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This study aims to analyze the relationship between salaries, allowances, and employee productivity on company profitability. Human resources are an important factor in determining organizational success because employee quality and performance directly influence the achievement of company goals. Providing appropriate compensation, including salaries and allowances, can increase employee motivation, job satisfaction, and loyalty, thereby encouraging higher work productivity. High productivity reflects the company’s ability to utilize resources effectively and efficiently in order to produce optimal output. In addition, employee turnover is an important aspect that must be considered because it may affect operational stability and the company’s effectiveness in achieving business targets. Profitability is used as the main indicator to assess the company’s ability to generate profits from its operational activities. This study applies a quantitative method with an approach that examines the relationships among variables to obtain an overview of the influence of compensation and productivity on company profitability. The results of this study are expected to provide insights and recommendations for companies in managing human resources more effectively in order to improve financial performance sustainably.

This study was conducted to examine the effect of compensation on employee performance through a literature review approach. The background of this research is based on the importance of compensation as a factor that contributes to improving employee work outcomes. Compensation is not only considered as remuneration for work performed, but also as an element that can encourage motivation and productivity. The study applied a descriptive method using a literature review approach. The data used were secondary data obtained from 20 national scientific journals published since 2020, discussing compensation and employee performance. Data collection was carried out through library research by selecting, classifying, and reviewing relevant literature sources. Furthermore, the data were analyzed descriptively by interpreting findings from previous studies. The results indicate that 19 out of 20 journals reported a positive and significant relationship between compensation and employee performance. Therefore, it can be concluded that compensation plays an essential role in enhancing employee performance, making an effective compensation system a crucial aspect of human resource management.

This study aims to analyze the influence of job satisfaction on employee performance at Warung Makan Ayam Penyet Pelem Asri, Boyolali. The study used a qualitative method with a case study approach. Data collection was conducted through in-depth interviews with employees and the business owner, direct observation of work activities, and relevant documentation. The results showed that the level of employee job satisfaction is relatively high, formed from a combination of structural, social, physical, and psychological factors. These factors include clear division of tasks, a regular work shift system, harmonious interpersonal relationships between employees, and the availability of adequate work facilities and compensation. High job satisfaction has been shown to encourage intrinsic motivation, discipline, and consistency in carrying out employees' duties. This is reflected in the ability of employees to provide fast, friendly, and consistent service, especially during busy operating hours. The research findings confirm that job satisfaction has a significant influence on employee performance, which in turn impacts customer satisfaction and business sustainability. Therefore, management needs to maintain and improve factors supporting job satisfaction to maintain service quality and business competitiveness.

PT Jasamarga Tollroad Operator (JMTO) ia trusted by the company to handle toll road operations which include transaction services at toll gates and toll road services. PT Jasamarga Tollroad Operator (JMTO) is responsible for smoothness, comfort, and safety on toll roads. Good coaching to all employees will improve employee performance. This study aims to determine the effect of compensation, motivation, and job involvement on the performance of employees of PT Jasamarga Tollroad Operator (JMTO) Semarang Branch. The issue raised in this study is the decline in employee performance at PT Jasamarga Tollroad Operator (JMTO) which is indicated by the existence of work aspects that do not meet minimum service standards, which will have an impact on decreasing the quality of service to toll road users. The type of research used in this research is descriptive quantitative with a census sampling method using a questionnaire with a population of 157 respondents, with a Likert scale to measure each variable. Data analysis technique used is primary data using correlation test, linear regression, multiple. Methods of data analysis using SPSS version 24.00. The results obtained from this study are that the t-value of -0.440 is smaller than the t-table of 1.975 and the significance value of 0.687 is greater than 0.005. This shows that compensation has no effect on the performance of employees of PT Jasamarga Tollroad Operator (JMTO). Motivation obtained t value 3.493 greater than t table 1.975 with a significance value of 0.001 less than 0.005. meaning that the motivational variable affects performance. variable job involvement obtained t value of 9.506 greater than t table 1.975 with a significance value <0.001 less than 0.005. shows that the variable job involvement affects the performance of employees of PT Jasamarga Tollroad Operator (JMTO). Simultaneously the compensation, motivation and job involvement variables obtained results 63.385 greater than table 2.66 with a significance level of 0.001 less than 0.005. this shows that the variables of compensation, motivation and job involvement simultaneously have a significant effect on the performance of employees of PT Jasamarga Tollroad Operator (JMTO).

This study investigates the impact of intrinsic motivation, workload, and competence on job satisfaction, exploring its implications for employee performance, with job satisfaction serving as a mediating variable. A quantitative approach was employed, utilizing Partial Least Squares Structural Equation Modeling (PLS-SEM) for data analysis collected via questionnaires. The results reveal that intrinsic motivation has a positive but insignificant impact on job satisfaction and performance. Workload significantly improves job satisfaction but does not affect performance, while competence significantly enhances both job satisfaction and performance. Additionally, job satisfaction positively affects employee performance. The mediation analysis reveals that job satisfaction mediates the relationship between competence and workload on performance, but does not mediate the relationship between intrinsic motivation and performance. These findings highlight the critical roles of competence and job satisfaction in improving employee performance, suggesting that intrinsic motivation and workload may require additional factors, such as compensation and work environment, to be more effective.

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.

The rapid development of information technology and increasing global competition require companies to continuously improve human resource performance. One effort that can be done is by paying attention to the workload received by employees and the compensation system provided. The background of this study is based on the declining trend of employee performance in the last three years, which indicates that performance is not yet fully optimal. This study uses a descriptive quantitative approach. Data were obtained by distributing questionnaires to 50 respondents working in various divisions. The data analysis technique used multiple linear regression with the help of SPSS version 25. The results of the study indicate that workload and compensation simultaneously have a significant effect on employee performance, with a coefficient of determination (R²) of 59.5%. The results show that: 1). Workload has a negative and significant effect on Employee Performance, 2). Compensation has a positive and significant effect on Employee Performance. These findings indicate that employee performance can be improved through a balanced distribution of workload and the provision of appropriate and fair compensation. The implications of this study provide a basis for companies in developing more effective human resource management strategies oriented towards improving performance.

Bina Kesan Cooperative in Bojonggede is a cooperative whose main activities focus on assisting members in meeting financial needs, improving welfare, and encouraging the development of members’ businesses. This study aims to determine the extent to which compensation and motivation influence employee performance. The research method employed was quantitative with a descriptive approach, while the sampling technique was determined using the Slovin formula to ensure that the number of respondents was representative. Data were collected through questionnaires that had been tested for validity and reliability, and then processed using SPSS version 27. The statistical test results indicate that the t-value of 1.492 is greater than the t-table value of 0.2681, with a significance level of 0.00 < 0.05, leading to the rejection of the null hypothesis (H₀). All R-values of 0.05 > R-table 3.18 demonstrate that the research instruments were valid. Furthermore, the F-value of 180.803 is higher than the F-table value of 2.00758, with a significance level of 0.00 < 0.05, confirming that the regression model is significant. Based on these findings, it can be concluded that compensation and motivation variables simultaneously have a positive and significant effect on employee performance at Bina Kesan Cooperative, Bojonggede.

This study aims to analyze the influence of remuneration, work environment, and work-life balance on employee performance at PT Duta Utama Mustika. The background of this research lies in the importance of improving employee performance to achieve optimal company goals. Factors such as a fair remuneration system, a comfortable work environment, and maintaining a balance between work and personal life are believed to significantly impact employee productivity and performance. This research employed a quantitative approach with a sample of 80 employees selected using a specific sampling technique. Data were collected through questionnaires using a five-point Likert scale to measure variables including remuneration, work environment, work-life balance, and employee performance. Data analysis was conducted using multiple linear regression with the assistance of SPSS software. The results of the study indicate that remuneration has a significant effect on employee performance, meaning that providing appropriate and fair compensation can enhance motivation and work performance. Similarly, the work environment significantly influences performance, suggesting that a safe, comfortable, and supportive workplace contributes to employee productivity. In addition, work-life balance was also found to have a significant effect on performance, demonstrating that balancing job demands with personal life is essential for employees to remain focused and perform effectively. Based on these findings, the company is recommended to improve its remuneration system, create a more conducive work environment, and implement policies that promote work-life balance in order to enhance overall employee performance sustainably.

This study aims to determine the influence of compensation, occupational safety and health, and work motivation on employee job statisfaction. Data were collected using a questionnaire distributed to employees of CV. Rizky Berdikari Mandiri. The sampling technique used was saturated sampling, with a total of 53 respondents. The analytical tool used is descriptive (primary data) by using a questionnaire which is assisted by a likert scale and given to respondents. The analytical tool used is SPSS software version 29. The results of the study show that partially Compensation and Occupational Safety and Health (K3) have a positive and significant effect on employee job statisfaction, while Work Motivation does not have a significant effect on employee job statisfaction at the CV. Rizky Berdikari Mandiri. However, the study also found that work motivation does not have a significant effect on employee job satisfaction at CV. Rizky Berdikari Mandiri. This finding suggests that while motivation is often seen as a driving factor for employee performance, other factors, such as compensation and workplace safety, may have a more direct and immediate influence on job satisfaction in this particular context. It is possible that the intrinsic and extrinsic motivators currently in place at the company may not be as effective or prominent in comparison to compensation and safety initiatives. The study concludes that while compensation and occupational safety are significant drivers of job satisfaction, work motivation should still be addressed but perhaps with more targeted strategies to ensure that employees are adequately motivated and engaged. Further research could explore how different types of motivation—intrinsic and extrinsic—affect employee satisfaction in various organizational settings.

This study aims to empirically examine the influence of compensation, work motivation, and work environment on employee turnover intention at PT. XYZ, Kimia Merak Division. This study is expected to contribute both theoretically and practically in the field of human resource management, particularly in reducing employee turnover. The problem of turnover intention is a crucial issue because it can have negative impacts on organizational sustainability, such as increased recruitment costs, disrupted productivity, and the loss of experienced employees. The research method used is a quantitative approach with a purposive sampling technique. The study sample consisted of 75 permanent employees who have worked for at least two years. Data collection was carried out using a questionnaire instrument that has been tested for validity and reliability. Data analysis used multiple linear regression to test the influence of independent variables on the dependent variable. The results of the study indicate that compensation, work motivation, and work environment each have a negative and significant effect on turnover intention. This means that the better the compensation provided, the higher the employee's work motivation, and the more conducive the work environment, the lower the tendency of employees to intend to leave the company. The findings indicate that improving compensation packages, enhancing employee motivation, and maintaining a supportive work environment are crucial strategies to reduce turnover intention. Based on these results, companies are advised to design fair and competitive compensation systems, create programs that enhance intrinsic and extrinsic motivation, and ensure a safe, comfortable, and supportive work environment for employee performance. This way, companies can retain quality human resources and maintain operational stability.

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.

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.

The compensation system is an important element in human resource management, because it plays a direct role in influencing employee motivation, performance, and job satisfaction. In human resource management, the existence of human resources plays a vital role that must be considered by the company, including in terms of compensation. The ideal compensation system is one based on the principles of fairness and appropriateness, which can be directly felt by employees. The assessment of fairness and appropriateness can be seen from several dimensions, namely the internal dimension relating to the suitability of workload and rewards received, the external dimension considering company policies and market standards, and the individual dimension relating to the ability of compensation to meet employee living needs. Based on this, this study focuses on the compensation system implemented at the Double-Tree By Hilton Bintaro Jaya Hotel, specifically for banquet kitchen staff consisting of contract staff and daily workers. This study uses a descriptive qualitative approach with data collection through interviews, observations, and documentation. The results show that the compensation system for contract staff has been running optimally. From the internal side, the workload is considered commensurate with the rewards received. Externally, the compensation provided is competitive compared to competing companies. Furthermore, from an individual perspective, employees' living needs are met, even supported by a substantial service charge that exceeds their base salary. However, for daily workers, the compensation system is deemed suboptimal. Although their workload is equivalent to that of contract staff, their compensation is not the same, and they do not receive a service charge. Based on these findings, this study recommends optimizing the compensation system, particularly for daily workers, to ensure fairness and equity across all staff levels, thereby increasing work motivation, loyalty, and overall performance.

The purpose of this study is to determine the impact of work culture and imbalance on employee performance at PT. Pulau Nusantara Indonesia. In the era of global competition, human resources play a vital role in determining a company's competitiveness in facing market dynamics. Based on the results of the Key Performance Indicator (KPI) survey, most employees fall into category B, indicating that their performance has not yet reached the company's optimal standards. This condition is strongly suspected to be influenced by several factors, including a work culture that does not support innovation, high workloads, and an imbalanced system that does not provide adequate work satisfaction and motivation. This study uses a quantitative approach involving 35 permanent employee respondents at PT. Pulau Nusantara Indonesia, selected using a saturated sampling method. Data were collected through literature studies, direct field observations, and the distribution of Likert-based questionnaires. Furthermore, the data were analyzed using multiple linear regression methods to determine the extent of influence of each independent variable on the dependent variable. The results of the analysis indicate that both work culture and the imbalance system have a positive and significant influence on employee performance, both partially and simultaneously. Based on these findings, management is advised to build a collaborative and adaptive work culture and review structural imbalances to align with employee expectations and the company's vision. These efforts are believed to sustainably increase employee productivity and loyalty. Based on these findings, management is advised to build a collaborative and adaptive work culture and review structural imbalances to align with employee expectations and the company's vision.

The purpose of this study is to determine the effect of compensation, employee well-being and work motivation as intervening variables on employee performance, this study will test the direct and indirect effects. In this study using quantitative research methods. The number of samples used in this study totalled 112 respondents. By using saturated sampling technique where the entire population is sampled. By using Smart PLS version 3, the analysis results show that 1) compensation has a significant effect on employee well being 2) compensation has a significant effect on work motivation 3) compensation has a significant effect on employee performance 4) employee well being has a significant effect on employee performance 5) work motivation has a significant effect on employee performance 6) compensation mediates the effect of employee well being on employee performance 7) compensation mediates the effect of work motivation on employee performance.

Employee performance, which is a reflection of their competence in completing tasks, is very important for achieving organizational goals. Therefore, improving performance is a top priority for the company.This quantitative research aims to analyze the factors that influence employee performance in the Quality Control division of PT. Hwa Seung Indonesia, Jepara. Of the total 174 employees, 121 were used as research samples selected using the Slovin formula. Data collection was carried out through questionnaires with saturated sampling techniques. The collected data was then analyzed using various statistical methods, including multiple linear regression analysis. The research results show that the variables workload, compensation (t-value 2.865), work discipline (t-value 4.707), and motivation (t-value 4.425) together have a positive and significant influence on employee performance.