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Employee performance is not merely a benchmark stipulated by an organization; rather, it constitutes a pivotal determinant that substantially contributes to the attainment of corporate objectives and long-term sustainability. Superior performance illustrates the extent to which employees are capable of executing their designated responsibilities, which subsequently exerts a direct influence on organizational productivity, efficiency, and growth trajectory. Among the multidimensional variables affecting performance, two particularly salient aspects are work discipline and work motivation. Discipline functions as a regulatory mechanism that ensures adherence to established norms, policies, and operational procedures, while motivation operates as an internal drive that fosters persistence, engagement, and consistency in accomplishing tasks. Collectively, these two dimensions are assumed to exert a decisive influence on performance outcomes. The present study endeavors to examine the impact of work discipline and work motivation on employee performance within CV Arga Jaya, located in Depok City. Employing a quantitative research design, this investigation utilizes multiple linear regression analysis facilitated through SPSS version 27. The study encompasses a population comprising employees from both administrative and operational divisions, yielding a total of 43 valid respondents. Data were elicited through the administration of structured questionnaires as the principal instrument. The empirical results reveal that work discipline (X1) and work motivation (X2) simultaneously exert a significant influence on performance (Y), corroborated by an F-count of 6.38 exceeding the F-table value of 3.23 with a significance level of 0.004. Partial analysis indicates that work discipline (X1) has a significant positive impact, with a T-count of 2.377 surpassing the T-table threshold of 2.021. Conversely, work motivation (X2) demonstrates no significant partial effect, as evidenced by a T-count of 1.339 and a significance level of 0.188. The coefficient of determination (R²) of 0.242 suggests that 24.2% of the variation in performance is explained by these factors, whereas 75.8% is attributable to variables beyond the scope of this study.

This research aims to analyze the optimization of digital marketing in increasing the competitiveness of Bank Jateng, formulate the main challenges in the implementation of digital-based public service innovations, and develop an integration strategy between digital marketing and public service innovation to strengthen the role of Bank Jateng in regional economic development. The research method used was descriptive qualitative with data collection techniques through interviews with 11 informants and distribution of questionnaires to 96 respondents. The results of the study show that digital marketing optimization is able to increase competitiveness through integrated strategies between divisions, increasing content creativity, and strengthening analytics systems for performance evaluation. However, the main challenges faced include the digital capability gap and the need to improve the quality of responsive services. The implementation of digital innovation is multidimensional, including internal coordination that is not optimal, limited product diversification, digital service gaps, and data management that has not been integrated. The strategy of integrating digital marketing and public services requires a holistic approach through organizational capacity building, financial performance optimization, market reach expansion, and continuous innovation. Collaboration between divisions and strong leadership is key in supporting financial inclusion and regional economic growth. This research provides strategic recommendations for Bank Jateng in facing the increasingly dynamic competition of the banking industry in the digital era.

The development of information technology has encouraged business actors, including small enterprises in the food and beverage sector, to adopt Accounting Information Systems (AIS) to support financial and operational management. Selesa Coffee & Eatery, as a small enterprise, has implemented ESB POS (Esensi Solusi Buana Point of Sales) to facilitate transaction recording and financial report management. This study aims to analyze the impact of implementing an ESB POS–based AIS on individual performance, organizational performance, and net benefits using the DeLone & McLean (2003) model framework. The research employed a qualitative approach with a case study strategy. Data were collected through interviews with managers and accounting staff, direct observation of the café’s operational activities, and documentation of system-generated financial reports. Data analysis was conducted using the Miles & Huberman model, which includes data reduction, data presentation, and conclusion drawing, along with triangulation to validate the findings. The results show that the implementation of ESB POS enhances individual performance by simplifying record-keeping, accelerating reporting, and reducing manual errors. At the organizational level, the system supports operational efficiency, transparency, and work coordination. In terms of net benefits, the system contributes to improved data accuracy, time efficiency, and provides support for evaluation and strategic decision-making. This study concludes that the implementation of an ESB POS–based AIS significantly contributes to the sustainability of small enterprises.

The Family Welfare Empowerment (PKK) is a community organization that plays a strategic role in improving the quality of family life through various programs covering education, health, economy, and social aspects. However, in practice, the recording and management of member data as well as PKK activities are still carried out manually. This condition creates several challenges, including difficulties in archiving, limited access to information retrieval, and delays in preparing reports required by administrators and stakeholders. This study aims to design and develop a web-based information system for PKK member activity services that can manage member data, record activities, track attendance, and generate reports quickly, accurately, and efficiently. The system development method employed an object-oriented approach, consisting of requirement analysis, system design, implementation, and testing stages. The implementation results show that the developed information system can improve organizational service efficiency, assist administrators in monitoring member activeness, and reduce potential errors in data recording. Furthermore, the system provides better support for data-driven decision-making, thereby enabling PKK to become more modern, transparent, and adaptive to technological developments. Thus, this system has the potential to serve as an innovative solution to sustainably enhance the performance of PKK organizations.  

This study aims to determine the influence of Organizational Culture (X1), Work Climate (X2), and Work Discipline (X3) on Employee Job Satisfaction (Y) at a company with 52 employees as respondents. The sampling technique used was non-probability sampling with a saturated sample method, meaning all members of the population were included in the sample. Data were collected using a structured questionnaire based on a Likert scale and then analyzed using SPSS version 25. The research employed a quantitative approach with multiple linear regression analysis to examine the relationships between the variables. The results showed that both organizational culture and work discipline had a significant and positive effect on employee job satisfaction. A strong organizational culture contributes to a shared vision, values, and sense of belonging, which enhances job satisfaction. Work discipline, on the other hand, ensures employees meet performance expectations and follow organizational rules, which promotes a stable and productive work environment. Although the work climate variable did not show as strong an influence as the other two, it still plays an important role in shaping employee perceptions and comfort in the workplace. Overall, the findings suggest that improving organizational culture and reinforcing work discipline are effective strategies for enhancing employee job satisfaction, while maintaining a supportive work climate can further support this effort.

Employee performance plays a crucial role in ensurin the achievement of organizational goals while maintaining the continuity of company operations. Optimal performance reflects the quality of human resources as well as the effectiveness of internal managerial practices. This study aims to analyze the influence of work discipline and intrinsic motivation on employee performance at PT. XYZ. Data were collected through observation and questionnaires, involving 40 employees using a total sampling technique. Data analysis included validity and reliabilityitests, classical assumptionitests, multiple linear regression, partialitests, simultaneous tests, and the coefficient of determination (R²), assisted by SPSS version 27. The results indicate that work discipline (X1) does not significantly affect employee performance, with a significance value of 0.578 > 0.05 and a t-value of 0.561 < 2.026. Meanwhile, intrinsic motivation (X2) has a positive and significant effect on performance, with a significance value of 0.000 < 0.05 and a t-value of 9.004 > 2.026. The F-test yielded a significance value of 0.000 < 0.05 and an F-value of 59.968 > 3.35. These findings highlight the importance of enhancing intrinsic motivation to achieve optimal performance and suggest further research to explore additional variables, providing a foundation for both management and future researchers in developing sustainable, consistent, and comprehensive employee performance strategies.

To respond to the challenges and needs of contemporary society, the public sector must rapidly adapt to digital transformation. The objective of this research is to examine relevant and adaptive human resource development strategies for the digital ecosystem and to evaluate how they impact the quality of public services in the era of technological disruption. This research uses a descriptive qualitative approach with a literature review and policy analysis. It analyzes best practices from government institutions, both national and international, in developing human resources oriented towards the digital era. Key findings indicate that optimizing human resources requires not only improving technological capabilities or digital expertise; it also requires reconstructing leadership paradigms, flexible organizational cultures, and implementing meritocratic systems and data-driven performance management. It is evident that technologies such as big data analytics, artificial intelligence (AI), and the Internet of Things (IoT) can help improve public services, but the success of these technologies depends heavily on the capabilities and readiness of the employees who manage these systems. An integrated digital talent ecosystem must be built, encompassing continuous training (learning for life), collaboration between government, academia, and business (the triple helix model), and a regulatory framework responsive to technological developments. Furthermore, it is emphasized that developing digital integrity and ethics is crucial as a pillar of good governance in the digital era. Optimizing human resource development strategies systematically and sustainably will enable Indonesia to improve the efficiency of public services and strengthen the competitiveness of its bureaucracy globally. By 2045, adaptable, innovative, and highly integrated human resources will be the primary drivers of a digital government transformation that is inclusive, responsive, and future-oriented.

Digital transformation and sustainability demands are driving the need for the integration of E-HRM and Green HRM to achieve sustainable organizational performance. This integration serves as a solution to the challenges of resource efficiency, carbon footprint reduction, and enhanced employee engagement in the digital era. This research aims to analyse the role of E-HRM in enhancing Green HRM practices and its impact on sustainable organizational performance. The research methodology employs a Systematic Literature Review (SLR), utilising the Scopus database, with selection based on inclusion-exclusion criteria, data extraction, and thematic analysis of selected journals. The anticipated impact of E-HRM is its support for Green HRM through the digitalization of HR processes that reduce resource usage, the establishment of digital platforms for environmental awareness, and data-driven impact measurement. The integration of both significantly enhances sustainable performance across three dimensions: environmental (a 20-30% reduction in carbon footprint), economic (15-25% cost savings), and social (30-40% increase in employee engagement). Key implementation factors include technological readiness, management commitment, and alignment with ESG strategies. This research contributes a conceptual framework for the integration of E-HRM and Green HRM, along with practical recommendations for achieving sustainable competitive advantage in the digital age.

This study assesses the influence of organizational culture, physical work environment, and non-physical work environment on employee performance at UD. Sumber Rejeki. Organizational culture is understood as the values, norms, and patterns of behavior agreed upon by members. The physical work environment refers to tangible conditions such as layout, lighting, and cleanliness. The non-physical work environment relates to the psychological climate and social relationships in the workplace. The research design is quantitative with a census or saturated sample technique. All 32 employees were respondents. The instrument was compiled using a Likert scale. The data were processed using SPSS 25. The analysis stages included validity, reliability, normality, multicollinearity, heteroscedasticity, multiple linear regression, t-test for partial effects, f-test for simultaneous effects, and the coefficient of determination R². The partial test results showed that organizational culture did not have a significant effect on employee performance. Conversely, the physical work environment and non-physical work environment had a positive and significant effect. The simultaneous test confirmed that the three variables together had a positive and significant effect on performance. These findings indicate that improvements in physical aspects such as room comfort, equipment, and safety standards, as well as strengthening non-physical aspects such as supervisor support, role clarity, and communication, are more directly related to performance improvement than existing cultural characteristics. In practical terms, management needs to prioritize programs to improve the physical work environment and psychological climate, accompanied by periodic evaluations so that the impact can be measured against performance indicators.

This study aims to analyze the influence of work-family conflict, job stress, and compensation on employee performance at PT Nusa Gas Pratiwi. A quantitative approach with a survey method was employed, and data were collected through questionnaires distributed to 35 permanent employees. The data were analyzed using multiple linear regression with SPSS software. The results indicate that work-family conflict, job stress, and compensation have a positive and significant effect on employee performance both partially and simultaneously. The coefficient of determination (R²) of 0.900 implies that these three variables explain 90% of employee performance variation, while 10% is influenced by other factors outside the model. These findings reinforce the Job Demand-Resource and Role Enrichment theories, suggesting that job stress and role conflict can become positive driving forces when balanced with fair compensation and organizational support. Therefore, maintaining equilibrium between psychological and economic factors is essential to enhance employee productivity and loyalty.

This research aims to identify factors that significantly influence employee performance and formulate strategies to improve it. This research was conducted through a comprehensive literature study of various studies related to employee performance. The main focus of this research is on internal factors such as motivation, leadership, and organizational culture, as well as external factors such as technology and changes in the business environment. The research results show that employee performance is influenced by various interrelated factors. Motivation, both intrinsic and extrinsic, is a key factor that encourages employees to achieve optimal performance. Effective leadership, especially transformational and democratic leadership styles, also has an important role in improving performance. In addition, a positive organizational culture, conducive work environment, and appropriate use of technology can increase employee productivity and job satisfaction. To improve employee performance, organizations need to create a supportive and motivating work environment. This can be done by implementing various strategies, such as providing ongoing training and development, implementing a fair and transparent compensation system, building positive interpersonal relationships, and providing sufficient autonomy to employees. Apart from that, organizations also need to pay attention to external factors such as technological changes and evolving market dynamics.

This study aims to analyze the integration of administration, state property management, human resources, and finance in supporting a facilitative immigration system. These four aspects are essential pillars for maintaining efficiency, effectiveness, and transparency in public service delivery within immigration institutions. However, their implementation often operates separately, causing inefficiency and delays in administrative decision-making. Using a descriptive-analytical approach based on literature review and regulatory analysis, this study finds that structured collaboration among administrative units strengthens internal coordination and improves service quality for the public. Administration functions as the foundation for documentation and record management, state property supports operational infrastructure, human resources drive organizational performance, and finance ensures program continuity and budget accountability. The integration of these components creates a more adaptive, transparent, and accountable work system to face global challenges, especially in the era of digital public services. The study recommends implementing an integrated information system, enhancing personnel competencies, and optimizing budget planning and supervision to achieve professional and competitive immigration governance.

This study investigates the simultaneous and individual effects of School-Based Management (SBM), principal supervision, transformational leadership, and work culture on the performance of junior high school teachers in Serang City, Indonesia. Against the backdrop of the Merdeka Curriculum and the shift to hybrid learning in the post-pandemic era, the research addresses persistent challenges such as hierarchical school cultures and technological disparities. Employing a quantitative ex post facto approach, data were collected from 316 teachers across public and private schools through structured questionnaires, classroom observations, and document analysis. Multiple linear regression analysis reveals that SBM, principal supervision, transformational leadership, and work culture each have significant and positive impacts on teacher performance, with transformational leadership and work culture exerting the most substantial influence. The results demonstrate that 74% of the variance in teacher performance can be explained by these four organizational factors, underscoring their critical role in shaping pedagogical competence, classroom management, and professional development. The study further highlights the necessity for comprehensive managerial training, the integration of technology in supervisory practices, and the cultivation of collaborative and innovative work cultures. Practical recommendations include enhancing principal leadership capacity, fostering instructional supervision, and investing in digital infrastructure to support sustainable improvements in teacher performance. The findings contribute to the body of knowledge on educational management in Indonesia and offer actionable insights for policymakers, school leaders, and educators aiming to strengthen teacher effectiveness amidst ongoing educational reforms and digital transformation.

This study aimed to explain and prove the hypothesis regarding the influence of compensation, work engagement, and interpersonal relationships on employee retention at Perumda Pasar Joyoboyo in Kediri City. Employee retention is a crucial issue in human resource management as it relates to organizational sustainability, recruitment cost efficiency, and long-term performance improvement. This study employed a quantitative approach with a non-probability sampling technique, specifically a saturated sampling method. The entire population of 41 employees was sampled. Data were collected using relevant research instruments and then analyzed using SPSS using the t-test (partial), F-test (simultaneous), and coefficient of determination (R²) to determine the contribution of the independent variables to the dependent variable. The results showed that, partially, compensation and interpersonal relationships had no significant effect on employee retention. Meanwhile, interpersonal relationships had a more prominent effect, and when tested simultaneously, all three variables were found to have a significant effect on employee retention. These findings underscore the importance of interpersonal relationships in the workplace in maintaining employee loyalty and engagement at Perumda Pasar Joyoboyo in Kediri City.

This research intends to examine novel performance management techniques for Civil Servants (ASN) to improve bureaucratic professionalism at the Regional Civil Service Agency (BKD) in Sidoarjo Regency. The research arises from the increasing use of digital performance systems via the e-Performance application, which has yet to show notable changes in behavior among bureaucrats. The study examines the efficiency of the e-Performance system, organizational culture, leadership roles, and management innovations at BKD. Employing a qualitative case study method, data were gathered through extensive interviews, observations, and document review with structural officials and staff. The results indicate that the e-Performance system has enhanced administrative efficiency and transparency, yet it still falls short in fostering employee participation and feedback processes. Deficiencies in digital skills and insufficient training for fostering culture were noted as well. The research suggests fostering a reflective workplace culture centered on recognition, ongoing digital skills training, and establishing a reciprocal feedback mechanism in performance assessments. Working with outside organizations is crucial to maintain accountability and impartiality. These results are anticipated to enhance ASN professionalism and foster an adaptive, innovative bureaucracy in the era of digital governance.

This study aims to analyze the influence of organizational performance and employee competency on the achievement of the vision and mission of Universitas Buana Perjuangan (UBP) Karawang. The research background stems from the importance of synergy between effective organizational governance and the quality of human resources in realizing the strategic direction of higher education. The study employed a quantitative approach with a survey method. Data were collected through questionnaires distributed to 78 respondents, consisting of lecturers and permanent education staff at UBP Karawang. Data analysis was performed using multiple linear regression with the assistance of SPSS. The results indicate that both organizational performance and employee competency have a positive and significant influence on the achievement of the university's vision and mission, both partially and simultaneously. Organizational performance exerts a more dominant influence than employee competency, with an R² value of 0.534, indicating that 53.4% ​​of the variation in vision and mission achievement is explained by these two variables. These findings confirm that effective governance, cross-unit coordination, and the development of professional competencies and work attitudes play a crucial role in improving institutional performance. The practical implication of this study is the need to strengthen quality management and develop sustainable competencies as key strategies in realizing the vision and mission of higher education.  

Increasing competition in the food industry requires companies to not only focus on product innovation and market expansion but also on strengthening internal human resource capabilities through long-term strategies. PT. Surya Pratista Hutama addresses this challenge by implementing a Talent Management Sistem (TMS) designed to identify, develop, and retain high-potential employees (HiPos), while simultaneously ensuring sustainable leadership development and succession planning. This study employed a qualitative case study approach by utilizing observations, in-depth interviews, and a paper review to obtain comprehensive insights into the company’s practices. The findings reveal that the identification of HiPos is carried out through a rigorous and consistent process using the 9-box grid as a key assessment tool. The emphasis on consistency in evaluation highlights the organization’s effort to ensure fairness and accuracy. Employee development is facilitated through multiple strategies, including formal training, mentoring programs, job rotation, and other structured learning initiatives. Retention strategies focus on providing competitive compensation packages, developing financial literacy skills, and fostering a collaborative organizational culture that values employee contributions. The implementation of TMS at PT. Surya Pratista Hutama has shown positive impacts, particularly in reducing employee turnover rates and improving leadership performance. However, the study also identifies several challenges, especially related to the need for clearer procedural guidelines and more specific development strategies to optimize outcomes. Overall, this research demonstrates that a well-structured TMS can serve as an effective mechanism for building sustainable human resource capabilities in highly competitive industries such as food manufacturing.

Transformational leadership is an approach that emphasizes inspiration, empowerment, and individual development in order to achieve organizational goals holistically. This study aims to examine the concept of transformational leadership theoretically, while reviewing its application in the context of general organizations and churches, and its relevance according to the biblical perspective. Using the literature study method, this study collected data from various scientific literature and theological sources to build a solid conceptual framework. The results of the study indicate that transformational leadership has significant benefits, such as increasing employee engagement, innovation, and performance. On the other hand, this approach also has limitations, especially in the context of organizations that are bureaucratic or still in the early stages of formation. From a biblical perspective, transformational leadership is in line with the examples of Deborah and Jesus Christ, who led through service, example, and personal transformation. Thus, transformational leadership is not only relevant to the development of modern organizations, but also has a strong spiritual basis in Christian teachings.

This study aims to determine the effect of knowledge sharing, personal knowledge, and work procedures on employee performance in Tanjungtirto 1 Public Elementary School. The background of this study is based on the importance of human resource quality in supporting organizational effectiveness, especially in elementary education institutions. The study population was all employees at Tanjungtirto 1 Public Elementary School with data collection using quantitative methods through questionnaires. The data obtained were then analyzed with the help of SPSS software through multiple linear regression tests to test the effect of independent variables on the dependent variable. The results showed that knowledge sharing did not have a significant effect on employee performance, as well as personal knowledge which also did not have a direct effect on performance. In contrast, work procedures were proven to have a positive and significant effect on improving employee performance. In addition, simultaneously knowledge sharing, personal knowledge, and work procedures together had a positive and significant effect on employee performance. This finding means that the existence of clear and structured work procedures has an important role in increasing work effectiveness, while knowledge sharing and personal knowledge require the support of a more focused management system to provide optimal contributions to employee performance in elementary school environments.

This study aims to determine the effect of organizational culture, compensation, and work discipline on employee performance at Lotus Garden Hotel Kediri. The research employs a quantitative approach to analyze the relationship between the variables. Data were collected from both primary sources, such as questionnaires distributed to employees, and secondary sources, including company records and relevant literature. The population in this study consisted of all employees working at Lotus Garden Hotel Kediri. A total sample of 45 employees was selected using a saturated sampling technique, meaning the entire population was used as the sample due to the relatively small number of employees. The data analysis methods used in this study included validity and reliability tests to ensure the quality of the research instruments. Additionally, classical assumption tests were conducted to confirm the suitability of the regression model. Multiple linear regression analysis was used to examine the relationship between the independent variables (organizational culture, compensation, and work discipline) and the dependent variable (employee performance). The results of the partial t-test showed that each independent variable had a significant effect on employee performance. Moreover, the results of the simultaneous F-test indicated that organizational culture, compensation, and work discipline together had a significant and positive influence on employee performance at Lotus Garden Hotel Kediri.