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ANALISIS GAYA KEPEMIMPINAN HUMAN CAPITAL MANAGAMENT (HCM) MANAGER DAN STORE MANAGER DALAM MENINGKATKAN PRODUKTIVITAS KERJA KARYAWAN PADA MAXCELL DEPO TEKNIK DAN BANGUNAN

Business UHO: Jurnal Administrasi Bisnis · Vol. 2 No. 2 (2017) · pp. 88–101

DOI
10.52423/bujab.v2i2.9485
ISSN
2503-1406
Published
2017-07-05
Publisher
Universitas Halu Oleo
Language
eng
License
creativecommons.org/licenses/by/4.0

Abstract

This study aims to determine the leadership style applied by Human Capital Management (HCM) Manager and Store Manager and employee work productivity at Maxcell Depot of Engineering and Building, Jl. Brig. Gen. M. Yoenoes. The formulation of the problem in this study is how the leadership style of Human Capital Management (HCM) Manager and Store Manager at Maxcell's Depot of Engineering and Building. With this type of field research, the research subjects were managers and employees, collecting data by using observation, interview and documentation techniques. Analysis of the data used according to Miles and Hubeman in M. Idrus's book consists of data reduction, data presentation and conclusion, using data validity techniques to carefully and openly record and document data, transparency about procedures in the field and things revealed and compare the things achieved through interview and observation methods, and examine the subjects so that the data produced is curate.The results of the study show that participatory and democratic leadership styles are the most dominant type applied by managers, but also not only apply that type but also apply some of the other leadership styles such as delegative leadership and paternalistic leadership style, only those two leadership styles does not involve employees / subordinates but is represented by the head of the division or head of each department. The forms of work productivity that appear are knowledge that increases because the company provides freedom for employees to develop knowledge or potential that exists within employees and work skills that are getting better because of the company also burn them with product knowledge and understanding of services, and attitudes that based on 8 corporate cultures and requires employees to follow or implement them

Keywords

Collaboration network of the authors

40 authors · 113 co-authorship links · 15 across different organisations · showing the 40 most connected

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Universitas Halu Oleo
  • Institut Agama Islam Negeri Kendari
  • Universitas Muhammadiyah Parepare
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Mustakim MustakimUniversitas Muhammadiyah Parepare4
Nurjannah NurjannahInstitut Agama Islam Negeri Kendari4
Rahman RahmanAffiliation unknown4
Asriani AsrianiUniversitas Halu Oleo3
Sahrun SahrunAffiliation unknown3
Makmur KambolongUniversitas Halu Oleo3
Arifin UthaUniversitas Halu Oleo3
Adrian TawaiUniversitas Halu Oleo2
Saidin SaidinUniversitas Halu Oleo2
Eka SuaibUniversitas Halu Oleo2
Muhammad BasriAffiliation unknown2
Sartono SartonoUniversitas Halu Oleo2
Jamal BakeAffiliation unknown2
Ninik Endang PurwatiAffiliation unknown2
Wempy BangaAffiliation unknown2
Faturachman Aputra SudirmanAffiliation unknown1
Elfira Iman SariUniversitas Halu Oleo1
Ryan Julio Dwi PutraUniversitas Halu Oleo1
Nur IdaInstitut Agama Islam Negeri Kendari1
Junian FebrianiAffiliation unknown1
Waode Srijuna RamayanaAffiliation unknown1
Muh NasirUniversitas Halu Oleo1
Nina NinaAffiliation unknown1
Tanzil TanzilUniversitas Halu Oleo1
Firman AzisAffiliation unknown1
Marsan JuliantoAffiliation unknown1
Wa Ode Srijuna RamayanaAffiliation unknown1
Umirul HamAffiliation unknown1
Jopang JopangUniversitas Halu Oleo1
Herman HermanAffiliation unknown1
Alif KurniawanAffiliation unknown1
Deny HeryantoAffiliation unknown1
Marlina RajabAffiliation unknown1
Devi Kurnia AnggrainiAffiliation unknown1
Vian Febrianty RahimAffiliation unknown1
Najarudin NajarudinAffiliation unknown1
Wa Ode YusniarInstitut Agama Islam Negeri Kendari1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://ojs.uho.ac.id/index.php/BUSSINESUHO/oai, first harvested 31 Okt 2026, last seen 31 Okt 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en-US">ANALISIS  GAYA KEPEMIMPINAN HUMAN CAPITAL MANAGAMENT (HCM) MANAGER DAN STORE MANAGER  DALAM MENINGKATKAN   PRODUKTIVITAS KERJA KARYAWAN PADA MAXCELL DEPO TEKNIK DAN BANGUNAN</dc:title>
	<dc:creator>wa oca, Wa oca</dc:creator>
	<dc:creator>amir, muh</dc:creator>
	<dc:creator>abdullah, akhyar</dc:creator>
	<dc:subject xml:lang="en-US">Administrasi Bisnis</dc:subject>
	<dc:subject xml:lang="en-US">Leadership Style and Work Productivity</dc:subject>
	<dc:description xml:lang="en-US">This study aims to determine the leadership style applied by Human Capital Management (HCM) Manager and Store Manager and employee work productivity at Maxcell Depot of Engineering and Building, Jl. Brig. Gen. M. Yoenoes. The formulation of the problem in this study is how the leadership style of Human Capital Management (HCM) Manager and Store Manager at Maxcell's Depot of Engineering and Building. With this type of field research, the research subjects were managers and employees, collecting data by using observation, interview and documentation techniques. Analysis of the data used according to Miles and Hubeman in M. Idrus's book consists of data reduction, data presentation and conclusion, using data validity techniques to carefully and openly record and document data, transparency about procedures in the field and things revealed and compare the things achieved through interview and observation methods, and examine the subjects so that the data produced is curate.The results of the study show that participatory and democratic leadership styles are the most dominant type applied by managers, but also not only apply that type but also apply some of the other leadership styles such as delegative leadership and paternalistic leadership style, only those two leadership styles does not involve employees / subordinates but is represented by the head of the division or head of each department. The forms of work productivity that appear are knowledge that increases because the company provides freedom for employees to develop knowledge or potential that exists within employees and work skills that are getting better because of the company also burn them with product knowledge and understanding of services, and attitudes that based on 8 corporate cultures and requires employees to follow or implement them</dc:description>
	<dc:publisher xml:lang="en-US">Universitas Halu Oleo</dc:publisher>
	<dc:contributor xml:lang="en-US"></dc:contributor>
	<dc:date>2017-07-05</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
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	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
	<dc:type xml:lang="en-US">Qualytative</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ojs.uho.ac.id/index.php/BUSSINESUHO/article/view/9485</dc:identifier>
	<dc:identifier>10.52423/bujab.v2i2.9485</dc:identifier>
	<dc:source xml:lang="en-US">Business UHO: Jurnal Administrasi Bisnis; Vol 2, No 2 (2017): Business UHO: Jurnal Administrasi Bisnis; 88-101</dc:source>
	<dc:source>2503-1406</dc:source>
	<dc:source>10.52423/bujab.v2i2</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://ojs.uho.ac.id/index.php/BUSSINESUHO/article/view/9485/6700</dc:relation>
	<dc:coverage xml:lang="en-US"></dc:coverage>
	<dc:coverage xml:lang="en-US"></dc:coverage>
	<dc:coverage xml:lang="en-US"></dc:coverage>
	<dc:rights xml:lang="en-US">Copyright (c) 2017 Wa oca wa oca, muh amir, akhyar abdullah</dc:rights>
	<dc:rights xml:lang="en-US">http://creativecommons.org/licenses/by/4.0</dc:rights>
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