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This study aims to analyze the organizational structure, main tasks and functions, and challenges faced by the Legal Section in carrying out its role as a center for local government legal services. The research method used a qualitative approach through interviews with the Head of the Legal Section, direct observation in the work environment, and literature studies of various related documents and regulations. The results of the study indicate that the organizational structure of the Legal Section consists of functional positions, implementing officers, and temporary employees, each of which has a crucial role in supporting the legal product drafting process. However, the effectiveness of organizational performance still faces obstacles, particularly related to employee discipline, work ethic, and efforts to build a culture of bureaucratic integrity. The Head of the Legal Section emphasized that the quality of human resources is a key factor in determining the success of the process of harmonization of regulations and legal services. Thus, a sustainable apparatus development strategy and strengthening of the work system are needed so that the Legal Section can carry out its functions optimally in supporting the implementation of the Palangka Raya City government.

This study aims to determine the extent to which motivation and work discipline affect employee productivity at CV. Langgeng Jaya. The study uses a quantitative descriptive approach with data collection techniques through distributing questionnaires. The study population includes all 80 employees of CV. Langgeng Jaya, with a sampling technique using Saturated Sampling. Data analysis was carried out through Multiple Linear Regression Tests and Hypothesis Tests with the help of the SPSS 27 program. The results of the study indicate that motivation has a significant influence on employee productivity partially, while work discipline does not have a significant influence. However, simultaneously, motivation and work discipline have been proven to have a significant influence on employee productivity. Therefore, CV. Langgeng Jaya is expected to prioritize increasing employee motivation through targeted programs and conducting evaluations and coaching on work discipline aspects, so that both factors can support each other in increasing overall productivity. This aims so that both factors can support each other in increasing overall employee productivity, creating a more productive work environment, and improving company performance in the long term.

This study aims to examine the influence of work environment, work motivation, and job training on employee performance, with work discipline as an intervening variable at PT. Telkom Akses Semarang. The population of this research consists of 400 employees of PT. Telkom Akses Semarang, which is a prominent company in the telecommunications sector. The sampling technique used was purposive sampling, and the sample size of 100 employees was determined using the Slovin formula to ensure a representative sample. Data were collected through questionnaires distributed randomly to the selected respondents to gather comprehensive and reliable information. This study employed a quantitative analysis approach, utilizing Smart PLS as the analytical tool, covering the outer model, inner model, and hypothesis testing to assess the relationships between the variables. The findings indicate that the work environment, work motivation, and job training significantly affect employee performance at PT. Telkom Akses Semarang. Furthermore, the use of work discipline as an intervening variable also mediates the influence of work environment, work motivation, and job training on employee performance, suggesting that work discipline plays a crucial role in enhancing overall employee productivity and organizational success.

Employee performance is a strategic aspect that plays an important role in achieving company goals, especially in facing increasingly fierce business competition. Employee performance is not formed directly, but is influenced by various internal organizational factors, such as work discipline, compensation systems, and work environment conditions. This study aims to analyze the influence of work discipline, compensation, and work environment on employee performance at PT Dunia Aneka Usaha. This study uses a descriptive quantitative approach. The sampling technique used is a saturated sample, so that the entire population of 70 employees was used as research respondents. Data were collected through questionnaires compiled based on indicators of each variable and measured using a Likert scale. Furthermore, the data were analyzed using validity and reliability tests to ensure the quality of the research instrument, as well as statistical analysis in the form of t-tests, F-tests, and multiple linear regression analysis to test the proposed hypotheses. The results of the study indicate that work discipline, compensation, and work environment have a positive and significant effect on employee performance, both partially and simultaneously. These findings indicate that improving work discipline, providing appropriate compensation, and creating a conducive work environment can encourage improved employee performance. Therefore, companies are advised to manage these three factors sustainably so that employee performance improves and organizational goals can be achieved optimally.

This study aims to analyze the effect of work stress and work discipline on the effectiveness of human resources (HR) in employees of the Communication and Information Service (Diskominfo) of Ciamis Regency. The effectiveness of human resources is crucial for the success of government agencies in public services and information technology management, where the optimal performance of employees is influenced by stress management and discipline levels. This study adopted a quantitative-descriptive method by distributing questionnaires to 40 respondents who were selected through random sampling techniques. The data testing included validity, reliability, and multiple linear regression analysis tests to test the relationship of independent variables (work stress $X_1$ and work discipline $X_2$) to bound variables (HR effectiveness $Y$). The results of the analysis show that work stress and work discipline simultaneously have a significant effect on the effectiveness of human resources. Partially, work stress has a negative influence, indicating that increased work stress tends to reduce the effectiveness of human resources. On the contrary, work discipline has been shown to have a positive effect, showing that the higher the employee's discipline, the more their work effectiveness will increase. Therefore, the conclusion emphasizes that increasing the effectiveness of human resources requires the implementation of effective work stress management and the establishment of a consistent work discipline culture. This effort is important to create a conducive work environment, increase productivity, and strengthen the performance of the state civil apparatus in supporting an electronic-based government system and digital public services.

The purpose of this study is to analyze the extent to which work discipline and the physical work environment influence employee performance at CV X. The research was conducted using a quantitative approach involving all 45 production employees, with a saturation sampling method to ensure that every member of the population was represented. Data were collected through a structured questionnaire using a five-point Likert scale, while hypothesis testing was carried out using the SEM-PLS method to obtain more accurate estimates of the relationships among variables. The results reveal that both work discipline and the physical workplace contribute significantly to performance improvement. The physical work environment shows a positive and meaningful effect on employee performance, as indicated by a path coefficient of 0.464, a T-statistic of 2.309, and a P-value of 0.002. Similarly, work discipline also demonstrates a constructive influence, supported by a path coefficient of 0.403, a T-statistic of 2.786, and a P-value of 0.006. Based on the R-square value of 0.701, the two variables collectively explain 70.1% of the variance in employee performance. These findings highlight the importance of fostering disciplined work behavior while simultaneously enhancing environmental conditions in the workplace. Improving the physical layout, comfort, and safety, along with reinforcing consistent adherence to organizational rules, can substantially elevate performance outcomes at CV X.

This study aims to analyze the effectiveness of the reward program in improving employee loyalty and work discipline at Bank Mandiri. The research employs a qualitative descriptive approach using the literature study method, through the collection and analysis of secondary data obtained from official Bank Mandiri reports, academic journals, labor regulations, and media articles related to human resource management policies. The findings reveal that the implementation of both financial rewards (competitive salaries, performance-based bonuses, and welfare benefits) and non-financial rewards (recognition, promotions, and career development programs) has a positive impact on enhancing employee loyalty and work discipline. A fair, transparent, and sustainable reward system fosters a sense of belonging, strengthens affective commitment, and cultivates a productive and professional work culture. Moreover, the data indicate a decline in disciplinary violations over the past three years, demonstrating the effectiveness of the reward system as a form of positive reinforcement. This study highlights the importance of reward policies as a strategic instrument in human resource management and recommends that companies continuously adapt their reward systems to align with employee needs and the evolving work environment.

This research aims to analyze the partial and simultaneous influence of Organizational Culture (X_1), Discipline (X_2), Leadership (X_3), and Workload (X_4) on Employee Performance (Y) at PT. PELINDO III (Persero) Tanjung Emas Branch Semarang. Utilizing a quantitative associative approach, data were collected from 50 employee respondents and analyzed using multiple linear regression. The analysis confirmed that X_1, X_2, and X_3 positively and significantly influence Employee Performance, while Workload (X_4) significantly influences performance negatively (\beta = -0.091). Organizational Culture (X_1) was identified as the most influential factor (\beta = 0.461), followed by Leadership (X_3, \beta = 0.313) and Discipline (X_2, \beta = 0.149). The results highlight the critical need for a strong organizational culture and effective leadership in overcoming the inevitable challenges posed by workload pressure in the demanding port environment. The model demonstrated a strong fit, explaining approximately 68.5\% of the variation in Employee Performance. Managerial implications suggest prioritizing culture reinforcement and leadership development to mitigate the negative impact of high operational workload.

Employee performance is one of the key indicators in assessing the quality of human resources within an organization or company. To improve performance, companies generally implement various strategies, such as training programs, educational development, enforcement of work discipline, motivational efforts, and the management of a supportive work environment. This study aims to analyze the influence of competence, work discipline, and organizational climate on employee performance at The Kayon Resort Ubud. This research involved all employees of The Kayon Resort Ubud as the population. The sampling technique used was a saturated sampling method, in which the entire population was included as the research sample, totaling 71 respondents. To analyze the relationships between variables and test the hypotheses, multiple linear regression analysis was employed. The results of the study indicate that competence has a positive and significant effect on employee performance. Likewise, work discipline and organizational climate also have a positive and significant influence on employee performance at The Kayon Resort Ubud. Based on these findings, future researchers are encouraged to expand the study by including other variables that may affect employee performance.

This study was conducted to determine the effect of reward and punishment on employee performance at PT Cakra Sanjaya AC. In this company, employee performance determines the smooth running of daily operations, including inventory management, customer service, and product delivery. Therefore, the reward and punishment system is used as an effort to increase employee motivation, discipline, and productivity.Despite the implementation of the reward and punishment system, there was a significant difference in employee responses. Employees who received rewards showed a 15% increase in performance, while those who received punishments experienced a decrease in motivation and work enthusiasm. This research uses quantitative methods with descriptive and verification approaches. The sampling technique used was saturated sampling, with a total of 36 employees as respondents.The results showed that reward has a positive and significant effect on employee performance. Punishment also has a positive and significant effect. Simultaneously, reward and punishment together contribute significantly to improving employee performance. Therefore, the application of rewards and punishments in a proportional, targeted, and sustainable manner is very important to create a productive, disciplined, and highly competitive work environment. In addition, companies need to conduct periodic evaluations of the effectiveness of the two systems in order to adjust HR management strategies according to the needs and dynamics of the organization, so that company goals can be achieved optimally.

PT Basmar Travelindo Sejahtera is a tourism company engaged in Umrah and international travel services, operating under official PPIU and government permits. The company’s vision is to become a leading and trusted Umrah tour provider that prioritizes service quality and customer satisfaction. This study aims to analyze the simultaneous influence of the work environment and work discipline on employee performance at PT Basmar Travelindo Sejahtera. The population and sample in this study consist of all 30 employees. A quantitative descriptive approach was used, with data analyzed using IBM SPSS Version 25. The results of the partial hypothesis test show that the work environment has a positive and significant influence on employee performance, as indicated by a t-count value of 2.223 greater than the t-table value of 2.051, with a significance of 0.035 (<0.05). This finding means that the better the work environment, the higher the employee performance. The work discipline variable also shows a positive and significant influence on performance, with a t-count value of 2.157 greater than the t-table value of 2.051 and a significance of 0.040 (<0.05). The simultaneous hypothesis test produces a significance value of 0.000 (<0.05), indicating that both the work environment and work discipline together have a significant and positive effect on employee performance. These results highlight the importance of supportive work conditions and consistent discipline in improving performance at PT Basmar Travelindo Sejahtera.

This study aims to analyze the role of Human Capital Management in enhancing the operational activities of the MSME Wizzmie in Medan, serving as an example of human resource management practices in small-scale enterprises. A descriptive qualitative approach was employed, with data collected through in-depth interviews, participatory observation, and document analysis of HR practices within the MSME. The findings indicate that human resource strategies such as selective recruitment, routine training to improve employee competencies, structured task allocation, and performance-based reward systems significantly enhance employee discipline, skills, and service quality. Improvements in these areas contribute positively to smooth daily operations, customer satisfaction, and sales growth. Despite facing challenges, such as occasional lapses in employee discipline, management implements solutions including coaching programs, direct guidance, and a graduated warning system to address these issues. These results underscore that Human Capital Management is not merely an administrative function but plays a strategic role in fostering work efficiency, customer loyalty, and the sustainability of MSMEs. Consequently, effective human resource management emerges as a crucial factor for the success and competitiveness of small enterprises in a highly competitive business environment. The study highlights the importance of aligning HR practices with strategic business objectives to ensure long-term operational effectiveness and growth.

In the current era of globalization, Human resource companies play an important role in advancing business and improving employee performance in a relevant manner. Both superior and subordinate communication, and a clean work environment can affect employee performance. Employee performance is the quality of employee work in completing work that has been given by the company. One of the things that affects employee performance is the work environment and work discipline. The purpose of this study was to determine how far the influence of the work environment and work discipline on the performance of PT Kayu Permata employees. This study uses a descriptive quantitative research method, namely by using multiple linear regression analysis. The results of the study showed a value of  of 56.250 >  (3.140). So it is stated that the work environment and work discipline obtain a total of of 3.541 which is > from of 1.998 which means  is accepted and work discipline obtains of 5.778  > 1.998 so that  is accepted. Therefore, the work environment and work discipline greatly influence employee performance.  

This study aims to analyze the influence of work discipline and organizational culture on employee job satisfaction at Hotel Sangga Buana. Job satisfaction is a crucial factor in improving performance, productivity, and employee loyalty in the hospitality industry, which demands professionalism and excellent service. The research employed a quantitative approach using a survey method. Data were collected through questionnaires distributed to 30 employees from operational and administrative departments. The data were analyzed using multiple linear regression with the assistance of SPSS version 25. The results reveal that both work discipline and organizational culture have a positive and significant effect on job satisfaction, both partially and simultaneously. Work discipline was found to be the most dominant variable influencing job satisfaction, as high discipline fosters order and accountability in the workplace. Meanwhile, a positive organizational culture contributes to a harmonious work environment and enhances employee motivation. These findings emphasize the importance of implementing strong discipline and cultivating a supportive organizational culture to improve job satisfaction and overall employee performance in the hospitality sector.

This study aims to determine the influence of Organizational Culture (X1), Work Climate (X2), and Work Discipline (X3) on Employee Job Satisfaction (Y) at a company with 52 employees as respondents. The sampling technique used was non-probability sampling with a saturated sample method, meaning all members of the population were included in the sample. Data were collected using a structured questionnaire based on a Likert scale and then analyzed using SPSS version 25. The research employed a quantitative approach with multiple linear regression analysis to examine the relationships between the variables. The results showed that both organizational culture and work discipline had a significant and positive effect on employee job satisfaction. A strong organizational culture contributes to a shared vision, values, and sense of belonging, which enhances job satisfaction. Work discipline, on the other hand, ensures employees meet performance expectations and follow organizational rules, which promotes a stable and productive work environment. Although the work climate variable did not show as strong an influence as the other two, it still plays an important role in shaping employee perceptions and comfort in the workplace. Overall, the findings suggest that improving organizational culture and reinforcing work discipline are effective strategies for enhancing employee job satisfaction, while maintaining a supportive work climate can further support this effort.

This study was conducted to evaluate and confirm hypotheses related to communication, work discipline, and work environment as determinants of employee performance at Pabrik Rokok Cengkir Gading Nganjuk. A quantitative approach with an associative method was adopted. The research utilized a non-probability sampling strategy, specifically the saturated sample method, by involving all 53 employees in the production section. Data were processed using SPSS version 26 and analyzed through validity, reliability, normality, linearity, multicollinearity, heteroscedasticity, multiple linear regression, t-tests, F-tests, and the coefficient of determination (R²). Findings indicate that communication has a positive but insignificant effect on performance (Sig. 0.131 > 0.05). In contrast, work discipline significantly and positively influences performance (Sig. 0.016 < 0.05), while the work environment has a positive but insignificant effect (Sig. 0.052 > 0.05). On the other hand, communication, work discipline, and work environment together significantly affect employee performance (Sig. 0.000 < 0.05). The overall contribution of these three independent variables is 47.9%, with the remaining 52.1% explained by other unobserved variables.

This study aims to determine the effect of work environment and work discipline on employee performance at the Jakarta Education Quality Assurance Agency (BPMP). Work environment and work discipline are important factors that can influence employee productivity and performance effectiveness, especially in government agencies engaged in improving education quality. The research method employed is an associative quantitative approach, with data collection techniques involving a questionnaire distributed to the entire population, comprising 87 BPMP employees, using total sampling. Data testing was conducted through validity tests, reliability tests, classical assumption tests, multiple regression analysis, t-tests (partial), F-tests (simultaneous), and determination coefficients. The research results indicate that both the work environment and work discipline have a positive and significant impact on employee performance, both partially and simultaneously. A comfortable work environment and high work discipline can drive improvements in employee performance in carrying out their duties and responsibilities. This study contributes as a basis for evaluation and improvement of human resource management at the Jakarta Capital City BPMP in creating a conducive work environment and a disciplined work culture.

This study aims to examine the effect of work discipline, work motivation, and work environment on employee performance at PT. Yara Berkah Semesta Kediri. The research employed a quantitative approach with a survey method by distributing questionnaires to 50 employees, who were selected as the sample using a census technique. The data analysis techniques used in this study included validity and reliability tests, classical assumption tests, multiple linear regression analysis, t-test, and F-test, with the assistance of SPSS software. The results revealed that, partially, work discipline and work motivation did not have a significant effect on employee performance, while the work environment had a positive and significant effect. Simultaneously, work discipline, work motivation, and work environment had a positive and significant effect on employee performance, with an F-value of 32.586 and a significance level of 0.000. These findings indicate that employee performance improvement is more strongly influenced by a supportive and comfortable work environment. Therefore, the company is advised to reconsider its strategies for enhancing discipline and motivation, while maintaining a conducive work environment to support productivity. The practical implications of this study suggest that organizations should prioritize creating and maintaining a positive work environment as a fundamental strategy to boost performance. Additionally, companies need to design interventions that strengthen employee discipline and motivation, such as recognition programs, training, and clear performance management systems, while ensuring that these efforts are integrated with improvements in the work environment.

This study aims to examine the effect of work discipline, work motivation, and work environment on employee performance at PT. Yara Berkah Semesta Kediri. The research employed a quantitative approach with a survey method by distributing questionnaires to 50 employees, who were selected as the sample using a census technique. The data analysis techniques used in this study included validity and reliability tests, classical assumption tests, multiple linear regression analysis, t-test, and F-test, with the assistance of SPSS software. The results revealed that, partially, work discipline and work motivation did not have a significant effect on employee performance, while the work environment had a positive and significant effect. Simultaneously, work discipline, work motivation, and work environment had a positive and significant effect on employee performance, with an F-value of 32.586 and a significance level of 0.000. These findings indicate that employee performance improvement is more strongly influenced by a supportive and comfortable work environment. Therefore, the company is advised to reconsider its strategies for enhancing discipline and motivation, while maintaining a conducive work environment to support productivity. The practical implications of this study suggest that organizations should prioritize creating and maintaining a positive work environment as a fundamental strategy to boost performance. Additionally, companies need to design interventions that strengthen employee discipline and motivation, such as recognition programs, training, and clear performance management systems, while ensuring that these efforts are integrated with improvements in the work environment.

This study aims to analyze the influence of workload, work discipline, and the work environment on employee performance at the Tarokan District Office. Employee performance is a crucial element in achieving organizational objectives, as human resources are considered the most valuable asset of an institution. Workload, work discipline, and the work environment are three interrelated factors that often determine whether employees can achieve optimal performance levels. This research employs a quantitative approach with data collected through questionnaires distributed to employees of the Tarokan District Office. The analysis was conducted to examine both partial and simultaneous effects of the three variables on employee performance. The findings reveal that workload partially has a significant effect on employee performance, indicating that a balanced workload improves effectiveness while excessive workload may hinder output. Similarly, work discipline partially demonstrates a significant effect, highlighting the role of adherence to rules and punctuality in enhancing performance outcomes. The work environment also partially exerts a significant effect, suggesting that supportive facilities, comfortable conditions, and positive interpersonal relationships contribute to higher productivity. Furthermore, the results show that workload, work discipline, and work environment simultaneously have a significant effect on employee performance. These findings provide important implications for organizational leaders in designing policies that ensure sustainable performance improvements.