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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 influence of leadership style and work motivation on employee loyalty at the Bungku Pesisir District Office, Morowali Regency. The study used a quantitative approach by distributing questionnaires to 40 employees as respondents. The research instrument consisted of 36 statement items with the variables of leadership style (X1), work motivation (X2), and employee loyalty (Y). The data were analyzed using descriptive statistics, classical assumption tests, and multiple linear regression analysis. The results of the descriptive analysis showed that leadership style and work motivation were in the high category, while employee loyalty was also classified as very good. Normality, multicollinearity, and heteroscedasticity tests showed that the regression model met the requirements of the analysis. The results of multiple linear regression showed that leadership style and work motivation had a positive and significant effect on employee loyalty, both partially and simultaneously. A determination coefficient (R²) of 0.725 showed that 73% of employee loyalty variations were influenced by these two independent variables, while the other 27% were influenced by other factors outside the study. Thus, this study concludes that improving effective leadership style and strong work motivation play an important role in strengthening employee loyalty in the Bungku Pesisir District Office. The results of this study imply that organizations need to improve the quality of leadership and create a work environment that can motivate employees optimally.

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 impact of generational diversity, organizational culture, and leadership style on employee retention at PT Idea Solusi Indonesia in Tangerang City. This research employs a quantitative approach with descriptive data analysis, correlation, and hypothesis testing using multiple linear regression. The sampling method used is Non-Probability Sampling with a Total Sampling technique, where data is collected through questionnaires using a Likert scale. The collected data is then processed using Microsoft Excel software for further analysis. The results of this study show that the generational diversity variable does not have a significant impact on employee retention. Despite differences in age and background among employees, these factors do not significantly affect their decision to stay with the company. On the other hand, organizational culture and leadership style have a significant influence on employee retention. An inclusive organizational culture that supports teamwork, open communication, and recognition of individual contributions has been shown to improve employee satisfaction and loyalty. Additionally, a leadership style that supports individual development, provides support, and focuses on employee empowerment helps strengthen employee commitment to remain with the company. This study offers important managerial implications for PT Idea Solusi Indonesia in formulating policies to improve employee retention. The company needs to strengthen an organizational culture that promotes well-being and inclusivity, while also enhancing leadership styles that motivate and empower employees. By implementing these measures, the company can create a more conducive work environment that not only encourages loyalty but also boosts employee motivation and productivity in the long run. This is expected to improve the overall performance of the company and ensure more stable operational continuity.

This study aims to map and analyze the development of literature related to diversity management, organizational culture, leadership, and human resource management through a systematic literature review approach. The method used is content analysis of 12 selected scientific journals published between 2017 and 2024. The results of the study indicate that diversity management significantly contributes to improving employee performance, with inclusive leadership, training and development programs, and fair policies as the main supporting factors. Research on organizational culture indicates that organizational values, norms, and customs play an important role in shaping employee loyalty and commitment, although their influence on organizational performance varies depending on the situation and environment. Additionally, it was found that organizational communication factors have a greater influence on performance compared to organizational cultural factors. In terms of leadership, transformational leadership style has been proven to have a positive impact on employee job satisfaction and productivity. Based on this mapping, an integrated framework has been developed that can be used as a reference for further research and strategies for managing workforce diversity, particularly in the context of Indonesia, which has high social and cultural diversity. In general, these findings emphasize the importance of implementing a comprehensive approach to human resource management to achieve organizational effectiveness in a diverse work environment.   Keywords: Diversity Management, Organizational Values, Leadership Style, Human Resources, Employee Performance.

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 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.

Work loyalty is a fundamental pillar in human resource management that plays a critical role in sustaining organizational development and enhancing employee productivity. This study aims to explore and analyze the strategies implemented by PT. Bank BTPN Syariah MMS Rantau Rasau in maintaining employee loyalty, particularly among Community Officers who serve as the frontline representatives of the bank in delivering services directly to local communities. The research adopts a descriptive qualitative approach using in-depth interviews and documentation as data collection techniques. The findings reveal that work loyalty can be fostered through several strategies, including equitable and measurable reward systems, regular and relevant training, structured career development, and appropriate compensation and performance-based incentives. Additionally, leadership support and effective two way communication between management and employees play a crucial role in cultivating a sense of ownership and emotional attachment to the organization. These strategies significantly contribute to strengthening employee commitment, dedication, and the willingness to stay and grow with the company, ultimately leading to increased productivity in both quantitative target achievement and qualitative service delivery. This study offers practical implications for the development of human resource management policies in the Islamic banking sector and serves as a reference for other organizations facing similar challenges in maintaining employee loyalty and improving productivity. A comprehensive understanding of loyalty strategies enables organizations to build a sustainable and productive work environment.

This study aims to: (1) describe the employee performance, leadership, and work loyalty; and (2) analyze the influence of leadership and work loyalty on employee performance, both partially and simultaneously. The population in this study consists of 45 employees at the UPTD Hewokloang Public Health Center in Sikka Regency. Due to the limited population, this research used a census or saturated sampling method. Data were collected through questionnaires and analyzed using descriptive and inferential statistical methods, namely multiple linear regression. Hypothesis testing was carried out using the F-test and t-test. Descriptive analysis results indicate that the variables of employee performance, leadership, and work loyalty all fall under the "good" category. The t-test results show that partially, the leadership variable has a positive and significant effect on employee performance. Furthermore, the work loyalty variable also has a positive and significant effect on employee performance. The F-test results show that simultaneously, leadership and work loyalty significantly affect employee performance. The coefficient of determination analysis shows that the two independent variables in this study can explain 31% of the variation in employee performance at the UPTD Hewokloang Public Health Center, Sikka Regency.

The background of this research is the low level of employee performance in the Civil Service Police Unit and the Sikka Regency Fire Department. This research aims to: (1) determine the description of employee performance, leadership and work loyalty; (2) analyze the influence of Leadership and Work Loyalty on employee performance both partially and simultaneously. The population in this study were employees of the Sikka Regency Civil Service Police Unit and Fire Department, totaling 94 people. Because the population is limited, this research was conducted by census or saturated sampling. Data was collected through questionnaires and analyzed using descriptive methods and inferential statistics, namely multiple linear regression. Hypothesis testing is carried out through the F test and t test. The results of the descriptive analysis show that the background to the employee performance variable is in good criteria, the Leadership variable is in good criteria, then the Work Loyalty variable is in good criteria. The statistical results of the t test show that partially the Leadership variable has a positive and significant effect on employee performance. Furthermore, the Work Loyalty variable has a positive and significant effect on employee performance. The statistical results of the F test show that simultaneously the Leadership and Work Loyalty variables have a significant effect on employee performance. The results of the determination analysis show that the two independent variables in this study are able to explain variations in the ups and downs in performance of employees at the Civil Service Police Unit and the Sikka Regency Fire Department by 31%.

Abstract, Performance appraisal and promotion management are crucial elements in human resource management aimed at increasing productivity and creating a competitive work culture. Performance appraisal enables objective evaluation of employee contributions, identifying training needs, and building transparent career development paths. Meritocratic-based promotion not only encourages employee motivation and loyalty, but also minimizes the potential for internal conflict and the risk of bias. The results of the study indicate that an effective performance appraisal system contributes to talent retention, job satisfaction, and innovation in the organization. With a structured and development-oriented approach, companies can ensure sustainable productivity and strong leadership.    

Employee performance at the P2KBP3A Service is not optimal, which can be seen from the delays in completing work and the work results achieved are not in accordance with the established standards. Then the performance of these employees is also influenced by the merit system which is not optimal, which is caused by the fact that ASN are still found not showing their professionalism in serving the community and an attitude of underestimating work arises because they realize that they have the abilities and expertise that are highly expected and are the mainstay of the leadership. Employee performance is also influenced by motivation which is not optimal, this is caused by the lack of dedication and loyalty of employees in working even though they have received a decent salary and the level of promotion for employees who excel is not optimal. This study aims to study, find out, and analyze (1) The effect of the merit system on the performance of employees at the P2KBP3A Service of Ciamis Regency. (2) The effect of motivation on the performance of employees at the P2KBP3A Service of Ciamis Regency. (3) The effect of the merit system and motivation on the performance of employees at the P2KBP3A Service of Ciamis Regency. This type of research is an explanatory survey, while the technical data analysis is validity test, reliability test, descriptive statistics, Inductive Statistical Analysis (Inferential) with Multiple Regression. The results of the study inform that (1) The merit system has a positive effect on employee performance at the P2KBP3A Office of Ciamis Regency. This means that if the merit system is improved, then employee performance at the P2KBP3A Office of Ciamis Regency will also increase. (2) Motivation has a positive effect on employee performance at the P2KBP3A Office of Ciamis Regency. This means that if motivation is improved, then employee performance at the P2KBP3A Office of Ciamis Regency will also increase. (3) The merit system and motivation have a positive effect on employee performance at the P2KBP3A Office of Ciamis Regency.

Dispora or Youth and Sports Service is a regional government located in the province or district/city. Dispora has an important role in developing youth potential and advancing the field of sports in a country or certain city district, and its objectives include developing leadership, creativity and youth skills. , as well as increasing achievement and participation in sports activities to support overall Community Health and Development. The general aim of this research is to find out what influences employee/worker loyalty in completing performance programs that will be implemented in the Youth and Sports Department. This research uses a research method with a qualitative approach, where the research carried out is descriptive. The focus of this research is the achievement of work results (performance) of government officials at the Youth and Sports Department in increasing loyalty to performance by analyzing problems, especially regarding employee readiness and response to performance and loyalty. The results of this research are that employee loyalty is one of the keys to the success of a program. performance, so as to reduce the risk of failure in the performance program, suggestions: To increase employee morale and work motivation, leaders should act more wisely, so that appropriate work programs are created.

This study aims to provide insights and understanding of the importance of the relationship between leaders and members in creating a healthy and productive work environment, as well as assisting organizations in designing more effective leadership development programs. The study utilizes a literature review method to compile research frameworks based on relevant previous studies. The findings of the study indicate that the quality of the relationship between leaders and members significantly influences organizational performance. A better relationship between leaders and members has positive impacts on employee performance, innovative attitudes, work ethics, employee loyalty, job engagement, employee performance, organizational citizenship behavior, effective communication, job satisfaction, and significant reduction in turnover intention. This highlights the importance for organizations to pay attention to the quality of the relationship between leaders and members in creating a healthy and productive work environment. Additionally, organizations should also focus on leadership development that enhances the quality of the relationship between leaders and members.    

Loyalty is someone's allegiance that indicates dedication to something, it can be a person or a group of people, ideals, tasks or goals that are given constantly. This study aims to determine whether leadership style, motivation and work environment have a partial and simultaneous influence on employee loyalty in the Department of Industry and Trade, and also among the three variables, which variable has the most dominant effect on the dependent variable. This type of research is quantitative research. This study uses secondary data, namely data on the number of employees for the last 5 years from the 2017-2021 period. The results of the analysis through the T test show that leadership style has no significant effect on employee loyalty, motivation has a significant effect on employee loyalty and work environment has a significant effect on employee loyalty. While the results of the analysis through the F test show that leadership style, motivation and work environment affect employee loyalty in the Department of Industry and Trade of North Sumatra Province.