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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 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.

Integration between strategic human resource management practices and job satisfaction is an important factor that cannot be ignored. Organizations need to ensure that the HR management strategies implemented are not only oriented towards results, but also pay attention to the welfare and positive perceptions of employees towards their work. This study aims to analyze the effect of strategic human resource management practices and job satisfaction on employee performance at PT. Solusi Bangun Andalas in Aceh Besar. The research method used is quantitative. A sample of 150 permanent employees was taken using the Probability sampling technique. Data analysis was carried out using multiple linear regression and partial tests using IBM SPSS Statistics 25. The results showed that this study supports the proposed hypothesis, namely that strategic human resource management practices and job satisfaction have a significant positive effect on employee performance. Suggestions for PT. Solusi Bangun Andalas need to continue to strengthen strategic HR practices, including training, competency-based recruitment, and KPI-based performance evaluation. Job satisfaction must also be optimized through fair compensation, a positive work environment, and good communication. Integration between HR strategies and job satisfaction is important to be carried out synergistically in order to create a productive and sustainable HR system.

This research was conducted with the aim of explaining the influence of compensation, work environment and employee competency on employee performance at UD. Berkah Andita Mandiri Group. The variables in this research are Compensation (X1), Work Environment (X2), Employee Competency (X3) and Employee Performance (Y). This research uses data collection techniques in the form of observation, interviews, and distributing questionnaires to UD employees. Blessings Andita Mandiri Group. This research has a population of 84 respondents and a sample of 70 respondents. The techniques for normality testing, heteroscedasticity testing, linearity testing, multicollinearity testing and hypothesis testing are expected to be able to answer the four problem formulations in this research. The analysis was carried out using SPSS for Windows version 25 software. Based on the results of the tests carried out, it can be concluded that: Compensation (X1) partially has a significant effect on employee performance (Y) at UD. Blessings Andita Mandiri Group. Work Environment (X2) partially has a significant effect on employee performance (Y) at UD. Blessings Andita Mandiri Group. Competency (X1) partially has a significant effect on Employee Performance (Y) at UD. Berkah Andita Mandiri Group; Compensation, work environment and competency simultaneously have a significant effect on employee performance and Competency simultaneously have a significant effect on Employee Performance (Y) at UD Berkah Andita Mandiri Group.