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This study aims to examine the influence of transformational leadership, work motivation, and organizational culture on organizational commitment at PT Kembang Jawa Permai. The research employs a quantitative approach with an associative causal design, using a survey method and data collected through a questionnaire distributed to all 46 employees as respondents. The sampling technique used is saturated sampling, considering the small population size. Data analysis was performed using multiple linear regression analysis with validity, reliability, and classical assumption tests (normality, multicollinearity, heteroscedasticity, and linearity) conducted beforehand to ensure model accuracy. The results indicate that transformational leadership, work motivation, and organizational culture each have a positive and significant effect on organizational commitment, both partially and simultaneously. Among the three variables, organizational culture shows the most dominant influence, indicating that strong organizational values and teamwork orientation play a key role in strengthening employee commitment. The coefficient of determination (R²) of 0.848 implies that 84.8% of the variation in organizational commitment can be explained by the three independent variables. This study contributes to human resource management theory and provides practical insights for organizations to enhance employee commitment through effective leadership, motivation, and cultural reinforcement.

This study aims to analyze the effect of job satisfaction and organizational commitment on employee productivity at the Semarak Dana Mojokerto Savings and Loan Cooperative.  The problem of low discipline and performance of marketing staff is an important background, given the limited empirical studies on human resource factors in micro cooperatives in Indonesia.  This study uses a quantitative approach with a total sampling technique on 35 respondents.  The instrument, in the form of a questionnaire, consisted of 28 statement items measured on a 1–5 Likert scale, with validity and reliability tests showing good results (Cronbach's Alpha > 0.70). Multiple linear regression analysis was used with the help of SPSS 26. The results of the study show that job satisfaction has a significant positive effect on productivity (β = 0.723, p < 0.05), as does organizational commitment (β = 0.555, p < 0.05). Simultaneously, these two variables contribute to an increase in employee productivity with a coefficient of determination of 77.8%.  These findings support the theories of Locke (1976) and Meyer & Allen (1991) and are in line with previous studies, although the context of micro cooperatives provides unique characteristics. The practical implications of this study encourage cooperatives to strengthen their reward systems, provide training, and improve work SOPs, particularly in marketing services. The limitations of this study lie in the small sample size and cross-sectional design. Future research is recommended to use a larger sample, a longitudinal approach, and include moderator variables such as work motivation or organizational culture.

Organizational fraud represents a significant global challenge, with estimated annual losses of 5% of revenue, totaling approximately US$4.7 trillion worldwide. This systematic literature review examines whistleblowing effectiveness as a fraud detection mechanism, analyzing the tension between its role as a transparency pillar and the retaliatory risks faced by whistleblowers. The study employed a qualitative Systematic Literature Review methodology, analyzing 25 peer-reviewed articles published between 2020-2025 from SINTA, Scopus, and registered E-ISSN journals. Literature was selected using keywords related to whistleblowing effectiveness, fraud detection, transparency mechanisms, and retaliation risk. Results demonstrate that whistleblowing systems significantly enhance fraud detection and prevention across both public and private sectors, with 24 of 25 reviewed studies confirming positive impacts. Effectiveness is influenced by individual attitudes, perceived behavioral control, organizational commitment, professional commitment, moral reasoning, and organizational culture. The integration of whistleblowing with forensic and investigative audit mechanisms creates a mutually reinforcing fraud detection framework. However, retaliation risk remains a substantial challenge, potentially undermining whistleblowing effectiveness. The study concludes that organizations must develop comprehensive whistleblower protection frameworks, cultivate supportive organizational cultures, ensure transparent report handling processes, and leverage technology to guarantee anonymity. A balanced approach between promoting transparency through whistleblowing and protecting whistleblowers from retaliation is essential for maximizing fraud detection effectiveness. Organizations are advised to integrate whistleblowing into comprehensive anti-fraud strategies with adequate protection mechanisms and whistleblower incentives.

Organizational Citizenship Behavior (OCB) refers to voluntary actions that are not directly rewarded by the formal reward system but that contribute to organizational effectiveness. Organizational citizenship behavior (OCB) is a reflection of the added value of employees and contributes to job performance, job satisfaction, and organizational commitment. PT Erindo Mandiri is a company engaged in the production of bottled mineral water. This study aims to evaluate the effect of job satisfaction and organizational commitment on organizational citizenship behavior (OCB) at PT Erindo Mandiri, as well as to ascertain how HR management can improve company effectiveness through OCB. In this case, the researcher employs an associative method with the objective of discerning the impact of job satisfaction (X1) and organizational commitment (X2) on the organizational citizenship behavior variable (Y) at PT Erindo Madiri. The results of the research conducted at PT Erindo Mandiri indicate that job satisfaction and organizational commitment exert a positive influence on organizational citizenship behavior (OCB). The conjunction of these two variables engenders augmented individual and collective efficacy, as well as organizational systems that culminate in superior HR performance, characterized by minimal absenteeism and negligible deviations.

This study was conducted to examine the effect of Training and Development, Motivation, Competence on the Performance of High School Teachers in Batam City in the mediation of Organizational Commitment. The object of this research uses 3 schools in Batam City, namely SMAN 1 Batam, SMAN 3 Batam and SMAN 5 Batam, with a total population of 160 teachers. Determination of the sample using the Slovin Formula with a Margin Of Error 5% the result is 114 teachers obtained as a sample, data collection by distributing questionnaires through Google Forms in 3 schools and successfully filled out by 131 teachers. This research is quantitative, using Partial Least Square (PLS) for data processing, and the modeling technique used is Structural Equation Model (SEM). This study states that the Variables of Training and Development, Motivation, Competence have a significant positive effect on Organizational Commitment, Variables of Training and Development, Motivation, Competence and Organizational Commitment have a significant positive influence on Teacher Performance, Variables of Organizational Commitment Successfully Mediate the Variables of Training and Development, Motivation , Competence on Teacher Performance.