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This qualitative research investigates the influence of work motivation and work environment on employee performance within PT Yusen Logistic Indonesia's warehouse division. Through comprehensive interviews with maritime professionals, educators, and industry experts, this study addresses critical gaps in understanding workforce dynamics in maritime logistics operations. The research employed thematic analysis of semi-structured interviews with 45 participants across three stakeholder groups: operational staff, maritime educators, and industry professionals. Findings reveal that intrinsic motivation factors, particularly career development opportunities and safety recognition, demonstrate stronger correlation with sustained performance than monetary incentives. Work environment quality, including infrastructure adequacy and shift management, serves as a significant moderator affecting motivation–performance relationships. In addition, this research highlights that supportive leadership and open communication further strengthen employee engagement and commitment in high-pressure warehouse operations. Respondents consistently emphasized the importance of aligning organizational goals with individual career aspirations, particularly in a sector where safety and efficiency are paramount. The study also identifies that investment in ergonomic facilities, digital monitoring systems, and structured training programs reduces fatigue and error rates, thus promoting both productivity and safety compliance. The implications extend beyond company-level management to broader maritime education and policy-making. The integration of motivational strategies into vocational curricula can better prepare graduates for the realities of port and logistics operations. Moreover, the findings contribute to developing sustainable logistics practices that balance efficiency, employee well-being, and long-term organizational competitiveness. Overall, the research provides evidence-based recommendations for maritime vocational training programs, human resource management, and port operations strategies in Indonesia’s rapidly growing logistics sector.

The implementation of a system commonly known as Good Governance refers to the extent to which the government is able to meet the needs and expectations of society through its policies, programs, and actions. The application of Good Governance is not only related to the effectiveness of bureaucracy but also emphasizes principles of transparency, accountability, participation, and fairness in governance. This is crucial because it has a direct impact on improving the quality of public services, which is one of the key indicators of government success. However, achieving the goals of Good Governance is not an easy task, as in practice, there are various challenges and obstacles that must be addressed. One of the most common barriers is the weakness of internal control systems, which should serve as oversight of employee performance. In addition, there remains a shortage of employees with adequate competencies, as well as work environments that do not fully support the implementation of accountable behavior. These conditions can hinder the achievement of the expected standards of Good Governance. Therefore, deepening and internalizing accountable behavior among government employees is highly important. Accountable behavior is not only related to an individual’s responsibility for their tasks but also to the outcomes of their work, which directly affect the wider community. The findings of this study indicate that accountable behavior has been practiced by employees, yet its implementation must be carried out consistently and continuously. Strengthening accountable behavior is thus expected to enhance the assessment of Good Governance implementation, particularly in the Greater Jakarta (Jabodetabek) region, which is characterized by high levels of governmental complexity and public service demands.

This study aims to analyze the influence of work discipline, work motivation, and work environment on employee performance at PT. PLN (Persero) Rayon Kuta by involving all employees as the research population. The approach used is quantitative with data collection through distributing questionnaires to respondents. The number of respondents was 100 people determined using a saturated sampling technique, namely the entire population was sampled because it was considered to meet the appropriate criteria, namely active employees of PT. PLN (Persero) Rayon Kuta. The data obtained were then analyzed using linear regression, with a t-test to test the partial effect of each variable and an F-test to determine the simultaneous effect. The results of the t-test indicate that work discipline, work motivation, and work environment individually have a positive and significant effect on employee performance, meaning that the better the level of discipline, the higher the motivation, and the more conducive the work environment, the more optimal the employee performance produced. Meanwhile, the results of the F-test show that the three variables simultaneously also have a significant effect on employee performance. Thus, this study confirms that the factors of work discipline, work motivation, and work environment have an important role in increasing productivity, work quality, and the achievement of company goals. Therefore, companies need to pay attention to these three aspects continuously to maintain and improve employee performance in the future.

This study aims to determine the effect of work environment and work discipline on employee performance. The type of research used is quantitative research. The study was conducted at the Official Honda Tridjaya Motor Subang Motorcycle Dealer. The number of respondents was 35 people. This study distributed questionnaires to employees. Data processing and analysis techniques used SPSS version 25. The results of the study stated that the Work Environment and Work Discipline had a significant effect individually and a significant effect together on the Performance of Employees at the Official Honda Tridjaya Motor Subang Motorcycle Dealer.A comfortable work environment and a high level of discipline will improve employee performance.

This study aims to analyze the impact of generational diversity, organizational culture, and leadership style on employee retention at PT Idea Solusi Indonesia in Tangerang City. This research employs a quantitative approach with descriptive data analysis, correlation, and hypothesis testing using multiple linear regression. The sampling method used is Non-Probability Sampling with a Total Sampling technique, where data is collected through questionnaires using a Likert scale. The collected data is then processed using Microsoft Excel software for further analysis. The results of this study show that the generational diversity variable does not have a significant impact on employee retention. Despite differences in age and background among employees, these factors do not significantly affect their decision to stay with the company. On the other hand, organizational culture and leadership style have a significant influence on employee retention. An inclusive organizational culture that supports teamwork, open communication, and recognition of individual contributions has been shown to improve employee satisfaction and loyalty. Additionally, a leadership style that supports individual development, provides support, and focuses on employee empowerment helps strengthen employee commitment to remain with the company. This study offers important managerial implications for PT Idea Solusi Indonesia in formulating policies to improve employee retention. The company needs to strengthen an organizational culture that promotes well-being and inclusivity, while also enhancing leadership styles that motivate and empower employees. By implementing these measures, the company can create a more conducive work environment that not only encourages loyalty but also boosts employee motivation and productivity in the long run. This is expected to improve the overall performance of the company and ensure more stable operational continuity.

Employee performance appraisal is an important process in human resource management that aims to evaluate individual work achievements based on certain criteria set by the organization. This process not only serves to assess the extent to which an employee meets work standards, but also serves as a basis for strategic decision-making, such as job promotions, bonus awards, and career development planning. However, in practice, CV. Surya Perkasa Makassar faces serious obstacles in the form of subjectivity in the assessment process, because the benchmarks used still tend to be based on the likes or dislikes of superiors. This causes the evaluation results to be less objective, inconsistent, and potentially reduce employee work motivation. To overcome these problems, this study aims to develop a decision support system for employee performance appraisal using the Tsukamoto Fuzzy Logic method. This method was chosen because it is able to accommodate uncertainty in the assessment, resulting in more objective, measurable, and consistent decisions. This study uses a Research and Development (R&D) approach with a Black Box Testing method to ensure system functionality. The assessment criteria used include five main aspects, namely work quality, work quantity, discipline, responsibility, and cooperation. Data from these criteria is processed through fuzzification, inference, and defuzzification stages to obtain the final employee performance score. Test results indicate that all system features function as expected. The system is able to prevent data duplication, validate input, and produce accurate final performance scores. The implementation of the Tsukamoto Fuzzy Logic method has proven effective in reducing the level of subjectivity that typically occurs in manual assessments. Therefore, this system can be used as a reliable tool in managerial decision-making, both regarding promotions, bonus awards, and planning employee future career development.  

This study aims to analyze the role of organizational culture in optimizing employee performance in Lebak Bulus Village, South Jakarta. A strong organizational culture is considered to have a significant contribution in improving the effectiveness of government officials and the quality of public services to the community. This study uses a qualitative descriptive approach with a phenomenological method, which emphasizes an in-depth understanding of the experiences, views, and behaviors of employees in carrying out their duties in their work environment. The research focuses on actors (employees), social situations, and activities that occur within the village environment. Data collection techniques were carried out through observation, in-depth interviews with key and primary informants, and documentation. Data validity was tested through triangulation of sources and techniques to increase the validity of the research results. The results show that the organizational culture in Lebak Bulus Village has strengths in the aspects of innovation and risk-taking, orientation towards results, orientation towards people, and stability. However, several weaknesses were still found, such as low individual initiative, lack of attention to detail, weak team orientation, minimal levels of aggressiveness, and limited employee experience and accuracy. Opportunities for improvement can be pursued through ongoing training and the digitalization of public services, although challenges remain, including a passive work culture and resistance to policy change. Overall, organizational culture plays a crucial role in supporting employee performance improvement, but a sustainable strategy is needed to strengthen professionalism and build a more adaptive and progressive work culture. Efforts to address identified weaknesses, such as improving communication between employees, developing leadership skills, and enhancing discipline in carrying out tasks, are essential for the continued development of a positive organizational culture. Furthermore, awareness of the importance of collaboration across organizational divisions must be instilled to create a more productive and efficient work environment.

This study aims to examine the influence of motivation, work enthusiasm, and work discipline on the performance of employees at PT. Pos Indonesia (Persero), Kediri Branch Office. A quantitative research approach was employed with a total population of 64 respondents. The sampling technique applied was saturated sampling, resulting in all 64 members of the population being used as the research sample. Data analysis was conducted using SPSS 25.0. The research process included validity and reliability assessments, classical assumption evaluations, multiple linear regression analysis, partial testing (t-test), simultaneous testing (F-test), and calculation of the coefficient of determination (R²). The results reveal that, individually, motivation, work enthusiasm, and work discipline each have a significant impact on employee performance. Moreover, when considered together, these three factors also exert a significant influence on employee performance.

This study aims to describe the transformational leadership strategy implemented in Masohi hospital and analyze its impact on the performance of human resources (HR). The research approach used is qualitative with case study design, which allows researchers to understand the phenomenon in depth in a real context. The Data was collected through in-depth interviews with eight informants, consisting of directors, field heads, room heads, and implementing staff, so that diverse perspectives were obtained from various levels of management and implementers. The data analysis process is carried out through three main stages, namely data reduction, data presentation, and conclusion/verification. The results showed that transformational leadership strategies in Masohi hospital include exemplary, inspirational motivation, innovative thinking encouragement, and attention to individual employee needs. Implementation of this strategy can improve discipline, work ethic, teamwork, and a sense of responsibility of employees in providing services to patients. In addition, it was found that the work culture built through transformational leadership can strengthen organizational commitment and improve overall service quality. However, the implementation of this strategy is not free from challenges. The obstacles that arise include complex bureaucracy, managerial competence gaps between units, as well as resistance to change among staff. This challenge requires an adaptive approach and effective communication so that the strategy can run optimally. Overall, the findings of this study confirm that transformational leadership has a positive impact on strengthening work culture and improving service quality in regional hospitals. This research is expected to be a valuable input for the development of leadership and HR management policies, not only in Masohi hospital, but also in other regional hospitals that face similar challenges.

The purpose of this study is to examine the extent to which the relationship between leadership style and teamwork influences the work results of employees of Bank Sumsel Babel, Kapten A. Rivai Branch, Palembang. This study uses a quantitative approach with a population and sample of 59 people determined through a saturated sampling method, so that the entire population becomes research respondents. Research data were obtained from two sources, namely primary data through the distribution of questionnaires to employees, and secondary data that supports the results of data processing. Data analysis was carried out comprehensively by including testing classical assumptions to ensure model validity, testing the feasibility of research instruments, calculating the coefficient of determination, and applying multiple regression analysis tested through the F test and t test. The results of the study indicate that leadership style and teamwork have a positive and significant influence on employee performance, both partially and simultaneously. This finding shows that effective leadership and solid teamwork can increase employee productivity and work quality. The large contribution of both independent variables to employee performance is indicated by the coefficient of determination value of 66.2%, which means that more than half of the variation in employee performance can be explained by leadership style and teamwork. Meanwhile, the remaining 33.8% is influenced by factors outside this study, such as the work environment, individual motivation, and organizational reward systems. This study emphasizes the importance of appropriate leadership and synergy among team members in building optimal employee performance. The practical implication of these findings is the need for management to continuously improve leadership quality and encourage better teamwork in the banking workplace.

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.

Religiousness in the context of religious life in Indonesia is not only seen in the diversity between religions, but also within the same religion with differences in religious beliefs and practices. Each individual or group has its own way of expressing their beliefs, which are often influenced by local cultural backgrounds and traditions. Indonesia, as a country rich in culture, has a legacy of traditions that are still embedded in people's lives, including in religious practices. In Sari Rejo Village, the funeral procession is one concrete manifestation of the fusion of religious values ​​and hereditary traditions. However, within the community there are groups who adhere to pure Islamic law, without mixing religious teachings with ancestral traditions. This difference in perspective triggers social conflict between adherents of religious law and adherents of tradition. This conflict does not stop at differences in practice, but develops into a form of social discrimination against adherents of religious law. This condition gives rise to social inequality that can disrupt the harmony of community life. This study aims to answer several main questions: (1) what is the form and meaning of funeral traditions in Sari Rejo Village? (2) why social inequality arises in these funeral ceremonies? (3) how are traditional adherents treated differently compared to adherents of religious law? (The text appears to be incomplete and should be omitted.) The research method used is qualitative, relying on primary and secondary data, and direct field observations. The results indicate that the majority of Sari Rejo residents, as adherents of tradition, tend to discriminate against adherents of religious law. This is evident in the differences in treatment, attitudes, and social acceptance of those who choose to practice their religion according to its guidance without incorporating traditional elements. These findings confirm that differences in religious practice, even within the same religion, can become a source of social inequality if not managed wisely.

This study aims to analyze the influence of perceived organizational support and work engagement on the contextual performance of entrepreneurs in Padang City. Contextual performance is an important aspect of the work environment, reflecting the voluntary behavior of employees or entrepreneurs in helping, collaborating, and supporting organizational or business goals beyond their core duties. In the context of entrepreneurship, contextual performance can influence business continuity and development, as highly committed entrepreneurs tend to demonstrate greater initiative, loyalty, and involvement in business processes. Perceived organizational support, the extent to which individuals feel valued and supported by the organizational environment or business community, is a determining factor in shaping these positive behaviors. Meanwhile, work engagement reflects the level of enthusiasm and dedication of individuals in carrying out their business roles. This study used a quantitative approach with a cross-sectional method, and data were collected through a survey of 1,146 entrepreneurs in Padang City, West Sumatra Province. The analysis showed that both perceived organizational support and work engagement significantly influenced the contextual performance of entrepreneurs. The coefficient of determination (R²) of 0.67 indicates that 67% of the variation in contextual performance can be explained by these two variables (p < 0.01). This finding underscores the importance of creating a supportive environment and encouraging high work engagement in the entrepreneurial context. Therefore, business owners, policymakers, and business community managers need to consider these two factors when designing comprehensive business performance improvement strategies to support regional economic growth.

The application of the MOORA (Multi-Objective Optimization on the basis of Ratio Analysis) method in employee promotion decisions at PTPN 4 aims to enhance efficiency and objectivity in decision-making. This method allows managers to evaluate employees based on multiple criteria simultaneously, such as performance, experience, contributions, and other relevant factors. By considering these various aspects, MOORA helps make promotion decisions more transparent and fair. One of the primary advantages of applying the MOORA method is its ability to reduce bias that may occur during the promotion process. Bias can arise from subjectivity or imbalance in employee assessments, which are often based on individual judgments or personal perceptions. By using MOORA, promotion decisions are based on more objective and measurable data, making the process more systematic and structured. The MOORA method can also increase employee motivation. A transparent promotion process based on clear criteria provides employees with a strong incentive to continuously improve their performance. When employees know that promotions are based on fair evaluation, they are more motivated to work harder. This, in turn, will increase overall productivity and performance at PTPN 4. The implementation of MOORA at PTPN 4 also provides advantages in better human resource management. With the MOORA-based decision support system, managers can easily identify employees who have the best potential for promotion. This process involves several steps, such as data normalization, determining criteria weights, and calculating final values that reflect overall employee performance. The end result is the selection of employees who meet the qualifications and have outstanding performance for promotion, supporting the sustainable development of the organization.

Minister of Health Regulation No. 269 of 2008 explains that medical records are defined as a collection of documents containing complete information regarding patient identity, examination results, therapy, medical procedures, and health services received. In working, an employee should be able to balance their workload to achieve work harmony that contributes to increased productivity. Job satisfaction reflects the appreciation and comfort felt by an individual for the tasks they perform. Conversely, dissatisfaction at work can trigger negative reactions in the form of aggressive behavior or a tendency to withdraw from social interactions around them. Job satisfaction also greatly influences employee motivation and commitment to continue working with enthusiasm and achieve the desired goals. The purpose of this study was to determine the relationship between workload and job satisfaction with employee performance in the Medical Records Installation of Cut Meutia Hospital, Lhokseumawe in 2023. The research method was an analytical survey with a cross-sectional approach. The study was conducted at Cut Meutia Hospital, Lhokseumawe from September to December 2023. The study population was 40 Medical Records Installation employees. The sampling technique used total sampling, namely 40 respondents. Data analysis used univariate analysis and bivariate analysis. The results of the study based on the chi-square test showed a relationship between workload and employee performance at the Medical Records Installation of Cut Meutia Hospital, Lhokseumawe with a p-value = 0.001 <0.05 and a relationship between job satisfaction and employee performance at the Medical Records Installation of Cut Meutia Hospital, Lhokseumawe with a p-value = 0.000 <0.05. Conclusion; The conclusion in the study is that there is a relationship between workload and job satisfaction with employee performance at the Medical Records Installation of Cut Meutia Hospital, Lhokseumawe in 2023.

This study aims to examine the influence of pricing, promotion, and service quality improvement on the sales level in the telecommunications services of PT Sinergi Inti Andalan Prima, Tbk, located in Meruya Ilir, West Jakarta. The research adopts a quantitative approach using primary data obtained through the distribution of structured questionnaires. The population in this study consists of all permanent employees of the company, totaling 35 individuals. Given the relatively small population, a saturated sampling technique was applied, making all members of the population the research sample. Data were analyzed using the Statistical Package for the Social Sciences (SPSS) version 25. The analysis process involved validity and reliability testing, classical assumption testing, and hypothesis testing through multiple linear regression analysis to determine the effect of each independent variable—pricing, promotion, and service quality improvement—on the dependent variable, sales level. The findings reveal that pricing has a significant positive effect on the sales level, indicating that appropriate and competitive pricing strategies can enhance sales performance. Similarly, service quality improvement also shows a significant positive influence on sales level, suggesting that better service delivery directly contributes to increased customer satisfaction and sales outcomes. Conversely, the study finds that promotion does not have a significant effect on sales level in this case. This may be due to promotional activities not being optimally targeted, lacking sufficient frequency, or failing to deliver persuasive messages to the intended market segment. Overall, the results highlight the importance of focusing on competitive pricing strategies and continuous improvement in service quality as key drivers of sales growth in the telecommunications sector. The study recommends that PT Sinergi Inti Andalan Prima, Tbk prioritize these two aspects while reevaluating its promotional strategies to ensure better alignment with customer needs and market conditions.

Employee performance is a critical determinant of service quality and operational success in hospitals. High-performing employees contribute directly to patient satisfaction, service efficiency, and overall institutional reputation. This study investigates the influence of intrinsic and extrinsic motivation on the performance of employees at Petrokimia Gresik Hospital, aiming to provide empirical evidence to guide strategic human resource management in healthcare settings. A quantitative research design was employed, with data collected using structured questionnaires. The respondents consisted of 85 permanent employees selected through simple random sampling, ensuring that the sample fairly represented the hospital's workforce. The questionnaire was designed to measure aspects of both intrinsic motivation (such as self-fulfillment, recognition, and meaningful work) and extrinsic motivation (such as salary, benefits, and job security), along with indicators of employee performance. Data were analyzed using multiple linear regression analysis to examine the individual and joint effects of the motivational variables on performance. The results revealed that both intrinsic motivation (β = 0.532, p < 0.05) and extrinsic motivation (β = 0.487, p < 0.05) had a statistically significant and positive impact on employee performance. The model showed that the combination of these two factors accounted for 68.2% of the variation in employee performance (R² = 0.682), indicating a strong explanatory power. These findings underscore the importance of a balanced motivational strategy in hospital management. Relying solely on financial incentives is insufficient; efforts must also be made to cultivate a positive and fulfilling work environment. Therefore, hospital administrators are encouraged to design integrated motivation programs that address both intrinsic and extrinsic factors to enhance employee engagement, productivity, and ultimately, the quality of healthcare services provided.

Compliance of healthcare and medical personnel with established procedures—particularly Enterprise Risk Management (ERM) Standard Operating Procedures (SOPs)—is crucial for ensuring patient safety, high-quality healthcare services, and the sustainable operation of hospitals. This study analyzes the influence of Organizational Support, Motivation, and the Completeness of ERM SOPs on personnel compliance at Petrokimia Gresik Driyorejo Hospital. A quantitative approach using a survey method was employed. The study population included all healthcare and medical personnel directly involved with ERM SOPs. Through purposive sampling, 85 respondents were selected. Data collection used closed-ended questionnaires tested for validity and reliability. Data were analyzed using multiple linear regression through SPSS version 25. The analysis found that Organizational Support (X1), Motivation (X2), and ERM SOP Completeness (X3) simultaneously had a statistically significant effect on Compliance (Y), with the F-test showing F_calculated > F_table and significance < 0.05. Individually, all three independent variables showed a positive and significant relationship with compliance. Among them, ERM SOP Completeness had the greatest influence, followed by Motivation and then Organizational Support. These findings emphasize that clear, comprehensive, and accessible SOPs are essential in guiding staff behavior and ensuring consistent adherence to risk management protocols. Additionally, motivated employees supported by the organization are more likely to comply with procedures and internal policies. Therefore, organizational strategies should not only focus on developing complete SOPs but also on fostering a supportive work culture and enhancing staff motivation through training, recognition, and leadership support. In conclusion, the study suggests that hospitals aiming to improve compliance with ERM procedures should adopt a holistic approach by investing in SOP development, providing consistent organizational support, and maintaining high levels of employee motivation. These efforts will contribute to better risk mitigation, service quality, and overall hospital performance.

This study aims to examine the mediating role of Organizational Citizenship Behavior (OCB) in the relationship between Perceived Organizational Support (POS), Perceived Organizational Commitment (POC), and employee performance in a state-owned enterprise in Indonesia. In the context of growing public expectations for improved service quality, organizations are challenged to enhance employee performance not only in formal roles but also in discretionary behaviors. Based on Social Exchange Theory (SET), this research proposes that POS and POC can affect performance both directly and indirectly through OCB. Data were collected through a census of 138 permanent employees at PT Jasa Raharja, East Java Branch. The analysis employed Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the hypothesized relationships. The findings show that POS has a significant positive influence on both OCB and employee performance. On the other hand, POC significantly influences OCB but does not have a direct impact on performance. The results also reveal that OCB plays a partial mediating role in the relationship between POS and performance, while it acts as a full mediator in the relationship between POC and performance. These findings emphasize the importance of fostering OCB within the organization to optimize the impact of support and commitment on employee performance. Encouraging voluntary, extra-role behaviors can bridge the gap between how employees perceive organizational treatment and how they perform. The study suggests practical implications for human resource management in public sector institutions. Policies should focus on building a supportive and engaging work climate that enhances affective commitment and acknowledges employee contributions beyond formal duties. Doing so will not only improve individual performance but also contribute to broader organizational effectiveness in a competitive and service-oriented environment.

Performance is the result of the work of individuals in carrying out the responsibilities given, which is greatly influenced by the factors of ability, experience, seriousness, and punctuality. Data from Cut Nyak Dhien Hospital shows a decrease in the performance of non-medical employees recorded by the personnel department every year. In 2019, the average employee performance was 87.8; However, the figure decreased to 86.2 in 2020, 85.5 in 2021, 84.0 in 2022, and 83.9 in 2023. This decline is suspected to be caused by a less effective leadership style and weak implementation of organizational commitments. This study aims to analyze the influence of leadership style and organizational commitment on the performance of non-medical employees at Cut Nyak Dhien Langsa Hospital in 2024. The method used is a descriptive quantitative approach with a cross-sectional research design. The population studied was 35 non-medical employees, all of whom were sampled. Data were analyzed using univariate, bivariate, and multivariate tests. The results showed that the majority of respondents assessed the leadership style at the hospital as not good (57.1%), low organizational commitment (60.0%), and poor performance (57.1%). Statistical tests showed that there was a significant influence between leadership style (p=0.001) and organizational commitment (p=0.002) on the performance of non-medical employees. Based on these findings, it is recommended that Cut Nyak Dhien Langsa Hospital implement a more democratic leadership style to improve the performance of non-medical employees. Additionally, it is important to strengthen the implementation of the organization's commitments by providing ongoing training and development, as well as creating a work environment that supports employees' active participation in decision-making. The implementation of policies based on collaboration and good communication between management and employees is expected to be able to create a more productive and harmonious work atmosphere, which is important to achieve organizational goals effectively.