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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.

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.

After completing their studies, accounting graduates are not limited to careers in the accounting field alone; they have a wide range of professional opportunities depending on the factors influencing their decisions. This study uses primary data, with the population consisting of undergraduate (S1) accounting students at Esa Unggul University. The sampling technique employed is nonprobability sampling using a snowball sampling approach. The results show that the simultaneous significance value is 0.000, which is less than 0.05. Partially, the salary variable has a significance value of 0.000, professional training 0.066, professional recognition 0.161, social values 0.734, and work environment 0.308. These findings indicate that, collectively, salary, professional training, professional recognition, social values, and work environment have a significant influence on accounting students’ perceptions in choosing a career as a public accountant. However, individually, only the salary or financial reward factor has a significant effect. Meanwhile, professional training, professional recognition, social values, and work environment do not have a significant influence on students’ decisions to pursue a career as a public accountant.

Patient safety culture is an essential component in improving the quality of healthcare services and preventing medical errors in hospitals. However, the implementation of patient safety culture is often influenced by several organizational and individual factors, including situational awareness, availability of hospital infrastructure, and the balance between effort and rewards experienced by healthcare workers. This study aims to analyze the influence of situational awareness and hospital infrastructure on patient safety culture, with effort–reward imbalance acting as a mediating variable. The research was conducted at RSIA Tiara and involved healthcare workers as respondents. A quantitative approach with a cross-sectional design was applied in this study. Data were collected through structured questionnaires distributed to healthcare professionals and analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The results show that situational awareness has a significant positive effect on effort–reward imbalance and patient safety culture. Hospital infrastructure also significantly influences effort–reward imbalance and patient safety culture. Furthermore, effort–reward imbalance significantly affects patient safety culture and mediates the relationship between situational awareness, hospital infrastructure, and patient safety culture. These findings indicate that improving healthcare workers’ situational awareness and ensuring adequate hospital infrastructure can help reduce work imbalance and strengthen patient safety culture. In conclusion, hospital management should prioritize training programs to enhance situational awareness, improve supporting facilities, and implement fair reward systems to promote a sustainable and positive patient safety culture in healthcare organizations.

Village-Owned Enterprises (BUMDes) are established to support the improvement of the local economy. One of the recurring challenges faced by BUMDes is capital availability, which is essential for business expansion and achieving shared objectives. This study aims to analyze the effect of cognitive bias on investment decisions through reward-based investment balance as a mediating variable. The study employed a sample of 165 BUMDes distributed across the Pati Residency, using a combination of purposive sampling and cluster sampling, where the selected BUMDes represented each district and involved investors from the local community or community groups. Data were collected from BUMDes located in five districts within the Pati Residency, and the analysis was conducted using SMART PLS. The results indicate that cognitive bias has a direct and significant effect on community investment decisions as well as on reward-based investment balance. Furthermore, reward-based investment balance was found to have a direct effect on investment decisions. The findings also confirm that reward-based investment balance mediates the relationship between cognitive bias and investment decisions.

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 high level of job dissatisfaction reported by 41% of workers in Indonesia poses a serious challenge for companies, as it can potentially increase turnover and decrease productivity. This phenomenon underscores the importance for PT Nanda Putra, as a company operating in a competitive industry, to identify factors that enhance job satisfaction. This research aims to analyze the influence of organizational justice, work environment, and rewards on job satisfaction. This study utilized a quantitative approach with a causal-associative design and included 80 respondents chosen through simple random sampling. Primary data were gathered through a Likert-scale questionnaire and analysed using multiple linear regression with the aid of SPSS software. The results of the analysis show that organizational justice, work environment, and rewards collectively exert a significant positive effect on job satisfaction (p < 0.05). Based on these findings, it is recommended that the company strengthen procedural and informational justice, improve the safety and comfort of the work environment, and implement a fair and meaningful reward system as strategic measures to enhance job satisfaction.

The growth of coffee shop businesses in Semarang has accelerated in line with the rising coffee consumption trend among younger generations. In this context, employees play a crucial role in ensuring service quality. However, job dissatisfaction triggered by work-related stress and excessive service load remains a significant challenge. This study aims to examine the influence of occupational strain, service load, reward fairness, supervisory support, and work-life balance on job satisfaction among coffee shop employees in Semarang. A quantitative approach was used through a survey method, utilizing a questionnaire distributed via Google Form. A total of 100 respondents from various coffee shops in Semarang were selected using a census technique. The results revealed that occupational strain and service load have a negative and significant effect on job satisfaction. Meanwhile, reward fairness, supervisory support, and work-life balance have a positive and significant impact on job satisfaction. These findings offer valuable insights for coffee shop owners in developing effective human resource strategies that promote employee wellbeing and maintain high service quality.

In an era of increasingly intense business competition, an organization's success heavily depends on the quality of individual performance within it. Achieving optimal performance becomes key in realizing organizational goals. In the golf industry, the role of service staff, particularly caddies, is vital as the frontline service that directly interacts with customers. This ongoing research aims to analyze the influence of performance management systems on employee performance of golf caddies at Senayan golf Club. Using a quantitative approach, this research involved 167 respondents and employed multiple regression analysis. The research results show that goal setting, performance feedback, performance assessment, and rewards have a significant positive effect on employee performance, while training has a positive but low significant effect. Meanwhile, the simultaneous influence of independent variables positively affects employee performance. The implications of this research demonstrate the importance of developing a comprehensive performance management system focusing on goal setting, feedback, performance assessment, training, and effective reward systems

This study examines the effect of employee competency development, performance evaluation, and remuneration on employee performance at the Religious Affairs Offices (KUA) in West Jakarta. As a public institution responsible for delivering administrative and community religious services, KUA faces challenges in ensuring effective human resource performance amid bureaucratic constraints and limited performance-based incentives. The study aims to analyze how the three human resource management (HRM) dimensions competency development, evaluation, and remuneration affect overall employee performance. A quantitative explanatory research design was employed using a structured questionnaire distributed to 120 employees across eight KUA offices. Data were analyzed using multiple linear regression supported by descriptive and classical assumption tests. The results indicate that performance evaluation and remuneration have significant positive effects on employee performance, while competency development shows a positive but statistically insignificant effect. The model explains 49% of the variation in employee performance, suggesting that transparent evaluation systems and performance-based remuneration play a greater role than training programs alone in improving public service effectiveness. The findings contribute to strategic HRM theory by confirming that evaluation and reward mechanisms strengthen the link between competency and performance. It is concluded that integrating developmental, evaluative, and compensatory functions within a unified HR framework can enhance productivity and accountability in Indonesia’s public sector institutions.

An organization's inability to build employee loyalty amidst competitive business pressures can have a direct impact on productivity, operational efficiency, and the retention of key talent. This study aims to analyze the role of job satisfaction as a key mediator in increasing employee loyalty at PT. Dua Kelinci. This study used a quantitative approach with a survey method by distributing questionnaires to a total of 190 active employees of PT. Dua Kelinci. Data were analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS). The results showed that Motivation, job stress, and job satisfaction were proven to have a significant effect on employee loyalty, while the work environment, workload, and work rewards did not have a significant direct effect. However, the job satisfaction variable was able to significantly mediate the relationship between Motivation, job stress, work environment, and workload on employee loyalty, but did not significantly influence employee loyalty through job satisfaction. These findings confirm that job satisfaction is not only the result of good working conditions, but also a key factor in building and strengthening employee loyalty indirectly. Practically, this study provides an important contribution to companies in designing strategies to increase employee loyalty. Theoretically, this study enriches the literature on mediation mechanisms in employee behavior models, particularly in the context of the manufacturing industry.

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 research aims to determine the effect of organizational support, work environment, and communication on employee performance at the Investment and One-Stop Integrated Services Office (DPM-PTSP) of Muaro Jambi Regency, both partially and simultaneously. The method used is quantitative analysis with a population and sample consisting of all 44 employees, determined through a saturated sampling technique. Data were collected using a Likert scale-based questionnaire, and the analysis was carried out using multiple linear regression with the help of SPSS software. The results of the study showed that (1) organizational support has a positive and significant effect on employee performance, (2) work environment has a positive and significant effect on employee performance, (3) communication has a positive and significant effect on employee performance, and (4) organizational support, work environment, and communication simultaneously have a positive and significant effect on employee performance. The recommendations/suggestions from this research are expected to improve employee performance by enhancing organizational support through fair task distribution, reward programs, and development opportunities; creating a comfortable and well- equipped work environment that encourages productivity; and strengthening effective communication between superiors and subordinates as well as among employees through regular meetings and discussion forums.

This study aims to analyze the role of Human Capital Management in enhancing the operational activities of the MSME Wizzmie in Medan, serving as an example of human resource management practices in small-scale enterprises. A descriptive qualitative approach was employed, with data collected through in-depth interviews, participatory observation, and document analysis of HR practices within the MSME. The findings indicate that human resource strategies such as selective recruitment, routine training to improve employee competencies, structured task allocation, and performance-based reward systems significantly enhance employee discipline, skills, and service quality. Improvements in these areas contribute positively to smooth daily operations, customer satisfaction, and sales growth. Despite facing challenges, such as occasional lapses in employee discipline, management implements solutions including coaching programs, direct guidance, and a graduated warning system to address these issues. These results underscore that Human Capital Management is not merely an administrative function but plays a strategic role in fostering work efficiency, customer loyalty, and the sustainability of MSMEs. Consequently, effective human resource management emerges as a crucial factor for the success and competitiveness of small enterprises in a highly competitive business environment. The study highlights the importance of aligning HR practices with strategic business objectives to ensure long-term operational effectiveness and growth.

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 investigates the influence of employee engagement, digital training, and reward systems on employee productivity at the Central Statistics Agency of Kediri Regency. The research adopts a quantitative approach with a questionnaire as the primary data collection tool. A total of 33 employees participated as respondents, determined using a saturated sampling technique, which ensures that all members of the population were included. The instrument utilized was a Likert-scale questionnaire, designed to capture perceptions and experiences related to engagement, training, and rewards. The data were analyzed using multiple linear regression to measure both the partial and simultaneous effects of the independent variables on productivity. The results reveal that employee engagement plays a significant role in enhancing productivity, with a significance value of 0.003. Similarly, digital training and reward systems also exert a positive and significant influence, with significance values of 0.037 and 0.0002, respectively. When tested simultaneously, the three independent variables collectively demonstrate a substantial impact on employee productivity, as evidenced by an F-value of 76.069. Furthermore, the Adjusted R Square value of 87.6% indicates that the research model possesses strong explanatory power, meaning that most variations in productivity can be explained by employee engagement, digital training, and reward systems. These findings highlight the strategic importance of integrating engagement initiatives, continuous digital skill development, and fair reward mechanisms to foster higher levels of productivity. For organizations, particularly government institutions, the study underscores the necessity of adopting a holistic human resource development framework that addresses both intrinsic and extrinsic motivational factors to maximize employee performance.

The Village-Owned Enterprises (BUMDes) play a strategic role in enhancing the village economy by utilizing the potential within the village. One of the main challenges faced by BUMDes is the issue of capital, which affects the ability of businesses to grow and achieve their shared goals. This study aims to analyze the effect of emotional bias on investment decisions with reward-based investment balance as a mediating variable. This study used a sample of 108 BUMDes scattered across six regions in Central Java. The sampling method employed was a combination of purposive sampling and cluster sampling, where the selected BUMDes represent specific regions and involve investors from the community or community groups. Data were collected from BUMDes in six regions (administrative areas) in Central Java. The analysis tools used in this study include simple regression, multiple regression, and the Sobel test for mediation, supported by normality tests, classical deviation tests, and coefficient of determination. The results showed that emotional bias significantly affected the investment decisions of the community (t = 3.034; sig = 0.000) and also influenced the reward-based investment balance (t = 4.256; sig = 0.000). Additionally, the reward-based investment balance variable was proven to have a direct impact on investment decisions (t = 3.190; sig = 0.000). This study also found that the reward-based investment balance variable partially mediates the effect of emotional bias on investment decisions, meaning that this effect can still be mediated by other variables. The Sobel test indicated a significant result (t = 3.104; sig = 0.000), showing that the effect of emotional bias on investment decisions can be mediated through reward-based investment balance.

This study explores the impact of organizational commitment, rewards, and punishment on employee performance at Perum DAMRI Bandar Lampung, a branch of the state-owned enterprise specializing in land transportation services for passengers and cargo. The research arises from the necessity to improve employee performance by leveraging both internal and external motivational factors, including employee loyalty, reward systems, and disciplinary actions. Using a quantitative research design, data were collected through a structured survey distributed to 168 active employees of the organization. The collected data were then analyzed using multiple linear regression through SPSS version 24. The study found that organizational commitment and rewards have a significant and positive influence on employee performance. These findings support the proposed hypotheses and highlight the importance of fostering employee loyalty and implementing an effective reward system to boost performance outcomes. In contrast, the analysis revealed that punishment does not have a significant positive effect on employee performance. This suggests that punitive measures alone may not be effective in encouraging desired work behaviors or improving overall performance. Based on these findings, it is recommended that Perum DAMRI Bandar Lampung prioritize initiatives that strengthen organizational commitment and develop a fair, transparent, and performance-based reward system. Such efforts are likely to enhance employee motivation and productivity. Additionally, the current approach to punishment should be critically evaluated to determine its role and effectiveness in supporting performance goals. A more constructive disciplinary framework may be needed to align with modern human resource management practices. This study contributes to the broader understanding of performance management in state-owned enterprises, especially in the transportation sector.

This study aims to determine the impact of rewards and punishments on employee performance through work discipline. This study uses quantitative methods, data collection techniques by distributing respondent questionnaires. The sample in this study were 48 employees of PERUMDA Air Minum Tirta Batang Hari. This study uses Descriptive Analysis techniques using the SmartPLS 4.0.0 application as a data processing tool. The results of this study indicate that rewards have a positive and significant effect on performance. Punishment does not have a positive and significant effect on performance. Work discipline has a positive and significant effect on performance. Rewards have a positive and significant effect on work discipline. Punishment has a positive and significant effect on work discipline. Rewards have a positive and significant effect on performance through work discipline. Punishment does not have a positive and significant effect on performance through work discipline.