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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 examine the effect of HR Analytics, competency development, and leadership support on employee performance with organizational agility as a moderating variable among employees of the Department of Industry and Trade of Lampung Province. This research employed a quantitative approach by distributing questionnaires and analyzing the data using SEM-PLS. The results show that competency development and leadership support have a positive and significant effect on employee performance, while HR Analytics has no significant effect. Organizational agility does not moderate the relationship between HR Analytics, competency development, leadership support, and employee performance. These findings suggest that while HR Analytics may not directly influence performance, the development of competencies and strong leadership support remain critical to enhancing employee outcomes. Furthermore, the lack of a moderating effect from organizational agility indicates that factors beyond agility, such as employee training programs and leadership practices, play a more crucial role in driving performance. This study highlights the importance of strengthening employee competencies and leadership support to improve employee performance in government institutions. Further research could explore other potential moderating factors in this context.

This study was conducted to examine the effect of compensation on employee performance through a literature review approach. The background of this research is based on the importance of compensation as a factor that contributes to improving employee work outcomes. Compensation is not only considered as remuneration for work performed, but also as an element that can encourage motivation and productivity. The study applied a descriptive method using a literature review approach. The data used were secondary data obtained from 20 national scientific journals published since 2020, discussing compensation and employee performance. Data collection was carried out through library research by selecting, classifying, and reviewing relevant literature sources. Furthermore, the data were analyzed descriptively by interpreting findings from previous studies. The results indicate that 19 out of 20 journals reported a positive and significant relationship between compensation and employee performance. Therefore, it can be concluded that compensation plays an essential role in enhancing employee performance, making an effective compensation system a crucial aspect of human resource management.

Work motivation, job satisfaction, and employee performance are key aspects of management psychology that continue to evolve as organizational productivity demands increase. In an era of global competition, organizations are required to manage human resources effectively by enhancing work motivation and job satisfaction to achieve optimal performance. This study aims to examine the relationship between work motivation and employee performance, as well as to analyze the role of job satisfaction as a mediating variable in that relationship. The method used is a literature review with a qualitative approach. Data were collected through the Google Scholar and Publish or Perish databases using keywords related to work motivation, job satisfaction, and employee performance from a management psychology perspective. From 25 articles found between 2022 and 2026, 5 of the most relevant articles were selected for further analysis.The results of the study indicate that work motivation has a significant influence on employee performance, both directly and indirectly through job satisfaction as a mediating variable. Additionally, there is a growing trend toward the integration of management psychology approaches in efforts to enhance employee performance. Thus, it can be concluded that the simultaneous management of motivation and job satisfaction is a key factor in achieving optimal performance. Further research is recommended to develop a more comprehensive and integrative model.

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.

Internal governance and psychological safety are key factors influencing employee performance in private universities in Indonesia. Internal governance ensures efficient and transparent operations aligned with institutional goals, whereas psychological safety allows employees to express ideas and take risks without fear of negative consequences. Organizational communication mediates the relationship between these factors and employee performance. This study aimed to assess the impact of internal governance and psychological safety on employee performance in private universities in Banten, with organizational communication as an intervening variable. This study explores how these elements contribute to performance through effective communication. A quantitative approach was employed with a sample of 50 respondents from private universities in Banten. Data were collected via structured surveys, and SmartPLS 4.0 software was used to analyze the relationships between internal governance, psychological safety, organizational communication, and employee performance. This study found that internal governance positively influenced organizational communication, which significantly enhanced employee performance. Psychological safety also contributes to organizational communication but has a minimal direct impact on performance. Organizational communication plays a crucial mediating role in linking governance, safety, and performance. These findings emphasize the importance of strengthening internal governance, fostering psychological safety, and improving organizational communication to optimize employee performance in private universities. By focusing on these factors, universities can create a more supportive environment that enhances employee engagement and effectiveness of the faculty.

The decline in service quality observed in 2023, such as frequent malfunctions of queue management machines and slow credit processing, indicates that the implementation of Total Quality Management (TQM) at PT Bank Pembangunan Daerah Sulawesi Tenggara, Wakatobi Branch, has not been fully optimized. These issues are particularly evident in aspects of continuous improvement, employee education and training, long-term management commitment, and employee involvement and empowerment. Therefore, this study aims to analyze the effect of Total Quality Management implementation on employee performance at PT BPD Sultra Wakatobi Branch. This research was conducted from February to August 2024 in Wangi-Wangi Regency. The study employed a quantitative research design using a census approach, in which all 40 employees were included as respondents. The data used in this study consisted of primary data collected through questionnaires and secondary data obtained from company documents. Descriptive analysis and Structural Equation Modeling–Partial Least Squares (SEM-PLS) were applied to examine the relationship between TQM and employee performance. The results reveal that long-term management commitment as well as employee involvement and empowerment have a significant effect on employee performance. In contrast, continuous improvement and education and training do not show a significant influence, indicating the need for further evaluation and improvement to strengthen the future implementation of Total Quality Management and enhance organizational performance.

This study aims to conduct a Systematic Literature Review (SLR) regarding the influence of career development on organizational commitment. Based on the analysis of various scientific articles, career development is an important approach in human resource management, which focuses on improving employees’ skills, enthusiasm, and readiness to face job challenges and promotion opportunities. On the other hand, organizational commitment refers to the emotional connection that employees have with their workplace, which includes aspects of emotional attachment, obligation, and enduring bonds. The results of the systematic literature review indicate that many previous studies have found a strong and positive correlation between career development and organizational commitment. Workers who are aware of support for their career development, including training programs, mentoring, or predetermined career paths, generally show a higher level of dedication to their organization. Furthermore, various studies have shown that career development can also have an indirect effect on organizational commitment through mediating factors such as job satisfaction, work motivation, and employee performance. However, several studies have shown that career development does not always have a significant impact on organizational commitment, particularly in organizations without a structured career system or when employees have negative perceptions of career opportunities. These varying results highlight the existence of contextual factors that influence the relationship between variables. Overall, this study offers in-depth insights into the significance of career development as a strategic factor in enhancing organizational commitment, along with suggestions for organizations and future researchers conducting similar studies.

Employee performance is a strategic factor in the success of regional banking organizations that are oriented towards service and achieving business targets. However, empirical evidence at PT Bank Sumut Kantor Cabang Koordinator Medan, indicates that employee performance tends to stagnate in the "Good" category during the 2021–2024 period. This condition is thought to be related to career development that is not yet optimally structured, organizational commitment that has not been fully actualized in work behavior, and inadequate extrinsic motivation. This study aims to analyze the effect of career development and organizational commitment on employee performance through extrinsic motivation as a mediating variable. The study used a quantitative approach with a survey method of employees at PT Bank Sumut Kantor Cabang Koordinator Medan. Data were analyzed using Structural Equation Modeling. The results show that career development and organizational commitment influence extrinsic motivation, and extrinsic motivation plays a role in improving employee performance and mediating the relationship between variables. These findings strengthen the role of extrinsic motivation as an important mechanism in bridging human resource policies and employee performance in regional banking.

This study aims to systematically analyze the influence of Work Family Conflict (WFC) and Work Life Balance (WLB) on employee performance through a Systematic Literature Review (SLR) approach. The increasing demands of work and family roles in modern organizational settings make these variables highly relevant in organizational behavior research. The SLR procedure was conducted based on guidelines by Kitchenham and Wahono, consisting of planning, conducting, and reporting stages. Literature searches were performed across several academic databases, including Google Scholar, Garuda Ristek, ResearchGate, and university journal portals, covering publications from 2020 to 2025. From a total of 5,992 identified articles, 28 studies met all inclusion and quality criteria and were reviewed in depth. The findings indicate that Work Family Conflict consistently exerts a negative effect on employee performance by increasing stress, reducing concentration, and impairing psychological well-being. Conversely, Work Life Balance demonstrates a significant positive influence on performance, as employees who successfully balance their professional and personal responsibilities tend to exhibit higher productivity, job satisfaction, and engagement. Furthermore, factors such as organizational support, flexible working arrangements, and job satisfaction are shown to mediate or moderate the relationship between WFC, WLB, and employee performance. This study contributes by mapping the latest empirical patterns and providing recommendations for organizations to develop supportive work policies that enhance employee well-being and sustainable performance.

The company must be able to make the right policies so that the company can maintain its survival, so that the company can compete with competing companies and gain the trust of consumers. One of the important factors in achieving goals is HR (Human Resources) which has a very important role in determining the success of a company. This research aims to analyze the effect of work-life balance on job satisfaction and employee performance. This type of research uses quantitative research with a questionnaire instrument. The results of descriptive analysis show that all indicators of work-life balance, job satisfaction, and employee performance are in the “Good Enough” category, indicating that respondents' perceptions of work-life balance, job satisfaction, and employee performance still need to be improved. Validity and reliability tests show that the instruments used are valid and reliable. The results of structural model testing show that work-life balance has a significant and strong effect on employee performance (O=0.822; p<0.001) and job satisfaction (O=0.677; p<0.001), while job satisfaction also affects performance (O=0.367; p=0.006). In addition to the direct effect, there is also a significant indirect effect of work-life balance on performance through job satisfaction (O=0.249; p=0.011). Work-life balance improves employee performance, both directly and through increased job satisfaction, so companies are advised to create policies that support work-life balance in order to create a productive and sustainable work environment.

This study aims to determine the description of work motivation, workload, and employee performance, as well as to analyze the magnitude of the influence of work motivation and workload on employee performance, both partially and simultaneously. The research method used is descriptive and verification with a quantitative approach. The study population includes all employees of the Bogor City Regional Revenue Agency, namely 83 ASN, who were used as respondents using a non-probability sampling technique through a saturated sampling approach. The results of the study indicate that the description of work motivation, workload, and employee performance are generally included in the sufficient category. Based on the results of the determination test, it is known that work motivation has a 53.5% effect on employee performance, while workload has a 13.9% effect on employee performance. Simultaneously, work motivation and workload have a 61.9% effect on employee performance. Thus, the results of the hypothesis test prove that work motivation and workload have a significant effect on employee performance.

This study aims to determine: (1) the influence of motivation on employee performance, (2) the influence of work discipline on employee performance, (3) the influence of motivation and work discipline on employee performance at the National Population and Family Planning Agency (BKKBN) Family Planning and Family Welfare Research and Development Center (PUSNA) Work Unit. This study was conducted at the National Population and Family Planning Agency (BKKBN) Family Planning and Family Welfare Research and Development Center (Pusna) in the field of population control and family planning with motivation and work discipline as independent variables and employee performance as the dependent variable. This study used a sample of 44 people determined by the Slovin sample. Data collection techniques through observation and questionnaires. Instrument testing uses validity and reliability tests, while data analysis techniques used are classical assumption tests and multiple linear regression using SPSS 25. The results of the study indicate that motivation and work discipline variables simultaneously have a positive and significant effect on employee performance. While partial testing shows that motivation and work discipline have a significant effect on employee performance. Furthermore, motivation is the dominant factor that influences employee performance.

This study aims to determine the effect of the role of work motivation as a mediating variable between workload on employee performance at Perumda Air Minum Tirta Sakti, Kerinci Regency. The method used is quantitative analysis with data collection techniques by distributing questionnaires to 86 respondents. Data were collected using a Likert-scale-based questionnaire, and hypothesis testing used descriptive analysis techniques using SmartPLS 4 software. This study uses Outer Model testing, namely convergent Validity, Discriminant Validity, composite reliability and Inner Model testing, namely R-Square and Bootstrapping. The results of the study indicate that (1) workload has a positive and significant effect on employee performance. So the higher the workload, the higher the employee performance will be. (2) Workload has a positive and significant effect on work motivation. The higher the workload, the greater the motivation that arises in an employee. (3) Work motivation has a positive and significant effect on employee performance. If employees are motivated to work, their performance will be higher and improve. Conversely, if employees are less motivated, they will not be able to do their work well, so their performance will be less than optimal. (4) Work motivation can mediate between workload and employee performance. Employees who have high motivation can complete high workloads because this motivation encourages them to do their work with more enthusiasm and can determine efforts to achieve predetermined goals. e and Bootstrapping. The results of the study indicate that (1) workload has a positive and significant effect on employee performance. So the higher the workload, the higher the employee performance will be. (2) Workload has a positive and significant effect on work motivation. The higher the workload, the greater the motivation that arises in an employee. (3) Work motivation has a positive and significant effect on employee performance. If employees are motivated to work, their performance will be higher and improve. Conversely, if employees are less motivated, they will not be able to do their work well, so their performance will be less than optimal. (4) Work motivation can mediate between workload and employee performance. Employees who have high motivation can complete high workloads because this motivation encourages them to do their work with more enthusiasm and can determine efforts to achieve predetermined goals.

The purpose of this study was to analyze the effect of mental workload on employee performance, the effect of work stress on employee performance, the work environment on employee performance and to analyze the effect of mental workload, work stress, and work environment simultaneously on the performance of employees of PT. Nutrisius Sari Persada. This research design uses quantitative methods with an associative approach and data collection techniques of library research and field research. Data analysis techniques using descriptive statistical analysis techniques using data processing tools Structural Equation Modeling (SEM) with SmartPLS software by testing mental workload variables (X1), work stress (X2), work environment (X3) and employee performance (Y). The results of this study indicate that the mental workload variable (X1) on employee performance (Y) has a T-test value of (2.013> 1.96) and P values of (0.045 < 0.05), the work stress variable (X2) has a T-test value of (10.237> 1.96) and P values of (0, 000 < 0.05), the work environment variable (X3) has a T-test value of (2.013> 1.96) and P values of (0.045 < 0.05), so it can be concluded that the mental workload variable (X1), work stress (X2) and the work environment (X3) have an influence on employee performance (Y). While simultaneously mental workload (X1), work stress (X2) and work environment (X3) variables on employee performance (Y). The results of the analysis of the coefficient of determination (R2) obtained a value (Adjusted Rsquare) of 0.973, meaning that all independent variables are declared strong with a value of 97% and the remaining 3% is influenced by other variables outside the Mental Workload, Work Stress and Work Environment variables.

This study investigates the influence of sustainable leadership and customer-oriented culture on employee performance at PT Krakatau Sarana Properti (PT KSP), a subsidiary of PT Krakatau Steel operating in Indonesia’s commercial property sector. Amid rapid globalization and technological change, organizations are compelled to foster adaptive cultures and leadership approaches that ensure both operational excellence and long-term sustainability. Drawing on Organizational Behavior and the Resource-Based View, this research positions sustainable leadership as a strategic resource that not only directly enhances employee performance but also shapes a customer-oriented culture—an intangible asset vital for organizational competitiveness. Employing a quantitative, explanatory research design, data were collected from 95 employees using a structured questionnaire and analyzed with Structural Equation Modeling-Partial Least Squares (SEM-PLS). The findings reveal that sustainable leadership has a significant positive impact on employee performance and customer-oriented culture. Additionally, customer-oriented culture exerts a strong influence on employee performance and partially mediates the relationship between sustainable leadership and employee performance. These results underscore the importance of integrating sustainability principles into leadership practices and embedding customer-centric values throughout the organization. The study provides both theoretical and practical contributions, offering a more holistic understanding of how sustainable leadership and organizational culture jointly drive superior performance. For PT KSP and similar organizations, investing in sustainable leadership development and cultivating a customer-oriented culture are recommended strategies to enhance employee motivation, adaptability, and long-term competitive advantage in a dynamic business environment.

The performance of a company is highly influenced by its employees. Therefore, human resources deserve substantial attention from management, particularly regarding employee discipline, work quality, and the potential to improve work discipline. This study employed a quantitative descriptive method with a sample of 95 respondents. Data were collected through observation, interviews, questionnaires, and documentation. The findings reveal a significant partial effect between work discipline and employee performance, as demonstrated by the results of the t-test (probability value 0.000; t-value 3.369 > t-table 1.66159). Furthermore, there is a significant partial influence between work motivation and employee performance, as evidenced by the t-test results (probability value 0.000; t-value 4.251 > t-table 1.66159). In addition, a significant simultaneous effect of work motivation and work discipline on employee performance was identified at the Head Office of Export and Trade Services Human Resources Training. This was confirmed by the F-test results (probability value 0.000; F-value 9.598 > F-table 2.70). These results indicate that both work discipline and work motivation play a critical role in shaping employee performance. Strengthening employee discipline and motivation can therefore enhance organizational effectiveness and lead to improved performance outcomes. This study underscores the importance of human resource management practices focused on discipline and motivation as key drivers of organizational success and sustainable performance improvements in service-oriented institutions.

Companies face a variety of human resources with varying characteristics and abilities, which significantly impact employee performance. The influence of work culture, work morale, and employee performance, including variables such as discipline, mutual respect, individual passion, team spirit, quality, punctuality, workers, salary, promotions, supervision, and coworkers, is crucial in determining how significantly they influence employee job satisfaction at PT RJN. By understanding this relationship, the director or leader of PT RJN can predict employee responses to job satisfaction, maintain it, and improve it so employees feel more comfortable and at ease in their work. The sampling technique in this study used a saturated sampling method, a non-probability sampling method. This research employed a quantitative approach with a concrete data processing methodology. The population consisted of 40 employees in the production, administration, marketing, and distribution departments. The sample used in this study was derived from primary data obtained from 40 respondents from the production department who were still actively working at PT RJN. Data were obtained through questionnaires and observations. From the results of the analysis that has been done, based on the results of partial testing, the job satisfaction of PT RJN employees is positively and significantly influenced by the variables of work culture, work spirit, and employee performance. Based on the results of simultaneous testing, the job satisfaction of PT RJN employees is significantly influenced by the variables of work culture, work spirit, and performance characteristics. significantly influence employee job satisfaction. This is known from the correlation analysis as follows: r value = 0.377 or 37.7% and then the remaining 62.3% comes from various factors outside this concentration and is influenced by other variables not examined in this study.

Compensation for employee has a significant impact on employee discipline and performance. According to Hasibuan, compensation includes all types of income received by employees, both in the form of money and goods, either directly or indirectly in return for the contribution they make. The purpose of this study is to test the compensation and work discipline that affect the performance of PT Prima Soeaka Buana employees. The method used is a descriptive quantitative method, namely with multiple linear regression analysis. The results showed a calculated value of 9.326 > a table of 1.998 and a value of Sig. 0.000 < 0.05 so that compensation and employee performance were partially influential and significant. Seen on the T test, it shows that Ho is rejected and H1 is accepted. For work discipline, there is no positive and partially significant influence on employee performance. Seen in the T test with a tcal value of 0.649 < ttable of 1.998 and a Sig. value of 0.519 > 0.05. So, Ho was accepted and H2 was rejected. In both variables of compensation and work discipline, there is a simultaneous positive and significant influence on employee performance. Seen in the F test with a fcal value of 43.930 > ftable 3.140 and a Sig. value of 0.000 < 0.05. So, Ho refused H3 to accept.

Most agencies recognize the importance of work discipline as a foundation for shaping obedient and responsible employees. At KSP Semarak Dana Mojokerto, the implementation of work discipline, workload distribution, and motivation has been carried out to improve performance. However, issues such as low discipline, workload imbalance, and uneven motivation still persist, affecting employee performance. This study aims to examine the influence of work discipline and workload on employee performance, with work motivation as an intervening variable. The research was conducted through questionnaire distribution to employees. The population consisted of all active employees of KSP Semarak Dana Mojokerto. A total of 35 respondents were selected using non-probability sampling with the census or total sampling method. Data analysis was performed using path analysis with the SPSS 25 program. The results indicate that work discipline has a positive and significant effect on employee performance, while workload does not significantly affect performance. Work discipline also has a positive and significant effect on motivation, and workload has a positive and significant effect on motivation. However, motivation is not able to significantly mediate the relationship between work discipline or workload and employee performance at KSP Semarak Dana Mojokerto.