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Effect of Human Resources Quality, Performance Evaluation, and Incentives on Employee Productivity at Raharja High School

APTISI Transactions on Management (ATM) · Vol. 7 No. 1 (2022) · hlm. 1–8

DOI
10.33050/atm.v7i1.1732
ISSN
2622-6804, 2622-6812
Terbit
2022-02-07
Penerbit
Pandawan
Bahasa
en
Lisensi
creativecommons.org/licenses/by-sa/4.0

Abstrak

This study used a sample of 30 employees of Raharja College, Cikokol, Tangerang which were taken randomly to test the effect of the quality of human resources, job evaluation, incentives on employee productivity. The survey method with path analysis technique was used to analyze the pattern of relationships between variables with the aim of knowing the direct or indirect effect of a set of independent variables (exogenous) on the dependent variable (endogenous) with data analysis using the smart PLS 3.0 version software. The results show that the quality of human resources has a positive effect on employee productivity with a path coefficient value of 0.145, the quality of human resources has a positive effect on incentives with a path coefficient value of 0.121, incentives have a positive effect on productivity with a path coefficient value of 0.784, while performance evaluation has no positive effect on employee productivity with a path coefficient value of -0.103. It can be said that all the hypotheses in this study only one that does not have a positive effect while the rest have a positive effect. From the results of the data analysis, it can be seen that the quality of human resources directly affects employee productivity at Raharja College. Thus, the hypothesis which states that the quality of HR has a direct effect on employee productivity is accepted.

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  • Universitas Raharja
  • Graphic Era Hill University
  • Universitas Muhammadiyah Jakarta
  • Universitas Catur Insan Cendekia Cirebon
  • Universitas Ichsan Gorontalo
  • Satya Wacana Christian University
  • Universitas Cendekia Abditama
  • Organisasi lain
  • Afiliasi tidak diketahui
  • Organisasi berbeda
  • Organisasi sama
  • Afiliasi tidak diketahui
  • Garis lebih tebal = lebih banyak artikel bersama · lingkaran lebih besar = lebih banyak artikel
Tampilkan sebagai tabel
Rekan penulisOrganisasiArtikel bersama
BimantoroUniversitas Raharja3
Chandra LukitaUniversitas Catur Insan Cendekia Cirebon2
Agung RizkyUniversitas Raharja2
Ihsan Nuril HikamUniversitas Raharja2
Po Abas SunaryaUniversitas Raharja2
Vertika AgarwalGraphic Era Hill University2
Chris PartogiAfiliasi tidak diketahui2
Chris PartogiUniversitas Raharja2
Greian April PangilinanCentro Escolar University1
AliyahUniversitas Cendekia Abditama1
Dimas Bagus SaputraUniversitas Raharja1
Marviola Grace HardiniUniversitas Raharja1
Dwi JulianingsihUniversitas Raharja1
Hiroshi KentaUniversity of Miyazaki1
Lena MagdalenaUniversitas Catur Insan Cendekia Cirebon1
Ageng Setiani RafikaUniversitas Raharja1
Adam FaturahmanUniversitas Raharja1
Sandy KosasiSTMIK Pontianak1
Dhiyah Ayu Rini KusumawardhaniUniversitas Raharja1
Agung RizkyAfiliasi tidak diketahui1
Rahayu Tri UtamiUniversitas Ichsan Gorontalo1
Tantri Wenny SitanggangUniversitas Ichsan Gorontalo1
Azrul TanjungUniversitas Muhammadiyah Jakarta1
Eiser Aaron BeldiqAfiliasi tidak diketahui1
Untung RahardjaUniversitas Raharja1
Ninda LutfianiUniversitas Raharja1
Hindriyanto Dwi PurnomoSatya Wacana Christian University1
Sutarto WijonoSatya Wacana Christian University1
Siti Patimah MaesarohUniversitas Raharja1
Aris MartonoGunadarma University1
Ankur Singh BistGraphic Era Hill University1
Bhupesh RawatGraphic Era Hill University1
Muhammad FakhrezzyUniversitas Raharja1
Regina Dinda OctavyraUniversitas Raharja1
BimantoroAfiliasi tidak diketahui1

Afiliasi berasal dari OpenAlex; metadata OAI-PMH jurnal tidak memuatnya. Penulis tanpa ID OpenAlex dicocokkan berdasarkan nama, sehingga dua orang bisa tergabung atau satu orang bisa terpisah.

Sumber metadata: OAI-PMH (metadata jurnal) https://ijc.ilearning.co/ATM/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Effect of Human Resources Quality, Performance Evaluation, and Incentives on Employee Productivity at Raharja High School</dc:title>
	<dc:creator xml:lang="en">Mulyati</dc:creator>
	<dc:creator xml:lang="en">Zebua, Selamat</dc:creator>
	<dc:creator xml:lang="en">Chakim, Mochamad Heru Riza</dc:creator>
	<dc:creator xml:lang="en">Khairul</dc:creator>
	<dc:creator xml:lang="id">Mulyati, Mulyati</dc:creator>
	<dc:subject xml:lang="en">HR Quality</dc:subject>
	<dc:subject xml:lang="en">Performance Evaluation</dc:subject>
	<dc:subject xml:lang="en">Incentives</dc:subject>
	<dc:subject xml:lang="en">Productivity</dc:subject>
	<dc:description xml:lang="en">This study used a sample of 30 employees of Raharja College, Cikokol, Tangerang which were taken randomly to test the effect of the quality of human resources, job evaluation, incentives on employee productivity. The survey method with path analysis technique was used to analyze the pattern of relationships between variables with the aim of knowing the direct or indirect effect of a set of independent variables (exogenous) on the dependent variable (endogenous) with data analysis using the smart PLS 3.0 version software. The results show that the quality of human resources has a positive effect on employee productivity with a path coefficient value of 0.145, the quality of human resources has a positive effect on incentives with a path coefficient value of 0.121, incentives have a positive effect on productivity with a path coefficient value of 0.784, while performance evaluation has no positive effect on employee productivity with a path coefficient value of -0.103. It can be said that all the hypotheses in this study only one that does not have a positive effect while the rest have a positive effect. From the results of the data analysis, it can be seen that the quality of human resources directly affects employee productivity at Raharja College. Thus, the hypothesis which states that the quality of HR has a direct effect on employee productivity is accepted.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2022-02-07</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://ijc.ilearning.co/ATM/article/view/1732</dc:identifier>
	<dc:identifier>10.33050/atm.v7i1.1732</dc:identifier>
	<dc:source xml:lang="en">APTISI Transactions on Management (ATM); Vol. 7 No. 1 (2023): January; 1-8</dc:source>
	<dc:source xml:lang="id">APTISI Transactions on Management (ATM); Vol 7 No 1 (2023): January; 1-8</dc:source>
	<dc:source>2622-6804</dc:source>
	<dc:source>2622-6812</dc:source>
	<dc:source>10.33050/atm.v7i1</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://ijc.ilearning.co/ATM/article/view/1732/596</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2023 Mulyati, Selamat Zebua, Mochamad Heru Riza Chakim, Khairul (Author)</dc:rights>
	<dc:rights xml:lang="en">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>