by the Kramat Jati Religious Affairs
Office, East Jakarta .
So,
based on the regression test, the participative leadership style variable (X1)
is 0.416, which meansIf the participative work leadership style
increases, employee performance will increase by 0.416assuming
other independent variables have constant values. If the value is positive, it
means that there is a positive influence between the participative leadership
style and employee performance.The t test results show that the significant
value is 0.002 <0.05, which means leadership styleparticipatoryhas
a positive effect on employee performance.
The Influence of the Physical Work
Environment on Employee Performance
Based
on the results of this research, the physical work environment variable has a
positive effect. The results of this research are also in line with previous
research by Hamid and Ruhana (2014) who obtained research results namely that
physical work environment variables had a positive effect on employee
performance.
The
better the management of the physical work environment, the more employee
performance will increase.Because
a good physical work environment has a direct influence on employees' overall
company performance approach. Therefore, creating a good work environment will
greatly determine the success of achieving organizational goals.
So, based on the regression test the physical work environment
variable (X2) is 0.208, meaningIf the physical work environment improves,
employee performance will increase by 0.208assuming
other independent variables have constant values. If the value is positive, it
means that there is a positive influence between the physical work environment
and employee performance.The
t test results show that the significant value is 0.033 <0.05, which means
the physical work environment has a positive effect on employee performance.
The Effect of Work Discipline on Employee
Performance
Based
on the results of this research, the work discipline variable has a positive
effect. The results of this research are also in line with previous research by
Runtunuw (2015), which showed that the work discipline variable had a positive
effect on employee performance.
Discipline
is a form of employee self-control and regular implementation and shows the
level of seriousness of the work team within a company. Disciplinary action is
used by companies to provide sanctions for violations of work rules or
expectations. In other words, work discipline among employees is really needed,
because the company's goals will be difficult to achieve if there is no work
discipline. The importance of work discipline in a company is useful for
employees to comply with existing regulations, procedures and policies, thereby
motivating employees to carry out work to produce good performance.So, based on the
regression test the physical work environment variable (X2) is 0.354, meaningIf
the physical work environment improves, employee performance will increase by
0.354assuming other independent variables have
constant values. If the value is positive, it means that there is a positive
influence between work discipline and employee performance.The t test results show
that the significant value is 0.030 <0.05, which means that work discipline
has a positive effect on employee performance.
CONCLUSION
Based on the results of research and discussion regarding the influence
of Participative Leadership Style, Physical Work Environment, and Work Discipline
on the Performance of Employees at the Kramat Jati Religious Affairs Office,
East Jakarta, the research results can be concluded that; (1) JIf the
company can improve the participative leadership style, physical work
environment and work discipline, it will have a positive influence on employee
performance. (2) Based on the results of the regression coefficient analysis of
participative leadership style (X1) of 0.416, it shows that there is a positive
influence between participative leadership style on employee performance. . The results of the regression coefficient if the value
of other independent variables remains constant and the participative
leadership style increases, employee performance (Y) will increase by 41.6, (3)
based on the results of the regression coefficient analysis of the physical
work environment (X2) of 0.208, it shows that there is a positive influence
between physical work environment on employee performance. The results of the
regression coefficient if the value of other independent variables remains
constant and the physical work environment increases, employee performance (Y)
will increase by 20.8, and (4) based on the results of the regression
coefficient analysis of work discipline (X2) of 0.354, it shows that there is a
positive influence between work discipline and employee performance. The
results of the regression coefficient if the values of other independent
variables remain constant and work discipline increases, employee performance
(Y) will increase by 35.4.
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Syarifa Aulia, Ahmad Cik, Kumba
Digdowiseiso (2024) |
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