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This study aims to describe the role of the principal in implementing teacher performance appraisal and its impact on the quality of learning at TK Islam Al-A’raaf Gentan. The research employed a qualitative approach with a descriptive design, in which data were collected through observation, interviews, and documentation. The subjects of this study were the principal and teachers, focusing on the implementation of teacher performance appraisal and its follow-up processes. The findings indicate that the principal plays a strategic role in planning, implementing, and evaluating teacher performance appraisal through systematic academic supervision, including pre-observation, observation, and post-observation stages. The follow-up actions are carried out in a structured manner, ranging from guidance and warnings to rewards for high-performing teachers. The implementation of teacher performance appraisal has a positive impact on the quality of learning, such as improving teacher professionalism, creating active and engaging learning environments, and enhancing students’ motivation and learning outcomes. Therefore, the effective role of the principal in teacher performance appraisal is a crucial factor in improving educational quality.

Employee engagement is critical to organizational performance, employee well-being, and long-term sustainability. In hybrid work contexts, generational differences have become increasingly evident, particularly between Generation Y and Generation Z employees. Generation Y tends to emphasize work–life balance, career development, and meaningful collaboration, while Generation Z prioritizes flexibility, job security, digital integration, and the use of technology in the workplace. This study adopts a systematic literature review (SLR) approach by synthesizing findings from various peer-reviewed studies related to employee engagement and hybrid work practices across generations. The review focuses on identifying key factors that influence employee engagement in modern work environments. The results indicate that hybrid work can significantly enhance employee engagement when organizations provide flexibility, autonomy, adequate technological support, professional development opportunities, and fair reward systems. In addition, supportive organizational culture and effective leadership are important in maintaining employee motivation and commitment. However, differences in generational expectations require organizations to implement adaptive managerial strategies, including flexible work policies, personalized communication approaches, and inclusive leadership practices to strengthen employee engagement across different generations in hybrid work settings.

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.

Hotel Naripan is still facing challenges in ensuring its employees can have optimal ability and motivation. This occurs in employee performance which can be caused by the lack of training, the absence of rewards from the company. The purpose of this study is to analyze the effect of work ability and motivation on employee performance at the hotel, so that it can be an evaluation material for management to improve service quality and hotel competitiveness in the increasingly competitive hospitality industry. The research method used is quantitative. This method is used to study a specific population or sample with data collection through research instruments. The analysis carried out is quantitative and uses statistical techniques, with the main purpose of testing the hypothesis that has been previously formulated. The results of this research based on multiple linear regression tests, the value of the multiple linear regression coefficient of the work ability variable, has a positive value of 0.635, the value of the multiple linear regression coefficient of the independent variable work motivation, has a positive value of 0.043

Psychological well-being in the workplace and educational environment is influenced not only by policies and facilities but also by psychological approaches that touch on individuals' mental, emotional, and spiritual aspects. This study aims to explain how psychological approaches can enhance well-being and motivation. The results of the study show that integrating Islamic educational values, mindfulness, and emotional intelligence can help individuals manage stress, increase self-confidence, and strengthen the meaning of life. In addition, adjusting learning materials to the needs of students also plays a role in supporting mental health. Individual motivation can be increased through approaches that align with psychological needs, such as fulfilling basic needs, providing rewards, and supporting autonomy and social relationships. The implementation of strategies such as open communication, good leadership, and a comfortable work environment also contributes to increasing motivation and performance. Thus, the psychological approach has an important role in creating a healthy, productive, and sustainable educational and organizational environment.

This study aims to examine the role of management psychology in improving work motivation in organizations through a literature study approach. Data were obtained from various scientific sources relevant to the topics of management psychology, work motivation, and organizations. The results of the study indicate that management psychology plays a significant role in understanding individual and group behavior in the workplace through psychological aspects such as needs, attitudes, emotions, and personality. Work motivation is a key factor influencing employee performance, which is influenced by both internal and external factors, including rewards, work relationships, environmental conditions, and opportunities for self-development. Various motivational theories such as Maslow's Hierarchy of Needs, Alderfer's ERG, Mcclelland's Needs, And Vroom's expectancy theory provide a foundation for understanding the dynamics of work motivation. In addition, the implementation of the performance management cycle, which includes planning, monitoring, evaluation, and rewarding, has proven effective in improving employee morale.

This study is motivated by the leadership of the principal at MTs Darul Falah Sumbergempol Tulungagung, who involves all school personnel in school activities. Although the principal’s tenure is relatively new, the principal has been able to implement continuous changes to advance the institution and improve the quality and services of the school. The research employed a qualitative approach. Data were collected through participant observation, in-depth interviews, and documentation. The data analysis techniques included (1) data reduction, (2) data display, and (3) conclusion drawing/verification. The results of this study indicate that: (1) The principal’s strategy in mobilizing subordinates to improve the quality of learning at MTs Darul Falah Sumbergempol Tulungagung is carried out by ensuring that teachers perform their duties professionally, participating directly in the preparation of lesson plans (RPP), selecting competent teachers to guide students in self-development activities, providing explanations and motivation to subordinates regarding the implementation of tasks in the madrasah, and giving instructions to enhance staff capabilities by forming well-organized teamwork. (2) The principal’s strategy in influencing subordinates to improve the quality of learning is implemented by enhancing personnel performance, providing rewards to subordinates, setting a good example, showing concern and attention, improving welfare, motivating subordinates, and supporting as well as appreciating their achievements. (3) The principal’s strategy in encouraging improvements in the quality of learning is carried out by inviting subordinates to enhance teachers’ competencies, motivating teachers to be productive and innovative, coordinating the outcomes of teachers’ work, consistently evaluating teachers’ activities, conducting official meetings, providing motivation during these meetings, and setting an example by arriving at school earlier than others.   

Due to its focus on the psychological components of leadership, motivation, communication, and human resource development in educational institutions, management psychology is becoming an increasingly significant perspective in educational management. The use of management psychology in the classroom is considered crucial for improving organizational performance and teacher motivation. The purpose of this study was to investigate how management psychology can enhance teacher work motivation and its impact on school efficacy. This study reviewed previous research on the use of management psychology in education using a qualitative approach and literature review methodology. Using keywords related to management psychology in education, teacher motivation, educational leadership, and educational organizational performance, systematic search of scientific publications published in the Google Scholar database between 2022 and 2026 was used to collect data. Identification, screening, eligibility evaluation, and final selection of relevant publications were all steps in the literature selection process. Thematic coding techniques were used to examine six selected publications to determine the main findings, methodology, and research emphasis of each study. The findings suggest that the use of management psychology in educational management techniques, such as effective communication, teacher empowerment, supportive leadership, and the establishment of equitable reward systems, can significantly enhance teacher motivation and foster a positive work environment. In addition, these approaches increase the effectiveness of educational institutions, improve teacher performance, and foster collaboration within the school environment. To promote teacher professional development and raise the overall standards of educational institutions, it is crucial for educational administrations to incorporate a psychological perspective.

Women's leadership plays an important role in the success of organizations, including in the government sector at the sub-district level. Leaders not only act as directors but also as mentors who are able to understand the needs and character of their subordinates. The female head of TG Sub-district in Surabaya City demonstrates the application of reciprocal relationships between leaders and subordinates through a system of rewards and punishments according to performance achievements, actively monitors subordinate performance, identifies work standard errors, and takes corrective actions. The study aims to analyze the application of transactional leadership style by the female head of TG Sub-district in Surabaya City using Bernard M. Bass's (1990) theory. The type of research used is a qualitative research method with a descriptive approach. Data collection techniques were carried out through observation, interviews, and documentation. Samples were determined using purposive sampling, and data sources included primary and secondary data. The research results indicate that the transactional leadership style of the female village head in TG Village is not yet fully optimal. The application of Contingent Reward can increase motivation and employee performance control, but its implementation in the community is still limited. Management by Exception (Active) carried out on employees has not been consistent, and its application in the community is also not sufficiently felt. Management by Exception (Passive) and Laissez-Faire are shown through corrective actions after problems arise and the freedom to take initiative and make decisions according to standards and policies. The implementation of transactional leadership by female village heads needs to be improved, especially in strengthening the mechanisms of reward and punishment as well as the consistency of supervision of employees and the community so that the leadership implementation runs more optimally.

This study aims to analyze the implementation of human resource management (HRM) audits in motivating employee performance at CV Cipta Alignment Constructions (CV.CLC). HRM audits serve as an evaluative and strategic tool in assessing the effectiveness of personnel functions such as recruitment, training, career development, and reward systems. The study used a qualitative approach with a case study method through interviews, observation, and documentation. The results show that HRM audits have a positive effect on employee motivation and performance by increasing work morale, placing employees according to competencies, and reducing turnover. Based on Resource-Based Theory (Barney, 1991), HRM audits are valuable and difficult-to-imitate strategic resources, thus supporting a company's competitive advantage. These findings emphasize the importance of implementing HRM audits continuously as part of a management strategy to improve organizational effectiveness. The implications of this study provide recommendations for companies to integrate HRM audits into strategic planning to achieve optimal and sustainable performance. In addition, this study also opens opportunities for further studies to strengthen the implementation of HRM audits in different sectors and company scales.

MSMEs can play a significant role in bolstering a community's economy, with their growth highly dependent on workforce performance. Effective leadership and appropriate incentives significantly enhance employee productivity, motivation, and engagement. The purpose of this study is to ascertain how employee performance in MSMEs in the Bantar Gebang market is impacted by knowledge-oriented leadership and incentives. 135 employees of MSMEs in the Bantar Gebang market were given paper questionnaires to complete in order to gather data. Validity and reliability tests were performed using SPSS version 27 for data analysis in this study. CFA with KMO, Anti-Image, and Factor Loading was used for the validity test; Kolmogrov-Smirnov was used for the normalcy test; multiple linear regression and t-tests were used for hypothesis testing. The findings supported hypothesis 1 by demonstrating that knowledge-oriented leadership significantly and favorably affected worker performance. Additionally, the data supported hypothesis 2 by demonstrating that rewards significantly and favorably impacted employee performance. Employees need to be encouraged by MSMEs leaders to expand their knowledge and abilities through a variety of experiences. MSMEs must put in place extra incentive programs to show their staff how much they are valued. MSMEs owners are required to evaluate and recognize staff members who exhibit strong initiative and go above and beyond the call of duty.

This article aims to analyze the role of human resource management in improving organizational performance and formulate strategic recommendations based on improvements in human resource management practices. The theoretical foundations used include strategic human resource management theory, organizational performance theory, and work motivation theory, which are used to examine the functions of workforce planning, competency development, performance appraisal, and reward systems. This study employed a qualitative, descriptive-analytical approach, with data collection techniques including in-depth interviews, non-participant observation, and documentation studies. Data analysis was conducted using an interactive qualitative analysis model that encompasses data reduction, data presentation, and conclusion drawing. The analysis results indicate that workforce planning based on organizational needs, continuous competency development, an objective performance appraisal system, and a performance-based reward system are directly related to increased effectiveness, productivity, and stability of organizational performance. Furthermore, efforts to improve human resource management practices through policy evaluation, strengthening strategic planning, enhancing internal communication, and data-driven decision-making have proven to be a strong foundation for formulating strategic recommendations for the organization. The study's conclusions confirm that the systematic and strategic integration of human resource management functions is a key factor in achieving sustainable organizational performance and adapting to changes in the work environment.

The success of a company is not only determined by the quality of the products and services offered, but also by the company's ability to manage employee relations, which is part of the internal public relations function. Without a targeted strategy, companies risk facing low motivation and declining performance. This study aims to understand the employee relations strategy of PT. Resultan Karya Indonesia (Rekanesia) in motivating employee work. The theory used refers to Albrecht (2020) which includes internal communication, rewards, career development programs, work flexibility, and conflict resolution mechanisms. The research method uses a descriptive qualitative approach with interview, observation, documentation, and source triangulation techniques. The results show that the employee relations strategy at Rekanesia is implemented through weekly communication forums, one-on-one meetings, providing material and non-material appreciation, flexible working hour policies, and informal activities such as team building. This strategy has been proven to increase employee motivation, satisfaction, and loyalty, thereby creating a productive and conducive work environment. Practically, this research can provide input for PT. Resultan Karya Indonesia to continue strengthening a more effective, participatory, and sustainable internal communication strategy, so that the company is able to face competitive challenges while maintaining its existence in the modern era.  

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 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 analyze the effect of training, motivation, and work environment on employee productivity at PT. Angkasa Pura Indonesia (Persero), Soekarno-Hatta International Airport. In the increasingly competitive aviation industry, improving human resources is essential to support company performance. The research employed a quantitative method with an associative approach. The sample consisted of employees selected using simple random sampling. The research instrument was a questionnaire tested for validity and reliability, and the data were analyzed using multiple linear regression. The results show that training, motivation, and work environment have a positive and significant effect on employee productivity, both partially and simultaneously. These findings indicate that better training programs, higher work motivation, and a more conducive work environment lead to improved employee productivity. The practical implication highlights the importance for management to strengthen continuous training programs, establish effective reward and incentive systems, and create a healthy work atmosphere. This study is expected to serve as a reference for PT. Angkasa Pura Indonesia (Persero) and other companies in the same sector in formulating human resource development strategies to enhance competitiveness

This study was conducted to determine the effect of reward and punishment on employee performance at PT Cakra Sanjaya AC. In this company, employee performance determines the smooth running of daily operations, including inventory management, customer service, and product delivery. Therefore, the reward and punishment system is used as an effort to increase employee motivation, discipline, and productivity.Despite the implementation of the reward and punishment system, there was a significant difference in employee responses. Employees who received rewards showed a 15% increase in performance, while those who received punishments experienced a decrease in motivation and work enthusiasm. This research uses quantitative methods with descriptive and verification approaches. The sampling technique used was saturated sampling, with a total of 36 employees as respondents.The results showed that reward has a positive and significant effect on employee performance. Punishment also has a positive and significant effect. Simultaneously, reward and punishment together contribute significantly to improving employee performance. Therefore, the application of rewards and punishments in a proportional, targeted, and sustainable manner is very important to create a productive, disciplined, and highly competitive work environment. In addition, companies need to conduct periodic evaluations of the effectiveness of the two systems in order to adjust HR management strategies according to the needs and dynamics of the organization, so that company goals can be achieved optimally.

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 work discipline, work motivation, and incentive provision on employee performance in the production department of PT Wonojati Wijoyo. The study employed an associative quantitative approach, with 65 respondents selected using a purposive sampling technique. Data were collected through a five-point Likert-scale questionnaire that passed validity and reliability tests. The data were analyzed using multiple linear regression with SPSS version 29, including classical assumption tests, t-test, F-test, and the coefficient of determination (R²). The results show that work discipline has a positive and significant effect on employee performance, while work motivation and incentive provision have no significant effect. However, simultaneously, the three variables significantly affect employee performance, with a coefficient of determination of 77.9%, indicating that the remaining 22.1% is influenced by other factors not included in the model. These findings highlight the importance of implementing human resource management policies that balance discipline, reward systems, and motivation programs to improve employee performance sustainably.

This research is motivated by the phenomenon of declining teacher performance at SMK Sariwangi Tasikmalaya, which is suspected to be caused by low work motivation and a lack of work discipline. This issue is crucial because teacher performance is one of the key factors in achieving educational goals. Therefore, the purpose of this study is to empirically examine the influence of work motivation and work discipline on teacher performance. This study employed a quantitative approach with a survey method. The population consisted of all 38 teachers at SMK Sariwangi Tasikmalaya, and the sampling technique used was saturated sampling. Data were collected through questionnaires that had been tested for validity and reliability. Data analysis was carried out using multiple linear regression to determine both the partial and simultaneous effects of the independent variables on the dependent variable. The results showed that work motivation has a positive and significant effect on teacher performance, and work discipline also has a positive and significant effect on teacher performance. These findings emphasize that improving motivation through rewards, support, and a conducive work environment, as well as strengthening discipline through compliance with school rules and teaching responsibilities, are important factors in optimizing teacher performance. The implication of this research highlights the need for managerial strategies in human resource management, particularly in education, to enhance learning quality and achieve educational objectives.