Publication Search

Review Article: Leadership and Work Environment Impact Employee Performance. A scientific article that generates research hypotheses on variable interactions for Performance Management research. This Literature Review article used Google Scholar, Mendeley, and other academic online platforms for literature research. This Literature Review concludes: 1) Leadership; 2) Work environment; 3) Leadership's impact on employee performance. These two exogenous variables affect motivation and performance, along with many others like organizational culture, job satisfaction, and workload. Many other factors, such as effective leadership and work environment, affect motivation and performance in addition to the two exogenous variables

The aim of this study was to find out how the working environment, workload and communication affect the job satisfaction of employees at CV. Putra Putri Jombang. A quantitative methodology was used in this study. 40 employees form the population of this study while 40 respondents form the sample. A saturated sample was used in this research. The data was collected using a questionnaire and analyzed using SPSS version 26 multiple regression analysis. The results show that workload has a major impact on employee job satisfaction, work environment has a significant impact on employee job satisfaction and communication has a negligible impact on employee job satisfaction. The results of the coefficient of determination analysis showed 0.311 or 31.1%, which means that the variables work environment, workload and communication account for 31.1% of the variation in employee job satisfaction, while the remaining proportion is influenced by variables not included in this regression model.

This research has the objective of analyzing the relationship between the work environment, work culture and workload related to employee performance in an agency or company. This research uses quantitative methods through descriptive analysis, as well as online data collection using the Microsoft Forms Platform with a Likert scale of 1 to 5 with the Purposive Sampling method, there are 57 respondents with the age criteria 18-30 and currently working. Processed using the SmartPLS 4.0.9.2 application program. with Structural Eqution Modeling (SEM). The results showed that, the work environment is influential in supporting or improving the performance of its employees for the better and can produce quality work done by its employees. The work environment can be maximized when a company can implement or create a conducive, collaborative environment, and pay attention to all aspects such as the physical and psychological of its employees. Such factors as sufficient facilities, social support, and job security can increase employee performance productivity. Organizational work culture also plays an important role in shaping employee performance. Organizations with a culture that encourages innovation, collaboration, and employee motivation have better performance. Conversely, a work culture that does not support employees can hinder employee performance. Workload in accordance with individual capacity also affects employee performance. Too high a workload can lead to excessive stress and fatigue, which negatively impacts productivity. Therefore, wise management in determining workload is essential. From this study, it can be concluded that a good work environment, positive work culture, and workload adjustment can significantly improve employee performance. A company or an agency needs to pay attention to these factors to achieve optimal productivity and job satisfaction in the midst of intense competition between agencies.

This study aims to determine the effect of workload and work environment on employee job satisfaction at PT. Bank Rakyat Indonesia, Tbk Rantepao Branch Office, North Toraja Regency. The object in this study is Employees at PT. Bank Rakyat Indonesia, Tbk Rantepao Branch Office, North Toraja Regency. This study used a quantitative approach with multiple linear regression analysis, to test and prove the hypothesis of this study using SPSS application version 26. The population in this study is permanent employees at PT. Bank Rakyat Indonesia, Tbk Rantepao Branch Office, North Toraja Regency as many as 103 respondents. This research shows that Workload and Work Environment do not affect together. By testing the coefficient of determination, a value of 0.269 or 26.9% was obtained. The Job Satisfaction variable can be explained by the Workload and Work Environment variables while the remaining 73.1% is explained by other variables.  

The purpose of this study was to prove and analyze the influence of non-physical work environment and workload have a significant effect on employee performance and job satisfaction at the Surabaya II Rayon Fire and Rescue Service; as well as to prove and analyze Job satisfaction has a significant effect on the performance of the Surabaya II Rayon Fire and Rescue Service employees. This type of research used is quantitative research. How to collect data using a questionnaire and using a Likert scale as an answer. Sampling using saturated samples and PLS as analytical tools. Source of data used is primary data. The sample population is the Surabaya II District Fire and Rescue Service employees. Based on the results of data analysis, it shows that the Non-Physical Work Environment has a significant effect on Employee Performance and Job Satisfaction at the Surabaya II Rayon Fire and Rescue Service; and Workload has no significant effect on Employee Performance, but Workload has a significant effect on Job Satisfaction of employees of the Surabaya II Rayon Fire and Rescue Service; and Job Satisfaction has a significant effect on Employee Performance at the Surabaya II Rayon Fire and Rescue Service. The advice given in this study, in order to increase Job Satisfaction, refers to previous research that by improving the Non-Physical Work Environment and Workload will increase Job Satisfaction and by improving organizational culture, work motivation and job satisfaction that occur, the performance of the Fire Department employees and Rescue Rayon Surabaya II, and are expected to be able to add or develop other variables apart from the variables used in this study which are thought to affect employee performance such as promotion, leadership, and others.