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This study aims to examine the influence of work environment, work motivation, and job training on employee performance, with work discipline as an intervening variable at PT. Telkom Akses Semarang. The population of this research consists of 400 employees of PT. Telkom Akses Semarang, which is a prominent company in the telecommunications sector. The sampling technique used was purposive sampling, and the sample size of 100 employees was determined using the Slovin formula to ensure a representative sample. Data were collected through questionnaires distributed randomly to the selected respondents to gather comprehensive and reliable information. This study employed a quantitative analysis approach, utilizing Smart PLS as the analytical tool, covering the outer model, inner model, and hypothesis testing to assess the relationships between the variables. The findings indicate that the work environment, work motivation, and job training significantly affect employee performance at PT. Telkom Akses Semarang. Furthermore, the use of work discipline as an intervening variable also mediates the influence of work environment, work motivation, and job training on employee performance, suggesting that work discipline plays a crucial role in enhancing overall employee productivity and organizational success.

Optimizing human resource (HR) performance through a business process reengineering (BPR) approach is a crucial strategy in a competitive and dynamic industrial environment. This study qualitatively examines through a literature review how BPRs radically redesign business processes to improve productivity, quality, time efficiency, and reduce operational costs, with a focus on HR aspects such as recruitment, training, performance appraisal, and career development. The BPR theory by Michael Hammer and James Champy emphasizes the principles of results-based workflow reorganization, the integration of information technology such as ERP and AI, and the empowerment of HR to eliminate task redundancy. In the Indonesian industrial context, the integration of BPR with digital transformation supports Industry 4.0, where HR acts as a catalyst for innovation through adaptive skills and cross-functional collaboration. The study results show that BPR implementation strategies including as-is process analysis, to-be design, change management, and continuous evaluation increase employee motivation, retention, and sustainable competitive advantage. Case studies such as PT Telkom Indonesia and PT Cahaya Mega Group demonstrate efficiency increases of up to 100%. This approach not only streamlines operations but also builds an organization resilient to market and technological disruption.

This study aims to determine the effect of compensation on employee performance through job satisfaction as an intervening variable at PT Sumber Alfaria Trijaya Tbk Jambi Branch. The population and sample in the study were all employees of PT Sumber Alfaria Trijaya Tbk Jambi Branch totaling 754 employees, while the sample was determined using a sampling method adjusted to the research needs of 89 employees. This study uses a quantitative approach and data were collected through a questionnaire method. The data analysis method of this study is descriptive statistical analysis using the Structural Equation Model (SEM) technique using the SmartPLS 4 program analysis tool. Model testing includes convergent validity testing through outer loading and Average Variance Extracted (AVE) values, discriminant validity testing, and reliability testing through Composite Reliability and Cronbach's Alpha values. Evaluation of the structural model was carried out by looking at the R-Square value, direct effect, indirect effect, and hypothesis testing through t-statistic and p-value. Based on the results of the study, it shows that the average employee performance score of 397.2 is included in the very high category; compensation of 394.3 is included in the very high category; and job satisfaction of 399.1, categorized as very high. The results of the PLS test indicate that compensation has a positive and significant effect on employee performance; compensation has a positive and significant effect on job satisfaction; job satisfaction has a positive and significant effect on employee performance; and compensation has a positive and significant effect on employee performance through job satisfaction as an intervening variable. This research recommends: (1) For the employee performance variable, companies are advised to provide time management training and conduct regular evaluations to achieve work targets more consistently. (2) For the compensation variable, companies need to improve the suitability and availability of work facilities to support effective task implementation. (3) For the job satisfaction variable, companies are advised to improve the work environment and enhance the quality of physical facilities to increase employee comfort and satisfaction.

Employee performance in the field of health and pharmaceutical services plays a crucial role in determining the quality of services provided to the community. In the Southeast Sulawesi Provincial Health Office, various internal and external factors are believed to influence employee performance, but there has not been much research that comprehensively examines these factors. This study aims to identify and analyze factors related to employee performance in the health and pharmaceutical services sector at the Southeast Sulawesi Provincial Health Office. This study uses a quantitative design with a cross-sectional approach. This study was conducted from July 23 to August 14, 2025, at the Southeast Sulawesi Provincial Health Office. The sample consisted of 34 respondents selected through total sampling. Data analysis was performed using the chi-square test. The results of the study show that there is a relationship between educational characteristics (p value = 0.007), length of service (p value = 0.007), and motivation (p value = 0.000) with the performance of employees in the health and pharmaceutical services sector of the Southeast Sulawesi Provincial Health Office in 2024. There was no relationship between age (p value = 0.427) and gender (p value = 0.363) characteristics and the performance of employees in the health and pharmaceutical services sector of the Southeast Sulawesi Provincial Health Office. Factors such as motivation, training, and work environment play an important role in determining the performance of employees in the health and pharmaceutical services sector at the Southeast Sulawesi Provincial Health Office. Therefore, improving training programs and efforts to increase employee motivation are recommended to improve overall performance.

This study aims to analyze the influence of the work environment, training, and incentives on employee performance at PT. Erela Semarang. The research population includes 877 production employees working at the company. A random sampling technique was applied to ensure representative data, resulting in a sample of 100 production employees. The study adopts a quantitative approach, with data analyzed using multiple linear regression to examine the relationship between the independent variables and employee performance as the dependent variable. The findings reveal that the work environment has a positive and significant effect on employee performance, indicating that comfortable and supportive workplace conditions can improve productivity and job outcomes. In addition, training is proven to have a positive impact on employee performance, showing that skill development and knowledge improvement contribute to better work effectiveness. Furthermore, incentives also demonstrate a positive influence on employee performance, suggesting that financial or non-financial rewards can motivate employees to achieve higher performance levels and support organizational goals.

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

Employee performance is one of the key indicators in assessing the quality of human resources within an organization or company. To improve performance, companies generally implement various strategies, such as training programs, educational development, enforcement of work discipline, motivational efforts, and the management of a supportive work environment. This study aims to analyze the influence of competence, work discipline, and organizational climate on employee performance at The Kayon Resort Ubud. This research involved all employees of The Kayon Resort Ubud as the population. The sampling technique used was a saturated sampling method, in which the entire population was included as the research sample, totaling 71 respondents. To analyze the relationships between variables and test the hypotheses, multiple linear regression analysis was employed. The results of the study indicate that competence has a positive and significant effect on employee performance. Likewise, work discipline and organizational climate also have a positive and significant influence on employee performance at The Kayon Resort Ubud. Based on these findings, future researchers are encouraged to expand the study by including other variables that may affect employee performance.

This research seeks to examine the approach to managing civil servant training to enhance public service efficiency at the Regional Civil Service Agency (BKD) of Pasuruan City. This research is rooted in the bureaucratic difficulties encountered by local governments, especially the disparity between organizational demands and the presence of qualified staff. This situation results in delays in service, reduced productivity, and ineffective management of human resources. The study utilizes a qualitative descriptive method, gathering data via comprehensive interviews, firsthand observations, and analysis of policy documents. The results indicate that the state civil servants formation management approach at BKD Pasuruan emphasizes three main elements: workforce planning based on competencies, employee redistribution according to performance, and strengthening evaluation systems oriented towards results. These tactics have enhanced bureaucratic effectiveness and expedited public service operations. The research additionally reveals that effective execution relies on adaptive leadership, a cooperative work environment, and a dedication to service innovation. In summary, an effectively designed, flexible, and results-oriented state civil servants formation management approach can act as a template for enhancing local administrative capabilities to deliver efficient, professional, and enduring public services.

Employee performance is one of the most important factors that determine the achievement of company goals. In the modern world of work, workload and work environment are two factors that are most often considered in influencing employee performance. As a company engaged in the service sector. As a company engaged in the field of supporting services for the oil and gas industry, PT Supraco Indonesia requires high-performing employees to provide the best service to its clients. This study aims to determine how much influence motivation and service levels have on customer satisfaction in participating in computer training. The research method used is a quantitative approach with data collection techniques using random sampling or purposive sampling, where the entire population of 56 respondents was used as a sample. The data collection instrument used a questionnaire with a Likert scale. Data analysis was carried out using SPSS 27 software with multiple linear regression techniques. The results of the study show that the company size variable in particular, Workload (X1) has a significant effect on Employee Performance with a significant t-value on the level of work environment (X2) also has a significant effect with a significant t-value simultaneously, both have a significant effect on employee performance with a calculated F-value. Meanwhile, the coefficient of determination value shows that the influence of workload and work environment on employee performance is significant.

In the era of globalization and increasingly tight competition, employee performance is one of the determining factors for the success of public services and the implementation of government work programs. Therefore, the quality of human resources owned plays a very important role in supporting the success of the organization, including in the Bogor Regency Transportation Service environment. This study was conducted against the background of indications of problems in motivation and job training at the Bogor Regency Transportation Service Secretariat. This study uses associative statistical quantitative methods. Data were collected through questionnaires distributed to 40 respondents with total sampling techniques. Data analysis was carried out using SPSS software version 23, primary data collection through questionnaires and secondary data from journals and relevant scientific works. The data obtained were then analyzed through validity tests, reliability, multiple linear regression, T tests, F tests, and coefficient of determination tests. The results of the study showed that motivation has a significant positive effect on employee performance, with a t-count value of 3.988 and a significance of 0.000. And also, job training has a significant positive effect on employee performance, with a t-count value of 5.694 and a significance of 0.000. Simultaneously, motivation and work training together influence employee performance by 74.5%, while the remaining 25.5% is influenced by other variables not discussed in this study.

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 aims to analyze the influence of work environment and motivation on employee performance at the Gulkarmat Training Center in East Jakarta. The research sample consisted of 40 respondents taken using census techniques. Data were collected through a questionnaire using a Likert scale and analyzed with SPSS 27 using validity tests, reliability tests, classical assumption tests, multiple linear regression, t-tests, F-tests, and coefficients of determination. The results of the study indicate that partially, the work environment has a positive and significant effect on employee performance with a value of t count = 4.839 > t table = 2.021 and a significance of 0.000 < 0.05. Motivation also has a positive and significant effect on employee performance with t count = 4.840 > t table = 2.026 and a significance of 0.000 < 0.05. Simultaneously, the work environment and motivation have a significant effect on employee performance with F count = 151.448 > F table = 3.25 and a significance of 0.000 < 0.05. The coefficient of determination (R²) of 0.891 shows that 89.1% of employee performance variation is influenced by the work environment and motivation, while the remaining 10.9% is influenced by other factors outside this research model.  

This research aims to identify factors that significantly influence employee performance and formulate strategies to improve it. This research was conducted through a comprehensive literature study of various studies related to employee performance. The main focus of this research is on internal factors such as motivation, leadership, and organizational culture, as well as external factors such as technology and changes in the business environment. The research results show that employee performance is influenced by various interrelated factors. Motivation, both intrinsic and extrinsic, is a key factor that encourages employees to achieve optimal performance. Effective leadership, especially transformational and democratic leadership styles, also has an important role in improving performance. In addition, a positive organizational culture, conducive work environment, and appropriate use of technology can increase employee productivity and job satisfaction. To improve employee performance, organizations need to create a supportive and motivating work environment. This can be done by implementing various strategies, such as providing ongoing training and development, implementing a fair and transparent compensation system, building positive interpersonal relationships, and providing sufficient autonomy to employees. Apart from that, organizations also need to pay attention to external factors such as technological changes and evolving market dynamics.

This study aims to examine the effect of work discipline, work motivation, and work environment on employee performance at PT. Yara Berkah Semesta Kediri. The research employed a quantitative approach with a survey method by distributing questionnaires to 50 employees, who were selected as the sample using a census technique. The data analysis techniques used in this study included validity and reliability tests, classical assumption tests, multiple linear regression analysis, t-test, and F-test, with the assistance of SPSS software. The results revealed that, partially, work discipline and work motivation did not have a significant effect on employee performance, while the work environment had a positive and significant effect. Simultaneously, work discipline, work motivation, and work environment had a positive and significant effect on employee performance, with an F-value of 32.586 and a significance level of 0.000. These findings indicate that employee performance improvement is more strongly influenced by a supportive and comfortable work environment. Therefore, the company is advised to reconsider its strategies for enhancing discipline and motivation, while maintaining a conducive work environment to support productivity. The practical implications of this study suggest that organizations should prioritize creating and maintaining a positive work environment as a fundamental strategy to boost performance. Additionally, companies need to design interventions that strengthen employee discipline and motivation, such as recognition programs, training, and clear performance management systems, while ensuring that these efforts are integrated with improvements in the work environment.

This study aims to examine the effect of work discipline, work motivation, and work environment on employee performance at PT. Yara Berkah Semesta Kediri. The research employed a quantitative approach with a survey method by distributing questionnaires to 50 employees, who were selected as the sample using a census technique. The data analysis techniques used in this study included validity and reliability tests, classical assumption tests, multiple linear regression analysis, t-test, and F-test, with the assistance of SPSS software. The results revealed that, partially, work discipline and work motivation did not have a significant effect on employee performance, while the work environment had a positive and significant effect. Simultaneously, work discipline, work motivation, and work environment had a positive and significant effect on employee performance, with an F-value of 32.586 and a significance level of 0.000. These findings indicate that employee performance improvement is more strongly influenced by a supportive and comfortable work environment. Therefore, the company is advised to reconsider its strategies for enhancing discipline and motivation, while maintaining a conducive work environment to support productivity. The practical implications of this study suggest that organizations should prioritize creating and maintaining a positive work environment as a fundamental strategy to boost performance. Additionally, companies need to design interventions that strengthen employee discipline and motivation, such as recognition programs, training, and clear performance management systems, while ensuring that these efforts are integrated with improvements in the work environment.

Work stress is a prevalent and complex phenomenon frequently encountered by inpatient nurses as a result of the intense physical, emotional, and psychological demands inherent in their professional responsibilities. Nurses are required to deliver high-quality care under conditions of time pressure, emotional strain, and patient diversity, which can increase their susceptibility to stress. Individual factors—including age, gender, marital status, years of service, personality type, and self-assessment—play a crucial role in shaping nurses’ capacity to adapt to these pressures and maintain their performance. This study aims to comprehensively describe the influence of individual factors on work stress among inpatient nurses at RSUP Dr. Sitanala in 2025. Employing a quantitative descriptive design with a cross-sectional approach, a total of 34 inpatient nurses were recruited using total sampling. Data were collected using the NIOSH Job Stress Questionnaire, which measures multiple aspects of job-related stress. The results indicate that younger nurses, those with shorter work tenure, and individuals exhibiting type A personality traits are more vulnerable to experiencing high levels of stress compared to their counterparts. These findings underscore that individual characteristics significantly contribute to variations in work stress levels. The study emphasizes the importance of developing responsive human resource management strategies, such as stress management training, mentoring, and supportive work environments, to strengthen resilience and improve nurses’ well-being. By identifying and addressing these individual factors, healthcare organizations can enhance employee retention, promote patient safety, and ensure sustainable quality of care.

Port logistics efficiency is determined not only by the adequacy of infrastructure and the advancement of technology but also by the motivation of the workforce and the overall quality of the work environment. This study investigates how these two factors influence employee performance in the Warehouse Division of PT Yusen Logistics Indonesia. The research employed qualitative methods, gathering data through semi-structured interviews, field observations, and document analysis, with participation from warehouse workers, supervisors, and safety officers. Through thematic analysis, the study found that employee recognition and active supervisory engagement were key contributors to workforce motivation. The work environment, characterized by equipment reliability, safety culture, and yard capacity, directly impacted employee productivity. When both motivation and work environment were favorable, employees exhibited greater procedural compliance, increased throughput, and improved safety practices. In contrast, inadequate motivation and unfavorable work conditions resulted in inefficiencies, downtime, and higher risk-taking behaviors. This study’s findings provide insights into three key areas: maritime economics by highlighting labor’s critical role in port operations, social management by establishing the link between environmental quality and workforce productivity, and vocational education by shaping the training of cadets and practitioners. It underscores that sustainable port operations require human-centered strategies, in addition to infrastructure development. For better performance, companies should prioritize motivating their workforce and improving the work environment to foster a more efficient and safer operational setting.

This qualitative research investigates the influence of work motivation and work environment on employee performance within PT Yusen Logistic Indonesia's warehouse division. Through comprehensive interviews with maritime professionals, educators, and industry experts, this study addresses critical gaps in understanding workforce dynamics in maritime logistics operations. The research employed thematic analysis of semi-structured interviews with 45 participants across three stakeholder groups: operational staff, maritime educators, and industry professionals. Findings reveal that intrinsic motivation factors, particularly career development opportunities and safety recognition, demonstrate stronger correlation with sustained performance than monetary incentives. Work environment quality, including infrastructure adequacy and shift management, serves as a significant moderator affecting motivation–performance relationships. In addition, this research highlights that supportive leadership and open communication further strengthen employee engagement and commitment in high-pressure warehouse operations. Respondents consistently emphasized the importance of aligning organizational goals with individual career aspirations, particularly in a sector where safety and efficiency are paramount. The study also identifies that investment in ergonomic facilities, digital monitoring systems, and structured training programs reduces fatigue and error rates, thus promoting both productivity and safety compliance. The implications extend beyond company-level management to broader maritime education and policy-making. The integration of motivational strategies into vocational curricula can better prepare graduates for the realities of port and logistics operations. Moreover, the findings contribute to developing sustainable logistics practices that balance efficiency, employee well-being, and long-term organizational competitiveness. Overall, the research provides evidence-based recommendations for maritime vocational training programs, human resource management, and port operations strategies in Indonesia’s rapidly growing logistics sector.

Human Resource Management (HRM) plays a strategic role in improving organizational competitiveness through proper management of employee placement, training, and performance evaluation. To support the achievement of these goals, a predictive model is needed that can provide an accurate picture of employee performance. This study utilizes a Human Resource Management (HRM) dataset of 1,200 data and applies several classification algorithms to compare their effectiveness, namely J48 or C4.5, Random Forest, Naive Bayes, K-Nearest Neighbor (KNN), Logistic Regression, and Support Vector Machine (SVM). To obtain more optimal results, this study uses resampling techniques and attribute selection methods with a correlation attribute eval approach, so that class distribution can be more balanced and model accuracy increases. From the test results, the Decision Tree J48 algorithm showed the best performance with an accuracy level reaching 95.41%, a kappa value of 0.8925, a mean absolute error (MAE) of 0.0432, a precision of 0.955, a recall of 0.954, and an area under the ROC curve of 0.964. These findings indicate that J48 has excellent predictive capabilities compared to other algorithms. Furthermore, this study also found that the most influential variables in determining employee performance include the percentage of the last salary increase (EmpLast Salary Hike Percent), the level of work environment satisfaction (Emp Environment Satisfaction), the length of time since the last promotion (Years Since Last Promotion), and experience in the current role (Experience Years in Current Role). Overall, the results of the study indicate that the C4.5 algorithm with the application of the resampling technique can be an optimal solution in building an employee performance prediction system. Thus, this model has the potential to be a strong basis for managerial decision-making, particularly in designing HR development strategies and policies to improve organizational performance.

This study aims to analyze the role of organizational culture in optimizing employee performance in Lebak Bulus Village, South Jakarta. A strong organizational culture is considered to have a significant contribution in improving the effectiveness of government officials and the quality of public services to the community. This study uses a qualitative descriptive approach with a phenomenological method, which emphasizes an in-depth understanding of the experiences, views, and behaviors of employees in carrying out their duties in their work environment. The research focuses on actors (employees), social situations, and activities that occur within the village environment. Data collection techniques were carried out through observation, in-depth interviews with key and primary informants, and documentation. Data validity was tested through triangulation of sources and techniques to increase the validity of the research results. The results show that the organizational culture in Lebak Bulus Village has strengths in the aspects of innovation and risk-taking, orientation towards results, orientation towards people, and stability. However, several weaknesses were still found, such as low individual initiative, lack of attention to detail, weak team orientation, minimal levels of aggressiveness, and limited employee experience and accuracy. Opportunities for improvement can be pursued through ongoing training and the digitalization of public services, although challenges remain, including a passive work culture and resistance to policy change. Overall, organizational culture plays a crucial role in supporting employee performance improvement, but a sustainable strategy is needed to strengthen professionalism and build a more adaptive and progressive work culture. Efforts to address identified weaknesses, such as improving communication between employees, developing leadership skills, and enhancing discipline in carrying out tasks, are essential for the continued development of a positive organizational culture. Furthermore, awareness of the importance of collaboration across organizational divisions must be instilled to create a more productive and efficient work environment.