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This study aims to analyze the relationship between leadership style and effective communication in the decision-making process within an organizational environment. The leadership style applied by a leader is highly instrumental in determining the quality of communication established between the leader and employees. Effective communication characterized by the clear transmission of information, openness to input, and the ability to listen actively can enhance the accuracy of information, speed, and quality of decisions made. Using a qualitative descriptive approach, this research illustrates how leaders employ specific communication styles to foster employee engagement, strengthen coordination, and minimize misunderstandings during the decision-making process. The findings indicate that the more effective the leader's communication style, the better the quality of the resulting decisions, as the process involves a transparent, participatory, and responsive exchange of information. Thus, effective communication is a key element connecting leadership style with successful decision-making within an organization.

This study aims to examine the effects of workload, job stress, and work spirit on employee performance at PT Victory International Futures Surabaya, a financial services company operating in the highly demanding futures trading industry. Employing a quantitative descriptive–correlational approach, data were collected using a Likert-scale questionnaire and analyzed through multiple linear regression using JASP and Partial Least Squares–Structural Equation Modeling (PLS-SEM) using WarpPLS, which is suitable for addressing multicollinearity issues and relatively small sample sizes (n = 37). The findings reveal that workload and job stress have significant negative effects on employee performance, whereas work spirit has a significant positive effect and emerges as the most dominant predictor. These results reinforce the Job Demands–Resources (JD–R) theory, which posits that job demands such as workload and stress can reduce performance when not balanced with adequate psychological resources like work spirit. Practically, the study recommends that management optimize workload distribution, implement stress management strategies, and strengthen employee motivation to improve performance sustainably. The study is limited by its small sample size and single-company focus, suggesting that future research should expand the organizational context and incorporate additional variables such as job satisfaction or organizational commitment.  

. Industrial Internship (KPI) is a form of student learning that emphasizes the direct application of knowledge in the workplace. This study aims to describe the procedures for employee competency development at PPSDM Migas Cepu as an effort to improve organizational performance. The research employed a descriptive qualitative method with data collected through interviews, observations, and document analysis. The findings indicate that competency development at PPSDM Migas is carried out systematically through three main stages: identifying and planning development needs, implementing training programs, and evaluating outcomes using the CIPP, Kirkpatrick, and Kirkpatrick-Philips models. Training activities include courses, workshops, on-the-job training, and certification programs. Evaluations are conducted periodically to ensure program effectiveness and alignment with organizational needs. These findings highlight the importance of human resource management and supervisor involvement in maximizing competency development outcomes. The results of this internship can serve as a reference for designing training programs in similar institutions.

The digital era demands that organizations be fast-moving, adaptable, and innovative. With the advancement of information technology, changes in work methods, global competition, and stakeholder demands are becoming increasingly complex. Knowledge Management (KM) plays an important role as a strategic mechanism for identifying, acquiring, storing, sharing, and utilizing knowledge to improve organizational effectiveness and efficiency. In this context, knowledge management becomes one of the important elements for organizations to enhance performance. Knowledge management is not just about collecting data or information, but how organizations can store, share, create, and utilize knowledge to gain a competitive advantage. This article aims to analyze the importance of knowledge management for organizational performance in the digital age, including how the digital era changes the dimensions of knowledge management, how knowledge management contributes to organizational performance, the challenges faced, and their implications. The data obtained for this study were gathered from observations thru interviews with relevant parties and a literature review study by examining the results of empirical research from the past five years (2020–2025). The method used was descriptive literature analysis of 15 scientific articles from accredited national journals. The analysis focuses on the relationship between knowledge management dimensions (knowledge creation, storage, sharing, and application) and organizational performance indicators (financial performance, innovation, productivity, and customer satisfaction). The study results show that the implementation of knowledge management significantly contributes to improving organizational performance, both directly thru increased efficiency and effectiveness of work processes, and indirectly thru strengthening a culture of innovation and organizational learning. This article asserts that an organization's success in the digital age is not solely determined by its ability to adopt technology, but also by its ability to manage and leverage knowledge as a strategic resource. Therefore, knowledge management needs to be systematically integrated into the organization's digital strategy, accompanied by strengthening a learning culture, human resource training, and adaptive information technology systems.

The low effectiveness of student organizational performance in designing and managing structured work programs presents a major challenge to strengthening the leadership culture at MTsN 1 Probolinggo. This community service program aims to enhance students’ managerial and leadership capacities through performance mentoring for the Intra-Madrasah Student Organization (OSIM), based on innovations in learning management. The methods employed include training sessions, workshops, and continuous mentoring, all designed collaboratively with school stakeholders. The activity stages began with a needs analysis and problem mapping, followed by the development of training modules, the implementation of organizational management training, and interactive workshops aimed at developing adaptive and applicable work programs. The proposed solutions encompass strengthening foundational understanding of organizational management, enhancing the role of members in program planning, and facilitating the implementation of OSIM activities that support the creation of an active learning environment. Evaluation was carried out through pre-tests and post-tests to measure comprehension improvement, field activity observations, and assessments of work program achievement. The results indicate significant improvements in participants’ cognitive and practical skills, particularly in the planning, execution, and evaluation of OSIM programs that are now more structured and goal-oriented. In conclusion, this community service activity successfully reinforced student leadership competencies through an innovative approach to managing student organizations, while also promoting the development of a sustainable culture of collaborative work. Based on the outcomes, it is recommended that this mentoring model be replicated in other madrasahs and that OSIM leadership development programs be systematically integrated into extracurricular curricula to ensure the continuity and expansion of the positive impacts achieved

In the context of modern organizations, performance can no longer be measured solely through short-term target achievements. A strong foundation of quality culture is required to ensure sustainable performance. This study aims to examine the relationship between quality culture and organizational performance sustainability through a modern managerial approach. The method used is descriptive qualitative, employing literature studies and conceptual analysis of theories related to quality management, organizational culture, and performance sustainability. The findings indicate that quality culture holds a strategic role in shaping work behavior, strengthening management systems, and fostering continuous innovation. The application of quality values—such as commitment to continuous improvement, customer orientation, and consistency in process control—contributes to the creation of a productive work environment that is responsive to change. Integrating quality culture into all aspects of the organization also enhances operational efficiency, reinforces teamwork, and promotes data-driven decision-making. These aspects lead to greater performance consistency, improved customer satisfaction, and long-term competitive advantage. Therefore, quality culture does not merely serve as a behavioral guideline but becomes a fundamental pillar in building an adaptive, innovative, and sustainable organization capable of navigating an increasingly complex business environment.

The purpose of this study is to analyze the extent to which work discipline and the physical work environment influence employee performance at CV X. The research was conducted using a quantitative approach involving all 45 production employees, with a saturation sampling method to ensure that every member of the population was represented. Data were collected through a structured questionnaire using a five-point Likert scale, while hypothesis testing was carried out using the SEM-PLS method to obtain more accurate estimates of the relationships among variables. The results reveal that both work discipline and the physical workplace contribute significantly to performance improvement. The physical work environment shows a positive and meaningful effect on employee performance, as indicated by a path coefficient of 0.464, a T-statistic of 2.309, and a P-value of 0.002. Similarly, work discipline also demonstrates a constructive influence, supported by a path coefficient of 0.403, a T-statistic of 2.786, and a P-value of 0.006. Based on the R-square value of 0.701, the two variables collectively explain 70.1% of the variance in employee performance. These findings highlight the importance of fostering disciplined work behavior while simultaneously enhancing environmental conditions in the workplace. Improving the physical layout, comfort, and safety, along with reinforcing consistent adherence to organizational rules, can substantially elevate performance outcomes at CV X.

The purpose of this study is to analyze the strategic role of the Green Human Resource Information System (Green HRIS) in bridging the transformation of human resource management with the demands of Environmental, Social, and Governance (ESG) principles, specifically examining how Green HRIS contributes to sustainable HR practices, organizational performance, and digital HR transformation. Using a Systematic Literature Review (SLR) approach, this study identifies, evaluates, and synthesizes prior research by conducting a structured search across major academic databases—Scopus, Web of Science, Springer, Elsevier, and Wiley—for publications from 2020 to 2025 that address green HRM, HR digitalization, sustainable HR practices, and ESG integration. The review process includes screening titles, abstracts, and full texts, extracting key data, and categorizing findings into environmental, social, and governance dimensions. The results demonstrate that Green HRIS strengthens ESG implementation by reducing paper usage, lowering carbon emissions, and promoting sustainable HR practices such as digital recruitment and e-learning, while also improving governance through enhanced transparency, accountability, regulatory compliance, and real-time reporting. Empirical evidence indicates that Green HRIS fosters employee engagement, organizational innovation, and the development of green competitive advantages. Practically, the study highlights how organizations, policymakers, and HR managers can utilize Green HRIS to optimize digital transformation and meet ESG requirements, thereby reinforcing legitimacy and long-term competitiveness within the green economy. This research offers originality as one of the first systematic reviews addressing Green HRIS in the ESG era, integrating theories such as the Resource-Based View, Technology Acceptance Model, and organizational sustainability theory, while also mapping trends, best practices, and gaps for future research.

This research seeks to examine the management of transparent and accountable civil service transfers and promotions in the Formation and Mutation Division of Pasuruan City's Civil Service Agency (BKD). The study is based on the significance of the merit system in upholding bureaucratic professionalism, since the procedures for transfer and promotion frequently influence equity and organizational effectiveness. Employing a qualitative case study method, data were gathered via in-depth interviews, participatory observations, and document examination. The results show that the transfer and promotion systems in BKD Pasuruan have progressed towards transparency via data-driven management, yet obstacles persist in communicating policies and involving employees in performance evaluations. Accountability has been enhanced via performance-driven assessments incorporated with the e-performance system and job analysis. The conversation emphasizes that the effectiveness of governance practices is affected by organizational flexibility, engaged leadership, and the public service motivation of civil servants. This research determines that the interplay of data-based policies, performance assessment frameworks, and a transparent bureaucratic environment establishes the basis for creating a just, efficient, and sustainable civil service governance model.

This study aims to systematically review performance measuring factors in MSMEs in the digital era in Indonesia. The research method uses Systematic Literature Review (SLR) with the design of the PRISMA framework. The data sources used were obtained from various databases of quality scientific publications including emerald, taylor and francis, springerlink, and sciencedirect, with a time span from January 2020 to June 2025. A total of 24 international scientific articles published in the period were analyzed for further identification on the main trends, main topics, and research directions. The results of the study show that the role of digital transformation has become an important factor in shaping the performance of MSMEs in the modern era. The factors that measure the performance of MSMEs are related to entrepreneurial competence, adaptation to technology, innovation ability, and government support. Some of these supporting factors also support resilience and sustainability for micro, small, and medium enterprises (MSMEs). However, the success of work achievements for business actors cannot be separated from adequate organizational readiness and resources, as well as good governance. This study contributes academically in the form of a conceptual framework for performance improvement measures for MSMEs, as well as providing recommendations as strategies for micro, small, and medium business actors to increase productivity so that businesses can grow and be sustainable in the digital era.

This study analyzes performance measurement frameworks and accountability mechanisms in public service delivery through a comprehensive literature review of studies published between 2015 and 2025. Although models such as the 3E (economy, efficiency, effectiveness) and IOO (input–output–outcome) frameworks are widely used in public administration, evidence indicates that their implementation often falls short due to data limitations, bureaucratic resistance, and limited utilization of performance results in decision-making. The literature also highlights a persistent gap between theoretical performance frameworks and actual public service practices, particularly in capturing service quality and meaningful outcomes for citizens. Recent studies emphasize that citizen satisfaction and public perception are essential indicators that must be integrated into contemporary performance measurement systems. This study concludes that performance measurement and accountability are interdependent mechanisms that require strengthened organizational capacity, relevant indicators, and a culture of evidence-based improvement to enhance public service quality.

This study aims to analyze the influence of work motivation on the performance of employees at PT BPR Sentral Arta Asia (SAA) in Lumajang City, East Java. In the context of an increasingly competitive banking industry, companies require human resources who are not only competent but also possess strong internal and external drive to achieve organizational goals. This research employed a quantitative approach with a sample of 45 employees selected randomly. Data were collected through observation and questionnaires, then analyzed using validity tests, reliability tests, and simple linear regression. The findings reveal that work motivation has a significant positive effect on employee performance. This demonstrates that enhancing both intrinsic and extrinsic motivation can improve productivity and service quality, thereby supporting the company's long-term objectives. The determination coefficient (R²) of 45.2% indicates that motivation contributes significantly to performance, while the remaining 54.8% is influenced by other factors not examined in this study.

Investments in information technology (IT) often fail to deliver the expected added value due to excessive dependence on external suppliers, inflexible technological systems, or infrastructures that are highly vulnerable to various operational and security risks. This article analyzes organizational strategies to ensure the realization of added value from IT investments through the integration of strategic alignment and comprehensive risk management practices. By implementing strategic alignment, organizations are able to synchronize IT initiatives with core business objectives, organizational processes, and long-term strategic goals. At the same time, effective risk management plays a crucial role in reducing detrimental dependencies, including risks related to data breaches, system failures, cyber threats, and operational disruptions. This approach is supported by an extensive review of literature from credible and relevant academic sources, which demonstrates that systematic risk mitigation can significantly enhance organizational resilience, reliability, and overall value creation from IT investments. As a result, organizations are better positioned to optimize performance, improve decision-making capabilities, and ultimately achieve a sustainable competitive advantage in an increasingly digital business environment.

This study aims to describe and analyze the factors that influence employee job satisfaction at PT Trans Jaya Papua by employing a qualitative descriptive method supported by observation and semi-structured interviews with 12 employees across different departments. The findings reveal that job satisfaction arises from a combination of internal and external factors that interact to shape employees’ overall perceptions of their work. Internal factors consist of individual attitudes, motivation, and the quality of interpersonal relationships, all of which determine how employees respond to daily tasks and workplace dynamics. External factors include leadership style, salary, work environment, and organizational support, each playing a crucial role in shaping employees’ sense of stability and fairness. The results highlight that positive work attitudes and effective communication are the most dominant contributors to employee satisfaction, strengthened by adequate compensation and supportive supervision from leaders. The study concludes that job satisfaction can be further improved through transparent communication, equitable reward systems, and consistent leadership involvement in employee development. These findings provide practical implications for management, particularly in formulating more responsive human resource strategies aimed at enhancing employee performance and organizational effectiveness.

The purpose of this research is to determine the influence of knowledge sharing and innovative work behavior on organizational innovation capability. This research design uses a quantitative approach with a survey method. This approach is used to measure the influence of knowledge sharing variables and innovative work behavior on innovation capability. This research was conducted at the PDAM Kolaka Regency office, Southeast Sulawesi Province. The population of this study was 30 employees of PDAM Kolaka Regency, Southeast Sulawesi Province. In this research, primary data sources are used in the form of survey results by distributing questionnaires to obtain information and responses related to knowledge variables, innovative work behavior and employee innovation capabilities. To test the hypothesis, this research uses PLS-SEM with the help of the Smart-PLS version 3.0 application.  The research results show that there is no influence between knowledge sharing and innovative work behavior on organizational innovation capability .  

Digital transformation has become a major driver in enhancing the competitiveness of Micro, Small, and Medium Enterprises (MSMEs) in the era of global competition. However, scientific evidence regarding the pathway of digital transformation and its impact on market performance remains separately distributed and has not been systematically synthesized. This study conducts a Systematic Literature Review (SLR) based on PRISMA 2020 on international publications within the 2013–2024 range. The results of the analysis indicate that the digital transformation pathway encompasses digital capability, digital orientation, digital integration, digital strategy alignment, and the utilization of operational technology. Each pathway contributes differently to market outcomes such as sales growth, customer retention, market expansion, and competitive advantage. The study also found the presence of moderating and mediating roles through innovation capability, dynamic capability, organizational culture, and competition intensity. This research produces an integrated conceptual model and recommendations for a further research agenda to deepen strategic management theory in the context of MSMEs.

The implementation of management information systems is a crucial instrument for improving the effectiveness of performance and service quality in local government agencies. The digital transformation driven by national policy requires local governments to manage data and information in an integrated, accurate, and timely manner. However, in practice, the implementation of management information systems still faces various obstacles, both in terms of human resources, technological infrastructure, and organizational policy support. This study aims to analyze the implementation of management information systems in local government agencies and identify the supporting and inhibiting factors that influence it. The research method used is a qualitative approach through a literature review of national journals and relevant scientific papers published between 2021 and 2025. Data were analyzed descriptively and analytically to obtain a comprehensive picture of the implementation patterns of management information systems in local government. The analysis results indicate that management information systems contribute positively to improving the effectiveness of organizational performance and the quality of public services when supported by competent personnel, available infrastructure, and leadership commitment. Conversely, weak coordination, limited human resources, and resistance to change are the main factors hindering implementation. This research is expected to serve as evaluation material and a reference for local governments in optimizing the implementation of management information systems on a sustainable basis.

The growth of artificial intelligence (AI) in healthcare is causing big shifts in management roles and how ready organizations are, especially in private hospitals. In Medan City, rising competition, a small healthcare workforce, and strict accreditation requirements all make it even more important to use digital technology to make operations more efficient. This study seeks to examine the impact of AI on organizational readiness, utilizing management performance as a mediating variable. Quantitative approaches were employed via a survey of managers and administrative personnel at private hospitals, and the data were analyzed using path analysis with SPSS. The findings indicate that AI exerts a favorable and considerable influence on management performance, which in turn directly enhances organizational readiness. Additionally, managerial performance has been demonstrated to mediate the relationship between AI and organizational readiness. These findings address a research gap concerning the mechanisms of AI's role in the managerial context of hospitals in developing countries and offer practical implications for fortifying digital strategies, cultivating human resource competencies, and augmenting organizational capabilities in response to technology-driven healthcare transformation.

This study examines the influence of internal communication and leadership style on employee work motivation at Public Relation Agency XYZ. The research focuses on understanding how these two organizational factors shape the motivation levels of employees, particularly freelance experts who contribute significantly to the agency’s performance and service quality. Using a quantitative approach, data were collected through a structured survey designed to capture employees’ perceptions of communication effectiveness, leadership characteristics, and motivational conditions within the agency. The collected data were then analyzed using SmartPLS to test the proposed relationships. The findings indicate that both internal communication and leadership style exert a significant and positive influence on work motivation, highlighting the crucial role of clear information flow and supportive leadership behavior. Moreover, the results suggest that enhancing communication practices and applying a more transformational leadership style can substantially improve employee motivation. This study offers practical recommendations for strengthening internal communication systems and leadership development initiatives to foster higher engagement, productivity, and overall motivation among employees at Public Relation Agency XYZ.

This study aims to analyze the influence of the work environment, training, and incentives on employee performance at PT. Erela Semarang. The research population includes 877 production employees working at the company. A random sampling technique was applied to ensure representative data, resulting in a sample of 100 production employees. The study adopts a quantitative approach, with data analyzed using multiple linear regression to examine the relationship between the independent variables and employee performance as the dependent variable. The findings reveal that the work environment has a positive and significant effect on employee performance, indicating that comfortable and supportive workplace conditions can improve productivity and job outcomes. In addition, training is proven to have a positive impact on employee performance, showing that skill development and knowledge improvement contribute to better work effectiveness. Furthermore, incentives also demonstrate a positive influence on employee performance, suggesting that financial or non-financial rewards can motivate employees to achieve higher performance levels and support organizational goals.