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This study aims to examine the influence of motivation and work environment on employee performance at the Plantation Office of Fakfak Regency. A quantitative structural approach was used with a sample of 50 employees selected purposively. Data were collected through interviews, questionnaires, and documentation, then analyzed using descriptive and inferential statistics via SmartPLS 3.8. The results showed that work motivation (80.55%), work environment (86.8%), and employee performance (79.91%) were all rated as good. Partial tests revealed that motivation significantly influenced performance (t = 2.341; p = 0.024), as did the work environment (t = 3.694; p = 0.001). Simultaneous testing using ANOVA produced an F value of 39.120 with a significance level of 0.000 (<0.05), indicating a significant combined effect. The coefficient of determination (R²) was 0.700, suggesting that 70% of the variance in employee performance is explained by motivation and work environment, while the remaining 30% is influenced by other factors not examined in this study. It is recommended that the Plantation Office of Fakfak Regency improve motivation and work conditions to further enhance employee performance.

The hotel industry is a service sector that relies heavily on the quality of human resources, so internal communication has a central role in maintaining smooth operations and improving staff performance. This study examines the implementation of Human Resource Development (HRD) communication through the General Manager Table Program at XHotel Mojokerto, which is designed as a medium for direct dialogue between management and employees. The program aims to accelerate the distribution of information, accommodate the aspirations of staff, and build more open and effective two-way communication. The research method uses a descriptive qualitative approach, with data collection techniques through in-depth interviews, observations, and documentation studies. The study participants included General Managers, HRD, and hotel staff who participated in the program for a six-month period in 2025. Data analysis was carried out with reference to Mintzberg's organizational communication theory, which emphasizes the managerial role in the functions of monitoring, information dissemination, facilitation, and negotiation. The results of the study show that the General Manager Table Program contributes positively to the effectiveness of internal communication. Through this program, HRD not only plays the role of conveying information, but also as a dialogue facilitator that encourages active employee involvement. The program has been proven to improve communication transparency, speed up conflict resolution, and strengthen a sense of belonging among staff. The impact can be seen in increasing motivation, discipline, and more consistent work performance, while strengthening the harmonious relationship between management and employees in the work environment. The implication of this research is the need for sustainability and the development of similar programs as innovative HRD communication strategies. The application of this model can be a reference in building a positive work culture that supports productivity, service quality, and competitiveness of the hospitality industry amid global dynamics.

Organizational culture plays a crucial role in shaping employee behavior and performance. A strong organizational culture fosters a conducive work environment, enhances employee engagement, and motivates them to achieve optimal performance. This study aims to analyze how organizational culture influences employee behavior and performance while identifying the key cultural elements that significantly impact productivity. This research employs a literature review method, examining recent scholarly works on organizational culture, employee behavior, and performance. The findings indicate that a positive organizational culture—characterized by open communication, alignment of values with company goals, and managerial support—directly enhances work motivation, job satisfaction, and employee productivity. Conversely, a weak organizational culture can lead to dissatisfaction, high turnover rates, and decreased productivity. The implications of this study highlight the importance of fostering a strong and adaptive work culture to sustain and improve employee performance. Additionally, this study offers strategic recommendations for managers and organizational leaders in developing a culture that promotes innovation, collaboration, and employee well-being.

The performance of an organization or company is influenced greatly and even depends on the quality and competitive ability of its human resources. Various factors can affect employee performance including incentives, motivation, work environment, and leadership style in the company. The purpose of this study was to test and analyze the effect of incentives, motivation, work environment, leadership style on the performance of tappers of Kalikempit Kebun PTPN I Regional 5. This research uses a quantitative approach with explanatory research type. The population in this study was 103 tappers of Kebun Kalikempit PT Perkebunan Nusantara I Regional 5. The sampling method uses saturated samples, where all employees totaling 103 tappers were sampled in this study. The data in this study were obtained using a questionnaire. Data analysis techniques use multiple linear regression analysis with SPSS 25. The results showed that: 1). Partially incentives have a significant influence on the performance of tappers, 2). Partially motivation has a significant influence on the performance of tappers, 3). Partially, the work environment has a significant influence on the performance of tappers, 4). Partially leadership style has a significant influence on the performance of tappers and 5) simultaneously incentive variables, motivation, work environment, and leadership style have a significant influence on the performance of tappers Kalikempit PTPN I Regional 5.

This research investigates the relationship between public service motivation (PSM) and employee performance (EP) within public sector organizations. Utilizing a mixed-methods approach, the study analyzes quantitative data from employee surveys and qualitative insights from interviews with public sector employees. The findings reveal a significant positive correlation between PSM and EP, indicating that employees who are motivated by a desire to serve the public tend to exhibit higher performance levels. Additionally, the research identifies key factors that enhance this relationship, including organizational support, leadership styles, and job design. The study highlights the importance of fostering a motivating work environment to improve employee performance in the public sector. Based on these findings, recommendations for future research and practical implications for public sector management are provided, emphasizing the need for targeted training programs and employee engagement strategies. This research contributes to the understanding of how intrinsic motivations can drive performance outcomes in public service settings.

Human resources are one of the factors that greatly influence the development of a company. The success or failure of achieving organizational goals all depends on the ability of Human Resources or employees in the organization. These human resources are required to continue to be able to develop their abilities proactively in the organization. This study aims to determine whether the work environment, work motivation, work competence affects employee performance with job satisfaction as an intervening variable at Pt. Sudira Makmur Indonesia. Research was conducted on 32 employees using saturated sampling techniques. The data collection techniques used were primary data in the form of questionnaires and secondary data obtained through documentation studies. The data analysis technique uses quantitative data processed with the SPSS version 20 program, namely at the analysis stage of the data quality test, classical assumption test, hypothesis testing, determination coefficient test (R2) and path analysis. The results obtained in this study indicate (1) There is a significant influence between work environment variables on employee performance, (2) There is no significant influence between work motivation variables on employee performance, (3) There is a significant influence between work competency variables on employee performance, (4) There is no significant influence between work environment variables on job satisfaction, (5) There is a significant influence between work motivation variables on job satisfaction, (6) There is no significant influence between work competency variables on job satisfaction, (7) There is a significant influence between employee performance variables on job satisfaction, (8) Work environment variables through employee performance have a significant effect on job satisfaction, (9) Work motivation through employee performance has no effect on job satisfaction, (10) Work competence through employee performance has a significant effect on job satisfaction.  

This study aims to understand the influence of ethical leadership on the performance of Civil Servants (PNS) in government organizations. Ethical leadership is considered important to create a conducive work environment, increase job satisfaction, productivity, and efficiency. The method used is a literature study, which examines various previous research sources to identify the influence of ethical leadership on PNS performance and factors that can strengthen or weaken the relationship. The results of the study indicate that ethical leadership has a positive effect on PNS performance through increased motivation, commitment, and job satisfaction. This finding also shows that the influence of ethical leadership can be strengthened by an organizational culture that supports ethical values and a fair reward system. The implications of this study indicate that strengthening ethical leadership needs to be accompanied by character development policies and training for leaders and employees in order to create an effective and accountable work environment. Overall, this study supports the application of ethical leadership as a strategy to improve performance in the public sector and improve the quality of public services.  

Organizational structure plays a crucial role in enhancing the operational effectiveness of an organization or company. In the context of a five-star hotel, a clear and appropriate organizational structure helps improve coordination between departments, clarifies employees' roles and responsibilities, and optimizes operational processes. This study aims to determine the extent of the influence of organizational structure on operational effectiveness in five-star hotels. The research method employed is quantitative, using simple linear regression analysis. The findings indicate that organizational structure has a significant impact on the operational effectiveness of hotel employees. Specifically, the organizational structure, along with the work environment and shared motivation, contributes to 73% of the impact on employee performance.

Human resources that are kinejaa person includes the mind and physical power that become an important element in an organization. In other words, the success of an organization depens largely on the performance of its employees, but in reality in schools employee performance is stil relatively low, this can be seen from the less effective working hours (not on time), and responsibility for tasks that are still lacking. Therefore, the principal and researchers are trying to find out what most affects the motivation and discipline of employees, so that employees performance problems that often occurin the organization or institution in the school can be solved, if it can not be resolved at least thereis an improvement in performance. This study aims to find out the influence of improving human resource performance through motivation and discipline in the work environment and to find out whether there are inhibitory factors and support the improvement of human resource performance through motivation and discipline in the work environment. Respondents in this study were selected using the proposiv sample method by distributing questionnaires to as many as 53 employees. It can be explained that the positive is claused by the work environment, discipline and work motivation. There is a significant positive influence of the work environment, discipline, and work motivation together on the performance of Human Resources.

This study investigated the effects of different leadership styles on employee productivity in JUHEL Pharmaceutical Firm, Anambra State, Nigeria. The primary objectives were to analyze the impact of transformational leadership, evaluate transactional leadership, and explore laissez-faire leadership's influence on productivity, as well as compare these styles' overall effectiveness. Using a quantitative approach, data were collected from 66 employees through structured surveys. Descriptive statistics, correlation analysis, and ANOVA were employed for data analysis. The findings revealed that transformational leadership had a significant positive effect on employee productivity, enhancing motivation and performance. Transactional leadership showed a moderate impact, fostering goal-oriented behaviors and structured work environments. Conversely, laissez-faire leadership was found to have a minimal effect on productivity, often leading to lower employee engagement due to insufficient guidance. Comparative analysis indicated that transformational leadership outperformed the other styles in promoting higher productivity metrics. This study highlights the importance of effective leadership strategies for enhancing productivity in pharmaceutical firms. It suggests that JUHEL Pharmaceutical Firm and similar organizations should prioritize transformational leadership development to achieve optimal performance. The research contributes valuable insights to the field of leadership studies and offers a basis for future investigations into leadership practices and productivity outcomes.

This study attempts to ascertain the partial and joint analysis of employee performance, job motivation, and patient satisfaction with respect to basic service standards at the Nice Dental Care Clinic. Questionnaires are distributed as part of the quantitative approaches used in this study to collect data. 50 patients and staff members of the Nice Dental Care Clinic made up the study's sample, This was calculated with a 5% error rate using the Slovin algorithm (e). The analysis of data methods that are used coefficient of determination , T and F test. The factors of career growth, work environment, and mutation account for 2.9% of the work morale variable, whereas additional variables not included in the study do so. The t test results show that employee performance, work motivation and patient satisfaction partially influence the minimum service requirements. Employee performance, motivation if work, and patient happiness regarding minimum service requirements all have a large influence at the same time.

The aim of the test is to insure the effect of leadership style partially or simultaneously, work environment, motivation, and employee development on employee performance at Kemendikbudristek. Questionnaires are sent as part of a combined procedure used in this study to collect data. The sample consisted of 95 employees of the Kemendikbudristek, utilizing the Slovin equation with a 5% error rate (e). Analysis of multiple linear regression is the analysis of data technique employed, in addition to t, F, as well as assessments of coefficients of determination. The equation Y = the determination coefficient value obtained, which is the coefficient of determination of the employee performance variable that the variable explains, is the result of the analysis of multivariate linear regression. It is anticipated that this study will examine how Kemendikbudristek employees perform in relation to leadership style, work environment, motivation, and career growth.

This research was conducted to determine the effect of transformational leadership and the physical work environment on the performance of PNPN employees with motivation as an intervening variable in land offices throughout West Priangan (Cianjur Regency, Sukabumi Regency and Sukabumi City). It is hoped that this research can provide input for institutions in improving the quality and quantity of Transformational Leadership, Physical Work Environment and Motivation, in order to improve employee performance. In this research, sampling was used using Simple Random Sampling by distributing questionnaires to 113 ASN employees at the West Priangan Land Office in 2024. Data from the questionnaire were analyzed using SPSS Version 27 and Lisrel 8.80 software. The results of this research state that Transformational Leadership influences Employee Performance, the Physical Work Environment influences Employee Performance, Motivation influences Employee Performance, Motivation is able to mediate the influence of Transformational Leadership on Employee Performance, as well as the Physical Work Environment, Motivation can still mediate its influence on Employee Performance.

This study aims to optimize employee performance at PT. Surya Putra Sejahtera Jakarta by designing an integrated motivation and training program. In the context of increasingly fierce business competition, companies must ensure that employees have high motivation and adequate skills. This study employs a qualitative research method using Cresswell’s triangulation approach, combining in-depth interviews, observations, and document analysis to obtain comprehensive data. Training needs analysis was conducted through surveys and interviews with employees and managers to identify areas requiring improvement. The research results show that a motivation program designed based on employee needs and aspirations, along with training tailored to specific tasks and responsibilities, significantly enhances productivity and job satisfaction. The implementation of this program not only improves technical skills but also fosters employee commitment and loyalty to the company. Performance evaluations were conducted before and after program implementation to measure its impact. The results indicate a significant improvement in various aspects of performance, including work quality, efficiency, and team collaboration. This study concludes that an integrated approach combining motivation and training is highly effective in creating a productive work environment. The recommendation for the management of PT. Surya Putra Sejahtera is to continuously adapt this program to meet evolving needs and future challenges.

This study highlights the importance of implementing human relations principles in creating a harmonious and productive work environment. Open communication, empathy, and constructive conflict management were found to be key factors in building positive work relationships between employees and managers. Employees who feel valued and listened to tend to be more engaged in their work, increasing motivation and morale, which ultimately impacts the performance of the team and the organization as a whole. In addition, effective conflict management can strengthen interpersonal relationships and create a work atmosphere that is more conducive to collaboration and innovation. This study also shows that poorly managed conflict can damage work relationships and reduce productivity. In such situations, a tense work environment can lower employee morale, increase turnover rates, and hinder the achievement of organizational goals. Therefore, organizations need to actively develop strategies that support clear and effective communication, as well as pay attention to employee emotional well-being. Building an inclusive work culture and providing constructive conflict resolution mechanisms are essential to maintaining the stability and sustainability of productivity in the long term.

Employee performance, particularly in the customer care department, is crucial as all aspects of hospital care related to patient experience. Effective and responsive interactions can enhance patient satisfaction, build trust, and create a supportive environment that aids the healing process. Additionally, customer care employees serve as a bridge between patients and medical staff, ensuring that patients' needs and inquiries are addressed with distinction. Therefore, it is essential for hospital management to maintain employee performance by providing work motivation, discipline, and appropriate compensation. This study aims to analyze the partial and simultaneous effects of work motivation, work discipline, and compensation on improving employee performance in the Customer Care Department of Bandung Adventist Hospital. This descriptive quantitative research was conducted with 30 customer care employees at Bandung Adventist Hospital in early September 2024. The findings indicate that work motivation and compensation do not significantly affect employee performance according to the data analysis, whereas work discipline has a significant impact on employee performance. However, when considered together, work motivation, work discipline, and compensation collectively have a significant effect, accounting for 44.1% of the variance. From this data, it can be concluded that maintaining work motivation, discipline, and compensation together can help sustain employee performance in the Customer Care Department of Bandung Adventist Hospital.

This study aims to analyze the influence of motivation, incentives, and work discipline on employee performance in the Finance Department of Bandung Adventist Hospital. The method used is multiple linear regression analysis to determine the relationship between independent variables (motivation, incentives, and work discipline) and the dependent variable (employee performance). The analysis results indicate that motivation has a significant and positive effect on employee performance, with a regression coefficient of 0.326 and a significance level of 0.009, supporting the hypothesis that motivation plays an important role in enhancing employee productivity and commitment. Conversely, the incentive and work discipline variables show a negative and non-significant effect on performance, with coefficients of -0.162 and -0.208, respectively. This suggests that the current incentive and work discipline practices are not fully effective or do not meet employee expectations. Simultaneously, the three independent variables have a significant effect on employee performance, with the F-test showing a significance level of 0.009. This study recommends that management prioritize motivation improvement through training programs, rewards, and the development of a supportive work environment. Additionally, it is essential to evaluate the incentive system and adopt a more flexible disciplinary approach to align with employee needs and expectations.

This study aims to explore the influence of work motivation, leadership style, and compensation on employee performance at Rumah Sakit Advent Bandung. With a total population of 720 employees, the study uses a simple random sampling technique to select a sample of 88 respondents, deemed sufficiently representative. Data collection is conducted through a Likert-scale questionnaire designed to capture respondents' perceptions of work motivation, leadership style, and compensation variables. To ensure data quality, the instrument's validity is tested through factor analysis, and its reliability is measured using Cronbach’s Alpha to guarantee consistency in results. Hypothesis testing is carried out using classical assumption tests and multiple linear regression analysis via SPSS version 27.The results reveal that work motivation and compensation have a positive and significant impact on employee performance, indicating that higher motivation and compensation are associated with improved employee performance. In contrast, leadership style does not show a significant effect on employee performance, possibly due to varying perceptions of the role of leadership within this organizational context. Collectively, work motivation, leadership style, and compensation variables have a significant effect on employee performance. The obtained R Square value of 0.309 indicates that 30.9% of the variation in employee performance can be explained by these three variables, while the remaining 69.1% is influenced by other factors outside this model, such as work environment, organizational culture, or other individual factors. These findings provide valuable insights for management in designing strategies to enhance employee performance.

Salary reform as a structural improvement in a company’s compensation system is a widely applied strategy to enhance employee motivation and performance. Compensation policies that are responsive to employee needs are expected to create a work environment that supports productivity, where intrinsic motivation can be strengthened through fair and proportional rewards. This study aims to explore the extent of the influence of salary reform on improving employee motivation and performance within organizations by using a literature review method. Based on analyses of previous studies, it was found that salary reform not only plays a significant role in fostering employees' intrinsic motivation but also impacts the overall productivity of the organization. Reforms that include salary structure adjustments, performance-based incentives, and increased transparency in compensation management have proven effective in reducing disparities, enhancing loyalty, and improving workplace climate. These findings strongly imply that management should continuously develop adaptive compensation policies focused on employee needs and well-being, with the aim of optimally contributing to achieving the company’s strategic goals and enhancing organizational competitiveness.

This research reveals that effective Human Resource Management (HRM) is essential to improve the competitiveness of MSMEs. In this research that uses descriptive qualitative methods, researchers review how improving the competence and quality of HRM through continuous training and development can help MSMEs adapt to market changes and improve their performance. The result of this study is how good HR Management not only improves the quality of the workforce, but also contributes to the sustainability and competitiveness of MSMEs in an increasingly competitive market. So that by optimising HR management, MSMEs can create a positive work environment, which in turn increases employee motivation and productivity.