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Motivating human resources is essential for enhancing organizational performance and achieving company objectives. This study explores the influence of work motivation and organizational commitment on organizational citizenship behavior among employees at RRI Bandar Lampung. Data were collected through a Likert-scale questionnaire from 84 respondents and analyzed using multiple linear regression. The findings support the first hypothesis, indicating that work motivation positively and significantly affects organizational citizenship behavior. However, the second hypothesis reveals that organizational commitment has a negative and statistically insignificant impact on organizational citizenship behavior. The study recommends that organizations actively engage employees in decision-making processes and ensure equal opportunities for all. Additionally, providing employee training programs to support career development is advised. A limitation of this research is its relatively small sample and population size. Future studies should consider incorporating additional variables that could affect motivation, commitment, and citizenship behavior.

Under the Double High Plan, the management of vocational colleges in Xuzhou should focus on a few essential strategies to improve performance and use resources effectively. First, college leaders need to align their programs with local industry needs. By partnering with businesses and industry groups, colleges can adjust their curricula to keep them relevant, helping students find jobs and be satisfied with their education. Next, effective resource use is crucial. Managers should wisely allocate financial, human, and technological resources to create better learning environments. This may include training teachers to use new technologies and teaching methods, which can improve teaching quality and lead to better student outcomes. In addition, colleges should consistently apply strategies to improve performance. This includes ongoing professional development for teachers to help them deliver engaging and practical instruction. School managers should also regularly review and adapt these strategies based on student feedback and performance data to ensure they are effective. In summary, vocational colleges under the Double High Plan must use resources effectively and apply performance improvement strategies based on the research results of 375 Xuzhou vocational school employees. By being proactive and flexible, college managers can enhance educational quality and support student success in Xuzhou

This research examines the impact of leadership style and communication on staff performance within an energy sector organization in Madura. The primary problem addressed is the need to understand how different leadership attributes and communication effectiveness impact employee productivity and satisfaction. In today’s competitive business environment, effective leadership and communication are essential for achieving organizational goals and fostering a motivated workforce. The objective of the study is to identify key indicators of leadership and communication that contribute to enhanced employee performance, thereby providing actionable insights for organizational improvement. A quantitative survey method was employed, utilizing a structured questionnaire with Likert scale items to gather data from 50 employees. This approach allowed for the collection of measurable data regarding employee perceptions of their leaders' styles and communication effectiveness. The analysis revealed that communication skills and the ability to control subordinates were rated highest by respondents, indicating satisfaction in these areas. However, lower ratings for motivational ability and emotional control suggest areas for improvement, highlighting the need for leaders to develop these critical skills further. The findings support the hypothesis that effective leadership and communication are critical for fostering a productive work environment, with significant implications for organizational success. The study concludes that organizations should prioritize leadership development and communication training to enhance employee engagement and performance. Limitations include the focus on a single industry, suggesting the need for further research across diverse sectors to validate these findings and explore their long-term impact on organizational outcomes. Future studies could also investigate the interplay between leadership styles and employee performance over time, providing deeper insights into effective management practices.

The purpose of this study is to determine how organizational culture, leadership, and compensation impact employee performance at Forever Hope Digital Printing Surabaya, with job satisfaction as an intermediary. This research was conducted quantitatively with a simple random sampling method, and questionnaires were distributed to 64 respondents. Data analysis was conducted using descriptive analysis and path analysis techniques, which were processed using IBM SPSS Version 20. The results showed that organizational culture, leadership, and individual compensation had a positive impact on employee performance at Forever Hope Digital Printing Surabaya, although not significantly. However, leadership and compensation have a positive and significant impact on employee job satisfaction in the company. In addition, job satisfaction has a positive and significant impact on employee performance. Thus, job satisfaction serves as a mediator that explains the relationship between organizational culture, leadership, and compensation with employee performance at Forever Hope Digital Printing Surabaya.

This study investigates the impact of knowledge management and creativity on employee performance within the creative industry sector in Bandar Lampung. Employing a quantitative methodology, data were gathered through the distribution of structured questionnaires. The research sample comprised 140 employees representing various subsectors of the creative industry, including application development, architecture, interior design, visual communication design, product design, fashion, film, photography, handicrafts, culinary arts, music, publishing, advertising, performing arts, fine arts, television, and radio. To examine the relationships between the independent variables and the dependent variable, multiple linear regression analysis was utilized. The findings indicate that both knowledge management and creativity exert a positive and statistically significant effect on employee performance. This implies that enhanced knowledge management practices and elevated levels of employee creativity contribute to improved work outcomes. Consequently, organizations are encouraged to enhance their knowledge management frameworks and cultivate a creative work environment to boost employee productivity and support the achievement of organizational objectives.

The advancement of technology within organizations supports companies in innovating their work systems more efficiently and effectively. Technological sophistication has transformed the organizational work environment by enabling hybrid models that combine remote and in-office work. This research aims to examine the influence of hybrid work arrangements and dual role conflict on employee performance in Indonesia’s pharmaceutical sector. Data were gathered through a questionnaire distributed via Google Forms to 185 employees working in the pharmaceutical industry across Indonesia. The data analysis was conducted using SPSS version 27. The research instruments were tested for validity and reliability; validity was assessed through Confirmatory Factor Analysis (CFA MSA), including Kaiser-Meyer-Olkin (KMO), Anti-Image, and Factor Loadings. Normality was examined using the one-sample Kolmogorov-Smirnov test. Hypothesis testing employed multiple linear regression and t-tests. The findings indicate that both hybrid work systems and dual role conflict have a positive and significant impact on employee performance.

This study aims to analyse the effect of authentic leadership on employee performance with employee engagement as a mediating variable at the Regional Drinking Water Company (PERUMDA) Tirta Kanjuruhan, Malang Regency. Authentic leadership is a leadership style that emphasises transparency, ethics, and honest relationships between leaders and employees, which is believed to increase employee engagement and performance. This study used a quantitative approach with a survey method. Data were collected through questionnaires distributed to employees of PERUMDA Tirta Kanjuruhan and analysed using Partial Least SquaresStructural Equation Modeling (PLS-SEM) technique. The results showed that authentic leadership has a positive and significant effect on employee engagement and employee performance. In addition, employee engagement was shown to act as a mediating variable that strengthens the relationship between authentic leadership and employee performance. The findings confirm the importance of authentic leadership in creating a work environment that supports employee engagement, which ultimately improves individual and organisational performance. This study provides implications for company management in developing more effective leadership strategies to improve employee productivity and well-being.

This study to describe the mechanism for implementing dividend policies at the Koperasi Karyawan Tjiwi Kimia based on Law No. 25 of 1992. The focus of the research is the fair and transparent distribution of the Sisa Hasil Usaha (SHU) based on member participation. This study uses a descriptive qualitative method to depict the dividend policy implementation mechanism at the Koperasi Karyawan Tjiwi Kimia. The research subjects are it’s management, and data is obtained through interviews and documentation. Data validity is ensured through triangulation and member checks. The results show that the Koperasi Karyawan Tjiwi Kimia applies principles of open membership, democratic management, member economic participation, community concern, profit orientation, and socio-economic welfare. The Koperasi Karyawan Tjiwi Kimia’s functions include economic empowerment of members, provision of goods and services, skill development, and security control. The research finds that SHU is divided into several parts: 60% for members, with the remainder allocated for reserves, management/employees, social purposes, and education. Factors influencing dividend policies include financial performance, decisions from the Annual General Meeting or Rapat Anggota Tahunan (RAT), and capital reserve.

The employee attendance system is a crucial component of human resource management, particularly for performance evaluation, salary calculation, and discipline monitoring. PDAM Tirtanadi North Sumatra still employs a manual attendance system, which is considered inefficient, prone to errors, and slows down administrative processes. This study aims to develop a web-based attendance application to improve the accuracy and efficiency of employee attendance data management. The research method uses software engineering with the System Development Life Cycle (SDLC) model based on the waterfall approach. Data collection was conducted through observation, interviews with relevant stakeholders, and literature review. The application is designed with several key features, including user authentication, digital attendance recording, employee data management, attendance recap, and report generation in PDF formats. Testing results show that the application operates according to system requirements and positively impacts the efficiency of the attendance process. The implementation of this application is expected to accelerate administrative procedures, enhance accountability, and provide a more accurate data foundation for analysis and managerial decision-making.

The Occupational Safety and Health Management System (SMK3) has an important role in creating a safe and productive work environment, especially in the manufacturing industry which has high risk potential. This research uses a literature study approach to evaluate the concept, implementation, and impact of SMK3 on operational performance. The results show that consistent implementation of SMK3 can reduce the number of work accidents, improve the efficiency of the production process, and encourage the creation of a positive safety culture. However, several obstacles are still faced, such as low awareness and compliance with safety procedures and weak supervision. Therefore, the active involvement of all parties, from management to employees, as well as regulatory support from the government is needed to ensure the effectiveness of SMK3 in the long term and improve industrial competitiveness.

This study aims to analyze the influence of kaizen principles, efficiency, and work discipline on employee performance. The research method used is a quantitative approach with regression analysis techniques to measure the relationship between these variables. The results of the study indicate that the principles of kaizen, efficiency, and work discipline have a positive and significant influence on employee performance, both partially and simultaneously. The application of these three variables consistently can increase productivity, efficiency, and work quality, while creating an innovative and adaptive work culture. Thus, the implementation of the principles of kaizen, efficiency, and work discipline can be an effective strategy in improving employee performance and supporting the company's competitiveness in the era of globalization.

This study aims to: (1) describe employee performance, transformational leadership style, and team collaboration: (2) analyze the influance of transformational leadership style and team collaboration on employee performance both partially and simultaneously. The population of this study comprised 35 employees from the Regional Disaster Management Agency (BPBD) Office of Sikka Regency. Due to the limited population, acensus or saturated sampling method was employed. Data were collected through questionnaires and analyzed using descriptive and inferential statistical methods, specifically multiple linear regression. Hypothesis testing was conducted using F-test and t-test. Descriptive analysis results indicate that the employee performance variable was categorized as good, the transformational leadership style variable as good, and the team collaboration variable as good. The statistical test results show that partially, the transformational leadership style variable had a positive and significant influance on employee performance. Additionally, the team collaboration variable had a positive and significant influence on employee performance. The F-test results indicate that simultaneously, both transformational leadership style and team collaboration variables significantly influence empployee performance. The determination analysis results indicate that both independent variables in this study explain 37,60% of the variability in the fluctuation of employee performance at the Regional Disaster Management Agency (BPBD) Office of Sikka Regency.

In a more competitive business environment, employee performance is a crucial factor that influences an organization's success. Elevated employee performance not only facilitates the attainment of business objectives but also fosters a positive and productive work environment. This study seeks to examine the correlation among employee motivation, work discipline, and performance, along with external influences that may affect the interplay among these three components. By comprehending this link, it is anticipated that firms can devise more effective strategies for managing human resources, hence enhancing total employee performance. This study used a quantitative methodology with a sample of all employees from energy companies in Madura, comprising a total of 50 individuals. Data were gathered via questionnaires with a Likert scale ranging from 1 to 5. Data study employed multiple linear regression, revealing that job motivation and work discipline significantly influenced employee performance. The analysis results indicated that the regression model accounted for 44.1% of the variance in employee performance, with work motivation and work discipline identified as significant independent factors. This study's conclusions offer theoretical and practical insights for firms to enhance employee performance. Organizations must cultivate a work environment that fosters internal drive and work discipline, while also considering external elements such as effective supervision and leadership structures. Consequently, firms can formulate more efficient human resource management strategies to enhance employee performance across diverse sectors.

This research aims to determine the direct and indirect influence of leadership style and work environment on employee performance through work motivation as an intervening variable. This type of research uses quantitative because it leads to measurement methods and samples to test variables and hypotheses. The data sources in this research use primary and secondary data. The sample in the research was 31 CV employees. Timbul Jaya Motor Kediri uses a saturated sampling technique which uses all members of the population as samples. The analysis technique used is the measurement model test or outer model including the discriminant validity test, average and the structural model test or inner model which includes the R-square, Q-square test and hypothesis test.. The results of the research show that Leadership Style (X1), and Work Environment (X2), Work Motivation (Z) have a significant and positive effect directly on Employee Performance (Y) and Leadership Style (X1), and Work Environment (X2) indirectly has a significant and positive effect on Employee Performance (Y) through Work Motivation (Z) as an intervening variable. This research also shows that the coefficient of determination (R2) of employee performance variables has an influence of 88.9% in influencing leadership style and work environment variables while the remaining 11.1% is influenced by other variables not discussed in this research so that further research uses other variables outside this research. In this study, it is implemented that a company's performance factors are influenced and can be improved through leadership style and work environment variables through work motivation.    

This study aims to determine the Influence of Work Discipline and Motivation on Employee Performance at PT Supra Primatama Nusantara (Biznet) Branch Duri Pulo Central Jakarta. The type of research used in this study is quantitative research. The population used in this study were employees of PT Supra Primatama Nusantara (Biznet) Branch Duri Pulo Central Jakarta. The sample used by the author in this study was employees of PT Supra Primatama Nusantara (Biznet) Branch Duri Pulo Central Jakarta totaling 54 employees. The data collection method used in this study is primary data. The primary data taken is data from the answers of 54 respondents. The results of this study indicate that partially there is a significant influence between discipline on employee performance at PT Supra Primatama Nusantara (Biznet) Branch Duri Pulo Central Jakarta, as evidenced by the calculated t value> t table or (3.109> 2.007) This is also reinforced by the Sig. value <0.05 or (0.003 <0.05). Partially there is a significant influence between motivation on employee performance at PT Supra Primatama Nusantara (Biznet) Branch Duri Pulo Central Jakarta., which is evidenced by the calculated t value> t table or (2.080> 2.007) This is also reinforced by the Sig. value <0.05 or (0.043 <0.05). Simultaneously there is a significant simultaneous influence between discipline and motivation on employee performance at PT Supra Primatama Nusantara (Biznet) Branch Duri Pulo Central Jakarta, which is evidenced by the calculated F value> F table or (20.508> 3.179), this is also reinforced by the Sig. value <0.05 or (0.000 <0.05). The coefficient value of R is 0.668, which means that the relationship between the Discipline and Motivation variables on the Employee Performance variable is strong. The value of the determination coefficient or contribution of its influence simultaneously is 44.6% while the remaining 55.4% is influenced by other factors.    

This study aims to analyze the implementation of management control systems in improving company performance at PT. Melu Bangun Wiweka (MBW), a private construction company facing tight competition in the construction services industry. The study uses a qualitative approach with a descriptive method, where data is obtained through interviews with the company. The results of the study indicate that PT. MBW has implemented a fairly good management control system through the stages of strategic planning, budgeting, activity implementation, and performance evaluation. This system has been proven to play an important role in directing organizational activities and improving employee performance through the provision of rewards and sanctions based on standard operating procedures. This study concludes that a structured and communicative management control system can improve the effectiveness and efficiency of the company in achieving its goals. It is recommended that the company continue to improve employee understanding of the company's vision and strengthen the evaluation system to face competitive challenges in the future

This study aims to analyze human resource development (HRD) in improving employee performance at PT. Weelim Indo Perkasa. Effective HRD development is considered an important factor in improving employee productivity and work quality, which in turn has an impact on the success of the company. The research method used is a quantitative approach with descriptive analysis to describe the relationship between HRD development programs and employee performance. The results of the study indicate that structured training, ongoing performance evaluation, and employee empowerment can improve employee competence and motivation, which have a positive impact on their performance. In addition, the implementation of a fair reward system and improvement of work infrastructure have also been shown to contribute significantly to improving performance. This study suggests that companies continue to develop more integrated HRD development policies and programs, and pay attention to employee retention aspects to achieve more optimal long-term goals. Thus, ongoing HRD development is the key to improving employee performance and company progress.

Employee performance is a measure of organizational progress and development, and is the key to the success of human resource management practices. This study aims to empirically test and prove the mediating role of work engagement on the relationship between meaningfulness of work and ethical climate on employee performance. This study involved the use of Partial Least Square to analyse data collected from 51 employee of Dinas Sosial Kabupaten Gresik. The sampling technique used in this research was saturation sampling method. The results of this study indicate that meaningfulness of work and ethical climate have a significant positive effect on work engagement, meaningfulness of work does not have a significant effect on employee performance, ethical climate and work engagement have a significant positive effect on employee performance. The analysis reveals that work engagement fully mediates the relationship between meaningfulness of work and employee performance, and partially mediates the relationship between ethical climate and employee performance. A good understanding of the meaningfulness of work and a positive ethical climate in the organization encourages work engagement among employees. However, the mismatch between skills and employee job descriptions, lack of employee comfort in working and lack of employee experience in the work they do means that employees cannot provide optimal performance. Ethical climate can also encourage employees to act in the best way at work, meanwhile, work engagement can encourage employee spirit.

This study seeks to analyze the influence of work discipline and motivation on the performance of employees at the Solok City Social Service Office. A total of 40 respondents were involved, with data collected using a quantitative approach through questionnaires. The findings indicate that work discipline significantly impacts employee performance, evidenced by a t-value of 3.076 and a significance level of 0.002. Similarly, motivation also significantly influences performance, with a t-value of 2.336 and a significance level of 0.025. When tested together, both variables jointly affect employee performance, as shown by an F-value of 7.271 and a significance level of 0.002. The coefficient of determination (R²) reveals that 28.2% of the variation in employee performance can be attributed to work discipline and motivation, while the remaining 71.8% is influenced by other factors. Based on these results, the study suggests efforts to enhance employee discipline and motivation as a means of improving overall performance within the agency.

This study aims to analyze the effect of the implementation of the Core Tax Administration System (CTAS) in Indonesia on tax revenue performance, specifically on the efficiency of employee performance at the Directorate General of Taxes through qualitative approach methods. The sample collection technique used purposive sampling where respondents were determined with the criteria of being employees at the Directorate General of Taxes with the position of Tax Executor and Counselor. Coretax, as a digital technology-based tax system, is expected to increase the transparency of tax information and strengthen the supervision mechanism in tax management. This study aims to show that the implementation of Coretax contributes significantly to increasing the effectiveness of employee performance at the Directorate General of Taxes and strengthening the ability of tax authorities to search for transaction data, reduce opportunities for fraud, and accelerate the audit process of tax cases. The results of the study show that Coretax is able to improve service performance faster, more efficiently and transparently and. However, the challenges in implementation practice from early January 2025 to the end of April 2025 still have system error problems that do not always run smoothly and a series of other technical problems, both from the user interface of taxpayers and tax officers themselves.