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This study was conducted to examine, from an organizational behavior perspective, how leadership styles influence employee work behavior at the Population and Civil Registration Service (Dukcapil) of Magelang Regency. This study utilized various reference sources, including books, scientific journals, and previous research on leadership, organizational behavior, and employee work behavior. The results showed that certain leadership styles have a significant impact on employee work behavior, particularly in terms of improving discipline, motivation, responsibility, and the quality of public services. Transformational, democratic, and authentic leadership styles are considered more effective because they can create a good work environment, build trust, and encourage positive behaviors such as cooperation and initiative. Conversely, ineffective leadership can lead to low work motivation, decreased organizational commitment, and decreased quality of public services. Furthermore, this study shows that organizational systems are not the only factor influencing the success of public services; leaders also have the necessary expertise to direct and change employee work behavior. Therefore, a flexible and engaging leadership style is an important component in improving the quality of public services at Dukcapil of Magelang Regency.

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 determine the influence of work discipline (variable X1) and work culture (variable X2) on employee performance (variable Y). The research method used is a descriptive and verifiable method with a quantitative approach. Data collection techniques include observation, interviews, documentation, and literature studies to obtain comprehensive and relevant data for the purpose of the research. Data analysis techniques are carried out systematically, starting from the data compilation process, data tabulation, to the hypothesis testing stage. Data analysis uses multiple linear regression to determine the influence of each independent variable on the dependent variable. The results showed that the determination coefficient (R²) value was 69.8%, which means that work discipline and work culture simultaneously have a significant effect on employee performance. Meanwhile, 30.2% of employee performance was influenced by other factors outside of the study, such as motivation, work ability, leadership, personality, job satisfaction, work environment, and employee loyalty. Thus, it can be concluded that improving work discipline and a positive work culture plays an important role in improving.

This study aims to analyze the critical role of leadership in improving employee motivation at Arabela Beauty Salon in Sikka Regency. The problems identified include employees who still lack enthusiasm in their work, low discipline, and limited initiative in providing service to customers, which affects overall service quality. This research employs a descriptive qualitative approach, using data collection techniques such as interviews, observations, and documentation. The results indicate that leadership at Arabela Beauty Salon plays a significant role in enhancing employee motivation by providing clear direction, maintaining open communication, and offering attention as well as support to employees. However, the reward system and performance evaluation processes still need improvement to further encourage employees in achieving optimal service targets and high-quality outcomes. Thus, the application of an effective, participative leadership style can significantly improve employee motivation, which in turn leads to better service delivery and increased customer satisfaction.

This study aims to analyze the significant role of leadership, motivation, work discipline, and compensation in improving employee performance at PT Kereta Api Indonesia (Persero) Daop IV Semarang. This research adopts a quantitative associative approach, providing a clear understanding of the key factors that influence employee performance. Data were collected through a Likert-scale questionnaire, which was distributed to 80 respondents who are permanent employees of Daop IV Semarang. The data analysis was carried out using SPSS version 26, which included validity and reliability tests, as well as multiple linear regression, t-test, F-test, and the coefficient of determination (R²). The results reveal that leadership, motivation, work discipline, and compensation all have a positive and significant impact on employee performance. Among these variables, motivation was found to be the most dominant factor influencing performance. This finding suggests that fostering higher motivation and effective leadership can significantly enhance employee performance. This research provides practical implications for PT KAI management to enhance productivity through strengthening discipline culture, implementing fair compensation systems, and promoting participative leadership styles.

The purpose of this study is to evaluate how transformational leadership style, work motivation, and work discipline affect employee performance at the Alpha Indonesia Foundation in Central Java. The social background of the foundation, which includes various issues related to human resources and workplace dynamics, highlights the importance of this study. Using a census strategy, all 49 employees participated as respondents in this survey-based quantitative approach. A closed-ended questionnaire based on a Likert scale that had undergone validity and reliability testing to ensure measurement accuracy was used to collect data. The partial and simultaneous effects of these factors were evaluated using multiple linear regression analysis. Regardless of worker performance. The results of the study show that work motivation increases productivity, work discipline encourages regularity and consistency in job performance, and transformational leadership significantly improves employee morale. Overall, it has been proven that these three factors have a significant impact on the performance of agency employees. These results highlight the importance of intrinsic motivation, work discipline, and inspirational leadership as critical components in maximizing employee performance, especially in non-profit organizations involved in social and educational development.

This study investigates the implementation strategy of work discipline as a means to improve the productivity of daily contract employees in the Traffic Division of the Semarang City Transportation Agency. Work discipline is a critical component of human resource management that influences performance effectiveness and organizational efficiency. The research applies a qualitative descriptive approach using interviews, observation, and document analysis to examine discipline practices, attendance data, and managerial supervision. The results show that effective disciplinary implementation—through structured supervision, reward and punishment systems, continuous coaching, and welfare enhancement—significantly improves employee productivity. Leadership quality, motivation, and consistent policy enforcement emerge as primary determinants of disciplined behavior. The study concludes that establishing a fair and transparent disciplinary system can foster accountability, punctuality, and professional service delivery among public employees.

This study aims to analyze the influence of leadership style and work motivation on the performance of civil servants (PNS) at the Office of the Domestic Policy Strategy Agency (BSKDN) in Central Jakarta. The study employs a descriptive quantitative approach using a survey method, where data were collected through questionnaires distributed to a number of PNS within BSKDN. The collected data were then analyzed using multiple linear regression with the aid of statistical software to examine the relationships and effects between variables. The results indicate that leadership style has a substantial and positive effect on PNS performance, suggesting that effective, inspiring, and communicative leadership can enhance employee productivity and work quality. Moreover, work motivation also demonstrates a positive and significant impact on PNS performance, indicating that highly motivated employees exhibit greater dedication, discipline, and initiative in carrying out their duties. Further analysis shows that when leadership style and work motivation are applied simultaneously, both provide a substantial influence on improving PNS performance, emphasizing the importance of synergy between good leadership and employees’ internal motivation. The practical implications of this study underscore the urgency for BSKDN to develop leadership training programs that can inspire, motivate, and empower employees comprehensively. Additionally, designing sustainable strategies to enhance work motivation is also crucial to optimize the performance of all PNS within BSKDN, ensuring organizational goals are achieved effectively and efficiently. This study contributes to the development of human resource management practices in the government sector, particularly in the context of enhancing employee performance through the combination of effective leadership and optimal work motivation.

This study aims to determine the influence of motivation on employee performance at the Regional Disaster Management Agency (BPBD) Office of Sidenreng Rappang Regency. Motivation is seen as one of the fundamental factors in human resource development because it can encourage increased work morale, effectiveness, and efficiency in carrying out employee duties and responsibilities. Highly motivated employees will be encouraged to work more disciplined, creative, and productive, so that they can make a positive contribution to the achievement of organizational goals, especially in public service and disaster management.nThis study uses a quantitative approach with a survey method. The sampling technique chosen is a saturated sample, namely all employees and honorary personnel at BPBD Sidenreng Rappang Regency are made respondents. This consideration is made because the population is relatively small so that it can be reached as a whole. The research data was collected using a questionnaire compiled based on indicators of work motivation and employee performance, then analyzed using a simple regression test to determine the relationship and influence between variables.nThe results showed that the calculated t value of 2.167 was greater than the t table of 2.048 at a significance level of 5%. This proves that there is a positive and significant influence between motivation on employee performance. Motivation contributes 15.7% to performance improvement, while the rest is influenced by other factors such as work discipline, work environment, competence, and leadership. Nevertheless, these findings emphasize that motivation continues to play an important role as the main driver of employee performance.nThus, increasing motivation through the provision of awards, incentives, and continuous coaching can be an important strategy in strengthening the quality of performance of BPBD employees in Sidenreng Rappang Regency.

This research aims to determine the influence of organizational culture on employee work discipline at PT Wira Mas Permai in Banggai Regency. The research employs a quantitative method, with data processed using descriptive statistics, classical assumption tests, and hypothesis testing. The data were analyzed using simple linear regression with the assistance of IBM SPSS 21 software. The type of data used in this research is primary data, which was collected through questionnaires distributed to the employees of PT Wira Mas Permai in Banggai Regency. This research consists of a dependent variable, namely employee work discipline at PT Wira Mas Permai in Banggai Regency, and an independent variable, namely organizational culture. The results indicate that the organizational culture variable has a positive and significant influence on employee work discipline. The regression analysis indicates a positive coefficient of 0.651, which means that every increase in organizational culture will improve employee work discipline. Organizational culture contributes 42% to employee work discipline, while the remaining 58% is influenced by other factors such as leadership, motivation, and the work environment.

In a more competitive business environment, employee performance is a crucial factor that influences an organization's success. Elevated employee performance not only facilitates the attainment of business objectives but also fosters a positive and productive work environment. This study seeks to examine the correlation among employee motivation, work discipline, and performance, along with external influences that may affect the interplay among these three components. By comprehending this link, it is anticipated that firms can devise more effective strategies for managing human resources, hence enhancing total employee performance. This study used a quantitative methodology with a sample of all employees from energy companies in Madura, comprising a total of 50 individuals. Data were gathered via questionnaires with a Likert scale ranging from 1 to 5. Data study employed multiple linear regression, revealing that job motivation and work discipline significantly influenced employee performance. The analysis results indicated that the regression model accounted for 44.1% of the variance in employee performance, with work motivation and work discipline identified as significant independent factors. This study's conclusions offer theoretical and practical insights for firms to enhance employee performance. Organizations must cultivate a work environment that fosters internal drive and work discipline, while also considering external elements such as effective supervision and leadership structures. Consequently, firms can formulate more efficient human resource management strategies to enhance employee performance across diverse sectors.

 This study aims to test and analyze the influence of leadership style , organizational culture and organizational justice partially and simultaneously on the performance of employees of the Bank Indonesia Jember Representative Office. The population in this study were all employees of Bank Indonesia Jember with a sampling technique of saturated sampling technique totaling 42 employees. The analysis method used is multiple linear regression analysis. Based on the results of the data analysis, it shows that partially, leadership style does not have a significant effect on employee performance. However, certain aspects such as decision making, motivation, communication, employee control, and emotional control play an important role. Improvements in this aspect can support performance indirectly. Organizational culture significantly affects employee performance. Self-awareness, aggressiveness, personality, performance, and team orientation play a role in creating a productive work environment. Organizational justice does not significantly affect employee performance. Indicators such as resource allocation, procedural fairness, and personal relationships play an important role. The three variables ( leadership style , organizational culture, and organizational justice) together affect employee performance. In addition, the researcher's suggestions for further research are expected to complement the limitations of the researcher's problems such as increasing the number of samples, for example all employees of KpwBI Jember, or adding independent variables to be studied, for example motivation, discipline, workload, occupational health and work life balance.

The research entitled The Influence of Motivation and Work Environment on Employee Performance at the Fakfak Regency Plantation Service. The purpose of this study is to find out: 1) To find out employee perceptions about Motivation, work environment, and employee performance at the Fakfak Regency Plantation Service, 2) To find out the significance of the partial influence of Motivation and environment on employee performance Is work discipline employee performance at the Fakfak Regency Plantation Service, 3) To find out the significance of the simultaneous influence of motivation and work environment on employee performance at the Fakfak Regency Plantation Service. This research is a quantitative type that is structural in nature, namely looking for the relationship between motivation and work environment on employee performance at the Fakfak Regency Plantation Service. The sample used in this study was 50 employees. Data were collected using interview techniques, questionnaires and documentation and analyzed using descriptive and inferential statistics using the Smart PLS 3.8 application. The results of descriptive statistical analysis show that the employee performance variable is 79.91%, work motivation is 80.55%, work environment is 86.8% which is included in the good category. The results of the Inferential statistical test show that partially the Motivation variable has a significant effect on employee performance with a t value of 2,341 and a significance value of 0.024. then the decision is to accept the alternative hypothesis (Ha), partially the work environment variable has a significant effect on the employee performance variable with a t value of 3,694 with a significance value of 0.001, then the decision is to accept the alternative hypothesis (Ha). The results of the statistical test based on Anova calculations show a calculated F value of 39,120 with a significance value of 0.000. This significance value is smaller than the alpha level used, which is 5% or 0.05, so the 2 (two) independent variables in this study simultaneously have a positive and significant influence on employee performance. The coefficient of determination (R2) is 0.700%. This means that the work motivation and work environment variables contribute 70% to the variation in employee performance at the Fakfak Regency Plantation Service, while the remaining 30% is explained by other variables not included in this study. Based on the results of this study, it is recommended that employees at the Fakfak Regency Plantation Service need to improve their work motivation to excellent levels by implementing all leadership policies in carrying out their duties and responsibilities.

This study aims to analyze the influence of leadership style, work discipline and work motivation on work productivity. The sample in this study was 87 people who were employees of Perkebunan Nusantara XIII Kebun Ngabang. The data collection technique used was by distributing questionnaires. The results of the instrument test stated that the data in this study were valid and re-labeled. The classical assumption test stated that in this study it was normally distributed, free from multicollinearity and heteroscedasticity. The results of the study showed that: (1) Leadership style has a positive and significant effect on work productivity. (2) Work discipline has a positive and significant effect on work productivity. (3) Work motivation has a positive and significant effect on work productivity. These results have an impact on further researchers to assess work productivity in various companies and use other variables besides those in this study. The results of this study give the impression that PT Perkebunan Nusantara XIII Kebun Ngabang needs to optimize leadership style, work discipline and work motivation in order to create work productivity so that it can create good company performance.

In An Organization, Employee Performance Is An Important Factor That Will Affect The Success Of The Organization. The Success Of The Organization Can Be Determined By How Effective And Productive Employees Are In Achieving Maximum Results. Therefore, Employees Are Often Required To Have And Master Abilities And Skills Where This Aims To Produce Satisfactory Performance, In Addition, Employees Who Have High Motivation Tend To Be Disciplined So That From High Motivation And Discipline Employees Can Complete Tasks Well So That The Results Obtained Will Be Maximized. In Assessing Employee Performance, An Employee Performance Evaluation Is Needed Which Aims To Measure How Far Employees Maximize Their Abilities And How Much Contribution Has Been Made, Where Employees Who Have Maximum Performance Tend To Do More Productive Things, Express Innovative Thoughts, And Prioritize Increasing Customer Satisfaction, And Increasing Organizational Profits.

PT Efrata Garmindo Utama Sukoharjo itself operates in the retail sector which makes batik clothes (men, women and children) with its flagship brand, namely Bateeq. This research is a survey with quantitative data, namely data on the number of employees and the number of respondents to the questionnaire. Primary data in this research is the result of distributing questionnaires given to employees of PT Efrata Garmindo Utama. The population in this study were all employees of PT Efrata Garmindo Utama, totaling 502 employees. The sample in this study was narrowed using the Slovin formula to 85 respondents using a purposive sampling technique. The data collection technique uses a questionnaire. Test research instruments with validity and reliability tests, classic assumption tests including multicollinearity tests, autocorrelation tests, heteroscedasticity tests and normality tests. The data analysis method uses descriptive analysis, multiple linear regression test, t test, F test and R² test. The results of the validity test for all instruments obtained a significance value = 0.000 < 0.05, meaning that all instruments were valid. Reliability test results for all reliable variables. The results of the multicollinearity test, autocorrelation test, heteroscedasticity test, normality test for all variables passed the test. The results of the multiple linear regression test obtained the regression equation Y = 17.062 + 27.571 X₁ – 47.771 X₂ + 0.013 The results of the t test for the work ethic variable have no significant effect on employee performance with ρ-value = 0.378 > 0.05. Work discipline has a significant effect on employee performance with ρ-value = 0.012 < 0.05. Work motivation has a significant effect on employee performance with ρ-value = 0.000< 0.05. The results of the F test show a calculated F of 34.876 with a ρ-value of 0.000 < 0.05, meaning that the model used to test the influence of the independent variables is variable X1 (work ethic), variable X2 (work discipline) and variable X3 (work motivation) on The dependent variable, namely employee performance (Y), is correct. The R² test results obtained a value (Adjusted R²) of 0.574, meaning that the contribution of the independent influence of variable X1 (work ethic), variable X2 (work discipline) and variable X3 (work motivation) to Y (employee performance) was 54.7%. The remainder (100% - 54.7%) = 45.3% is explained by other variables outside the model, for example quality of work life, workload, work environment, job satisfaction and leadership style.

The aim of this research is to analyze the significance of the influence of leadership, job satisfaction and motivation on the performance of Karanganyar Regency Dispermades employees. This research uses qualitative and quantitative data types. The data source used is the acquisition of primary data and secondary data. The population in this study was 40 employees of the Karanganyar Regency Dispermades, so the sampling technique in this study used a census technique, so that the entire population was sampled. The data analysis techniques used in this research are descriptive analysis, multiple linear regression analysis, t test, F test, and coefficient of determination (R2). The results of this research show that leadership (X1) has a significant effect on the performance of Karanganyar Regency Dispermades employees, thus the first hypothesis is proven to be true. Job satisfaction (X2) has no significant effect on the performance of Karanganyar Regency Dispermades employees, thus the second hypothesis is not proven true. Motivation (X3) has a significant effect on the performance of Karanganyar Regency Dispermades employees, thus the third hypothesis is proven to be true. The results of the F test show a significance value of 0.000, which means the model is correct in predicting the influence of leadership, job satisfaction and motivation on the performance of Karanganyar Regency Dispermades employees. The R2 test result is 0.915, meaning that the contribution of the leadership, job satisfaction and motivation variables to employee performance is 91.5%, the remainder (100% - 91.5%) = 8.5% is explained by other variables outside the model, for example discipline work, work environment, rewards, etc.

Employee performance can be seen from the quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him. This research aims to analyze leadership, motivation, and discipline and employee performance in the Medan Perjuangan Village Head. The sample in this study was 32 employees at the Medan Perjuangan Village Head. The data collection instrument uses a questionnaire with a Likert scale, each of which has been tested and has met the validity and reliability requirements. Data analysis used multiple linear regression using SPSS 19.0 for Windows software tools. The results of the partial research show that partial testing for the leadership variable shows a p-value of 0.303, meaning that partial leadership does not have a significant effect on employee performance in the Medan Perjuangan Village Head. The partial test results for the motivation variable show a p-value of 0.009, meaning that motivation partially has a positive and significant effect on employee performance at the Medan Perjuangan Village Head. The partial test results for the work discipline variable show a p-value of 0.000, meaning that discipline partially has a positive and significant effect on employee performance at the Medan Perjuangan Village Head. The results of the simultaneous testing of the calculated F value are 512.757 which is greater than 3.33 and the significant value of 0.000 is smaller than 0.05 so it can be concluded that leadership, motivation and discipline have a significant simultaneous effect on employee performance at the Medan Perjuangan Village Head.

uman Resource Management (HRM) involves determining planning, organizing, implementing, and monitoring to achieve organizational goals with a primary focus on human resources, namely employee management, employee potential development, service provision, employee behavior direction, and employee discipline supervision. This ensures that human resources can demonstrate the optimal performance demanded by the company to achieve the goals set by the organization. This article falls under the category of qualitative research with a literature review approach (library research). The collection of journals related to the theme aims to gather data and information related to genetic, social, and ecological leadership theories. The sources used include books or articles obtained from physical forms and other applications such as Google Scholar, Mendeley, ScienceDirect, and others. Human Resource Management (HRM) is a discipline responsible for managing people in an organization. This includes planning, organizing, directing, and controlling human resources to achieve organizational goals effectively and efficiently. HRM plays a role in managing various aspects related to employees, such as recruitment, selection, training, development, motivation, performance evaluation, and compensation. Human resource control must be holistic, employee-oriented, and integrated with the organization's business strategy. Therefore, it can be concluded that this involves the use of various tools and techniques, including performance measurement, structured feedback, employee development, and the implementation of fair and consistent policies and procedures.

The aim of this research is to find out the influence of work motivation, work discipline and learning organization on the performance of PDAM Tirta Musi Palembang Unit 3 Ilir employees. The data collection technique used in this research is using a questionnaire method with closed questions so that respondents choose the answers that have been provided and the analysis method used is Multiple Linear Regression Analysis. The results of this research are that the variables Motivation, Work Discipline, and Learning Organization influence employee performance. Based on the f test results of 0.022, the value of 0.022 is smaller than 0.05, so it can have an influence on employee performance. Increasing high employee performance is very important in a company, because with high employee performance it will be possible to increase employee work productivity. With increased productivity, the company's goals will be achieved automatically. Therefore, a company always tries to improve the performance of its employees, so that the company's goals can be achieved immediately. Factors that can influence performance itself are motivation, employee work discipline, and learning organization.