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Human Resources are a key factor in determining the success of an organization. To improve employee performance, proper management is required, including job rotation and the enforcement of work discipline. This studi aims to determine the influence of job rotation and work discipline on employee performance at the investment and one-stop integrated service office of depok city. This research uses a quantitative approach using a saturated sampling technique. Data were collected through questionnaires distributed to 59 respondents who are employees at the agency. The data analysis techniques used include data quality testing, assumption tests, hypothesis testing, and the coefficient of determinasi. The result showed that job rotation has a positive and significant effect on employee performance. Likewise, work discipline also has a significant positive effect on performance. Simultaneously, both independent variables show a significant influence on employee performance. Based on these results, it can be concluded that proper implementation of job rotation and improved work discipline can make a real contribution to enhancing employee performance in the institution.

The rapid development of information technology and increasing global competition require companies to continuously improve human resource performance. One effort that can be done is by paying attention to the workload received by employees and the compensation system provided. The background of this study is based on the declining trend of employee performance in the last three years, which indicates that performance is not yet fully optimal. This study uses a descriptive quantitative approach. Data were obtained by distributing questionnaires to 50 respondents working in various divisions. The data analysis technique used multiple linear regression with the help of SPSS version 25. The results of the study indicate that workload and compensation simultaneously have a significant effect on employee performance, with a coefficient of determination (R²) of 59.5%. The results show that: 1). Workload has a negative and significant effect on Employee Performance, 2). Compensation has a positive and significant effect on Employee Performance. These findings indicate that employee performance can be improved through a balanced distribution of workload and the provision of appropriate and fair compensation. The implications of this study provide a basis for companies in developing more effective human resource management strategies oriented towards improving performance.

\ This study aims to analyze the influence of bureaucratic leadership style on employee performance with teamwork as an intervening variable at the Forestry Service of Jambi Province. Human resources are the main determinant of organizational success, particularly in public bureaucracies that demand effectiveness, discipline, and strong responsibility. Bureaucratic leadership, which emphasizes formal structure, rule compliance, and systematic work procedures, is believed to enhance efficiency but may also limit employee creativity and flexibility. In this context, teamwork becomes a crucial factor that strengthens the relationship between leadership and performance through enhanced collaboration, communication, and synergy among employees. This research employs a quantitative approach with an explanatory design. The population consists of 56 employees of the Forestry Service of Jambi Province selected using saturated sampling. Data were collected using a Likert-scale questionnaire and analyzed through Structural Equation Modeling-Partial Least Square (SEM-PLS). The findings indicate that bureaucratic leadership style has a positive and significant effect on both employee performance and teamwork. Furthermore, teamwork also has a positive and significant effect on performance and mediates the relationship between bureaucratic leadership and performance. The R-square results show that most of the variation in performance can be explained by bureaucratic leadership and teamwork. These findings highlight that the effectiveness of bureaucratic leadership is optimized when supported by strong teamwork. This study provides practical implications for public institutions to develop adaptive leadership strategies and foster a collaborative work culture to enhance employee productivity and organizational performance.

This study aims to explore collaborative management between local governments, educational institutions, and communities in improving the quality of basic education in Sidoarjo Regency. The background of this research stems from the increasing need for an adaptive, participatory, and sustainable education system in the era of decentralization, where intersectoral collaboration is key to realizing quality and equitable education. Sidoarjo Regency, as a region with rapid economic and social growth, faces obstacles in the distribution of quality basic education, particularly related to community participation, policy collaboration, and human resource capacity building at the school level. This study applies a qualitative approach through a case study method, involving resource persons from the Sidoarjo Regency Education Office, principals, teachers, school committees, and the education community. Data collection was conducted through in-depth interviews, participant observation, and analysis of regional education policy documents. Research findings indicate that collaboration between various actors has successfully improved education quality through community-based learning mentoring programs, teacher training, and innovative policies in school management. However, the implementation of collaboration continues to face obstacles such as lack of coordination between agencies, budget constraints, and ineffective joint program evaluation. The study concludes that successful collaborative management requires shared commitment, transparent communication, and ongoing policy support. Research recommendations emphasize the importance of enhancing intersectoral collaboration capacity, local education dialogue forums, and performance-based evaluation systems to maintain the sustainability of basic education quality in Sidoarjo Regency.

This study aims to determine the effect of work motivation and work discipline on employee performance at the Class I Non TPI Depok Immigration Office. The background of the study is based on the importance of the role of human resources in increasing organizational productivity. The method used is quantitative with data collection techniques through questionnaires to the entire population of 83 respondents using a saturated sampling method. Data analysis was carried out using multiple linear regression with the help of SPSS version 21. The results of the T-test of the study obtained showed that work motivation has a positive and significant effect (T count > T table), work discipline has a positive and significant effect (T count > T table) indicating that work motivation and work discipline have an important role in improving employee performance. The results of the F test show that work motivation and work discipline have a simultaneous effect on employee performance (F count > F table) at the Class I Non TPI Depok Immigration Office. The coefficient of determination test of 0.264 employee performance is explained by work motivation and work discipline.

This study aims to determine the effect of motivation and physical work environment on employee performance at the Pegadaian Branch Office in Kelapa Dua, Depok. The method used is a quantitative approach with the distribution of questionnaires to 33 respondents as samples. This study uses a saturated sampling technique. The data analysis was conducted using IBM SPSS version 21 through validity tests, reliability tests, classic assumption tests (normality, multicollinearity, heteroscedasticity), multiple linear regression tests, T tests, F tests, and determination coefficients. The results show that both motivation and physical work environment partially have a positive and significant effect on employee performance. Motivation contributes 50.4%, while the physical work environment contributes 50.9%. Simultaneously, both motivation and physical work environment together have an influence on employee performance of 63.8%. Meanwhile, the rest is influenced by other factors that were not examined in this research. Based on the results of this study, it can be concluded that increasing motivation and improving the physical work environment can effectively enhance employee performance. These findings are expected to serve as a reference for management in making human resource policy decisions. Future researchers are encouraged to increase the number of respondents and introduce other variables to obtain more detailed analysis results.

This study aims to determine the effect of teamwork and communication on employee performance at the Bureau of Organization and Human Resources of the Ministry of Industry of the Republic of Indonesia. Employee performance is an important aspect in achieving organizational goals, which is influenced by the effectiveness of cooperation between team members and communication established in the work environment. The method used in this study is a quantitative approach with a total sampling technique, where the entire population of 40 people was sampled. Data were collected through questionnaires and analyzed using SPSS version 25 with validity tests, reliability, classical assumption tests, multiple linear regression, t-tests, f-tests, and coefficient of determination tests. The results showed that teamwork has a significant positive effect on employee performance with a t-value of 2.222 and a significance of 0.032. And communication also has a positive effect on employee performance with a t-value of 4.239 and a significance of 0.000. The coefficient of determination of 48% indicates that teamwork and communication contribute to improving employee performance, while the rest is influenced by other factors outside this research model. This study concluded that increasing teamwork and effective communication can significantly improve employee performance.

Managing public markets is one form of government service aimed at improving community competitiveness, as regulated in the Republic of Indonesia Law No. 7 of 2014 concerning Trade and the Minister of Home Affairs Regulation No. 20 of 2012 concerning the Management and Empowerment of Traditional Markets. Public markets play a vital role as local economic drivers that support community livelihoods. According to Utamanews.com (2022), Tanjung Morawa Public Market, located on Jalan Gerilya, Tanjung Morawa District, was rated by business actors as the poorest-performing public market in Deli Serdang Regency. This study aims to describe the capacity of the Department of Industry and Trade (Disperindag) of Deli Serdang Regency in managing the Tanjung Morawa Public Market. The research uses a descriptive qualitative method with data collected through observation, interviews, and documentation. The analysis is based on Horton et al.’s (2003) organizational capacity indicators, including human resources, infrastructure, technology, budgeting, and organizational activities. The findings reveal that Disperindag has not yet reached optimal capacity in market management, as evidenced by weak human resources, poorly maintained infrastructure, lack of technological application such as REPATONIK, limited budget allocation, and ineffective organizational activities in maintaining cleanliness and regulating street vendors around the market.

Regional budget management constitutes a critical foundation for achieving good governance in the era of decentralization and regional autonomy. This article comprehensively examines the pivotal role of accountability and transparency as essential instruments in enhancing the quality of regional budget governance. Employing a qualitative research methodology through systematic literature review and policy analysis, this study investigates the conceptual framework, implementation mechanisms, and practical implications of accountability and transparency principles in regional financial management. The findings reveal that robust implementation of accountability mechanisms—including financial reporting systems, internal and external oversight, and performance measurement—coupled with comprehensive transparency practices through information disclosure, public participation, and digital technology utilization, significantly contribute to strengthening institutional legitimacy, enhancing budget allocation efficiency, and preventing corruption. The research identifies that accountability is operationalized through multiple layers including legal compliance, procedural adherence, program effectiveness, and policy justification, while transparency manifests through open access to budget documents, participatory planning processes, and technology-enabled information systems. However, the study also uncovers substantial implementation challenges encompassing limited human resource capacity in financial management, inadequate inter-agency coordination, varying levels of public financial literacy and participation, and disparities in technological infrastructure between urban and rural areas. These challenges necessitate a multi-dimensional approach to reform. The article proposes evidence-based policy recommendations including systematic capacity building programs for government apparatus, strengthening regulatory frameworks with effective enforcement mechanisms, community empowerment through financial literacy initiatives, strategic investment in integrated digital platforms, and fostering collaborative partnerships among government institutions, legislative bodies, oversight agencies, civil society organizations, and citizens.

Transformational leadership is an important paradigm in strengthening modern governance that is oriented towards innovation, accountability, and public service. This research aims to examine the concepts, roles, and challenges of transformational leadership in the context of the Indonesian public sector through a literature study approach. The study was conducted on 15 open academic sources relevant to digital bureaucratic issues, apparatus work motivation, and organizational reform. The results of the study show that transformational leadership is able to increase performance effectiveness, strengthen employee commitment, and accelerate the digital transformation of the bureaucracy through an inspiring vision, intellectual stimulation, and individual attention to subordinates. In addition, this leadership contributes to the formation of a collaborative work culture and the improvement of public service innovations that are adaptive to the needs of the community. However, its implementation still faces structural obstacles, such as hierarchical culture, resistance to change, weak digital competence of the apparatus, and limited policy and human resource support. Therefore, a strong integration between transformational values, adaptive leadership competencies, and good governance principles is needed to drive sustainable and performance-oriented bureaucratic change that is superior to public performance.

In the era of globalization and increasingly tight competition, employee performance is one of the determining factors for the success of public services and the implementation of government work programs. Therefore, the quality of human resources owned plays a very important role in supporting the success of the organization, including in the Bogor Regency Transportation Service environment. This study was conducted against the background of indications of problems in motivation and job training at the Bogor Regency Transportation Service Secretariat. This study uses associative statistical quantitative methods. Data were collected through questionnaires distributed to 40 respondents with total sampling techniques. Data analysis was carried out using SPSS software version 23, primary data collection through questionnaires and secondary data from journals and relevant scientific works. The data obtained were then analyzed through validity tests, reliability, multiple linear regression, T tests, F tests, and coefficient of determination tests. The results of the study showed that motivation has a significant positive effect on employee performance, with a t-count value of 3.988 and a significance of 0.000. And also, job training has a significant positive effect on employee performance, with a t-count value of 5.694 and a significance of 0.000. Simultaneously, motivation and work training together influence employee performance by 74.5%, while the remaining 25.5% is influenced by other variables not discussed in this study.

In the current era of globalization, Human resource companies play an important role in advancing business and improving employee performance in a relevant manner. Both superior and subordinate communication, and a clean work environment can affect employee performance. Employee performance is the quality of employee work in completing work that has been given by the company. One of the things that affects employee performance is the work environment and work discipline. The purpose of this study was to determine how far the influence of the work environment and work discipline on the performance of PT Kayu Permata employees. This study uses a descriptive quantitative research method, namely by using multiple linear regression analysis. The results of the study showed a value of  of 56.250 >  (3.140). So it is stated that the work environment and work discipline obtain a total of of 3.541 which is > from of 1.998 which means  is accepted and work discipline obtains of 5.778  > 1.998 so that  is accepted. Therefore, the work environment and work discipline greatly influence employee performance.  

Intellectual capital represents information that reflects the quality of human resources and the knowledge assets owned by a business unit. This study aims to examine the influence of intellectual capital on business performance in creative sector MSMEs, specifically in the fashion and beauty industries in Surabaya. Data were collected through questionnaires distributed to business owners to capture their understanding of the components of intellectual capital and its impact on business performance. The study employs a quantitative method with a correlational approach to analyze the relationships between variables. The results of significance tests indicate that intellectual capital overall has a notable impact on business performance. Specifically, Human Capital, Structural Capital, Relational Capital, Technological Capital, and Business Capital exert a positive influence, demonstrating that the quality of human resources, organizational structure, business relationships, technology utilization, and business assets are key factors in improving MSME performance. Conversely, Customer Capital shows a negative influence, highlighting the need for more effective strategies in managing and leveraging customer-related resources. These findings confirm that intellectual capital significantly affects the performance of creative sector MSMEs, suggesting that proper management and development of each component of intellectual capital is essential for enhancing competitiveness, sustaining growth, and ensuring the long-term success of small and medium enterprises.

This study aims to analyze the role of Human Capital Management in enhancing the operational activities of the MSME Wizzmie in Medan, serving as an example of human resource management practices in small-scale enterprises. A descriptive qualitative approach was employed, with data collected through in-depth interviews, participatory observation, and document analysis of HR practices within the MSME. The findings indicate that human resource strategies such as selective recruitment, routine training to improve employee competencies, structured task allocation, and performance-based reward systems significantly enhance employee discipline, skills, and service quality. Improvements in these areas contribute positively to smooth daily operations, customer satisfaction, and sales growth. Despite facing challenges, such as occasional lapses in employee discipline, management implements solutions including coaching programs, direct guidance, and a graduated warning system to address these issues. These results underscore that Human Capital Management is not merely an administrative function but plays a strategic role in fostering work efficiency, customer loyalty, and the sustainability of MSMEs. Consequently, effective human resource management emerges as a crucial factor for the success and competitiveness of small enterprises in a highly competitive business environment. The study highlights the importance of aligning HR practices with strategic business objectives to ensure long-term operational effectiveness and growth.

Container loading and unloading procedures are a series of essential operational activities carried out to systematically, safely, and efficiently move containers from ships to the stacking yard or vice versa. This study aims to examine these procedures, analyze the effectiveness of their implementation, and identify the obstacles and corrective efforts encountered in the field. The methods used include field observation (field research) and literature review (library research). The results indicate that the procedural stages involve document preparation (Bill of Lading and Manifest), ship berthing, the utilization of various loading and unloading equipment (such as Gantry Crane, RTG, and Headtruck), and container arrangement within the Container Yard (CY). The process involves three main work stages: Stevedoring, Cargodoring, and Receiving/Delivery, which require close coordination among port operators, foremen, and Stevedoring Workers (TKBM). Implementation can be hindered by crane breakdowns, headtruck limitations, traffic congestion, and slow stevedoring performance. Effective solutions suggested include routine equipment maintenance, increasing HT fleet capacity, enhancing human resource competency through training, and coordinating traffic routes with relevant authorities. Optimal procedure execution is crucial for ensuring smooth logistics flow, time efficiency, and occupational safety.

This study aims to analyze the influence of work discipline and organizational culture on employee job satisfaction at Hotel Sangga Buana. Job satisfaction is a crucial factor in improving performance, productivity, and employee loyalty in the hospitality industry, which demands professionalism and excellent service. The research employed a quantitative approach using a survey method. Data were collected through questionnaires distributed to 30 employees from operational and administrative departments. The data were analyzed using multiple linear regression with the assistance of SPSS version 25. The results reveal that both work discipline and organizational culture have a positive and significant effect on job satisfaction, both partially and simultaneously. Work discipline was found to be the most dominant variable influencing job satisfaction, as high discipline fosters order and accountability in the workplace. Meanwhile, a positive organizational culture contributes to a harmonious work environment and enhances employee motivation. These findings emphasize the importance of implementing strong discipline and cultivating a supportive organizational culture to improve job satisfaction and overall employee performance in the hospitality sector.

Sustainable employee performance is one of the important factors in achieving organizational competitive advantage. This study is based on the trend of declining performance in 2023 at the Proklamasi BSD ENT Hospital. The purpose of this study is to analyze the effect of human resource development and ambidexterous leadership on sustainable employee performance with job retention as an intervening variable. This type of research includes quantitative causality design. The population used is permanent employees who have worked for more than 3 years. The sampling technique is saturated sampling totaling 101 people. The data collection technique uses a questionnaire, the analysis method uses Structural Equation Modeling with the help of SPSS AMOS 26. The results of the analysis prove that simultaneously human resource development, ambidexterous leadership has a positive effect on sustainable employee performance and job retention as an intervening variable. The importance of additional training and support, improving communication regarding educational opportunities, evaluating how tasks are carried out and ensuring employees have an appropriate workload.

This research is motivated by the importance of improving employee performance in the public sector, particularly at the Department of Education of Kediri City, which faces challenges related to work discipline, workload, and the phenomenon of cyberloafing. The study aims to analyze the influence of work discipline, workload, and cyberloafing on employee performance. A quantitative research method was employed, with data collected through questionnaires distributed to 69 respondents. The data were analyzed using multiple linear regression tests to determine both partial and simultaneous effects. The results indicate that, partially, work discipline and workload have a significant influence on employee performance, while cyberloafing has no significant effect. Simultaneously, all three variables have a joint impact on performance. These findings suggest that effective management of employee discipline and workload can enhance performance levels, whereas controlling cyberloafing behavior helps maintain productivity and work focus. Practically, this research contributes to the formulation of strategic human resource policies that can increase efficiency, optimize task distribution, and reduce unproductive online behavior among government employees.

This study investigates the implementation strategy of work discipline as a means to improve the productivity of daily contract employees in the Traffic Division of the Semarang City Transportation Agency. Work discipline is a critical component of human resource management that influences performance effectiveness and organizational efficiency. The research applies a qualitative descriptive approach using interviews, observation, and document analysis to examine discipline practices, attendance data, and managerial supervision. The results show that effective disciplinary implementation—through structured supervision, reward and punishment systems, continuous coaching, and welfare enhancement—significantly improves employee productivity. Leadership quality, motivation, and consistent policy enforcement emerge as primary determinants of disciplined behavior. The study concludes that establishing a fair and transparent disciplinary system can foster accountability, punctuality, and professional service delivery among public employees.

The quality of outpatient services is an essential indicator of hospital performance and patient satisfaction. At Mega Buana Hospital Palopo, patient complaints remain regarding waiting times, limited facilities, and staff communication, highlighting the need for evaluation based on the Ministry of Health Regulation No. 129/Menkes/SK/II/2008. This study aimed to analyze the relationship between human resources, medical staff interactions, service processes, and patient satisfaction with outpatient service quality. This research employed a quantitative design with a cross-sectional approach. A total of 116 patients were selected through accidental sampling. Data were collected using a validated and reliable questionnaire and analyzed using the chi-square test. The results revealed significant associations between human resources (p=0.001), medical staff interactions (p=0.003), and patient satisfaction (p=0.002) with outpatient service quality. The service process, particularly waiting time and queue management, proved to be important factors influencing patients’ perceptions of service quality. Overall, the service quality was categorized as good but not yet fully aligned with the national standards, especially in administrative speed, queue system, and facility comfort. In conclusion, outpatient service quality at Mega Buana Hospital Palopo is influenced by human resources, medical staff interactions, service processes, and patient satisfaction. The findings emphasize the importance of strengthening human resource management, improving the quality of medical staff communication, enhancing queue management, and providing adequate supporting facilities to meet national service standards.