Publication Search

Transformational leadership has a strong and positive impact on employee performance across various organizational sectors. This leadership style, which is based on four main dimensions—Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration plays a very important role in creating a shared vision, driving high internal motivation, and producing positive change. Research shows that this positive influence is often affected by factors such as commitment to the organization, job involvement, and organizational behavior. By encouraging employees to put aside personal interests to achieve collective goals, transformational leaders enhance effectiveness, productivity, and the quality of work outcomes. Bass's theory (1985) states that this leadership style drives performance beyond normal expectations. The conclusion of this study emphasizes that the application of transformational leadership style is crucial for organizational management in efforts to improve the quality of human resources. Companies are advised to conduct leadership training that focuses on developing emotional intelligence and visionary communication skills for managers.

This study examines the influence of internal communication and leadership style on employee work motivation at Public Relation Agency XYZ. The research focuses on understanding how these two organizational factors shape the motivation levels of employees, particularly freelance experts who contribute significantly to the agency’s performance and service quality. Using a quantitative approach, data were collected through a structured survey designed to capture employees’ perceptions of communication effectiveness, leadership characteristics, and motivational conditions within the agency. The collected data were then analyzed using SmartPLS to test the proposed relationships. The findings indicate that both internal communication and leadership style exert a significant and positive influence on work motivation, highlighting the crucial role of clear information flow and supportive leadership behavior. Moreover, the results suggest that enhancing communication practices and applying a more transformational leadership style can substantially improve employee motivation. This study offers practical recommendations for strengthening internal communication systems and leadership development initiatives to foster higher engagement, productivity, and overall motivation among employees at Public Relation Agency XYZ.

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 assess extent to which leadership, communication, and competence influence employee performance at Point Coffee Medan. The research was motivated by field findings that indicated a decline in work quality, such as delays in task completion, miscommunication among employees, and a lack of capability in carrying out tasks effectively. These issues highlight the need for improvements in human resource aspects, particularly in leadership style, communication effectiveness, and employee competence. A quantitative research method with a descriptive approach was employed. Data were collected through questionnaires distributed to 38 employees of Point Coffee Medan. The research instruments were tested for validity and reliability, and the data were analyzed using multiple linear regression. The goal of the study was to determine both the partial and simultaneous effects of the three independent variables on employee performance. The analysis results indicate that leadership, communication, and competence have a positive and significant impact on performance, both individually and collectively. Effective leadership helps guide and motivate employees in completing their tasks. Clear and open communication fosters collaboration and a harmonious work environment. Meanwhile, strong competence enables employees to work more efficiently, accurately, and productively. In conclusion, the improvement of employee performance is strongly influenced by the leader's ability to manage the team, the quality of internal communication, and the mastery of work-related competencies. Therefore, the company is advised to enhance these three aspects as part of its human resource management strategy

This study aims to determine the effect of communication and work discipline on employee performance through work supervision as an intervening variable at Jambi Ekspres Televisi. The population in this study consisted of 30 employees, all of whom were used as samples using the total sampling technique. This research employed a quantitative approach with a questionnaire based on a Likert scale, and the data were analyzed using the Partial Least Square (PLS) method through the SmartPLS software. The results showed that communication and work discipline were categorized as good and played an important role in improving employee performance through work supervision. Communication had a positive and significant effect on work supervision, while work discipline also had a positive and significant effect on work supervision. However, communication had a positive but insignificant effect on employee performance. Conversely, work discipline had a positive and significant direct effect on employee performance. Meanwhile, work supervision had a negative and insignificant effect on employee performance. The indirect effects of communication and work discipline on performance through work supervision were also negative and insignificant, indicating that work supervision has not yet played an optimal role as an intervening variable. Based on these findings, it is recommended that the company enhance internal communication effectiveness, strengthen the consistent implementation of work discipline, and optimize the role of work supervision to function more as a coaching and motivational tool, thereby contributing positively to improving employee performance.

The Depok City Social Service is a local government agency with important responsibilities in providing various social services for the community, including services for vulnerable groups, social empowerment, and handling welfare issues. Employee performance in this agency is a key factor in the successful implementation of planned programs. This study aims to analyze the effect of workload and internal communication on the work productivity of Depok City Social Service employees. The study used a quantitative approach with 34 respondents, where the entire population was sampled through a saturated sampling technique. Data were collected using a Likert-scale questionnaire instrument, designed to measure employee perceptions regarding the level of workload, the effectiveness of internal communication, and the level of work productivity. The results of the analysis show that the workload variable (X1) has a positive and significant effect on work productivity (Y), as evidenced by the calculated t value of 4.235, which is greater than the t table of 1.695, and a significance level of 0.000 <0.05. These findings indicate that proper workload management can encourage increased employee productivity. The internal communication variable (X2) was also proven to have a positive and significant influence on work productivity, with a calculated t of 2.332 > ttable 1.695 and a significance value of 0.026 < 0.05, which confirms the importance of effective information flow and coordination in the work environment. Simultaneously, workload and internal communication have a significant influence on employee work productivity, with an Fcount value of 41.065 greater than the Ftable of 3.29 at a significance level of 0.000 < 0.05. The coefficient of determination (R²) value of 0.726 indicates that the two variables together are able to explain 72.6% of the variation in employee work productivity, while the remaining 27.4% is influenced by other factors not examined in this study.

This study aims to analyze the employee training system at Toko Kue Hanania Food, particularly in improving product packaging skills and customer communication. Using the observation and documentation method, this research identifies that training is conducted through the On-the-Job Training method, where new employees learn directly in the workplace within one to three days. The results indicate that while this method is effective in accelerating employee adaptation, challenges such as lack of training documentation, limited trainers, and minimal evaluation and follow-up remain obstacles. Additionally, the company strives to manage training costs efficiently by utilizing internal resources and innovation in daily operations. To enhance training effectiveness, a more structured system is needed, such as the development of Standard Operating Procedures (SOPs) and providing incentives for employees who demonstrate performance improvements.

This research aims to explore the role of internal communication on work effectiveness and employee performance at the Jambi Province Food Security Service. Internal communication is a key factor in increasing organizational efficiency and productivity, especially in the government context. The research approach used is qualitative with descriptive methods, aiming to understand the experiences, perceptions and dynamics of interactions between employees and management. Data was obtained through in-depth interviews with 3 participants consisting of structural officials and functional employees, as well as through direct observation of communication patterns in the work environment. The research results show that effective internal communication characterized by openness of information, active participation of all parties, and transparent two-way communication contributes significantly to increasing work effectiveness and employee performance. Employees who feel they have received sufficient information and are involved in decision making are more motivated and show better 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.

The development of human resources (HR) is crucial for achieving organizational goals, particularly in the competitive food sector. This research analyzes HR management at Perum Bulog Subdrive Surabaya Utara, identifying strengths and weaknesses through a qualitative approach. Interviews and documentation reveal strong workforce quality and structured training programs as key strengths. However, challenges such as low motivation, communication gaps, and resource limitations hinder effectiveness. Opportunities arise from technological advancements and increasing market demand, while threats include intense competition and economic uncertainty. The findings suggest practical recommendations for enhancing HR development strategies, emphasizing the need for improved internal communication, employee engagement, and leveraging technology in training to boost overall organizational performance

Hari Wahyudi, English translation. This study aims to describe the effectiveness of the company's waste control at the Prabumulih City Environmental Service. This research was conducted for three months using a descriptive qualitative approach. Data was collected through interviews, observation, and documentation. Data analysis techniques were carried out by presenting data, reducing data, and drawing conclusions. The results showed that from the aspect of Organizational Characteristics, namely the form of supervision carried out by the Environmental Service through employees who worked in the field, it was approved and recommended by the Head of the Department of Environment. For specialized employees or field staff who carry out supervision, there must be a specialization to support better work abilities, as well as DLH employees in carrying out their duties, namely supervising companies that are directly related, more flexible and able to adapt, if this is indeed the case. not something urgent. For the Environmental Characteristic aspect, it is important for employees to adapt to the work environment, in this case, the Prabumulih City DLH employees must be able to adjust the conditions in the DLH office and also adapt to the conditions in the field in carrying out supervision in the hope that any decisions to be taken are right there. Aspects of Employee Characteristics, namely DLH employees in having good quality because they are in accordance with the educational qualifications and skills possessed, then also in carrying out employee duties ensuring that every company in Prabumulih City can progress but still ensuring the environment in the form of rivers, land and others does not damaged by pollution. As for the aspects of Management Policy and Practice, namely internal vertical and horizontal communication within the DLH Department, it is quite good, then communication with other institutions is also quite good. Then at the DLH Office, there are rarely awards given to employees, so it can be said that the reward system has not been able to stimulate employees to seek effective performance creation and performance and performance development.

Hari Wahyudi, English translation. This study aims to describe the effectiveness of the company's waste control at the Prabumulih City Environmental Service. This research was conducted for three months using a descriptive qualitative approach. Data was collected through interviews, observation, and documentation. Data analysis techniques were carried out by presenting data, reducing data, and drawing conclusions. The results showed that from the aspect of Organizational Characteristics, namely the form of supervision carried out by the Environmental Service through employees who worked in the field, it was approved and recommended by the Head of the Department of Environment. For specialized employees or field staff who carry out supervision, there must be a specialization to support better work abilities, as well as DLH employees in carrying out their duties, namely supervising companies that are directly related, more flexible and able to adapt, if this is indeed the case. not something urgent. For the Environmental Characteristic aspect, it is important for employees to adapt to the work environment, in this case, the Prabumulih City DLH employees must be able to adjust the conditions in the DLH office and also adapt to the conditions in the field in carrying out supervision in the hope that any decisions to be taken are right there. Aspects of Employee Characteristics, namely DLH employees in having good quality because they are in accordance with the educational qualifications and skills possessed, then also in carrying out employee duties ensuring that every company in Prabumulih City can progress but still ensuring the environment in the form of rivers, land and others does not damaged by pollution. As for the aspects of Management Policy and Practice, namely internal vertical and horizontal communication within the DLH Department, it is quite good, then communication with other institutions is also quite good. Then at the DLH Office, there are rarely awards given to employees, so it can be said that the reward system has not been able to stimulate employees to seek effective performance creation and performance and performance development.