This research aimed to analyzis effect of: 1) human resource development, corporate culture, motivation toward employee performance, 2) corporate culture toward human resource dvelopment, 3) corporate culture toward motivation, 4) motivation toward human resource development and, 5) human resource development toward motivation in PT Pertamina (Persero) Processing Unit V East Kalimantan.Furthermore, object of this research was PT Pertamina (Persero) Processing Unit V East Kalimantan. This study using survei method with cross section analyzis. Sample using purposive sampling method. Respondance of this research was 16332 fixed, 1599 unfixed employee of PT Pertamina (Persero) Processing Unit V East Kalimantan. Each of population take as respondance 95 employee, total respondance 190. Sum of, 174 respondace take a questioner bac (almost 92%) model testing using structural equation modelling.In addition, this research found that corporate cuturw was build with increased inovation culture, organization activity base on employee orientation, and take attention to any problem cause be employee bring implication and better relation was a side effect of corporate culture and give space for employee to inovation and it can accomodate existing problem.This research also proofing that developing education and training, working capacity, knowladge ability, skill ability and on the job training, it can reach corporate objective. This research show that motivation had negative influence toward human resource development.This result also give information, that corporate culture had not directed effect on wok performance. On the other hand, other variable was give splilover effect. It was work motivation. This variable can be organization effort within increasing employee performance and organization.
The tourism industry has become one of the sectors whose operations have been hampered due to the pandemic. Since the enactment of the new normal in the midst of the COVID-19 pandemic, several tourist attractions have been active again, including the Mount Kelud tourist area located in Kediri Regency. The problem is how the tourism sectors in the Kelud mountain area can regain tourist interest and loyalty after actively operating again. Therefore, the purpose of this paper is to examine the destination image factor, the Customer Relationship Management (CRM) factor which in this case refers to tourists, and tourist satisfaction with tourist loyalty to the Gunung Kelud tourist area, either partially or simultaneously. This research uses multiple linear regression method to 320 respondents. The results of the data distribution statement obtained, amounting to 3.15 which falls into the required scale category. From the modeling results, the regression value of the destination image decreased by 0.57%, customer relationship management increased by 12.1% and satisfaction increased by 30.9%. Partially, the destination image is worth 2,702 units, customer relationship management is 1,982 units and tourist satisfaction is 6,903 units for the loyalty of Mount Kelud tourists. Meanwhile, simultaneously that Destination Image, Customer Relationship Management and Customer Satisfaction are worth 21,402 units.
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