Pengaruh Penerapan Sistem Informasi Manajemen Karyawan Dan Kepuasan Kerja Terhadap Kinerja Karyawan Plta Kerinci Dengan Disiplin Kerja Sebagai Variabel Intervening

Authors

  • Natasya yeli putri Natasya Universitas Putra Indonesia YPTK Padang
  • Marta Widian Sari Universitas Putra Indonesia YPTK Padang
  • Nila Pratiwi Universitas Putra Indonesia YPTK Padang

DOI:

https://doi.org/10.59889/embiss.v4i2.295

Keywords:

Management Information System, Job Satisfaction, Employee Performance, Work Discipline

Abstract

This study is targeted to test the impact of implementing employee management information systems & job satisfaction on employee performance with work discipline becoming Intervening using secondary data found by distributing questionnaires to 50 permanent workers used as respondents at the Kerinci Hydropower Plant. This study uses Structural Equation Modeling (SEM) analysis media using Partial Least Square (PLS). The assessment results show that (1) the employee management information system does not have a significant impact (0.674< 0.05) on work discipline. (2) Job satisfaction has a significant & positive impact (0.000 < 0.05) on work discipline. (3) Employee management information system has a significant & positive impact (0.042 > 0.05) on employee performance. (4) Job satisfaction has a significant & positive impact (0.000 < 0.05) on employee performance. (5) work discipline has a significant & positive impact (0.000 < 0.05) on employee performance. (6) Employee management information systems have no significant impact (0.668 < 0.05) on employee performance through work discipline. (7) Job satisfaction has a significant & positive impact (0.000 < 0.05) on employee performance through work discipline.

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References

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Published

2024-02-29

How to Cite

Natasya, N. yeli putri, Sari, M. W. ., & Pratiwi, N. (2024). Pengaruh Penerapan Sistem Informasi Manajemen Karyawan Dan Kepuasan Kerja Terhadap Kinerja Karyawan Plta Kerinci Dengan Disiplin Kerja Sebagai Variabel Intervening. JURNAL EKONOMI, MANAJEMEN, BISNIS, DAN SOSIAL (EMBISS), 4(2), 171–179. https://doi.org/10.59889/embiss.v4i2.295