As the integrated part of an organization, human resource is the most discussed factor of performance at present. In many organizations, young employees consists 50% or more of the workforce. These young, talented and innovative part of human resources needs to be understood and motivated in a different way than the average mid or older employees. This study is aimed to identify the factors that particularly motivate and satisfy young (age upto 35) employees to retain them in organizations choosing 13 factors carefully selected from 3 different motivational theories. The study adopts both primary and secondary data as well as uses previous literatures for this purpose. For this study, Bangladesh banking sector has been selected as the research field and data were collected from 750 employees through a semi-structured questionnaire. It has been found that most young employees expect non-monetary motivational rewards such as working environment (19%) and flexibility in job (13%) rather than money (12%). The least popular three motivational factors were opportunity to learn (4%), opportunity for creativity (2%) and challenging task (2%) respectively. Although the study has been conducted in very limited scope, the results might be proven useful for the academicians and decision makers who wish to study more in this area

The strategy is a plan, implementation, and control in achieving long-term goals. Strategic management is an effort to achieve certain goals through the activities of others so that coordination is needed for the activities of planning, staffing, directing, and controlling in the long run. This study aims to develop a strategy for implementing the operational department procedures at the company PT "X" which has been standardized in the standard operating procedures integrated with computer programs. The research method used in this study is a qualitative analysis method trough interview, observation and documents. The result of analysis are operating procedures Standard of PT”X” are prepared in accordance with ISO 9001 requirements including: Control of Documents and Data (article 5), Process Control (article 9), Inspection and Testing (article 15), Identification and Product Traceability (article 18). The operating procedure standard of PT “X” is using: a. Job and activity, b. Format, c. Quality control. Standard of Operating Procedure for Marketing Division at PT. "X" consists of: Standard of Operating Procedures for Selling Consumer Shipping Services as follow: 1) Standard of Operating Procedures for Selling Consumer Services. 2) Standard of Operating Procedure for Making Shipping Services Cooperation Contracts. 3) Standard of Operating Procedure for Contract Cancellation. 4) Standard of Operating Procedure for Delay Fines. 5) Operational Standards Report Making Procedures and Performance Reporting Marketing Division. The Operating Procedure Standard of Document Management Divisipn as follow: 1) Standard Operational Procedure for Arranging the Decent Approval/Permit Document (SPB or letter of approval for shipping). 2) Standard of Operating Procedure for Document Management in the Transportation Department. 3) Standard of Operating Procedure for Port Document Management. 4) Standard of Operating Procedure for report making and performance document management division

This study aims to analyze the implementation of the Financial Services Authority's circular letter number 14 / SEOJK.03 / 2017 concerning the health level of regional government-owned banks through a comparative analysis between Bank DKI Jakarta (“Bank DKI”) and Regional Development Bank Jawa Tengah (“BPD Jawa Tengah”) in 2017, the soundness level of PT BPD Jawa Tengah before implementation (2016) and after implementation (2017) and the soundness level of Bank DKI before implementation (2016) and after implementation (2017). The method used in this study is RGEC (Risk Profile, Good Corporate Governance, Earning, Capital), while the long-term goal is modeling the financial performance strategy of the Regional Development Bank. The results of this study shows that the comparison of the performance of Bank DKI and PT BPD Jawa Tengah in 2017 are not significant difference; the comparison of the performance of PT BPD Jawa Tengah are not significant difference for 2016 and 2017, but the comparison the performance of Bank DKI for 2016 and 2017 are significant difference. The implementation of Circular Letter Number 14 / SEOJK.03 / 2017 regional development banks period 2016 (before) and 2017 (after), shows that the assessment of financial performance of PT BPD Jawa Tengah are not significant difference, however the assessment of financial performance of Bank DKI are significant difference. In 2017 after the implementation of Circular Letter Number 14 / SEOJK.03 / 2017 the results shows that the comparison of the performance of PT BPD Jawa Tengah and Bank DKI are not significant difference.

This study aims to examine the direct influence of organizational culture (X1), leadership style (X2) and job satisfaction (X3) on the performance of principals (X4). The correlative descriptive quantitative research methods will explore information about organizational culture with leadership styles in achieving job satisfaction for high school teachers and staff on the performance of principals in Riau Islands Province. Variable data were obtained through the instruments of 35 variable items with Likert scales score in rank 1–5. Management of Islamic Education Institutions implements Organizational Culture with effective and efficient leadership styles. Supervision continues to be carried out by implementers of education, government, and end users, as an effort to improve the quality of national education and the quality of the quality of Indonesian society carried out in a sustainable manner. It utilized not only the science, the technology in advances but paid the attention to global challenges as well. The Islamic education management system is a coordinative, systematic and integrative process. The process starts with organizing planning, mobilizing, and monitoring. Based on the results of the variable calculation together affecting the performance of the principal (X4) obtained a value of 91% so that H0 is rejected and Ha is accepted. It can be concluded that organizational culture, leadership style, and job satisfaction have a significant influence on the performance of the principal

Nowadays the automotive industry in Indonesia is becoming increasingly competitive, causing an intense competition among the ATPM (Single Agent of Brand Holders), as well as competition between existing automotive manufacturers (sole agent) and newcomers. In the midst of the current business industry and its competitive environment, various strategies were implemented by the company in order to maintain its customers, and to win the competition by increasing its market share. Customer satisfaction has become one of important focus for many companies. This study aims to examine and analyze the effect of product quality and after-sales service on customer satisfaction at an authorized Mazda Serpong Dealer, Tangerang. The sample used in this study were 200 respondents from customers at Mazda Dealer Serpong, Tangerang. Sample size determination using Hair’s formula. Hypotheses of the study analized by using multiple linear regression performed with SPSS 2.4. The sampling technique uses purposive sampling. The results showed that the quality of the product significant and positive affect on customer satisfaction. And after-sales service is also significant and positive affect to customer satisfaction. Other results shows that the quality of products and after-sales service of significant and positive affects on customer satisfaction simultaneously