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 investigate the influence of Work Environment, Workload, and Leadership Style on Job Satisfaction among Non -Medical Employees at Daya Medika Clinic in West Jakarta. This study used a Likert-scale questionnaire and involved a sample of 43 employees using a non-probability sampling method and saturated sampling technique. The results of a multiple linear regression analysis using SPSS version 26 indicate that Work Environment has a positive and significant effect on Employee Job Satisfaction, Workload has no significant effect on Employee Job Satisfaction, while Leadership Style has a positive and significant effect on Employee Job Satisfaction. These findings provide insights for Daya Medika Clinic management in improving the quality of the work environment and implementing appropriate leadership styles to enhance employee job satisfaction. These findings have practical implications for improving employee performance and organizational effectiveness, and serve as a reference for further research in the field of human resource management.

This study investigates the effects of transformational leadership and work-life balance on job satisfaction, with employee engagement as a mediating variable, within the context of modern organizational work environments. Increasing job demands and performance pressures have raised concerns regarding employee psychological well-being, yet previous empirical findings on how leadership and work-life balance influence job satisfaction remain inconsistent. Therefore, this research aims to examine whether employee engagement serves as a psychological mechanism that explains the relationship between transformational leadership, work-life balance, and job satisfaction. A quantitative research approach was employed, with data collected through structured questionnaires using a Likert scale. The data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) to test both direct and indirect relationships among variables. The results indicate that transformational leadership has a significant positive effect on employee engagement, which subsequently has a strong positive influence on job satisfaction. However, work-life balance does not demonstrate a significant direct or indirect effect on job satisfaction in this research context. Furthermore, employee engagement is proven to fully mediate the relationship between transformational leadership and job satisfaction. In conclusion, this study highlights employee engagement as a key psychological pathway through which transformational leadership enhances job satisfaction and provides practical implications for organizations to prioritize leadership development aimed at strengthening employee engagement.

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.

Job satisfaction is the positive or negative feeling employees have toward their work, which arises from evaluating various aspects of the job. This study aims to analyze and explain the role of organizational climate in mediating the effect of transformational leadership on the job satisfaction of Taman Prakerti Bhuana employees through an associative quantitative approach using saturated sampling (census) on 86 employees and Partial Least Square (PLS) analysis. The results indicate that transformational leadership has a positive and significant effect on job satisfaction and organizational climate, while organizational climate has a negative and significant effect on job satisfaction and negatively mediates the relationship between transformational leadership and job satisfaction. These findings have theoretical implications for Herzberg’s Two-Factor Theory, in which transformational leadership serves as a motivator factor that can increase job satisfaction, while negative perceptions of organizational climate reflect weaknesses in hygiene factors such as policies, communication, and working conditions, thereby potentially reducing satisfaction even when motivators are fulfilled. The practical implication for the management of Taman Prakerti Bhuana is the need for a comprehensive evaluation of internal policies, communication systems, and work environments to strengthen hygiene factors so that transformational leadership, which is already running effectively, can be supported by a more conducive organizational climate and sustainably enhance job satisfaction.

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 determine and analyze the influence of Servant Leadership, Work Motivation, and Work Environment on Employee Job Satisfaction at the Jimbun Medika Inpatient Primary Clinic. The background of this research is based on the phenomenon observed in the field, where employee job satisfaction levels show frequent fluctuations. These fluctuations have the potential to impact not only individual productivity but also the overall quality of healthcare services provided to patients. The research method used is a quantitative approach with a survey technique as the primary data collection method. The population in this study includes employees of the Jimbun Medika Inpatient Primary Clinic, with data collected using structured questionnaires. The data were analyzed using statistical tools, including multiple linear regression analysis, to determine the effect of the independent variables on the dependent variable. The research findings indicate that Servant Leadership (X1), when tested partially, does not have a significant effect on employee job satisfaction. In contrast, Work Motivation (X2) and Work Environment (X3) each show a positive and significant influence on employee job satisfaction. Furthermore, when analyzed simultaneously, all three independent variables—Servant Leadership, Work Motivation, and Work Environment—have a significant combined effect on job satisfaction levels among employees at the clinic. These findings suggest that to improve employee satisfaction and ultimately enhance service quality, the management of Jimbun Medika should prioritize improving motivation and providing a supportive work environment, while also re-evaluating leadership strategies to better align with employee needs and expectations.

This study is motivated by the high competition and complexity whitin organizations, underscoring the vital role of leadership in fostering a productive work environment, as well as the significance of job satisfaction and organizational commitment in supporting overall success. The objective of this research is to examine the influence leadership on both job satisfaction and organizational commitment trough a relevant literature review. The method employe dis a deskriptive qualitative literature review. Literture was acquired via Google Scholar from 2015 until 2025 using relevant keyword, the analyzed thematically. The findings indicate that leadership significantly and positively influences both the enhancement of job satisfaction and the formation of organizational commitment. Effective leadership, such as the ability to provide solutions, recognition, supervision, and involve employees in decision-making, demonstrably increases employee satisfaction and loyalty. Overall, strong leadership is a crucial prerequisite for cultivating job satisfaction and building solid organizational commitment, serving as a foundation for achieving organizational objectives. This study contributes to understanding the relationship among these three variables, given the limited research simultaneously examining leadership, job satisfaction, and organizational commitmen whitin a single literature review.

This study explores the relationship between religiosity and Organizational Citizenship Behavior (OCB) within contemporary organizations by adopting a positive psychology perspective. OCB is defined as discretionary behaviors by employees that go beyond their formal job duties and contribute positively to the overall functioning and success of the organization. Examples include helping colleagues, being punctual, and demonstrating initiative, which foster a cooperative and productive work environment. Religiosity, on the other hand, is understood as a belief system that shapes an individual’s values, attitudes, and behaviors, both intrinsically—stemming from internal spiritual commitment—and extrinsically—motivated by external social or cultural influences. Through a systematic review of ten national and international academic journals, this study identifies several common dimensions of OCB, such as altruism (helping others selflessly), civic virtue (active and responsible participation in organizational affairs), and conscientiousness (going beyond minimal job requirements). The findings reveal a consistent positive correlation between religiosity and OCB, especially in sectors like education, Islamic banking, and healthcare, where religious principles strongly influence organizational culture. The integration of religious values into organizational practices encourages employees to exhibit behaviors that promote harmony, ethical conduct, and a sense of community within the workplace. This is particularly evident in employees who possess high levels of intrinsic religiosity, as their internalized beliefs motivate them to engage in prosocial actions that benefit the organization. The study recommends that human resource management strategies incorporate religious or spiritual values to cultivate a positive organizational culture. Such integration can be achieved through training programs, leadership development, and reward systems that emphasize ethical behavior and social responsibility, ultimately leading to improved employee satisfaction, loyalty, and overall organizational performance.

Surya Indo Plastic is a pioneer company that provides exceptional quality recycled plastic food packaging for the food and beverage industry. Established in 2006 in Indonesia. The company wants to make a positive impact and contribute to protecting the environment by offering food packaging that contains 100 percent recycled plastic, which meets the highest quality and performance standards. The company works hard to accelerate the recycling of its products. Because every cup, every lid must make a difference. PT. Surya Indo Plastic is an example that packaging can be made sustainably, to prevent plastic waste from entering our environment. By raising awareness, supporting the circular economy, and encouraging individuals and companies to recycle. SIP's ambition is to provide the best quality food packaging made from sustainable recycled plastic materials while providing the best customer service. PT Surya Indo Plastic's goal is to make a difference in food packaging through innovation, responsibility, and collaboration. The purpose of this study was to determine the effect of authentic leadership, organizational identity and employee engagement on job satisfaction and company performance at PT. Surya Indo Plastic in Sidoarjo. This study uses a quantitative method with primary data sources obtained from distributing questionnaires. The population of the study were employees of PT. Surya Indo Plastic in Sidoarjo. The selection of respondents was carried out using the saturated non-probability sampling method with a total of 208 respondents. The data analysis method used descriptive analysis and SEM-PLS analysis. The results showed that the variables of authentic leadership, organizational identity and employee engagement influenced job satisfaction and company performance of PT. Surya Indo Plastic in Sidoarjo.

Human resources play a fundamental role as a key component in supporting the success of an organization or agency, including village governments, as they serve as the link between formulated visions, missions, and targets and their actual implementation in the field. This study specifically focuses on examining the influence of transformational leadership, communication, and the work environment on the performance of village officials, with job satisfaction as a key mediating variable. The research method employed a quantitative approach with purposive sampling, involving 79 village officials deemed representative of the population. The findings indicate that transformational leadership partially has a significant impact on increasing the motivation, loyalty, and work ethic of village officials, as visionary leaders are able to direct, inspire, and encourage employees to work more optimally. Communication has also been shown to play a significant role, as open, two-way, and transparent communication minimizes misunderstandings and creates harmonious working relationships among employees and between superiors and subordinates. A conducive work environment, both physically, psychologically, and socially, contributes to a sense of security, comfort, and higher work morale. Furthermore, this study confirms that job satisfaction is a crucial mediating factor in linking transformational leadership, communication, and the work environment with the performance of village officials. This is because when employees are satisfied with their jobs, their commitment, productivity, and dedication to their tasks increase significantly. Therefore, this study emphasizes the need for an integrated strategy in human resource management at the village level, with an emphasis on an inspirational leadership style, an effective communication system, the creation of a healthy work environment, and increasing job satisfaction as a sustainable effort.

This study aims to examine the effect of Work Life Balance (WLB) and Job Satisfaction (JS) on employee performance at PT PLN ULP Banjarbaru, both jointly and individually, while also identifying the most dominant factor influencing performance. The research background is based on theoretical frameworks, expert opinions, and the researcher’s direct observations of workplace conditions. To achieve the research objectives, hypotheses were formulated and tested using empirical data. The study employed a quantitative approach with a saturated sampling technique, involving the entire employee population. A total of 37 respondents participated as the research sample. The collected data underwent validity and reliability testing to ensure the accuracy and consistency of the measurement instruments. Furthermore, classical assumption tests were performed to meet the requirements of multiple linear regression analysis. The results of the analysis demonstrate that both Work Life Balance and Job Satisfaction have a significant effect on employee performance, both simultaneously and partially. Among the two independent variables, Work Life Balance was identified as the most dominant factor influencing performance, indicating that employees who maintain a better balance between their personal and professional lives tend to perform better in their work. The adjusted R² value of 0.862 signifies that 86.2% of the variation in employee performance can be explained by the two independent variables studied, while the remaining 13.8% is influenced by other variables not included in this research model, such as leadership style, work motivation, or organizational culture. These findings highlight the importance of maintaining a healthy work-life balance and ensuring job satisfaction to optimize employee performance. The study suggests that organizations should implement policies and practices that promote flexibility, support employee well-being, and foster a positive work environment to enhance both individual and organizational outcomes.

This study explores leadership psychology within the context of education, focusing on the relationship between leadership styles, psychological empowerment, and organizational performance. Using a literature review method, the findings reveal that leadership styles such as transformational, democratic, and situational have a significant impact on creating a supportive and collaborative work environment. Effective leadership fosters psychological empowerment by enhancing employees' sense of meaning, competence, self-determination, and influence. This, in turn, directly contributes to increased motivation, job satisfaction, and overall performance within educational institutions. Therefore, a psychological approach to leadership is a crucial element in building competitive and adaptable educational organizations.

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.

This study aims to examine the influence of cross-cultural leadership style and reward provision on employee job satisfaction, with workload serving as an intervening variable. The research was conducted at PT X, a multinational company managed by foreign leaders who come from diverse cultural backgrounds. As organizations become increasingly global, understanding how leadership and reward systems function in multicultural environments is essential to improving workforce performance and satisfaction. This research applies a quantitative approach using survey methods, with data collected through questionnaires distributed to 105 employees across various departments. The analysis was carried out using structural equation modeling (SEM) to explore both direct and indirect relationships among the variables. The findings show that cross-cultural leadership style has a significant positive impact on workload, suggesting that cultural differences in leadership influence how employees perceive and handle their tasks. Furthermore, reward provision shows a strong and direct influence on job satisfaction, highlighting the importance of fair compensation and recognition in motivating employees.Importantly, the study also finds that workload partially mediates the relationship between leadership style and job satisfaction. This indicates that leadership practices affect job satisfaction not only directly but also through the perceived amount and nature of the work assigned. These results underscore the necessity for companies, particularly those with a multicultural workforce, to adopt inclusive leadership models and implement transparent, performance-based reward systems. By doing so, organizations can create a more supportive work environment, improve employee morale, and ultimately enhance overall productivity and satisfaction.

The increasing presence of Generation Z (Gen Z) in the banking industry presents unique challenges, especially in highly regulated work environments. Gen Z employees prioritize work-life balance, seek continuous personal and professional development, and expect a more flexible and transparent workplace culture. However, the stringent regulatory requirements in the banking sector impose high job demands, administrative burdens, and intense supervision, which may lead to significant job stress among young employees. This study aims to explore the experiences of Gen Z employees in coping with regulatory pressures in the banking industry and to identify their adaptation strategies to manage workplace stress. Using a qualitative approach, the research investigates how leadership styles, job autonomy, and financial well-being influence Gen Z's stress levels and job satisfaction. Findings indicate that supportive leadership, clear communication, and flexible work arrangements can mitigate stress and enhance employee retention. The study offers practical recommendations for financial institutions to implement employee-centred policies that align with Gen Z's expectations while maintaining compliance with industry regulations.  

This study aims to understand the influence of ethical leadership on the performance of Civil Servants (PNS) in government organizations. Ethical leadership is considered important to create a conducive work environment, increase job satisfaction, productivity, and efficiency. The method used is a literature study, which examines various previous research sources to identify the influence of ethical leadership on PNS performance and factors that can strengthen or weaken the relationship. The results of the study indicate that ethical leadership has a positive effect on PNS performance through increased motivation, commitment, and job satisfaction. This finding also shows that the influence of ethical leadership can be strengthened by an organizational culture that supports ethical values and a fair reward system. The implications of this study indicate that strengthening ethical leadership needs to be accompanied by character development policies and training for leaders and employees in order to create an effective and accountable work environment. Overall, this study supports the application of ethical leadership as a strategy to improve performance in the public sector and improve the quality of public services.  

This study aims to analyze the relationship between Authentic Leadership, Organizational Support, and Job Demands on Employee Resilience, with Job Satisfaction serving as a mediating variable. The research focuses on employees of multinational companies in Semarang, utilizing a quantitative approach with regression analysis to evaluate direct, indirect, and interaction effects among the variables.The findings reveal that Authentic Leadership does not significantly influence Employee Resilience directly, though it demonstrates a positive trend, indicating its potential role in creating a supportive work environment for resilience development. Similarly, Organizational Support shows no significant direct effect on Employee Resilience, suggesting that individual perceptions of organizational support may be influenced by other unexamined factors. Job Demands, while having a positive relationship with Employee Resilience, are also not statistically significant, implying that well-managed work demands may positively contribute to resilience without imposing excessive stress.Job Satisfaction as a mediating variable does not significantly explain the relationship between independent variables and Employee Resilience. Additionally, the interaction effects between Job Satisfaction and the independent variables (Authentic Leadership, Organizational Support, and Job Demands) are not significant. These findings suggest that while Job Satisfaction remains essential, its mediating or moderating role in this context is limited.Nevertheless, the overall regression model, which incorporates all variables and interactions, is statistically significant (F = 16.369; p < 0.001), indicating that the combination of these factors collectively influences Employee Resilience. This highlights the importance of considering multiple organizational factors to enhance employee adaptability and productivity.

This study explores the role of followers in spiritual leadership at Ibrahimy University Situbondo, focusing on how followers’ spirituality, values, and expectations influence their interactions with leaders and their impact on the effectiveness of spiritual leadership. Using a qualitative phenomenological approach, this study involved in-depth interviews and observations of university employees. The results showed that spiritual leadership, based on values ​​such as compassion, justice, and integrity, can increase employee job satisfaction, engagement, and commitment. Followers with higher levels of spirituality are more easily connected to the spiritual values ​​promoted by the leader, creating synergy between personal and organizational goals. In contrast, followers with lower spirituality require a more flexible and personal leadership approach. This study emphasizes the importance of adapting leadership according to followers’ spirituality and the need for organizations to facilitate spiritual development in order to create a harmonious and productive work environment.

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.