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This study aims to explore employees’ work experiences related to work-life balance and compensation in shaping employee performance at CV. Sepanjang Masa (Masa Kreatif), a social media agency located in Makassar. A qualitative approach with a descriptive-analytical field design was employed. Data were collected through in-depth interviews, passive participant observation, and documentation involving 11 informants from both management and creative teams. Data analysis followed processes of data reduction, data display, and conclusion drawing, with trustworthiness ensured through triangulation techniques. The findings reveal that employees’ work-life balance experiences are dynamic and heterogeneous. Work flexibility provides opportunities for personal time management; however, rapid response demands and intensive content production blur the boundaries between work and personal life. A supportive, communicative, and collaborative work environment acts as a protective factor that mitigates work pressure and fosters creativity. Compensation is perceived not only as financial remuneration but also as a symbol of recognition, professional development opportunities, and organizational appreciation, although gaps remain between employee expectations and organizational capacity. Integratively, work-life balance, work environment, and compensation constitute interconnected work experiences influencing employee engagement and performance within the digital creative industry.

This study aims to analyze workload in improving employee performance at PT XYZ Indonesia in Tangerang City. Two core informants and five key informants met the sample criteria. The method used was a qualitative descriptive phenomenological approach with data collection techniques through observation, in-depth interviews, documentation of company management, NVivo, triangulation, and SWOT analysis. The results of this study indicate that PT XYZ Indonesia's workload is managed flexibly through setting targets based on Key Performance Indicators (KPIs) tailored to the capabilities of each employee. The work environment, both physical and non-physical, significantly influences work effectiveness and comfort. Some employees experience fatigue, especially when the workload increases, but the company provides compensation such as workload adjustments and work from home. The main obstacles in achieving targets are mostly caused by external factors such as client demands, the amount of work piling up, and limited work equipment. All employees follow clear Standard Operating Procedures (SOPs), and evaluations are conducted periodically to ensure the quality and quantity of performance are maintained. This research is expected to serve as a reference for companies in managing workloads and increasing employee productivity in the digital age.

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.

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.

Remote work has expanded rapidly in Indonesia and created new challenges for sustaining employee performance in digitally mediated work settings. This study examines the role of employee engagement in mediating the effects of compensation and career development on the performance of remote workers. A quantitative approach was employed using survey data from 200 Indonesian remote workers, and the relationships among variables were analyzed through Partial Least Squares Structural Equation Modeling. The results show that compensation and career development both have significant positive effects on employee engagement, while employee engagement has a strong positive effect on employee performance. The direct effect of compensation on performance is not significant, indicating that its influence operates mainly through engagement. In contrast, career development affects performance both directly and indirectly through engagement. These findings indicate that employee engagement is a key mechanism linking organizational support to remote employee performance. The study implies that organizations should not rely solely on financial rewards, but also provide clear career pathways, continuous learning opportunities, regular feedback, and meaningful recognition to strengthen engagement and improve performance in remote work environments.

This study aims to describe the employee compensation management system implemented in the Tanjungpinang Class II Port Authority and Municipal Office (KSOP). This study uses a descriptive method with a qualitative approach. Data collection was carried out by interview and direct observation techniques. The sample used in this study is purposive sampling. The informant in this study is Mr. Harry Priambodo, S.Pi. as the head of the administrative sub-division at the Tanjungpinang Class II Port Authority and Municipal Office (KSOP). The data analysis used in this study was carried out through three stages, namely data reduction, presenting data, and making conclusions. The results of the study show that the implementation of the employee compensation management system at the Tanjungpinang Class II Municipal and Port Authority Office has been running in accordance with applicable regulations and has a positive impact on employee performance. This can be seen from the regularity in the management of basic salaries, allowances, and work facilities such as BPJS Kesehatan, BPJS Employment, and supporting equipment. The procedure begins with performance measurement based on discipline and work achievement monitored through digital and manual attendance. The system also supports career development through Periodic Raises and promotions.

Applying ergonomic principles in work tool design for manufacturing industries is a crucial factor in improving productivity while maintaining worker health. This research aims to analyze the effectiveness of adaptive work tool design models based on cognitive and physiological ergonomic principles, identify interaction patterns between workstation design and operational performance, and develop a conceptual framework for integrating ergonomic principles into production cycles. The research method adopts a cognitive-physiological approach with qualitative analysis of human-machine interactions, biomechanical simulations using digital human modeling, and muscle load measurements through electromyography. Implementation was conducted using a participatory ergonomics approach and IMU sensor-based real-time monitoring systems. Results show that using materials with controlled deformation capabilities (15-20%) in work tools reduces muscle work by up to 27%, while adaptive automation system integration improves assembly accuracy by 18%. Workstations with ergonomic adjustments increase assembly speed by an average of 12%, and low-cost ergonomic interventions effectively improve productivity by 11-15% in resource-limited environments. Longitudinal analysis reveals that evidence-based ergonomic investments yield a 230% ROI through increased productivity, reduced injury compensation costs, and decreased employee turnover. IMU-based posture monitoring systems integrated with adaptive feedback loops reduced musculoskeletal disorder incidents by up to 41%. In conclusion, ergonomic optimization based on cognitive-physiological principles creates synergy between production efficiency and worker well-being, making it an essential component in achieving sustainable productivity.

Purpose − In the ever-evolving digital era, the paradigm of employee compensation and rewards is also undergoing a fundamental transformation. Digital Compensation and Rewards concepts have emerged as a response to these changes, with a focus on building adaptive performance systems, innovative bonus approaches, and flexibility in employee rewards. Overall, the Digital Compensation and Rewards paradigm brings modern concepts to human resource management. In the digital era, employee compensation and reward systems are experiencing fundamental changes. The use of technology allows for more efficient implementation of performance-based systems. Findings- The results of the literature review show that technology has a significant positive impact on the employee recruitment stage. Apart from that, the implementation of digital compensation and rewards is also an integral part of employee performance. Design/methodology/approach- By using data-based performance assessments with digital platforms, companies can collect and analyze employee performance data in more detail. This allows for more objective and accurate assessments, as well as providing opportunities for appropriate recognition of individual contributions. Practical implications- Involves improving the recruitment process through the use of digital technology and social media, adjusting the compensation system to include digital performance bonuses and application-based incentives, flexibility in providing rewards tailored to individual preferences, the use of data and analysis to measure employee performance accurately, as well as development of HR skills in integrating digital technology in human resource management. By paying attention to these practical implications, companies can improve their human resource management strategies to face the challenges and opportunities in the digital era, which can support organizational growth and success. Originality/value- This research presents an innovative view of how organizations can use digital technology and more flexible bonus systems to increase employee motivation and productivity. With a focus on the digital era, this paper provides insight into the importance of adapting to technological changes in human resource management. The value of this paper is that it provides practical guidance for companies seeking to improve their human resource management strategies to optimize employee performance and rewards in the ever-changing digital era.