Banks’ profitability reflects their ability to perform financial intermediation, manage credit risk, and control operating costs. Bank bjb’s return on assets (ROA) declined during the 2014–2024 period, highlighting the need to identify its key financial determinants. This study aimed to examine the effects of non-performing loans (NPL), loan-to-deposit ratio (LDR), and operating expenses to operating income (BOPO) on return on assets (ROA). A quantitative descriptive and explanatory research design was employed using 44 quarterly observations derived from Bank bjb’s financial statements and annual reports, along with official publications from the Indonesia Stock Exchange and the Financial Services Authority. Saturated sampling was applied, and the data were analyzed using SPSS through descriptive statistics, classical assumption tests, multiple linear regression analysis, correlation analysis, coefficient of determination analysis, and hypothesis testing. The findings showed that NPL, LDR, and BOPO simultaneously had a significant effect on ROA (F = 5.186; p = 0.004). Partially, NPL had a significant negative effect on ROA (B = -0.155; p = 0.034), whereas LDR had a significant positive effect on ROA (B = 0.013; p = 0.030). BOPO had a negative but statistically insignificant effect on ROA (B = -0.011; p = 0.296). The model explained 22.6% of the variation in ROA. Therefore, profitability was strongly influenced by effective credit risk management and an optimal intermediation function, supported by continuous efficiency improvements and revenue diversification strategies.
Ade Muhammad Nur, Cecep Taofiqurrochman· Advances In Social Humanitie...· 0 citations
Profit growth is an important indicator for assessing a company’s financial performance and sustainability, particularly in the food and beverage sector, which plays a strategic role in the Indonesian economy. However, during the 2020–2024 period, companies in this sector experienced significant fluctuations in profit growth, reflecting challenges in maintaining financial stability amid dynamic economic conditions. This study aimed to analyze the effects of the Current Ratio, Debt-to-Equity Ratio, and Net Profit Margin on profit growth among food and beverage companies listed on the Indonesia Stock Exchange (Bursa Efek Indonesia, IDX) during the 2020–2024 period. This study employed a quantitative approach using secondary data obtained from the annual financial reports of companies listed on the IDX. The sample was determined using a purposive sampling technique based on predetermined criteria, resulting in eight companies with 40 observations over the five-year research period. Data analysis was conducted using descriptive statistical analysis, classical assumption tests, multiple linear regression analysis, correlation analysis, coefficient of determination analysis, and hypothesis testing through t-tests and F-tests. The results showed that the Current Ratio did not have a significant effect on profit growth, and the Debt-to-Equity Ratio also did not have a significant effect on profit growth. Meanwhile, the Net Profit Margin had a significant effect on profit growth. Simultaneously, the Current Ratio, Debt-to-Equity Ratio, and Net Profit Margin had a significant effect on profit growth. These findings indicate that a company’s ability to generate net profit from sales plays an important role in supporting profit growth among food and beverage companies.
Kariska Safitri, M. Anwar, Cecep Taofiqurrochman· Advances In Social Humanitie...· 0 citations
Employee engagement is an important factor in sustaining organizational effectiveness, particularly in nonprofit organizations where employees are expected to internalize organizational values and social missions. This study aimed to examine the effects of corporate culture and transformational leadership on employee engagement at YKP Bank BJB. A quantitative research design was employed using a census sampling technique involving all 24 employees as respondents. Data were collected through questionnaires using a five-point Likert scale and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4. The results showed that corporate culture had a positive and significant effect on employee engagement, with a t-statistic of 5.140 and a p-value of 0.000. Transformational leadership also had a positive and significant effect, with a t-statistic of 3.186 and a p-value of 0.001. Furthermore, corporate culture and transformational leadership jointly explained 97.8% of the variance in employee engagement, as indicated by an R² value of 0.978. These findings indicated that strengthening service excellence, integrity, professionalism, inspirational motivation, intellectual stimulation, and individualized consideration could enhance employee engagement. The study concluded that corporate culture and transformational leadership were key organizational factors in improving employee engagement at YKP Bank BJB.
Christina Apriliyani, Cecep Taofiqurrochman· Advances In Social Humanitie...· 0 citations
Employee engagement is essential for sustaining organizational performance in banking institutions that depend on service quality, integrity, professionalism, and coordinated employee behavior. This study aimed to examine the effects of corporate culture and transformational leadership on employee engagement at YKP Bank Bjb. A quantitative explanatory research design was applied to all 24 employees using a census sampling technique. Data were collected through a five-point Likert-scale questionnaire and analyzed using structural equation modeling–partial least squares (SEM–PLS) with SmartPLS 4, including descriptive analysis, measurement model assessment, structural model evaluation, and hypothesis testing. The findings showed that all constructs achieved adequate validity and reliability, with outer loadings ranging from 0.721 to 0.918 and average variance extracted (AVE) values exceeding 0.50. Corporate culture had a positive and significant effect on employee engagement (t = 5.140; p < 0.001), while transformational leadership also had a positive and significant effect on employee engagement (t = 3.186; p = 0.001). Together, both variables explained 97.8% of the variance in employee engagement. These findings indicate that organizational values and transformational leadership behaviors complement each other in strengthening employees’ enthusiasm, organizational attachment, and involvement. The study concludes that employee engagement can be enhanced through the reinforcement of service excellence, integrity, professionalism, inspirational motivation, intellectual stimulation, and individualized consideration.
A. Hidayat, Cecep Taofiqurrochman· Advances In Social Humanitie...· 0 citations
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