The Loyalitas Karyawan Divisi IT Retail yang Dipengaruhi oleh Kompetensi, Personalitas dan Gaya Kepemimpinan

Loyalitas yang tinggi merupakan salah satu kunci dalam meningkatkan keberhasilan sebuah organisasi yang juga bermanfaat bagi para karyawan untuk dapat lebih mencurahkan segala kemampuan yang dimilikinya guna menghasilkan nilai positif bagi organisasi. Beberapa faktor yang diduga memiliki peran penting dalam membentuk Loyalitas Karyawan Divisi IT Retail, diantaranya adalah Kompetensi, Personalitas dan Gaya Kepemimpinan. Penelitian ini dilakukan dengan menguji faktor Kompetensi, Personalitas dan Gaya Kepemimpinan mengenai seberapa besar pengaruhnya terhadap Peningkatan Loyalitas Karyawan Divisi IT Retail. Dengan Populasi sebesar 200 Karyawan, didapat data responden sebanyak 113 Karyawan yang dapat digunakan dalam penelitian ini dengan cara insidental sampling. Analisis yang digunakan adalah regresi berganda dengan hasil : Kompetensi, Personalitas dan Gaya Kepemimpinan memiliki pengaruh signifikan terhadap Loyalitas Karyawan Divisi IT Retail.. High loyality is one of the keys in increasing the success of an organiation wich is also beneficial for employees to be able to devote more of their abilities to generate positive value for the organization. Several factors are thoght to have an important role in shaping the loyalty of the Retail IT Division Employees, including competence, personality and leadership style. This research was conducted by examining the factors of competence, personality and leadership style regarding how much influence it has on inreasing employee loyality in the IT Retail Division. With a population of 200 employees, the respondent data obtained as many as 113 employees which can be used in this study by incidental sampling. The analytical technique used to tet the hypothesis is a multiple regression quantitative technique with the results: competence, personality and leadership style have a significant influence on employee loyalty in the IT Retail Division.

EMPLOYEE LOYALTY IN RELATION TO THE WHISTLEBLOWER DIRECTIVE

The whistleblower protection directive may have a significant impact on the essence of understanding employee loyalty in employment relationships. In this paper I argue that the possibility of whistleblowing does not contradict employee duties as expressed in Article 100 § 2 section 4 of the Labor Code. In my opinion, the thesis should be put forward that the employee’s duty of loyalty is limited to the employer’s lawful actions. It would be unacceptable to state that the employment relationship restricts the employee’s freedom of speech in the sense that it prohibits the employee from opposing the employer’s unlawful conduct. Moreover, in my view, the employee’s duty of loyalty should be interpreted in such a way that it is horizontal in nature. This is because it refers to business relations between market entities. The doctrine and judicature extensively describe breaches of the duty of loyalty by employees in the context of horizontal relationships, relating to other market players, particularly those engaged in competitive activity (the unit-unit relationship). In contrast, the provisions of the Directive on the protection of whistleblowers are vertical standards, relating to the relationship between the individual and the state (public interest). Thus, in my view, the duty of loyalty to the employer cannot outweigh the possibility of acting in the public interest, which is emanated by the provisions of the Directive.

Analysis of the Effect of Job Characteristics, Compensation, Religiosity on Employee Loyalty at Tabassam Farm Mojokerto

The aims of this study to analyze the effect of job characteristics (X1), compensation (X2) and religiosity (X3) on employee loyalty (Y) Tabassam Farm Mojokerto. Job characteristics have five indicators, namely job skills, task identity, task significance, task autonomy, and task feedback. Compensation has six indicators, namely salary, incentives, bonuses, allowances, insurance, and non- financial rewards. Religiosity has five indicators, namely ideology, practice, experience, knowledge and application. Employee loyalty has four indicators, namely obedience, responsibility, dedication, and integrity. The population of this research is Tabassam Farm employees who have worked for more than two years.This research sample of 73 people. The hypothesis used in this study uses multiple linear regression analysis. The results of this study are job characteristics (X1) and religiosity (X3) have a simultaneous and partial effect on employee loyalty, while the compensation variable (X2) has a simultaneous but not partial effect on employee loyalty. The value of the coefficient of determination in this study is 64.4% which indicates that employee loyalty is influenced by job characteristics, compensation, and religiosity, while the remaining 35.6% is influenced by other variables not examined in this study.

STRATEGI MENINGKATKAN LOYALITAS DAN KINERJA KARYAWAN (STUDI PADA AYEE CAFE, MOJOROTO, KEDIRI)

The role of human resources (HR) in a company is very significant and has enormous potential to carry out company activities. Therefore, humans function as the main driving force in every activity carried out by the company. Therefore, human resources should be empowered as much as possible in order to be able to produce optimal output. Good HR management will also affect the increase in company productivity and profitability. And one way that can be taken is by increasing the loyalty and performance of employees to develop companies . This study uses a qualitative method by taking place at Ayee Cafe, Mojoroto-Kediri. The purpose of this study was to determine the operational management Ayee Cafe and how the strategy is to increase employee loyalty and performance. Ayee cafe has a special way to increase employee loyalty and performance that has been implemented for the last 5 years. Ayee cafe also considers all those involved in helping its business as employees. It's just that the owner's job is to manage the business, if the boss makes himself the owner, there will be no discipline. Because what comes to mind is that the owner's name is only receiving the results, that's what the owner of Ayee Cafe avoids. Keywords: strategy, loyalty, employee performance

The expatriate and local hotel general managers: differing approaches to employees’ loyalty

PurposeHotels conducting international business are acknowledging the importance of an expatriate general manager (GM), to increase the effectiveness of their knowledge management system through the sharing of knowledge between expatriates and local employees. In the aspect of comparative leadership studies, this study attempts to compare and analyze the effects of knowledge sharing (KS) efforts, which are competencies of expatriate GMs and local GMs, on employee trust, organizational KS and employee loyalty.Design/methodology/approachData were collected from employees of 7 hotels managed by expatriate GMs among 16 franchising luxury (5-star) hotels, and from employees of 6 hotels operated by local GMs among 9 local luxury hotels located in Korea. Structural equation modeling method using SmartPLS 3.3.3 was used to analyze the data.FindingsExpatriate GM’s two-way KS influences affective trust but does not influence cognitive trust. Affective trust influences cognitive and organizational KS but does not influence employee loyalty. Cognitive trust does not influence organizational KS but influences employee loyalty. Finally, organizational KS significantly affects employee loyalty. In addition, in the analysis comparing the estimates between expatriate and local GM group, significant differences in groups were found for the impact of GM’s two-way KS on cognitive trust, for the impact of affective trust on organizational KS, for the impact of affective trust on employee loyalty and for the impact of cognitive trust on organizational KS.Practical implicationsThis study shows that knowledge management designs need to consider different effects of expatriate GMs’ and local GMs’ capabilities on employee attitudes and behavior considering cultural impacts. Expatriate GMs will greatly benefit their effort for KS by assuring employees that they are attentive to their needs, interests and problems.Originality/valueThis study not only contributes to the existing social capital theory but also provides managerial implications for human resources management in the hospitality field through a comparative study of KS efforts of expatriate and local GMs.

Pengaruh Motivasi Ekstrinsik dan Komunikasi terhadap Loyalitas Karyawan dengan Komitmen Organisasi sebagai Variabel Mediasi pada CV Twin Setia Yogyakarta

This study aims to determine the effect of extrinsic motivation and communication on employee loyalty with organizational commitment as intervening variables. This type of research is quantitative research. The population is all employees at CV TWIN SETIA, Sewon Subdistrict, Panggungharjo, Sewon, Bantul, Yogyakarta. The sample is 44 samples or 44 respondents. Sampling techniques use saturated sampling techniques. The data collection method in this study was a questionnaire distributed to all employees of the CV TWIN SETIA. The data analysis techniques used multiple descriptive analysis, classic assumption test, linear regression, t test (partial), and coefficients of determination (R2). The results of this study showed that the influence of extrinsic motivation and communication on employee loyalty with organizational commitment as an insignificant variable mediating, communication had a significant positive effect on organizational commitment, and extrinsic motivation had a significant positive effect on employee loyalty. Keywords: Extrinsic Motivation, Comunication, Organizational Commitment, Employee Loyalty

‘PENGARUH KEPUASAN KERJA , LOYALITAS KARYAWAN DAN KEMAMPUAN KARYAWAN TERHADAP KEINGINAN KARYAWAN UNTUK PINDAH KERJA PADA KOPERASI 212 MART DI KOTA TANGERANG.’

The company has realized that its human resources are an important asset for the company and also as partners. Because human resources contribute to the company by carrying out their roles and duties in company activities, the company should understand very well what the rights and obligations of employees are, so that the company management pays attention to the various needs needed by employees, so that the company can maintain good relations with its employees. With a good relationship with employees, it can maintain employee loyalty to the company, and ultimately there will be employee job satisfaction. This study aims to determine the effect of job satisfaction, employee loyalty, and employee ability on the desire of employees to change jobs at the 212 Mart Cooperative in Tangerang City. Researchers in taking samples using non-probability sampling. The number of samples used in this study were 100 respondents who currently work as employees at the 212 Mart Cooperative. The data obtained by distributing questionnaires, then processed with the help of Smart PLS analysis. From the test results it can be concluded that job satisfaction does not have a positive but significant effect on the desire of employees to change jobs, and employee loyalty has a positive but not significant effect on the desire of employees to change jobs, while the ability of employees has a positive and significant influence on the desire of employees to move. Work at 212 Mart Cooperative in Tangerang City. Perusahaan telah menyadari bahwa sumber daya manusia yang dimilikinya adalah menjadi asset penting bagi perusahaan dan juga sebagai mitra kerja. Karena sumber daya manusia memberikan konstribusi kepada perusahaan dengan menjalankan peran dan tugasnya dalam kegiatan perusahaan, maka perusahaan sebaiknya memahami betul apa yang menjadi hak dan kewajiban karyawan, sehingga pihak manajemen perusahaan memperhatikan berbagai kebutuhan yang diperlukan karyawan, agar perusahaan dapat menjaga hubungan baik dengan karyawannya. Dengan adanya hubungan yang baik dengan karyawan dapat menjaga loyalitas karyawan terhadap perusahaan, dan akhirnya akan ada kepuasan kerja karyawan, sehingga. Penelitian ini bertujuan untuk mengetahui Pengaruh Kepuasan Kerja, Loyalitas karyawan, dan Kemampuan karyawan terhadap Keinginan karyawan Pindah Kerja Pada Koperasi 212 Mart di Kota Tangerang. Peneliti dalam pengambilan sampel menggunakan non-probability sampling. Jumlah sampel yang digunakan dalam penelitian ini sebanyak 100 orang responden yang saat ini bekerja sebagai karyawan di Koperasi 212 Mart. Data yang didapatkan dengan penyebaran angket, kemudian diolah dengan bantuan analisis Smart PLS . Dari hasil pengujian dapat disimpulkan bahwa Kepuasan Kerja tidak memiliki pengaruh yang positif tapi signifikan Terhadap Keinginan karyawan Pindah Kerja, dan Loyalitas karyawan memiliki pengaruh yang positif tapi tidak signifikan Terhadap Keinginan karyawan Pindah Kerja, sedangkan Kemampuan karyawan memiliki pengaruh yang positif dan signifikan Terhadap Keinginan karyawan Pindah KerjaPada Koperasi 212 Mart di Kota Tangerang.