Analysis of The Influence of Work Discipline And Employee Motivation on Employee Performance BMT Beringharjo

  • Astuti R
  • Mahdi M
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Abstract

Human resources (HR) will play a positive or negative role in the performance  of a company  by applying  work  discipline  and work  motivation. However, BMT Beringharjo Still long work motivations based on Islamic values to improve HR performance. In addition, the success of the company is largely determined by the style of work motivation that exists in the organization that will affect employee performance. BMT Beringharjo is an Islamic-based which implements  in accordance  with the company's  VISION,  namely  "Leading  bras trusted Sharia-Based business partner" in its company so as to improve employee performance.  Therefore,  this study will analyze  how far the influence  of work discipline in the organization and the work motivation retrered on improving the performance of BMT Beringharjo. This research uses a quantitative approach. The data collection technique used is primary data, by spreading questionnaires.  Data was obtained from the employee  population  of 31 people.  Data analysis  using SPSS 26 which was analyzed  deductively.  The results of this study show that work  discipline  has a  positive  effect  on employee  performance  with  a sig  of 0.002<  0.1,  while  Islamic  work  motivation  has a positive  effect  on employee performance at BMT Beringharjo with a sig of 0.034< 0.1. With This result, the influence  of work discipline and work motivation  in it can get closer to Allah SWT through the practice carried out in every work in it. Recommendations for the company  itself to always improve work discipline  and work motivation  in order to create an Islamic organizational culture in accordance with the existing vision, namely " Leading Bras, Trusted sharia Based business  Sharia

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APA

Astuti, R. Y., & Mahdi, M. W. B. (2023). Analysis of The Influence of Work Discipline And Employee Motivation on Employee Performance BMT Beringharjo. Islamic Business and Management Journal, 6(2), 132–143. https://doi.org/10.21111/ibmj.v6i2.11358

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