Publication Search

This study aims to analyze the influence of work discipline, professionalism, and organizational culture on organizational commitment among employees in the Public Service Sector. Organizational commitment is an important factor that reflects employee loyalty and attachment to the institution, while the three independent variables are considered as internal factors that can strengthen this commitment. The method used in this study is associative quantitative with a multiple linear regression approach. Data were collected through distributing questionnaires to 46 respondents based on probability sampling techniques. Data processing and analysis in this study used SPSS software version 27. Based on the results of the study, it was found that there is a significant influence of work discipline on organizational commitment. In addition, professionalism has a significant effect on organizational commitment, organizational culture has a significant effect on organizational commitment. Based on simultaneous hypothesis testing, it is proven that work discipline, organizational culture, and professionalism jointly influence organizational commitment. While the amount of contribution is 54% to organizational commitment, while the remaining 46% of organizational commitment is influenced by other factors such as leadership style, motivation, competence, rewards, job satisfaction, and employee performance. Thus, this study confirms that to increase organizational commitment, government agencies need to strengthen a healthy work culture, enforce discipline, and encourage a professional attitude in the work environment.

This study aims to analyze the effect of job satisfaction and organizational commitment on employee productivity at the Semarak Dana Mojokerto Savings and Loan Cooperative.  The problem of low discipline and performance of marketing staff is an important background, given the limited empirical studies on human resource factors in micro cooperatives in Indonesia.  This study uses a quantitative approach with a total sampling technique on 35 respondents.  The instrument, in the form of a questionnaire, consisted of 28 statement items measured on a 1–5 Likert scale, with validity and reliability tests showing good results (Cronbach's Alpha > 0.70). Multiple linear regression analysis was used with the help of SPSS 26. The results of the study show that job satisfaction has a significant positive effect on productivity (β = 0.723, p < 0.05), as does organizational commitment (β = 0.555, p < 0.05). Simultaneously, these two variables contribute to an increase in employee productivity with a coefficient of determination of 77.8%.  These findings support the theories of Locke (1976) and Meyer & Allen (1991) and are in line with previous studies, although the context of micro cooperatives provides unique characteristics. The practical implications of this study encourage cooperatives to strengthen their reward systems, provide training, and improve work SOPs, particularly in marketing services. The limitations of this study lie in the small sample size and cross-sectional design. Future research is recommended to use a larger sample, a longitudinal approach, and include moderator variables such as work motivation or organizational culture.

This study aims to analyze the impact of work discipline, work-life balance, and employee engagement on employee performance at PT Globalindo Intimates Klaten. The population for this research consisted of approximately 3,000 employees, with a sample of 97 respondents selected using purposive sampling. This sampling method was employed to target employees who met specific criteria relevant to the research objectives. The data for the study were collected through a questionnaire that utilized a Likert scale, and the analysis was conducted using SPSS software. The analytical process included validity and reliability tests, classical assumption tests, and hypothesis testing. The results of the study indicated that work discipline, work-life balance, and employee engagement had a positive and significant effect on employee performance, both independently and in combination. Specifically, work discipline plays a key role in ensuring that employees adhere to organizational rules and regulations, which contributes to improved performance. Work-life balance helps employees manage their personal and professional lives, reducing stress and improving overall job satisfaction, which in turn enhances performance. Employee engagement, which refers to the level of enthusiasm and commitment employees have toward their work, was found to significantly influence their performance as well. The study suggests that organizations should focus on fostering a strong work ethic, providing support for work-life balance, and increasing employee engagement in order to improve overall performance. The findings emphasize that when employees are disciplined, maintain a healthy work-life balance, and are engaged with their work, their productivity increases, leading to improved outcomes for the organization. This research highlights the importance of these factors in creating a motivated and high-performing workforce, and the results can be used to inform human resource strategies in other organizations aiming to improve employee performance and achieve organizational success.

Additionally, companies need to understand the characteristics and values that millennial employees uphold, such as flexibility, empowerment, and opportunities to grow. This generation tends to look for jobs that give them room to innovate, as well as the opportunity to achieve a balance between personal and work life. Therefore, policies that support flexible working hours, remote working, and opportunities for skill development relevant to industry developments will be a significant added value for millennial employees. In addition, open and two-way communication between management and employees is also very important. Millennials are more likely to choose a workplace that is transparent and communicative, where they feel valued and have a voice in decision-making. By maintaining good relationships and ensuring that employees feel heard, companies can create a more positive work environment and strengthen employee commitment to the company. The positive influence of job satisfaction and work discipline on employee commitment, especially the millennial generation, can also be seen as a contributing factor to the decline in employee turnover rates. Employees who feel satisfied and have good work discipline tend to be more loyal and have the desire to stay longer in the company. This will certainly reduce recruitment and training costs for companies, while increasing organizational stability in the long run. This research is expected to be a reference for companies in formulating HR strategies that are more adaptive to the needs of millennial employees, which in turn can increase productivity and create a more innovative and sustainable work environment.

 Organizational commitment is a key factor influencing a company's effectiveness and sustainability. PT PLN Nusantara Power UP Pacitan is a company engaged in power generation, transmission, and distribution. This study aims to explore the effect of workload and work discipline on organizational commitment, with job satisfaction as a mediating variable among employees of PT PLN Nusantara Power UP Pacitan. This research employs a quantitative method using a questionnaire for data collection. The study population consists of 247 employees, with a sample of 90 respondents selected through purposive sampling. Data analysis is conducted using the Partial Least Squares (PLS) method. The results indicate that workload has a positive but insignificant effect on organizational commitment, while work discipline has a significant positive effect on organizational commitment. Furthermore, workload significantly influences organizational commitment through job satisfaction, and work discipline also significantly affects organizational commitment through job satisfaction.

This study explores the application of spirituality-based leadership within the context of a philanthropic organization, focusing on the integration of spiritual values such as honesty, justice, discipline, humility, and openness to change. Utilizing a qualitative case study approach, the research was conducted through interviews and observations at a leading philanthropic foundation. The findings reveal that spiritual values are effectively integrated into leadership practices, contributing to increased organizational integrity, accountability, and productivity. Honesty and justice in decision-making strengthen employee trust and commitment, while openness to change and discipline support adaptation and the effectiveness of the work culture. The humility of leaders creates a conducive and egalitarian work environment, fostering collaboration and job satisfaction. These findings highlight the importance of spirituality-based leadership in reinforcing the ethical and spiritual identity of the organization, as well as enhancing its operational effectiveness.

The objective of this study is to analyze the impact of organizational commitment and job satisfaction on personnel performance, with work discipline as a mediating variable. The study population includes all 115 employees of the Support Company, Yonif 753/AVT Korem 173/PVB Kodam XVII/Cenderawasih, with a sample size of 98 respondents selected using the census method. Data were analyzed using regression analysis and processed with SPSS. The results indicate that organizational commitment and job satisfaction have a positive and significant effect on work discipline. Work discipline also has a positive and significant impact on personnel performance. Furthermore, organizational commitment and job satisfaction positively and significantly influence personnel performance. The Sobel test demonstrates that work discipline can mediate the effects of organizational commitment and job satisfaction on personnel performance

The background of this research is that the incentives given are not in accordance with the wishes of the employees. Inadequate amount of incentives given, sometimes the timing of the incentives is not in accordance with a predetermined date. organizational climate is still not optimal. Leaders are still not consistent in giving assignments. sometimes the tasks given by the leadership are far outside the employee's working hours. Employees face many job risks that are not taken into account the causes and consequences. employee job satisfaction has not been achieved, where there are still many employees who feel dissatisfied. Employee work discipline is still not optimal. not a few employees who come to work outside the hours that have been set. many employees are not yet committed to their work, service orientation is still not optimal. Employee integrity is still not optimal. Thus, the purpose of this study was to determine the effect of incentives, organizational climate and job satisfaction on the work commitment of UPTD employees at the Manonjaya Health Center, Tasikmalaya Regency. The research method is descriptive quantitative, with the results of incentive research tending to be good as well as job satisfaction tending to be good. However, incentives have no significant effect on the work commitment of UPTD Manonjaya Health Center employees. This means that if the provision of incentives is increased, it will not have a significant effect on employee work commitment. The smallest value of the respondent's response to the incentive variable is an indicator of social incentives, while the highest value is found in the non-material incentives indicator. Organizational climate tends to be good as well as job satisfaction tends to be good. Thus, organizational climate has a significant effect on the work commitment of UPTD Manonjaya Health Center employees. This means that if the organizational climate is improved, it will have an impact on increasing work commitment. The smallest value of the respondent's response to the organizational climate variable is an indicator of conflict, while the highest value is found in the indicator of warmth between employees. . Job satisfaction tends to be good as well as job satisfaction tends to be good. However, job satisfaction has no significant effect on the work commitment of UPTD Manonjaya Health Center employees. This means that if job satisfaction is increased, it will not have a significant impact on increasing work commitment. The smallest value of the respondent's response to the variable job satisfaction is an indicator of turnover, while the highest value is found in the indicator of responsibility. Providing incentives, organizational climate and job satisfaction affect the work commitment of UPTD Manonjaya Health Center employees. This means that if the provision of incentives, organizational climate and job satisfaction is increased then work commitment will also increase