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This quantitative study examines the impact of transactional leadership and reward systems on employees' extrinsic motivation at PT Konigs Multi Teknik, addressing earlier observations of low staff motivation. Utilizing a saturated sampling technique, the research involved the entire company population of 31 employees. Data collected through five-point Likert-scale questionnaires were analyzed via multiple linear regression using SPSS version 27, successfully satisfying all required classical assumption tests The partial test (t-test) results revealed that both transactional leadership and rewards exert a positive and significant influence on extrinsic motivation, with rewards standing out as the more dominant factor. Furthermore, the simultaneous test (F-test) confirmed that both variables jointly and significantly drive employee motivation, accounting for exactly 80.9 percent of its variance according to the adjusted R-square value. Ultimately, these findings suggest that companies must strategically combine consistent transactional leadership practices with a fair, transparent reward system to effectively boost overall motivation.

This study aims to analyze the influence of organizational culture and leadership on work discipline in employees of the Woja District Office, both partially and simultaneously. Using a saturated sample, all employees in the agency were directly involved as respondents as many as 45 respondents. Primary data were collected through a structured questionnaire and analyzed using multiple linear regression analysis techniques. The results of the study showed that partially, organizational culture had a positive and significant effect on employee work discipline, while leadership did not have a significant influence independently. However, simultaneous testing proves that organizational culture and leadership together have a positive and significant influence on shaping employee work discipline. These findings indicate that although personal leadership style is not the primary determinant of discipline that has been bound by bureaucratic regulations, the synergy between internalizing strong work culture values and leadership support remains an important combination for an orderly work ecosystem. This research provides practical implications for government organizations in strengthening work culture, increasing leadership effectiveness, and creating a work environment that is able to encourage employee compliance, responsibility, and productivity in a sustainable manner.

Advancements in information technology encourage MSMEs to utilize information systems to enhance the effectiveness of their business management. Es Teh Arjuna, an MSME in Tegal City, faces challenges in monitoring partner sales and managing revenue because transactions are recorded manually using disparate methods; this results in slow data recapitulation, a risk of recording errors, and difficulty for the business owner in quickly accessing sales information. This study aims to analyze requirements, design, develop, and test a web-based information system for partner sales and revenue that provides information in  real-time. The Waterfall model was used for system development, while data collection involved observation, interviews, and a literature review. The system was developed using PHP and MySQL and tested via Black Box Testing. The results demonstrate that the system successfully integrates sales data from all outlets into a centralized database, streamlining the management of products, outlets, employees, cashiers, and sales transactions, as well as facilitating the generation of revenue reports for specific periods. Furthermore, the system enables the business owner to monitor sales performance more quickly, accurately, and systematically, thereby supporting decision-making and improving the operational efficiency of Es Teh Arjuna.

Employee performance is a critical element in organizational success, particularly in labor-intensive industries such as garment manufacturing. This study aims to analyze the effect of work stress (X1) and work environment (X2) on employee performance (Y) in garment industry companies in Semarang Regency. A quantitative descriptive approach with multiple linear regression analysis was employed. The population and sample comprised 96 employees using total sampling. Data were collected through a Likert-scale questionnaire (1–5) with 10 items per variable. All classical assumption tests (normality, multicollinearity, heteroscedasticity) were satisfied. Reliability tests yielded Cronbach's Alpha of 0.866 (work stress), 0.941 (work environment), and 0.937 (employee performance), confirming instrument reliability. Results indicate: (1) work stress has no significant partial effect on employee performance (t = 1.581; sig. = 0.117); (2) work environment has a significant positive partial effect on employee performance (t = 9.618; sig. = 0.000); (3) simultaneously, both variables significantly affect employee performance (F = 56.630; sig. = 0.000) with a coefficient of determination (R²) of 54.9%. These findings confirm that optimizing the work environment both physical and non-physical is the primary strategic priority for enhancing employee performance in the garment industry.

This study aims to determine and analyze the impact of the work environment on employee job satisfaction at the Human Resources Development Agency (BPSDM) of Jambi Province. The research is motivated by the importance of a supportive work environment in creating comfort, increasing motivation, and improving employee job satisfaction, since preliminary observations found several work-environment problems such as inadequate room cooling, disrupted toilet water supply, and unstable Wi-Fi network. This study used a quantitative approach with an associative research design. The population consisted of 75 employees, all of whom were used as the sample through a saturated sampling technique. Data were collected using a four-point Likert-scale questionnaire and analyzed with validity tests, reliability tests, classical assumption tests, and simple linear regression using SPSS. The results show that the work environment has a significant impact on employee job satisfaction, evidenced by a significance value smaller than 0.05, with a coefficient of determination of 61.8 percent. This indicates that the better the work environment, both physical and non-physical, the higher the employee job satisfaction. This research is expected to serve as a consideration for the agency in improving the quality of the work environment to support employee job satisfaction and performance.

This study addressed the lack of visual communication media within PT Mensa BinaSukses, which resulted in a lack of togetherness. The visual media at the previous event failed to effectively convey the main message to the employees. To solve this problem, the researchers redesigned the visual communication tools, specifically banners and digital posters, using a User-Centered Design approach. The redesign process applied visual communication principles, focusing on color psychology, typography, and structured layouts to enhance message readability. The evaluation revealed a significant increase in the level of employee attendance. The survey results indicated that the redesigned visual media successfully captured employee attention, clarified event information, and fostered a strong sense of togetherness and collaboration with the company.

This study aims to analyze the influence of work motivation and supervision on employee performance through job satisfaction at the Population Control and Family Planning Office (DPPKB) of East Kutai Regency. A quantitative approach was employed using census sampling technique involving 84 employees. Data were analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS) with SmartPLS software. The results reveal that: (1) work motivation positively and significantly affects job satisfaction (β = 0.263, p = 0.039); (2) supervision has a stronger positive effect on job satisfaction (β = 0.409, p = 0.000); (3) work motivation does not directly affect employee performance (β = 0.136, p = 0.248); (4) supervision does not directly affect employee performance (β = 0.140, p = 0.186); (5) job satisfaction is the strongest predictor of employee performance (β = 0.565, p = 0.000); (6) job satisfaction does not significantly mediate the work motivation–performance relationship (β = 0.149, p = 0.056); and (7) job satisfaction fully mediates the supervision–performance relationship (β = 0.231, p = 0.001). These findings suggest that improving public-sector employee performance requires a humanistic supervisory approach centered on employee psychological well-being.

This study aims to analyze the effect of career development and organizational culture on employee productivity through job satisfaction at the Office of Community and Village Empowerment (DPMD) in East Kutai Regency. The research employs a quantitative explanatory approach using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS software. Total sampling was applied, involving all 90 employees of the office as respondents. Data were collected through questionnaires with Likert scale measurements. The results demonstrate that career development has a significant positive effect on job satisfaction (coefficient = 0.295, T = 2.532, p = 0.011), and organizational culture has a significant positive effect on job satisfaction (coefficient = 0.441, T = 4.071, p = 0.000). However, career development, organizational culture, and job satisfaction do not have a significant direct effect on employee productivity (H3 through H7 rejected). The coefficient of determination for job satisfaction is 43.1%, indicating that both independent variables explain 43.1% of job satisfaction variance. These findings suggest that although career development and organizational culture successfully improve job satisfaction, mechanisms beyond satisfaction are needed to translate that satisfaction into measurable productivity at DPMD.

This study aims to analyze the influence of work motivation, transformational leadership style, and career development on employee performance through job satisfaction at the Dinas PUPR Kabupaten Kutai Timur. This research uses quantitative explanatory method with SEM-PLS (Structural Equation Modeling - Partial Least Squares) analysis. The population consists of 120 employees with a sample of 93 respondents determined using the Slovin formula with 5% margin of error and simple random sampling technique. Data were collected using a Likert scale questionnaire (1-5). The results show that career development has a significant positive effect on job satisfaction (original sample 0.574, p-value 0.000), and transformational leadership style has a significant positive effect on employee performance (original sample 0.540, p-value 0.000). However, work motivation and transformational leadership style do not significantly affect job satisfaction, and work motivation and career development do not directly affect employee performance. Furthermore, job satisfaction fails to mediate the relationship between work motivation, transformational leadership style, and career development on employee performance. The R-Square values indicate that the predictor variables explain 40.4% of job satisfaction variance and 40.1% of employee performance variance.

This study examines the effects of participative leadership, organizational culture, and work motivation on employee performance through job satisfaction at the Department of Industry and Trade of East Kutai Regency. A quantitative approach with an explanatory research design was employed. The population comprised 108 civil servants and regional contract employees, all of whom were included as research respondents. Data were collected through a structured questionnaire and analyzed using validity and reliability tests, multiple linear regression, t-test, F-test, and path analysis. The findings demonstrate that participative leadership, organizational culture, and work motivation have positive and significant effects on job satisfaction. Partially, these three variables also exert positive and significant effects on employee performance. In addition, job satisfaction was found to have a positive and significant effect on employee performance. The results of the path analysis further indicate that job satisfaction mediates the relationship between participative leadership, organizational culture, work motivation, and employee performance. These findings suggest that efforts to improve employee performance in public sector organizations require the strengthening of participative leadership practices, the development of a supportive organizational culture, the enhancement of work motivation, and the sustainable management of job satisfaction. Accordingly, job satisfaction constitutes an important mechanism through which organizational factors contribute to improved employee performance.

Industrial hygiene is a branch of public health research that aims to prevent illness and promote Industrial hygiene is an aspect of public health that prioritizes health protection measures for workers through the identification, evaluation, and control of various elements of the work environment that can cause health problems. The goal of implementing industrial hygiene is to prevent work-related illnesses and create a safe, healthy work environment that supports workers’ well-being. Industrial Safety and Health (IS&H) encompasses these various components, including risk identification, risk assessment, risk mitigation, and worker health monitoring, waste management, and emergency response planning. Workplace risks can include physical, chemical, biological, psychological, and ergonomic hazards. Hazard analysis is a crucial step in industrial hygiene as it helps identify and document potential health risks in the workplace. The hazard analysis process includes hazard identification, risk assessment, hazard prioritization, and risk control. The implementation of Occupational Safety and Health aims to ensure the protection of employees’ safety and health from potential hazards arising from work, while ensuring a safe and sustainable work environment. The implementation of OSH and environmental health also provides broad strategic benefits such as worker protection, cost efficiency, increased productivity, regulatory compliance, and enhanced corporate reputation.  

The purpose of this study is to identify the level of influence  of job description and workload on the job satisfaction of monthly contract employees at PT Multi Garmenjaya. Through  a cross-sectional  survey method, this study applies a descriptive and associative research design. The data collection was carried out through the distribution of a combination  of online (Google Form) and offline (print questionnaire) questionnaires to 87 respondents who were selected as a sample of the entire population totaling 677 monthly contract employees. Based on the results of hypothesis testing, it was found that the position description variable had a positive and partially significant influence on employee job satisfaction, with a calculated t-value of 5.529 and a significance level of 0.0000. On the other hand, the workload variable was also found to show a positive and significant influence on employee job satisfaction partially, with a calculated t  value of 1.327 and a significance value of 0.188. When tested simultaneously, the two independent variables were proven to have a significant effect on the job satisfaction of contract employees, with  an F score of 27.772 and a significance value of 0.0000. As for the Adjusted R Square value,  a value of 0.384 was obtained. This figure means that the ability of the variable job description and workload in explaining the ups and downs of the job satisfaction of PT Multi Garmenjaya's monthly contract employees is 38.4%. Meanwhile, the other percentage, which is 61.6%, is influenced by other factors or variables that are not studied and studied in this research model.

The rapid development of digital technology has transformed the way organizations conduct business activities and manage human resources. These changes require organizations to have employees who are not only competent but also possess a high level of employee engagement to adapt effectively to the dynamic work environment. This study aims to analyze the role of transformational leadership in enhancing employee engagement among employees of Ranch Market in the digital era. Transformational leadership is regarded as a leadership style that inspires, motivates, and encourages employees to develop their potential through a clear vision, effective communication, and individualized consideration. This research employed a quantitative approach by collecting data through questionnaires distributed to Ranch Market employees. Data analysis was conducted to examine the relationship between transformational leadership dimensions and employee engagement, which includes vigor, dedication, and employee involvement in their work. The findings indicate that transformational leadership plays a positive and significant role in improving employee engagement. Leaders who are able to inspire, build trust, encourage innovation, and support employee development have been proven to strengthen employees’ attachment to the organization. Furthermore, transformational leadership fosters a supportive and adaptive work environment, enabling employees to respond effectively to technological changes and evolving work systems. The results suggest that the implementation of transformational leadership can serve as an effective strategy for organizations in addressing the challenges of the digital era while promoting productivity, employee commitment, and sustainable organizational performance. Therefore, transformational leadership remains a crucial factor in maintaining a highly engaged workforce and achieving long-term competitive advantage.

The media industry requires effective coordination and a supportive work environment to achieve organizational goals. However, internal communication and workplace conditions are often not optimal, affecting employee satisfaction. This study examines the effects of internal communication and the work environment on employee job satisfaction, with work motivation as a mediating variable. A quantitative causal approach was employed using an online questionnaire distributed to employees of PT Media Televisi Indonesia. From a population of 716 employees, 190 respondents were selected through disproportionate stratified random sampling. Data were analyzed to examine the direct and indirect relationships among the variables. The findings indicate that internal communication and the work environment have positive and significant effects on work motivation. Work motivation and the work environment also positively influence employee job satisfaction. Moreover, work motivation significantly mediates the relationship between internal communication and job satisfaction, suggesting that effective communication enhances satisfaction by increasing motivation. Overall, improving open communication, creating a supportive work environment, and strengthening employee motivation are essential strategies for enhancing job satisfaction, employee engagement, and long-term organizational effectiveness in the media industry.

Employee performance is essential to organizational success, particularly in the service industry, where service quality depends heavily on employees’ capabilities and workplace conditions. This study examines the effects of a learning organization culture and the work environment on employee performance, with job satisfaction as a mediating variable among service sector employees in West Jakarta. A quantitative causal approach was employed using an online questionnaire distributed through purposive sampling, resulting in 210 valid respondents. Data were analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) with SmartPLS. The findings reveal that both a learning organization culture and a positive work environment have significant positive effects on job satisfaction. In addition, learning organization culture, work environment, and job satisfaction each positively and significantly influence employee performance. Job satisfaction also mediates the relationships between learning organization culture, work environment, and employee performance. These results suggest that organizations can improve employee performance by strengthening continuous learning practices, creating supportive working conditions, and enhancing employee satisfaction. The study contributes to the human resource management literature and provides practical guidance for organizations seeking sustainable performance through employee-centered management strategies.

A research team at BCA KCU Veterans Company in Surabaya conducted a study to determine how job satisfaction and their participation in recognition and reward programs affect their performance at work. By sending a survey to 66 workers in the business sector, this study applied quantitative survey stages. Multiple linear regression evaluation was performed on the collected data. Workplace performance was the dependent variable, while factors such as salary, appreciation, and overall job satisfaction were the independent variables. The findings revealed that all three independent variables simultaneously impact employee productivity. Salary, benefits, bonuses, and incentives serve to motivate employees to work harder. Employees feel psychologically motivated when their efforts and achievements are recognized through awards. Job satisfaction makes people more dedicated and efficient. The coefficient of determination (R²) of 0.629 indicates that factors other than recognition, appreciation, and job satisfaction influence the remaining variation in employee performance, accounting for 62.9%. To motivate employees to perform at their best, this study highlights the importance of implementing efficient recognition and appreciation programs and creating a work environment that supports job satisfaction.

Corporate insolvency regimes have long been designed around efficiency, creditor recovery, and procedural certainty, frequently marginalizing the human, social, and distributive consequences of corporate failure. This qualitative literature review seeks to reconceptualize insolvency as a multidimensional institutional process by integrating the principles of humanity, resilience, and equity, with the objective of developing fairness metrics for more inclusive insolvency systems. Drawing on interdisciplinary scholarship from insolvency law, corporate governance, economic sociology, and normative political theory, this study systematically synthesizes peer reviewed literature published between 2000 and 2024 using a structured qualitative thematic analysis. The review identifies three interrelated dimensions shaping inclusive insolvency outcomes. First, humanity-oriented approaches emphasize stakeholder vulnerability, dignity preservation, and procedural justice, particularly for employees, involuntary creditors, small suppliers, and local communities affected by corporate collapse. Second, resilience based perspectives frame insolvency not merely as an endpoint of failure but as an adaptive governance mechanism that enables organizational recovery, institutional learning, and broader systemic stability. Third, equity focused frameworks highlight the importance of proportional and context sensitive loss allocation, stakeholder participation, and intertemporal fairness in distributing the economic and social costs of insolvency. By integrating these dimensions, the study develops a conceptual framework of fairness metrics that extends beyond traditional efficiency-driven indicators, offering normative and analytical tools for evaluating insolvency systems in a more holistic manner. The findings contribute to insolvency scholarship by bridging fragmented theoretical strands and advancing a human-centered and resilience oriented understanding of corporate failure. The review further suggests that insolvency regimes embedding humanity, resilience, and equity are more likely to enhance institutional legitimacy, stakeholder trust, and long term economic sustainability, thereby providing a robust foundation for future empirical research and policy reform.

This study aims to analyze the bankruptcy process of PT Sri Rejeki Isman Tbk (Sritex) according to Law Number 37 of 2004. In addition, the legal impact on its subsidiary, PT Primayudha Mandirijaya in Boyolali, including legal protection for affected employees, will also  yang be reviewed. The research method used is normative legal research with a statutory approach and a conceptual approach. Data were obtained through a literature review of relevant regulations and legal literature. The results of the study indicate that although PT Sri Rejeki Isman Tbk has been declared bankrupt by the commercial court, legally, the assets of PT Primayudha Mandirijaya as a subsidiary do not immediately become part of the bankruptcy estate of its parent company. This is based on the principle that the legal entity is independent (separate legal entity) and its responsimerupakan bilities are limited (limited liability), which separates the assets in question from the parent company and the subsidiary, unless there is evidence indicating a guarantee from the company (corporate guarantee). Furthermore, the legal study on labor protection emphasizes that the rights of PT Primayudha Mandirijaya employees need to be legally protected in accordance with national labor regulations and bankruptcy law to mitigate the social and economic impacts in the Boyolali region. The study concludes that the legal existence of the subsidiary remains independent despite the bankruptcy of its parent company. However, it is crucial to prioritize contractual risk reduction and worker rights security during the curator's handling.

In an increasingly competitive business environment, particularly within the tourism industry, an organisation's ability to innovate and design effective strategic planning has become a critical factor in sustaining and improving organisational performance. This study aims to analyse the effect of innovation and strategic planning on organisational performance at Kampung Coklat Blitar Educational Tourism. This study employed a quantitative approach, with data collected through questionnaire distribution involving 53 respondents. The sampling was conducted using a saturated sampling technique (census), in which all members of the population were used as research samples. The sampling criteria consisted of senior-level active employees with a minimum of eight years of work experience and managers at Kampung Coklat Blitar Educational Tourism. Data analysis was carried out using the SPSS software. The results of the study indicate that innovation has a positive and significant effect on organisational performance with a P-value of 0.006 and a T-statistic of 2.869. Furthermore, strategic planning also has a positive and significant effect on organisational performance with a P-value of < 0.001 and a T- statistic of 5.573.

This study aims to determine the influence of work environment and work motivation on employee performance at PT. Bahari Bahagia Ria Jambi. This study uses quantitative methods. The population and sample in this study were all employees of PT. Bahari Bahagia Ria Jambi, totaling 76 respondents using saturated sampling techniques. The analysis method uses descriptive analysis. Instrument testing by conducting Validity Test and Reliability Test, also with Multiple Linear Regression and Classical Assumption Test. Hypothesis testing with t-test (Partial Test) and f-test (Simultaneous Test) using SPSS tools. The results of this study indicate that the performance description is in the very high category, the work environment is in the very supportive category and work motivation is in the very motivated category. The work environment has a positive and significant effect on employee performance at PT. Bahari Bahagia Ria Jambi, work motivation has a positive and significant effect on employee performance and simultaneously (simultaneously) the work environment and work motivation have a positive and significant effect on employee performance. The suggestions from this research are: (1) Employees should always maintain good relationships with each other so that the company's goals can be realized (2) Leaders should always provide encouragement so that employees can carry out their duties well (3) Companies should always pay attention to the potential of their employees and the efforts made to develop this potential through training.