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This study examines the empowerment of civil servants and its contribution to improving the quality of public services in Southwest Papua Province, with particular focus on the Human Resources Development Personnel Agency (BKPSDM: Badan Kepegawaian Pengembangan Sumber Daya Manusia). The research employs a qualitative descriptive approach to capture and analyze empowerment practices as well as their supporting and inhibiting factors. Data collection was carried out through interviews, observations, and documentation, involving key informants such as the Head of BKPSDM and relevant staff members. The data were analyzed using the interactive model of Miles, Huberman, and Saldana, which consists of three stages: data condensation, data display, and conclusion drawing/verification. The findings reveal that empowerment practices at BKPSDM encompass structured recruitment policies for both Indigenous Papuans (OAP) and non-OAPs, systematic career development, provision of education and training programs, and implementation of fair compensation mechanisms. These initiatives are aimed at enhancing civil servants’ competencies, professionalism, motivation, and accountability, ultimately contributing to better service delivery to the public. Supporting factors identified include the existence of strong regulatory frameworks, leadership commitment, competency-based training opportunities, high internal motivation, and the establishment of a collaborative work culture. On the other hand, several inhibiting factors persist, such as limited and unequal access to training, inadequate infrastructure, frequent changes in regulations, discriminatory practices, and low levels of digital literacy among some employees. The study concludes that civil servant empowerment represents a strategic pathway to building a professional, accountable, and responsive state apparatus capable of delivering high-quality public services. To strengthen these efforts, recommendations highlight the importance of expanding training access, improving digital skills, ensuring infrastructure readiness, and maintaining inclusive and transparent policies. By addressing these challenges, civil servant empowerment can be optimized to achieve sustainable improvements in public service performance across Southwest Papua Province.

The compensation system is an important element in human resource management, because it plays a direct role in influencing employee motivation, performance, and job satisfaction. In human resource management, the existence of human resources plays a vital role that must be considered by the company, including in terms of compensation. The ideal compensation system is one based on the principles of fairness and appropriateness, which can be directly felt by employees. The assessment of fairness and appropriateness can be seen from several dimensions, namely the internal dimension relating to the suitability of workload and rewards received, the external dimension considering company policies and market standards, and the individual dimension relating to the ability of compensation to meet employee living needs. Based on this, this study focuses on the compensation system implemented at the Double-Tree By Hilton Bintaro Jaya Hotel, specifically for banquet kitchen staff consisting of contract staff and daily workers. This study uses a descriptive qualitative approach with data collection through interviews, observations, and documentation. The results show that the compensation system for contract staff has been running optimally. From the internal side, the workload is considered commensurate with the rewards received. Externally, the compensation provided is competitive compared to competing companies. Furthermore, from an individual perspective, employees' living needs are met, even supported by a substantial service charge that exceeds their base salary. However, for daily workers, the compensation system is deemed suboptimal. Although their workload is equivalent to that of contract staff, their compensation is not the same, and they do not receive a service charge. Based on these findings, this study recommends optimizing the compensation system, particularly for daily workers, to ensure fairness and equity across all staff levels, thereby increasing work motivation, loyalty, and overall performance.

The purpose of this study is to determine the impact of work culture and imbalance on employee performance at PT. Pulau Nusantara Indonesia. In the era of global competition, human resources play a vital role in determining a company's competitiveness in facing market dynamics. Based on the results of the Key Performance Indicator (KPI) survey, most employees fall into category B, indicating that their performance has not yet reached the company's optimal standards. This condition is strongly suspected to be influenced by several factors, including a work culture that does not support innovation, high workloads, and an imbalanced system that does not provide adequate work satisfaction and motivation. This study uses a quantitative approach involving 35 permanent employee respondents at PT. Pulau Nusantara Indonesia, selected using a saturated sampling method. Data were collected through literature studies, direct field observations, and the distribution of Likert-based questionnaires. Furthermore, the data were analyzed using multiple linear regression methods to determine the extent of influence of each independent variable on the dependent variable. The results of the analysis indicate that both work culture and the imbalance system have a positive and significant influence on employee performance, both partially and simultaneously. Based on these findings, management is advised to build a collaborative and adaptive work culture and review structural imbalances to align with employee expectations and the company's vision. These efforts are believed to sustainably increase employee productivity and loyalty. Based on these findings, management is advised to build a collaborative and adaptive work culture and review structural imbalances to align with employee expectations and the company's vision.

This study aims to examine the influence of compensation and work discipline on employee performance at Cahaya Nikmah Bakery located in Samarinda City. More specifically, this study analyzes three main things: first, the influence of compensation on employee performance; second, the influence of work discipline on employee performance; and third, the simultaneous influence of compensation and work discipline on employee performance. This study was conducted on 40 permanent employees who work at Cahaya Nikmah Bakery as research subjects. The method used in this study is a quantitative approach, with data collection techniques through observation, interviews, and questionnaires. The collected data were then analyzed using multiple linear regression techniques to determine the relationship and influence between the variables studied. The results of the data analysis show that the calculated F value of 35.898 is greater than the F table of 2.87 at a significance level of 5%. In addition, the significance value of 0.000 is below the critical limit of 0.05. This indicates that there is a simultaneous significant influence between compensation and work discipline on employee performance at Cahaya Nikmah Bakery. In other words, the combination of the two independent variables has a real contribution in influencing the level of employee performance. In addition to the simultaneous effect, the partial test results also show that each variable, namely compensation and work discipline, has a significant influence on individual employee performance. This is evidenced by the significance value for both variables, which is 0.000, which is also less than 0.05. The conclusion of this study shows that adequate compensation and the implementation of good work discipline can significantly improve employee performance. Therefore, company management is advised to continue developing a fair compensation system and strengthening a culture of work discipline to support overall company productivity and efficiency.

The purpose of this study is to determine the effect of compensation, employee well-being and work motivation as intervening variables on employee performance, this study will test the direct and indirect effects. In this study using quantitative research methods. The number of samples used in this study totalled 112 respondents. By using saturated sampling technique where the entire population is sampled. By using Smart PLS version 3, the analysis results show that 1) compensation has a significant effect on employee well being 2) compensation has a significant effect on work motivation 3) compensation has a significant effect on employee performance 4) employee well being has a significant effect on employee performance 5) work motivation has a significant effect on employee performance 6) compensation mediates the effect of employee well being on employee performance 7) compensation mediates the effect of work motivation on employee performance.

Employee performance, which is a reflection of their competence in completing tasks, is very important for achieving organizational goals. Therefore, improving performance is a top priority for the company.This quantitative research aims to analyze the factors that influence employee performance in the Quality Control division of PT. Hwa Seung Indonesia, Jepara. Of the total 174 employees, 121 were used as research samples selected using the Slovin formula. Data collection was carried out through questionnaires with saturated sampling techniques. The collected data was then analyzed using various statistical methods, including multiple linear regression analysis. The research results show that the variables workload, compensation (t-value 2.865), work discipline (t-value 4.707), and motivation (t-value 4.425) together have a positive and significant influence on employee performance.

The purpose of this study is to examine how Super Dazzle Gejayan's pay and work environment affect staff performance, using job satisfaction as a mediating variable. Quantitative research is the research methodology employed. The 142 employees of Super Dazzle Gejayan made up the study's population. Partial Least Square (PLS) with Convergent Validity, Factor Loading, Cronbach Alpha Discriminant Validity, Cross Loading, Reliability, Composite Reliability, R Square, and Hypothesis Testing tests were used to analyse the study's sample of 60 respondents. According to the study's findings, pay has no bearing on worker performance, while work environment has a positive and significant impact on worker performance. Job satisfaction also has a positive and significant impact on worker performance, and compensation has a positive and significant impact on worker satisfaction. Job satisfaction also acts as a mediating variable in the relationship between work environment and worker performance.

This study aims to determine the effect of job rotation, career development and motivation on employee performance at PT. Kemuning Group Medan Branch II. The population in this study are employees at PT. Kemuning Group Branch Medan II, amounting to 56 people, while the determination technique using the saturated sampling method. The data sources in this study are primary and secondary data. And the data analysis technique used is quantitative analysis and multiple linear regression. The results of the multiple linear regression analysis are: Y = 21,162 + 0,496X1 + -0,146X2 + 0,543X3+e. The results of the t-test (partial): 1) job rotation, with a tcount value of 7.148 > ttable 1.674, so that compensation (X1) has a significant effect on employee performance (Y) partially. 2) career development with tcount 1.538 < ttable 1.674, so career development (X2) does not have a significant effect on employee performance (Y) partially. 3) motivation with a value of tcount 6.213 > ttable 1.674 so that motivation (X3) has a significant effect on employee performance (Y) partially. F count = 35.706 > F table 2.78. Then the coefficient of determination (R2) is 0.673 (67.3%). So that it can be said that 67.3% of the variation of the independent variables, namely job rotation, career development and motivation in the model can explain the variables of employee performance at PT. Kemuning Group Branch Medan II while the remaining 32.7% is influenced by other variables outside the model.

This study aims to analyze the effect of leadership style and compensation on employee performance with work motivation as an intervening variable at Pamella Tiga Yogyakarta. The population and sample in this study were Pamela Tiga Yogyakarta employees totaling 45 respondents. This research uses a quantitative approach with survey method and data analysis using SmartPLS with Concurrent Validity test, Loading Factor, Average Variane Extracked (AVE), Discriminant Validity, Fornel Larcker, Cross Loading, Reliability, Cronbach Alpha, Composite Reliability, R Square and Hypothesis Testing. The results showed that there was no positive and significant effect of Leadership Style (X1) on employee performance (Y) at Pamella Tiga Yogyakarta, there was a positive and significant effect of Compensation (X2) on employee performance (Y) at Pamella Tiga Yogyakarta, there was a positive and significant effect of Leadership Style (X1) on Work Motivation (Z) at Pamella Tiga Yogyakarta, There is a positive and significant effect of Compensation (X2) on Work Motivation (Z) at Pamella Tiga Yogyakarta, There is a positive and significant effect of Work Motivation (Z) on employee performance (Y) at Pamella Tiga Yogyakarta, There is no positive and significant effect of Leadership Style (X1) on employee performance (Y) mediated by Work Motivation (Z) at Pamella Tiga Yogyakarta, There is no positive and significant effect of Compensation (X2) on employee performance (Y) mediated by Work Motivation (Z) at Pamella Tiga Yogyakarta.

This study aims to determine the effect of compensation and benefits on employee job satisfaction. Fair, adequate, and transparent compensation is considered a crucial factor influencing employee morale, loyalty, and retention. The study identifies seven key indicators to measure the impact of compensation on job satisfaction: salary adequacy, compensation fairness, punctuality of payments, compensation system transparency, incentives and bonuses, overall compensation satisfaction, and employee retention. The analysis results show that compensation has a significant influence on job satisfaction. Additionally, compensation effectiveness is affected by economic conditions, compensation system structure, and the relevance of compensation to employee needs. The study concludes that well-designed compensation can be a strategic tool for improving performance and reducing employee turnover.

Work enthusiasm is one of the efforts that can be made to optimize employee performance. There are several important factors that can affect employee work enthusiasm, including leadership style, compensation, and work motivation. This study aims to determine the effect of leadership style, compensation, and work motivation on employee work enthusiasm at the Kediri City Education Office. The research method used is a quantitative approach through Likert scale data. The sample in this study amounted to 69 respondents taken from the total number of employees using saturated sampling techniques. The analysis technique in this study is multiple linear analysis, t-test, and f-test processed using SPSS software version 25. The results of the study prove that leadership style, compensation, and work motivation partially have a significant effect on work enthusiasm. Also, simultaneously leadership style, compensation, and work motivation have a significant effect on employee work enthusiasm.

This study investigates how compensation and organizational culture impact employee performance at Mastin Education Center (MEC). Employee performance is critical to achieving organizational goals, especially in the era of globalization and increasing competition. Therefore, this study is based on this understanding. This study used a quantitative method with a survey design, and used a saturated sampling technique for every ten MEC workers. Data were collected through questionnaires and analyzed using multiple linear regression using IBM SPSS Statistic 26. The t-test results showed that compensation (significance value 0.235) did not significantly affect employee performance. In contrast, organizational culture (significance value 0.001) had a positive impact. The F test results show that compensation and organizational culture simultaneously affect employee performance (significance value 0.005). An Adjusted R Square value of 0.800 indicates that these two factors can explain 80 percent of the variation in employee performance. Other factors not included in this study influence the remaining variation. These findings suggest that improving organizational culture and updating the compensation system are critical to improving employee performance.

This study examines the influence of leadership and motivation on employee performance at PT. Lingkar Sakti Mas Gas Station in Banjarmasin. The research problem is the suboptimal employee performance caused by a lack of leadership attention and low work motivation. The purpose of this research is to analyze the effect of leadership and motivation on employee performance, both partially and simultaneously. The study uses a quantitative method with an associative approach, involving all 32 employees as respondents using a saturated sample technique. Data collection was carried out through questionnaires, and the data were analyzed using validity tests, reliability tests, classical assumption tests, multiple linear regression, t-tests, and F-tests. The findings reveal that leadership and motivation both have significant positive effects on employee performance, both partially and simultaneously, with a coefficient of determination (R²) of 63.3%. This indicates that leadership and motivation explain 63.3% of the variation in employee performance. The study concludes that improving leadership integrity and enhancing motivational factors such as compensation and recognition are essential to optimize employee performance in the public service sector, particularly at gas stations.

The Enterprise University Website is an academic platform for internship students and employees at PT Petrokimia Gresik. This study aims to measure user satisfaction with the Enterprise University website and identify priority improvements using the e-Servqual and IPA methods. The e-Servqual method is applied through seven dimensions: Efficiency, System Availability, Fulfillment, Privacy, Responsiveness, Compensation, and Contact. Based on these, service indicators that should be the main focus for improvement are determined using the Importance-Performance Analysis (IPA) method. This research is a quantitative study. The sample consists of 49 Merdeka internship students at PT Petrokimia Gresik who are also users of the Enterprise University website. The results show that based on e-Servqual calculations, the overall average gap between user perceptions and expectations is (-0.61). This indicates that the service quality of the Enterprise University website is still lacking and does not provide user satisfaction. Furthermore, data analysis using the IPA method, as shown in the Cartesian diagram, reveals that the top improvement priorities lie in three indicators located in Quadrant I. The findings of this study can serve as a basis for strategic decision-making by platform managers to optimize services and enhance user satisfaction in the academic processes at PT Petrokimia Gresik.

At PT Win Access Telecommunication Banjarmasin, the target-based salary system that drives performance actually causes stress and dissatisfaction due to the imbalance of compensation and a less supportive work environment, which has a negative impact on motivation, productivity, and stability of the company, so a comprehensive assessment is needed to create optimal working conditions according to the needs of employees and the organization. The objectives of this study are to: 1) Determine and test the effect of salary on employee performance at PT Win Access Telecommunication Banjarmasin; 2) Determine and test the effect of the work environment on employee performance at PT Win Access Telecommunication Banjarmasin, and; 3) Determine and test the effect of salary and work environment on employee performance at PT Win Access Telecommunication Banjarmasin. This quantitative study examines the effect of salary and work environment on employee performance at PT Win Access Telecommunication Banjarmasin in March-June 2025 with a sample of 84 out of 509 employees using a Likert scale questionnaire, data were analyzed through descriptive statistics, validity tests, reliability, classical assumptions, multiple linear regression, and partial and simultaneous hypothesis tests to determine the relationship between variables significantly. The results of this study are: 1) There is a significant influence between Salary partially on the performance of PT Win Access Telecommunication Banjarmasin; 2) There is a significant influence between Work Environment partially on the performance of PT Win Access Telecommunication Banjarmasin), and; 3) There is a significant influence between salary and work environment simultaneously on the performance of PT Win Access Telecommunication Banjarmasin.

Integration between strategic human resource management practices and job satisfaction is an important factor that cannot be ignored. Organizations need to ensure that the HR management strategies implemented are not only oriented towards results, but also pay attention to the welfare and positive perceptions of employees towards their work. This study aims to analyze the effect of strategic human resource management practices and job satisfaction on employee performance at PT. Solusi Bangun Andalas in Aceh Besar. The research method used is quantitative. A sample of 150 permanent employees was taken using the Probability sampling technique. Data analysis was carried out using multiple linear regression and partial tests using IBM SPSS Statistics 25. The results showed that this study supports the proposed hypothesis, namely that strategic human resource management practices and job satisfaction have a significant positive effect on employee performance. Suggestions for PT. Solusi Bangun Andalas need to continue to strengthen strategic HR practices, including training, competency-based recruitment, and KPI-based performance evaluation. Job satisfaction must also be optimized through fair compensation, a positive work environment, and good communication. Integration between HR strategies and job satisfaction is important to be carried out synergistically in order to create a productive and sustainable HR system.

This study aims to analyze the relationship between job satisfaction and employee loyalty in an industrial environment. Job satisfaction is measured based on several factors, such as compensation, work environment, opportunities for development, and recognition of performance, all of which have a significant effect on employee loyalty. The method used is a literature study with a quantitative descriptive approach, reviewing various theories and previous research findings related to the two variables. The results of the study indicate that high job satisfaction is directly related to higher levels of employee loyalty, which is reflected in positive attitudes towards the company, long-term commitment, and reduced turnover rates. Therefore, companies in the industrial sector are advised to focus on improving employee job satisfaction in order to strengthen loyalty and support the long-term success of the organization.

This study aims to analyze the planning and management of human resources (HR) in the culinary business of Ayam Penyet, with a case study at Ayam Penyet Buk Nur. The research employs a qualitative method with a case study approach, collecting data through in-depth interviews, observation, and documentation. The findings indicate that thorough HR planning is crucial to ensure the availability of workforce that matches operational needs. Recruitment at Ayam Penyet Buk Nur is still informal, necessitating a competency-based selection system to acquire qualified employees. HR development through technical and work ethics training has proven to improve performance and service quality. A fair and transparent compensation system contributes to employee loyalty and retention. The internalization of Islamic business ethics strengthens a professional and harmonious work culture. Effective and adaptive HR management is key to the success and competitiveness of the Ayam Penyet business amid intense culinary market competition. The study recommends enhancing recruitment systems, continuous training, and the application of fairness and ethics principles in HR management to support business sustainability.

This research explores the influence of compensation and motivation on employee productivity in the Food & Beverage industry in South Tangerang. Employing a quantitative method with a sample of 100 respondents, regression analysis results indicate that both compensation and motivation significantly contribute positively to productivity. Compensation contributes by 0.146 units, while motivation contributes by 0.119 units to the increase in productivity. Although the model explains only around 20.5% of the variation in productivity, the study provides significant insights. It is concluded that fair compensation policies and enhanced motivation can boost employee performance. Despite unexplained variations, these findings offer a foundation for companies to improve human resource management policies.

This study seeks to identify and prioritize the factors influencing employee job satisfaction at PT. Tirta Perkasa Sejahtera using the Analytical Hierarchy Process (AHP). The research integrates both literature review and expert judgment to determine factors such as work environment, interpersonal relationships, compensation systems, career development, and work-life balance. AHP was used to analyze pairwise comparison matrices to establish the relative weight of each criterion. The results showed that compensation and career development were the most influential factors, followed by work-life balance, work environment, and interpersonal relationships. The study provides a quantitative basis for management to enhance employee satisfaction and improve organizational performance.