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This study aims to analyze the effect of transformational leadership and compensation on job satisfaction with employee performance as an intervening variable at PT Cipta Kridatama Site KIM Jambi. This research employed a quantitative approach using a survey method. The population of this study consisted of all employee of PT Cipta Kridatama Site KIM Jambi totaling 862 employees. The sample was determined using the slovin formula with a 10 percent error tolerance, resulting in 90 respondents. The sampling technique used was proportionate stratified random sampling. Data were collected through structural questionnaires and analyzed using Structural Equation Modeling based on Partial Least Squares (PLS-SEM) With The Assistance Of Smartpls 3 Software.  The result of  the study indicate that transformational leadership and compensation have a positive and significant effect on employee performance. Transformational leadership and compensation also have a positive and significant effect on job satisfaction. Furthermore, employee performance has a positive adn significant effect an job satisfaction.  The mediation test result show that employee performance is able to mediate the effect of transformational leadership and compensation on job satisfaction.These findings suggest that improving job satisfaction cannot be achieved solely through leadership and compensation policies, but also requires efforts to enhance employee performance. Therefore, organizations are encouraged to implement effective transformational leadership practices and fair compensation systems to improve employee performance and job satisfaction, particularly in high demand industries such as mining services.

This study aims to analyze the effect of workload, leadership style, and compensation on employee performance at PT Ungaran Sari Garment, Semarang Regency. This quantitative research involved 109 respondents selected using the Slovin formula and purposive sampling. Data were collected using Likert-scale questionnaires and analyzed through multiple linear regression with SPSS 21. The results show that workload and compensation positively and significantly influence employee performance, while leadership style has no significant effect. Simultaneously, all three variables significantly affect performance. These findings indicate that appropriate workload management and a fair compensation system are vital for improving employee performance.

This study aims to analyze the role of human resource management (HRM) in improving performance and retention among healthcare professionals in health service facilities. Using a systematic literature review approach based on the PRISMA method, this study reviewed 25 international and national journal articles published between 2015 and 2025. The findings indicate that strategic HRM practices—such as competency-based recruitment, continuous professional development, fair compensation, and transformational leadership—positively influence both performance and retention of healthcare workers. Additionally, factors like organizational culture, work-life balance, and psychological well-being play a mediating role in enhancing job satisfaction and organizational commitment. The results highlight that HRM practices are not merely administrative functions but strategic elements that determine healthcare organizations’ sustainability and competitiveness. The study contributes to the development of theoretical frameworks in strategic HRM and provides practical recommendations for healthcare managers to design more adaptive, fair, and human-centered HR policies.

This study aims to describe and analyze the factors that influence employee job satisfaction at PT Trans Jaya Papua by employing a qualitative descriptive method supported by observation and semi-structured interviews with 12 employees across different departments. The findings reveal that job satisfaction arises from a combination of internal and external factors that interact to shape employees’ overall perceptions of their work. Internal factors consist of individual attitudes, motivation, and the quality of interpersonal relationships, all of which determine how employees respond to daily tasks and workplace dynamics. External factors include leadership style, salary, work environment, and organizational support, each playing a crucial role in shaping employees’ sense of stability and fairness. The results highlight that positive work attitudes and effective communication are the most dominant contributors to employee satisfaction, strengthened by adequate compensation and supportive supervision from leaders. The study concludes that job satisfaction can be further improved through transparent communication, equitable reward systems, and consistent leadership involvement in employee development. These findings provide practical implications for management, particularly in formulating more responsive human resource strategies aimed at enhancing employee performance and organizational effectiveness.

This study aims to analyze the significant role of leadership, motivation, work discipline, and compensation in improving employee performance at PT Kereta Api Indonesia (Persero) Daop IV Semarang. This research adopts a quantitative associative approach, providing a clear understanding of the key factors that influence employee performance. Data were collected through a Likert-scale questionnaire, which was distributed to 80 respondents who are permanent employees of Daop IV Semarang. The data analysis was carried out using SPSS version 26, which included validity and reliability tests, as well as multiple linear regression, t-test, F-test, and the coefficient of determination (R²). The results reveal that leadership, motivation, work discipline, and compensation all have a positive and significant impact on employee performance. Among these variables, motivation was found to be the most dominant factor influencing performance. This finding suggests that fostering higher motivation and effective leadership can significantly enhance employee performance. This research provides practical implications for PT KAI management to enhance productivity through strengthening discipline culture, implementing fair compensation systems, and promoting participative leadership styles.

This research aims to analyze the partial and simultaneous influence of Leadership (X₁), Work Motivation (X₂), Compensation (X₃), and Work Environment (X₄) on Employee Performance (Y) at PT. Kalisari Putra Semarang, a company in the transportation sector. Using a quantitative associative method, data were collected from a census of 85 permanent employees (N=85) through questionnaires and analyzed using multiple linear regression (SPSS). The results confirmed that all four independent variables significantly and positively influence employee performance (all tₕᵢᵗᵘⁿg > tₜₐᵦᵉᵡ 1.66). Leadership (X₁) was found to be the most dominant factor, with the highest regression coefficient (β = 0.373), followed by Compensation (β = 0.182), Work Environment (β = 0.145), and Work Motivation (β = 0.110). The model demonstrated a strong explanatory power, with the Coefficient of Determination (R²) reaching 0.898, indicating that 89.80% of the variation in employee performance is explained by these factors. The main managerial implication is that improving leadership quality and competency is the most critical factor for maximizing employee performance in this company.

Employee performance is a key factor in the operational success of a business, including at Kalenan Cafe & Resto Sawahan Nganjuk, which is growing in the culinary sector. The low performance of some employees is suspected to be influenced by suboptimal leadership styles and a compensation system that is not transparent and fair. This study aims to examine the effect of leadership style on employee performance; the effect of compensation on employee performance; and the simultaneous effect of leadership style and compensation on employee performance. The study employed a quantitative survey approach with 65 employees selected using simple random sampling. Data were collected through questionnaires and documentation related to performance, leadership, and compensation, and analyzed using multiple linear regression. The results indicate that leadership style has a positive and significant effect on employee performance, while compensation has a negative yet significant effect. Simultaneously, leadership style and compensation significantly influence performance. Therefore, implementing a participative leadership style that supports two-way communication and a fair compensation system is essential to enhance employee motivation and performance, as well as to create a productive, harmonious work environment that supports business growth.

This study aims to examine the effect of compensation and leadership style on employee performance at the Gama Karanganyar cigarette company. A sample of 71 respondents was selected using the purposive sampling method, and data were collected through a questionnaire. Data analysis was carried out using multiple linear regression using SPSS, as well as through validity, reliability, classical assumptions, F tests, t tests, and coefficients of determination. The results of the study indicate that compensation and leadership style partially and simultaneously have a positive and significant effect on employee performance.

Increasing competition in the food industry requires companies to not only focus on product innovation and market expansion but also on strengthening internal human resource capabilities through long-term strategies. PT. Surya Pratista Hutama addresses this challenge by implementing a Talent Management Sistem (TMS) designed to identify, develop, and retain high-potential employees (HiPos), while simultaneously ensuring sustainable leadership development and succession planning. This study employed a qualitative case study approach by utilizing observations, in-depth interviews, and a paper review to obtain comprehensive insights into the company’s practices. The findings reveal that the identification of HiPos is carried out through a rigorous and consistent process using the 9-box grid as a key assessment tool. The emphasis on consistency in evaluation highlights the organization’s effort to ensure fairness and accuracy. Employee development is facilitated through multiple strategies, including formal training, mentoring programs, job rotation, and other structured learning initiatives. Retention strategies focus on providing competitive compensation packages, developing financial literacy skills, and fostering a collaborative organizational culture that values employee contributions. The implementation of TMS at PT. Surya Pratista Hutama has shown positive impacts, particularly in reducing employee turnover rates and improving leadership performance. However, the study also identifies several challenges, especially related to the need for clearer procedural guidelines and more specific development strategies to optimize outcomes. Overall, this research demonstrates that a well-structured TMS can serve as an effective mechanism for building sustainable human resource capabilities in highly competitive industries such as food manufacturing.

This research aims to identify factors that significantly influence employee performance and formulate strategies to improve it. This research was conducted through a comprehensive literature study of various studies related to employee performance. The main focus of this research is on internal factors such as motivation, leadership, and organizational culture, as well as external factors such as technology and changes in the business environment. The research results show that employee performance is influenced by various interrelated factors. Motivation, both intrinsic and extrinsic, is a key factor that encourages employees to achieve optimal performance. Effective leadership, especially transformational and democratic leadership styles, also has an important role in improving performance. In addition, a positive organizational culture, conducive work environment, and appropriate use of technology can increase employee productivity and job satisfaction. To improve employee performance, organizations need to create a supportive and motivating work environment. This can be done by implementing various strategies, such as providing ongoing training and development, implementing a fair and transparent compensation system, building positive interpersonal relationships, and providing sufficient autonomy to employees. Apart from that, organizations also need to pay attention to external factors such as technological changes and evolving market dynamics.

This study aims to determine the influence of transformational leadership style, physical work environment, and intrinsic compensation on employee performance on CV. Nina Etik Garment Indonesia, a written batik industry operating in Mojokerto. The background of this research departs from the phenomenon of low employee productivity which is allegedly influenced by internal and external factors of the organization. The research method used is a quantitative approach with a census method for all permanent employees totaling 39 people. Data analysis was carried out using Structural Equation Modeling–Partial Least Square (SEM-PLS) based on the SmartPLS 4.1.1.2 application. The results show that only the physical work environment has a significant effect on employee performance. This indicates that the factors of comfort, security, and the feasibility of work facilities have a dominant role in improving employee performance. In contrast, transformational leadership styles and intrinsic compensation have not been shown to have a significant impact. These findings provide an idea that the motivation of employees in the creative industry sector based on local culture such as written batik is more influenced by the real working conditions they face on a daily basis than by a leadership approach or non-financial reward alone. The practical implication of this research is the need for company management to prioritize improving the physical aspects of the work environment, such as lighting, ventilation, cleanliness, and ergonomic workspace layout. By creating a comfortable and supportive work environment, employee productivity and performance can be significantly improved. In addition, although there is no significant effect in this study, leadership style and intrinsic compensation still need to be considered in order to create a balance in the sustainable human resource management strategy and be able to support innovation, creativity, and competitiveness of the company.

Human resources (HR) are a crucial component of any organization, playing a vital role in determining its development and success. One key aspect of HR management is employee performance, which reflects the quality and quantity of employee output in meeting company targets. This study focuses on PT REX Denpasar, a logistics company that experienced fluctuations in monthly revenue throughout 2023. This phenomenon indicates performance issues related to work quantity, delivery accuracy, and time efficiency. Several operational issues identified included variability in staff productivity, delays in delivery schedules, and inaccuracies in shipping data processing. To explore solutions to these challenges, the study examined the role of managerial leadership and financial incentives in improving employee performance, with job satisfaction as a mediating variable. This study covered all 40 employees of PT REX Denpasar, using a comprehensive enumeration sampling method. Data were collected through structured questionnaires, in-depth interviews, and a review of organizational records. Analysis was conducted using a structural path modeling approach to examine the relationships between variables. The results showed that managerial leadership had a significant effect on job satisfaction, as did the financial incentives provided by the company. Furthermore, leadership quality and compensation systems have been shown to have a positive correlation with improved employee performance. Furthermore, job satisfaction was found to act as a substantial mediator, strengthening the influence of leadership and compensation on performance. Thus, improving leadership quality and improving compensation mechanisms not only have a direct impact but also an indirect impact through increased job satisfaction.

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

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

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

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

Work loyalty is a fundamental pillar in human resource management that plays a critical role in sustaining organizational development and enhancing employee productivity. This study aims to explore and analyze the strategies implemented by PT. Bank BTPN Syariah MMS Rantau Rasau in maintaining employee loyalty, particularly among Community Officers who serve as the frontline representatives of the bank in delivering services directly to local communities. The research adopts a descriptive qualitative approach using in-depth interviews and documentation as data collection techniques. The findings reveal that work loyalty can be fostered through several strategies, including equitable and measurable reward systems, regular and relevant training, structured career development, and appropriate compensation and performance-based incentives. Additionally, leadership support and effective two way communication between management and employees play a crucial role in cultivating a sense of ownership and emotional attachment to the organization. These strategies significantly contribute to strengthening employee commitment, dedication, and the willingness to stay and grow with the company, ultimately leading to increased productivity in both quantitative target achievement and qualitative service delivery. This study offers practical implications for the development of human resource management policies in the Islamic banking sector and serves as a reference for other organizations facing similar challenges in maintaining employee loyalty and improving productivity. A comprehensive understanding of loyalty strategies enables organizations to build a sustainable and productive work environment.

In today’s rapidly changing global context, employee motivation has emerged as a strategic issue in human resource management, particularly in sustaining organizational productivity and competitiveness. Developments such as digitalization, economic uncertainty, and workplace transformation have prompted companies to focus more deeply on effective motivational approaches. Recognizing the role of motivation in influencing employee retention, productivity, and operational efficiency, this study conducts a Systematic Literature Review (SLR) to map key concepts and empirical trends regarding the relationship between employee motivation and organizational performance. Grounded in theoretical frameworks such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, and Self-Determination Theory, the study examines major drivers including leadership, compensation, and work-life balance. Findings reveal paradoxes in motivational strategy effectiveness across sectors and highlight research gaps, particularly in cross-industry approaches and integrative synthesis. This study provides valuable contributions for academics and practitioners in designing evidence-based, context-relevant motivation strategies aligned with the dynamics of modern organizations.

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 aims to examine the influence of cross-cultural leadership style and reward provision on employee job satisfaction, with workload serving as an intervening variable. The research was conducted at PT X, a multinational company managed by foreign leaders who come from diverse cultural backgrounds. As organizations become increasingly global, understanding how leadership and reward systems function in multicultural environments is essential to improving workforce performance and satisfaction. This research applies a quantitative approach using survey methods, with data collected through questionnaires distributed to 105 employees across various departments. The analysis was carried out using structural equation modeling (SEM) to explore both direct and indirect relationships among the variables. The findings show that cross-cultural leadership style has a significant positive impact on workload, suggesting that cultural differences in leadership influence how employees perceive and handle their tasks. Furthermore, reward provision shows a strong and direct influence on job satisfaction, highlighting the importance of fair compensation and recognition in motivating employees.Importantly, the study also finds that workload partially mediates the relationship between leadership style and job satisfaction. This indicates that leadership practices affect job satisfaction not only directly but also through the perceived amount and nature of the work assigned. These results underscore the necessity for companies, particularly those with a multicultural workforce, to adopt inclusive leadership models and implement transparent, performance-based reward systems. By doing so, organizations can create a more supportive work environment, improve employee morale, and ultimately enhance overall productivity and satisfaction.