Publication Search

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.

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.

This study aims to examine the mediating role of Organizational Citizenship Behavior (OCB) in the relationship between Perceived Organizational Support (POS), Perceived Organizational Commitment (POC), and employee performance in a state-owned enterprise in Indonesia. In the context of growing public expectations for improved service quality, organizations are challenged to enhance employee performance not only in formal roles but also in discretionary behaviors. Based on Social Exchange Theory (SET), this research proposes that POS and POC can affect performance both directly and indirectly through OCB. Data were collected through a census of 138 permanent employees at PT Jasa Raharja, East Java Branch. The analysis employed Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the hypothesized relationships. The findings show that POS has a significant positive influence on both OCB and employee performance. On the other hand, POC significantly influences OCB but does not have a direct impact on performance. The results also reveal that OCB plays a partial mediating role in the relationship between POS and performance, while it acts as a full mediator in the relationship between POC and performance. These findings emphasize the importance of fostering OCB within the organization to optimize the impact of support and commitment on employee performance. Encouraging voluntary, extra-role behaviors can bridge the gap between how employees perceive organizational treatment and how they perform. The study suggests practical implications for human resource management in public sector institutions. Policies should focus on building a supportive and engaging work climate that enhances affective commitment and acknowledges employee contributions beyond formal duties. Doing so will not only improve individual performance but also contribute to broader organizational effectiveness in a competitive and service-oriented environment.

This study aims to analyse the effect of authentic leadership on employee performance with employee engagement as a mediating variable at the Regional Drinking Water Company (PERUMDA) Tirta Kanjuruhan, Malang Regency. Authentic leadership is a leadership style that emphasises transparency, ethics, and honest relationships between leaders and employees, which is believed to increase employee engagement and performance. This study used a quantitative approach with a survey method. Data were collected through questionnaires distributed to employees of PERUMDA Tirta Kanjuruhan and analysed using Partial Least SquaresStructural Equation Modeling (PLS-SEM) technique. The results showed that authentic leadership has a positive and significant effect on employee engagement and employee performance. In addition, employee engagement was shown to act as a mediating variable that strengthens the relationship between authentic leadership and employee performance. The findings confirm the importance of authentic leadership in creating a work environment that supports employee engagement, which ultimately improves individual and organisational performance. This study provides implications for company management in developing more effective leadership strategies to improve employee productivity and well-being.

Research aims: This study aims to examine the impact of Competency-Based Human Resource Management (CBHRM) on the performance of millennial employees in the Internet Service Provider (ISP) sector in Batam, Indonesia. Additionally, the research investigates the role of personal values as a moderating variable in the relationship between CBHRM and employee performance. Design/Methodology/Approach: A quantitative research method was used, collecting data from 86 millennial employees through structured questionnaires. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM). Research findings: CBHRM significantly improves millennial employee performance and influences personal values. However, personal values do not directly affect performance but strengthen the impact of CBHRM. This highlights the importance of integrating CBHRM with value-based HR policies to optimize workforce productivity. Theoretical Contribution/Originality: This study provides empirical evidence of CBHRM’s effectiveness and expands knowledge on how personal values interact with HRM practices to enhance employee performance. Practitioners/Policy Implications: Organizations should integrate CBHRM with value-driven leadership and training programs to maximize employee engagement. Policymakers should promote CBHRM adoption to address workforce skill gaps in technology-driven industries. Research Limitations/Implications: This study is limited to a single ISP company in Indonesia, which may restrict the generalizability of the findings. Future research should expand the sample size and explore other industries to validate the results. Additionally, further studies should investigate the influence of other moderating variables such as leadership style and organizational culture on the CBHRM-performance relationship

Communication is the interest of everyone to socialize with others. A person will find it difficult to connect with others without communication. Motivation gives an employee a goal in doing his job. Work motivation is a drive that arises both from within and from outside that causes a person to carry out a series of activities to achieve a personal goal and company goal. Therefore, communication and motivation greatly affect employee performance. The discussion in this study aims to analyze how much influence communication and motivation have on the performance of employees of PT Rentokil Initial Indonesia. This study uses a quantitative approach, using simple linear regression analysis to evaluate the relationship between communication, motivation, and employee performance. The number of samples in this study were 103 employees as respondents. Data collection techniques were conducted by interview, observation, and questionnaire. Data processing was carried out using SPSS version 25. Then the results obtained show that effective communication and motivation significantly impact overall employee performance.

This study examines the relationship between Green Human Resource Management (Green HRM), Pro-Environmental Behavior (PEB), and Employee Performance in the hospitality industry. Using data collected from 265 employees across 12 star-rated hotels in Semarang that have implemented green hotel practices, this research employs Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the proposed hypotheses. The findings reveal that Green HRM positively influences both PEB (β = 0.627) and Employee Performance (β = 0.341). Furthermore, PEB positively affects Employee Performance (β = 0.396) and partially mediates the relationship between Green HRM and Employee Performance. Demographic factors, including age, education level, and tenure, moderate several relationship paths, suggest the importance of a differentiated approach in Green HRM implementation. Among Green HRM dimensions, Training and Development and Employee Involvement have the strongest effect on PEB, while Performance Management and Reward Systems most directly influence Employee Performance. These results provide empirical evidence that integrating environmental sustainability into HR practices benefits not only environmental outcomes but also enhances employee performance, creating a win-win situation for hotels in their pursuit of competitive advantage while meeting environmental responsibilities.

A comfortable and good work environment is a collection of processes that encourage employee behavior and encourage the achievement of company goals. The work environment is things related to the workplace itself and can influence the way he does his work. This research aims to analyze the influence of the work environment on job satisfaction and employee performance at PT Bandar Bakau Jaya. This research used a questionnaire method with a Likert scale which was distributed to 37 respondents. The variables studied include work environment (X1), job satisfaction (X2), and employee performance (Y). Data analysis was carried out using descriptive statistics and data quality testing through validity and reliability tests. The research results show that a good work environment, such as adequate lighting, appropriate temperature, and good ventilation, has a positive influence on job satisfaction and employee performance. Most respondents agree that the conditions of their work environment affect productivity and the quality of work results. This research suggests that companies continue to improve working environmental conditions to increase employee satisfaction and performance.

This study aims to analyze the effect of work atmosphere and interpersonal conflict on employee performance at the Surakarta City Population and Civil Registration Office (Dukcapil). The research population includes all employees of Dukcapil Surakarta, totaling 74 people. The variables studied include work atmosphere, interpersonal conflict, and employee performance. Data collection was conducted through a combination of primary and secondary data. Primary data collection methods used interviews and questionnaires, while secondary data were obtained through documentation. Data analysis used Structural Equation Modeling method with Partial Least Squares (SEM-PLS) approach, and data processing was done using SmartPLS software. The results showed that. Interpersonal conflict and work atmosphere are proven to have a significant impact on the performance of employees of the Surakarta City Dukcapil Office.

Background: Occupational safety in this context refers to efforts to prevent accidents and protect the physical integrity of employees, while occupational health includes efforts to prevent work-related diseases and maintain the physical and mental health of employees. The purpose of this writing is to find out the relationship between the level of occupational safety and health in the company and employee performance Method: The research method used is a literature review. Researchers collect various sources of information, such as scientific journals, books and other publications related to occupational safety and health levels and employee performance. Results: Occupational safety and health (K3) have a very important role in the work environment, with occupational safety aimed at preventing accidents and protecting the physical integrity of employees, while occupational health includes efforts to prevent work-related diseases and maintain the physical and mental health of employees. Holistic and comprehensive K3 management is an important key in improving employee performance, where a good combination of occupational safety and health has a greater impact on employee performance. The implications of this research are important for company management, because investing in K3 is not only a social responsibility but also a business strategy that can increase company productivity and sustainability. Management needs to prioritize K3 in business strategy, paying attention to supporting K3 factors such as a strong safety culture, quality K3 training, and strict work environment monitoring, to create a healthy, safe and productive work environment.

The aim of this research is to determine the significance of  the influence between work facilities and work motivation both partially and simultaneously. Population in this research totaled 212, the sampling technique used was proportionate stratified random sampling using the isaac and michael table so that 131 samples were found. Method the analysis used is quantitative with inferential statistic. Based on partial test it was found that there was a positive and significant influence between work facilities and employee performance. Work motivation has an insignificant effect and has a negative value on the employee performance of PR.Dua Dewi Cabang Kediri.

This research aims to examine the influence of organizational climate and emotional intelligence on employee performance through work motivation as an intervening variable at PT. Indo Bismar Surabaya. The sampling technique used in this study was probability sampling, specifically Simple Random Sampling, with a sample size of 53 employees. Data collection was conducted through interviews and the distribution of questionnaires via Google Forms. The research method was assisted by the Partial Least Squares (PLS) technique using Smart PLS software version 4.0.8.6. The hypothesis testing results indicate the following: There is a non-significant positive influence between organizational climate and employee performance. There is a non-significant positive influence between emotional intelligence and employee performance. There is a significant positive influence between organizational climate and motivation. There is a significant positive influence between emotional intelligence and motivation. There is a significant positive influence between motivation and employee performance. There is a significant positive influence between the organizational climate variable and employee performance through motivation as an intervening variable. There is a significant positive influence between the emotional intelligence variable and employee performance through motivation as an intervening variable.    

In order to investigate the effects of transformational leadership and self-efficacy on employee performance in Auto 2000 By Pass Padang, job satisfaction will be used as an intermediary variable. All 50 employees of Auto 2000 By Pass Padang received questionnaires as part of the data collection process. The analytical method used in this study was structural equation modeling (SEM) with partial least squares (PLS). The study's findings are as follows: (1) Leadership has a small but positive impact on employee performance. (2) Reward has a favorable and significant impact on employee performance. (3) Punishment has a significant and favorable impact on an employee's performance.

This study took the object of the Great Mosque of Demak. This study aims to determine the effect of the work environment and work responsibilities on the performance of the employees of the Great Mosque of Demak. The purpose of this study was to determine the effect of the work environment and work responsibilities on the performance of the employees of the Great Mosque of Demak. In this study, the sampling technique used was the saturated sampling technique or the sampling technique where all members of the population were used as samples so that a sample of 40 respondents was obtained. The results of the study indicate that there is a positive and significant influence between the work environment on employee performance and there is a positive and significant influence between work responsibility and employee performance.

This study aims to analyze the influence of servant leadership and compensation on employee performance either directly or through organizational commitment. The population in this study is 122 people. The size of the sample is 93 respondents. The data source used is primary data with questionnaire data collection method which gather using the simple random sampling techniques. The analysis technique used is path analysis. The results of the research showed that servant leadership and compensation has a positive and significant effect on organizational commitment. Servant leadership and compensation has a positive and significant effect on employee performance. The Sobel test results indicated that the variable of organizational commitment can mediate the influence of servant leadership and compensation on employee performance.

Human Resources is one of the resources that determine the success of an organization. Proper management of human resources can create a strong managerial system to support the productivity and success of the company. Therefore, it is necessary to have factors that can form quality human resources. This article aims to explore employee performance which is influenced by transformational leadership and internal CSR. Internal CSR also has a role as an intervening variable between transformational leadership and employee performance. The research model is multivariate and the analysis will use SMARTPLS. The research was conducted at the Public Works and Spatial Planning Office of Grobogan Regency with 110 employees who participated in this study. The sampling method used accidental sampling. The results show that transformational leadership and internal CSR can affect employee performance. Internal CSR can act as a mediation between transformational leadership and employee performance.

This study aims to analyze "The Influence of Leadership Style, Workload, and Incentives on Employee Performance at CV Gemilang Abadi Semarang." Methods of data collection using a questionnaire. The sampling technique used random sampling technique. A sample of 82 respondents were employees at CV Gemilang Abadi Semarang. Based on the results of the study, leadership style has a positive effect on employee performance. This is shown by the value of t count is greater than t table, namely 3.632 > 1.664, with a sig value. of 0.001 <0.05. Leadership style (β1) has a positive sign of 0.266 which means that the better the leadership style, the higher the employee performance. Thus it can be concluded that H1 is accepted, so the hypothesis stating that leadership style has a positive effect on employee performance is proven. Workload has a positive effect on employee performance. This is shown by the t-value that is greater than the t-table, namely 3.941 > 1.664, with a sig. By 0.000 > 0.05. Workload (β2) has a positive sign of 0.295 which means that the more appropriate the workload is, the better the employee's performance. Thus it can be concluded that H2 is accepted, so the hypothesis stating that workload has a positive effect on employee performance is proven. Incentives have a positive effect on employee performance. This is shown by the greater t-count value of t-table, namely 8.699 > 1.664, with a sig. 0.000 < 0.05. Incentives (β3) have a positive sign of 0.590 which means that the higher the incentives given, the higher the employee's performance. Thus it can be concluded that H3 is accepted, so the hypothesis stating that incentives have a positive effect on employee performance is proven.

This study aims to analyze "The Influence of Competence, Work Motivation and Career Development on Employee Performance at PT Kayamas Intitama Semarang". Methods of data collection using a questionnaire. The sampling technique used random sampling technique. A sample of 60 respondents is an employee at PT Kayamas Intitama Semarang. Based on the results of the study, the competence variable has a positive effect on employee performance. This is indicated by the calculated t value that is greater than the t table, namely 5.608 > 1.672, with a sig value. of 0.000 <0.05 (significant). The magnitude of β1 0.402 (positive sign) means that the higher the competence, the higher the employee's performance. Work motivation has a positive effect on employee performance. This is with the calculated t value of 6.400 > t table, namely 1.672 with a sig. of 0.000 <0.05 (significant). The magnitude of β2 is 0.467 (positive sign), meaning that the better the work motivation, the higher the employee performance. Career development has a positive effect on employee performance. This is indicated by the calculated t value which is equal to 5.042 > t table which is 1.672 with a sig value. of 0.000 <0.05 (significant). The magnitude of β3 is 0.345 (positive sign), meaning that the higher the employee's career development, the higher the employee's performance.