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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 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.

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.

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%.

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.