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Human resources are the main asset for a company.  Resources that have intellect, feelings, desires, abilities, and skills.  All potential human resources greatly affect efforts to achieve the goals of an organization. So that between the organization and the individual in it is an unusual talent to be separated. Because the role of human resources is very important for an organization. Discussing cultural issues itself is essential for an organization or company, because it will always be related to the life in the organization. Organizational culture is a philosophy, ideology, values, assumptions, beliefs, hopes, attitudes and norms that are shared and binding in a certain community. Why is organizational culture important, because it is the habits that occur in the organizational hierarchy that represent the norms of behavior that are followed by the members of the organization. A productive culture is one that can make an organization strong and the company's goals can be accommodated.This study aims to find out the Improvement of Employee Performance through Organizational Culture and Employee Work Discipline at PT PLN Indonesia Power UBP Suralaya, Cilegon City.The method used in this study is the method of causal associative and by using a quantitative approach. The data collection technique used is by distributing questionnaires, with a population of 93 employees. The sampling technique uses a saturated sampling technique where all members of the population are sampled.The results of this study show that based on the results of the T test of Organizational Culture that obtained a value of tcount greater than ttable (3.148 > 1.986) with a significance value of less than 0.05 Partially, there is an influence of organizational culture on employee performance. So H0 was rejected and Ha was accepted. Work discipline value tcount greater than ttable (3,480 > 1,986) with a significance value of less than 0.05. So there is a partial Influence of Work Discipline on Employee Performance. So H0 rejected and Ha Accepted. Grade Fcount of 9.775 this result was then compared to Ftable. With a significant level (α) of 0.000, and df: n-k-1 = 93-2-1 = 90, the value f can be obtainedtable by 3.10. Because of the F gradecount 9.775 greater than ftable 3.10, then Ha is accepted.The conclusion in this study is that Organizational Culture and Work Discipline partially and simultaneously have a significant influence on Employee Performance at PT PLN Indonesia Power UBP Suralaya, Cilegon City.

One way to produce good representative performance is to have satisfactory scientific knowledge. Ability has an impact on employee performance. Skills and knowledge are not the only components of ability. Capacity as information can be framed through training and experience, while ability is formed from training. One of the abilities that can be monitored by workers themselves is the ability to appreciate individuals deeply. The ability to appreciate people more deeply can help someone utilize their mental capacity (information) according to their greatest potential. Emotional intelligence needs to be cultivated in order to maximize its potential in boosting employee performance. This research aims to determine the potential impact of emotional intelligence in human resources on the quality and quantity of a company's output.  

Organizational Citizenship Behavior (OCB) refers to voluntary actions that are not directly rewarded by the formal reward system but that contribute to organizational effectiveness. Organizational citizenship behavior (OCB) is a reflection of the added value of employees and contributes to job performance, job satisfaction, and organizational commitment. PT Erindo Mandiri is a company engaged in the production of bottled mineral water. This study aims to evaluate the effect of job satisfaction and organizational commitment on organizational citizenship behavior (OCB) at PT Erindo Mandiri, as well as to ascertain how HR management can improve company effectiveness through OCB. In this case, the researcher employs an associative method with the objective of discerning the impact of job satisfaction (X1) and organizational commitment (X2) on the organizational citizenship behavior variable (Y) at PT Erindo Madiri. The results of the research conducted at PT Erindo Mandiri indicate that job satisfaction and organizational commitment exert a positive influence on organizational citizenship behavior (OCB). The conjunction of these two variables engenders augmented individual and collective efficacy, as well as organizational systems that culminate in superior HR performance, characterized by minimal absenteeism and negligible deviations.

Human Resource Management (HRM) is a crucial aspect of organizational management that focuses on managing individuals as valuable assets to the company. One significant area of HRM is job satisfaction, which is a complex emotional reaction to one's job. High job satisfaction can enhance employee performance, as satisfied employees tend to be more enthusiastic and productive. Employee performance, which includes abilities, skills, and work outcomes, can be influenced by intellectual intelligence, organizational culture, and organizational communication. Intellectual intelligence (IQ) plays a role in employees' effectiveness at work and contributes to organizational success. Effective organizational communication strengthens an inclusive culture and supports collaboration, while organizational culture serves as an identity and impacts employee performance. This study aims to analyze the effects of intellectual intelligence, organizational culture, and organizational communication on employee performance through job satisfaction as an intervening variable at the Surakarta City Population and Civil Registration Office. The research is expected to provide insights into how these factors influence employee performance and offer recommendations for enhancing satisfaction and performance within the government organization.

The development of a business institution or company is inseparable from the role of labor (employees). Employees as a unit of human resources (HR) are so important in companies or agencies and as assets that determine the success of an organization when meeting increasingly fierce competitors. Basically, a company is a form of cooperation between two or more individuals, both organizations and groups, which aims to achieve certain goals. In order for the company to be able to continue operating, the company needs to be able to carry out optimization of the resources it has in order to achieve these goals. Therefore, companies must pay attention to and elevate employee performance in order to achieve their goals.

The Covid-19 pandemic has resulted in an economic downturn, causing changes in work patterns. This has an impact on employee resilience, to improve resilience a high-performance work system is needed. In practice, PDAM Way Rilau Bandar Lampung City implements this system, but there is gender inequality in its implementation. The purpose of this study is to see if there is an effect of a high-performance work system on employee resilience and whether gender differences moderate this effect. The method in this study uses simple linear regression analysis and MRA which is processed by SPSS software version 23. The results of this study support the proposed hypothesis that a high-performance work system has a positive and significant effect on employee resilience and gender differences strengthen the effect of a high-performance work system on employee resilience. Suggestions for PDAM Way Rilau Bandar Lampung City to further consider providing financial rewards based on individual performance. Suggestions for PDAM Way Rilau employees of Bandar Lampung City to share some things with friends, it is hoped that the burden of problems borne by oneself will become lighter, so that it can increase resilience.

Compensation is a method adopted by companies as part of their strategy to encourage increased employee performance and motivation. Incentive systems are used in awards to reward individual work results. It is not only rewards that the company must give to its employees, it is also important to provide motivational encouragement to the company so that each team member in it can achieve optimal performance. The method applied in this research is quantitative research. Data is collected through research instruments and analyzed numerically or statistically. In this quantitative research, there are two types of variables that have been identified, namely independent variables such as compensation (X1) and motivation (X2), as well as dependent variables which include employee performance (Y).  The test results show that (1) Variable X1, namely termination, has a positive and significant effect on employee performance at PT. Prima Sola Indonesia. This can be seen from the significant value which is smaller than 0.05. (2) Variable X2, namely Motivation, has a positive and significant effect on Employee Performance at PT. Prima Sola Indonesia. This can be seen from the significant value which is smaller than 0.05. (3) Variables X1 (Compensation) and X2 (Motivation) have a positive and significant impact simultaneously on Employee Performance.

Human resource stewardship is a series of activities and strategies that aim to maintain and improve the well-being, motivation, engagement, and productivity of employees in an organization. Employee performance is an important indicator of their contribution to organizational success because good performance can create a positive work environment and strengthen individual motivation to perform even better. Work environment and work motivation are two factors that can affect employee performance. PT Transportasi Jakarta is a company that operates public transportation services in Jakarta. PT Transportasi Jakarta employees pursue their careers in a unique work environment, driven by a family-based organizational culture and discipline, so that they can achieve operational targets and provide the best service to the community. The purpose of this study was to determine the effect of work environment and work motivation on employee performance simultaneously or together. The method used in this study uses statistical quantitative methods and uses sample calculations with the Yamane formula which results in 98 respondents. The data collection technique in this study used a questionnaire. The results of this study indicate that the work environment and work motivation have a positive and significant influence on employee performance as seen in the simultaneous f test, namely the fcount value of 91.492 > ftabel 3.09.

This study aims to analyze the effect of Key Performance Indicator (KPI)-based performance appraisal system, leadership style, and work motivation on employee productivity. The research method used is a quantitative approach with multiple linear regression analysis techniques. The results of the study indicate that simultaneously, the implementation of KPI, leadership style, and work motivation have a significant effect on employee productivity. Partially, the implementation of KPI and leadership style have a positive and significant effect on employee productivity, indicating that an effective KPI system and good leadership can improve individual performance. However, the results of the study also show that work motivation does not have a significant effect on employee productivity, indicating that there are other factors that may play a greater role in improving productivity. The implication of this study is that organizations need to focus more on optimizing the KPI system and developing a leadership style that can support the achievement of employee productivity.

Employees experiencing work-related Stress tend to exhibit lower job performance due to difficulties in focusing and insufficient energy to complete tasks. This study aims to understand the influence of work-related Stress and workload on job performance at PT. Cicurug Anugrah Raharja. The research employs a quantitative approach with a survey method. The population consists of all employees at PT. Cicurug Anugrah Raharja, with a sample size of 20 individuals selected randomly using purposive sampling technique. Data analysis was conducted using linear regression. The results indicate a significant positive correlation between work-related Stress and workload (r = 0.446, p = 0.049). However, there was insufficient evidence to support a significant influence of work-related Stress or workload on job performance in this sample. In conclusion, while there is a relationship between work-related Stress and workload with job performance, other factors may also play a role in influencing employee performance at PT. Cicurug Anugrah Raharja.

The implementation of bureaucratic reform at the Secretariat General of the Ministry of Cooperatives and SMEs of the Republic of Indonesia is still seen as an additional task and has not become an integrated part of the strategy to increase efficiency and effectiveness in realizing agency performance, then the organizational and governance restructuring carried out still requires adjustments to tasks and functions in achieving output as expected, then another problem is the still limited professionalism of the apparatus, especially in terms of competence and commitment in implementing bureaucratic reforms. This study aims to identify and analyze the strategy for implementing bureaucratic reform in government institutions, the Office of the Ministry of Cooperatives and SMEs of the Republic of Indonesia, especially the Secretariat General based on Geoff Mulgan's theory, of purpose, environment, direction, action, learning. The method used is descriptive with a qualitative approach. Data collection techniques through interviews, observation, and documentation. The results of the study show that the objective indicators are optimal, namely the leaders of the bureaucratic reform team and employees are trying to increase the value of bureaucratic reform indicators with various activity programs. Environmental indicators are not optimal, due to the lack of human resources in abilities, knowledge, attitudes. The direction indicator is optimal, because employees get guidance and direction from the leader in terms of coordination, communication and motivation. The action indicators have not been optimal, because they are still faced by unresolved obstacles such as the transfer of positions between units and policy changes. In learning indicators that are not optimal, in the performance targets of each individual and organizational performance, the results are still lacking and there are still supervisors who do not reflect the feasibility and appropriateness so that they must be retested in order to realize good practice.

Human resources as a resource in a company have a strategic role compared to other resources. Humans play a very important role in the development of a company. If a company has higher quality human resources than its competitors, then its performance will definitely increase. Human resource and competency planning in a company plays an important role in improving human resources, especially in terms of employee performance, employee performance to help achieve company goals. In this case, employee performance is a result that can be achieved by an individual or group of people in a company organization according to quantitative or qualitative aspects, considering employee compensation. Apart from that, a mismatch between an employee's competency (the employee's educational background and skills) and their job can also make the employee uncomfortable with what they are doing. This of course greatly affects the level of work productivity in the company. Competencies can clarify work standards and expectations that the company wants to achieve and can make it easier for companies to align work behavior with organizational values. Apart from that, HR planning as an activity is a process of how to meet current and future workforce needs for an organization. In meeting current workforce needs, the HR planning process means efforts to fill/cover workforce shortages both in quantity and quality. HR planning emphasizes forecasting efforts regarding workforce availability based on needs in accordance with future business plans.

The research carried out has the aim of examining the role of job analysis in an organization and its influence on employee performance. Job analysis is a procedure used to determine the demands and duties of a position as well as the characteristics of individuals who are suitable to fill the available positions, so that this job analysis can increase employee effectiveness and performance. The method used in this research is a literature study by reviewing 30 journals related to job analysis and employee performance. The results of this research also show that there is a positive influence between job analysis and increasing employee performance. Other influencing factors in ensuring individuals are matched to appropriate positions such as job descriptions and job specifications play a very important role. Apart from that, this research also found that job analysis also influences increasing employee job satisfaction, which will also increase employee performance. The suggestions in this research are the need for regular updates to job analysis, job integration into human resource management, and also evaluations that impact job analysis on employee performance.

This research aims to determine and analyze the factors that influence the performance of regional financial managers. This type of research is associative quantitative. The sampling technique used in this research was a saturated population and sample with a total of 30 respondents. The data used in this research is primary data obtained from questionnaires distributed directly to respondents who include employees at the Kupang City Regional Financial and Asset Agency office. Data analysis in this research used Multiple Linear Regression with the help of SPSS IBM 21 to process questionnaire data. The results of this research show that individual factors, leadership factors and system factors influence the performance of regional financial managers, while team factors and contextual factors do not partially influence the performance of regional financial managers. The analysis results obtained are, the calculated F value is 11,118 > Ftable 2,620. It is hoped that future researchers can develop research on the performance of regional financial managers using other variables. So as to add references in enriching knowledge and identifying other factors that are truly determinant elements of employee performance at work.

This research found that there is a positive relationship between career development and employee performance. Career development, both individual and organizational, has a positive impact on employee motivation, loyalty and productivity.  This journal also highlights the importance of career planning for both individuals and organizations, and discusses the stages of career development and the factors that influence them. This journal concludes that career development is an important aspect in human resource management.  By paying attention to the factors discussed, individuals and organizations can work together to achieve better career development goals.

To produce employees who have good quality and have a professional attitude, it is necessary to carry out good management, in order to increase the company's economic resources. Previously reported by RSUP Dr. Sitanala has a leader with a leadership style where all provisions are based on the leadership's provisions, optimizing public stigma regarding leprosy-oriented services that have not reached the expected target, a lack of visits which has an impact on the remuneration system being less than optimal, performance indicator values ​​that have not reached the target, lack of Community satisfaction is still relatively high in the community satisfaction index survey. The aim of this research is to analyze the influence of leadership style and remuneration systems on improving employee performance at RSUP Dr. Sitanala Tangerang with work culture as an intervening variable. Research method the research design used was a survey with an explanatory causality approach. The population used is all employees who have the status of Civil Servants (PNS) at RSUP Dr. Sitanala, numbering 340 people. The sample in this study amounted to 183 people, the sampling technique used was accidental sampling. There is a direct and significant influence between leadership style and remuneration on work culture, there is an indirect influence of leadership style on employee performance, there is a direct influence of remuneration on employee performance, work culture directly has a significant influence on improving performance and the remuneration system has a direct influence towards improving performance without going through work culture. For hospitals, hospital leaders should always monitor each work unit both from an objective and subjective performance perspective as well as from the individual employee perspective so that they can find out directly what the obstacles, complaints and needs of individual employees are in carrying out teamwork in each work unit at once. can control the continuity of performance of each individual employee as a work culture within the team in the unit so that it is hoped that organizational goals will be achieved optimally. For other researchers: It is hoped that further research can further analyze other aspects and influences that can achieve organizational goals with a wider range of respondents. There are still many other aspects and influences that could possibly be used as research targets for development at the hospital in question.

This research investigates the impact of work motivation and leadership, mediated by job satisfaction, on employee performance in savings and loan cooperatives during the Covid-19 pandemic in Pemalang. The population consists of employees from Koperasi Simpan Pinjam Muti Artha Utama, Graha Mandiri, and Merdeka Makmur the Main Branch Office in Pemalang, totaling 250 individuals. Data collection is conducted through a questionnaire, and the validity and reliability of the instruments are assessed through appropriate tests. The analytical approach involves multiple regression analysis. The findings from the multiple regression analysis indicate that work motivation positively and significantly affects employee performance, while leadership also demonstrates a positive and significant impact on employee performance. Furthermore, work motivation is found to exert a positive and significant influence on job satisfaction, and leadership similarly shows a positive and significant impact on job satisfaction. Job satisfaction is then identified as having a positive and significant effect on employee performance. The results suggest that job satisfaction serves as a mediator, enhancing or fortifying the influence of work motivation variables on employee performance. Similarly, job satisfaction acts as a mediator, amplifying the impact of leadership variables on employee performance within savings and loan cooperatives in Pemalang.

Career development is the process of improving the performance capabilities of each individual taken by the organization to ensure that each individual in the organization has the right qualifications and experience available when needed. By referring to the work standards that have been set, performance is also interpreted as the result of employee work both in terms of quality and quantity. Career development is one of the variables that affect individual performance, such as motivating employees to do better work. This study aims to do determine the effect of career development on employee performance. This study used the literature research method and field research by distributing questionnaires. The results of this study show that career development has a significant influence on employees, companies are required to pay attentions to career development programs to increase the responsibility of each individual’s duties.

An ergonomic work environment is designed to enhance the comfort, efficiency, and well-being of employees by optimizing the interactions between individuals and their workspaces. This approach encompasses the arrangement of furniture, the selection of equipment, and the configuration of the physical workspace to prevent musculoskeletal disorders, reduce fatigue, and improve productivity. Key elements include adjustable chairs and desks, proper lighting, adequate ventilation, and the strategic placement of computer monitors and keyboards. By incorporating ergonomic principles, organizations can mitigate the risk of repetitive strain injuries and other work-related ailments, fostering a healthier and more engaged workforce. The implementation of ergonomic solutions not only contributes to physical health but also supports mental well-being by reducing stress and enhancing overall job satisfaction. As a result, businesses benefit from increased employee performance, lower absenteeism, and a more positive organizational culture.  

The objective of this study is to explore the effects of Leadership Style and Organizational Culture on Employee Performance, either individually or in combination, within the State Polytechnic of Jakarta. A quantitative approach was adopted for this research, utilizing questionnaires to gather and analyze data. The participants comprised employees from the State Polytechnic of Jakarta, totaling 89 respondents. Analytical methods employed in this investigation included tests for validity, reliability, and normality, as well as tests for multicollinearity, autocorrelation, and heteroskedasticity. Additionally, analyses such as the correlation coefficient, simple linear regression, multiple linear regression, the coefficient of determination, and hypothesis testing were conducted, all facilitated through the use of SPSS 29, a statistical software designed for the social sciences, on a Windows platform. In testing individual hypotheses, results showed the calculated t for Leadership Style (5.239) significantly exceeded the critical t-value of 1.987, impacting Employee Performance significantly. However, the Organizational Culture's effect was not significant, as its t (0.706) was below 1.987. For combined hypotheses, the F-value of 47.444 far exceeded the critical value of 3.10, with significance below 0.001, leading to the rejection of H0 and acceptance of Ha, affirming that Leadership Style and Organizational Culture together significantly enhance Employee Performance at the State Polytechnic of Jakarta.