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This study aims to determine the extent to which motivation and work discipline affect employee productivity at CV. Langgeng Jaya. The study uses a quantitative descriptive approach with data collection techniques through distributing questionnaires. The study population includes all 80 employees of CV. Langgeng Jaya, with a sampling technique using Saturated Sampling. Data analysis was carried out through Multiple Linear Regression Tests and Hypothesis Tests with the help of the SPSS 27 program. The results of the study indicate that motivation has a significant influence on employee productivity partially, while work discipline does not have a significant influence. However, simultaneously, motivation and work discipline have been proven to have a significant influence on employee productivity. Therefore, CV. Langgeng Jaya is expected to prioritize increasing employee motivation through targeted programs and conducting evaluations and coaching on work discipline aspects, so that both factors can support each other in increasing overall productivity. This aims so that both factors can support each other in increasing overall employee productivity, creating a more productive work environment, and improving company performance in the long term.

This study examines the influence of work discipline, training, and motivation on employee performance at PDAM Tirta Ayu, Tegal Regency. In a public service organization such as PDAM, employee performance is crucial to ensure customer satisfaction and strengthen institutional competitiveness. A quantitative survey method was used with questionnaires distributed to all 115 employees using a saturated sampling technique, as the entire population was included. The independent variables analyzed were work discipline (attitude, compliance with rules, responsibility), training (materials, methods, instructor competence, duration, facilities), and motivation (intrinsic and extrinsic). Employee performance, as the dependent variable, was measured using indicators of work quality, work quantity, teamwork, and problem-solving ability. The data were processed through multiple linear regression to assess simultaneous and partial effects. The research findings revealed that work discipline, training, and motivation each have a positive and significant impact on employee performance, but for training has a positive and insignificant effect, this is shown by the significant results of each significant level for work discipline sig value = 0.000 (<0.05), training sig value = 0.632 (>0.05) and motivation with sig value = 0.000 (<0.05). These results highlight the importance of strengthening employee discipline, implementing well-structured and sustainable training programs, and fostering sustainable motivation strategies. This research provides practical implications for PDAM Tirta Ayu management in designing policies to improve overall employee performance, thereby improving service quality and organizational competitiveness.  

This study aims to analyze the influence of transactional leadership, servant leadership, and work integrity on employee performance at PT. Istana Argo Kartika (Sanken) Surabaya Branch. The research applies a quantitative approach with an associative design to examine the relationships among variables. The population consists of all permanent employees, and because the total number is limited, a saturated sampling technique was used so that every employee could serve as a respondent. Data were collected through structured questionnaires and later analyzed using multiple linear regression to determine both partial and simultaneous effects. The findings reveal that transactional leadership, servant leadership, and work integrity each have a positive and significant impact on employee performance when tested individually. In addition, the combined influence of all three variables also shows a significant contribution to overall performance levels. These results suggest that firm direction, supportive service-oriented leadership, and strong adherence to integrity can effectively improve employee outcomes. Therefore, this study is expected to provide useful insights for management in designing leadership development programs and strengthening human resource strategies.

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 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

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

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

This study aims to analyze the influence of organizational culture, work environment, and workplace boredom on employee performance through Cyberloafing behavior among employees at PT Geo Dipa Energi (Persero). The research employed a survey method with a quantitative descriptive approach, enabling systematic collection of numerical data to identify relationships among variables. The sample consisted of 339 employees selected purposively to reflect diverse perceptions regarding organizational culture, working conditions, and levels of boredom. Data analysis was conducted using Partial Least Square-Structural Equation Modeling (PLS-SEM), which allows testing both direct and indirect effects among variables. The results indicate that organizational culture, work environment, and workplace boredom significantly affect employee performance, both directly and through Cyberloafing behavior. Cyberloafing was found to mediate the relationship between organizational culture, work environment, and employee boredom with performance, thereby either strengthening or weakening the influence of these variables on work outcomes. These findings highlight the importance of managing an organizational culture that promotes productivity, improving a conducive work environment, and reducing employee boredom levels. Additionally, controlling Cyberloafing behavior is crucial for optimizing employee performance. The study provides practical implications for the management of PT Geo Dipa Energi (Persero) in designing effective policies and programs to enhance work efficiency and employee satisfaction.

This study aims to analyze the influence of leadership style and work motivation on the performance of civil servants (PNS) at the Office of the Domestic Policy Strategy Agency (BSKDN) in Central Jakarta. The study employs a descriptive quantitative approach using a survey method, where data were collected through questionnaires distributed to a number of PNS within BSKDN. The collected data were then analyzed using multiple linear regression with the aid of statistical software to examine the relationships and effects between variables. The results indicate that leadership style has a substantial and positive effect on PNS performance, suggesting that effective, inspiring, and communicative leadership can enhance employee productivity and work quality. Moreover, work motivation also demonstrates a positive and significant impact on PNS performance, indicating that highly motivated employees exhibit greater dedication, discipline, and initiative in carrying out their duties. Further analysis shows that when leadership style and work motivation are applied simultaneously, both provide a substantial influence on improving PNS performance, emphasizing the importance of synergy between good leadership and employees’ internal motivation. The practical implications of this study underscore the urgency for BSKDN to develop leadership training programs that can inspire, motivate, and empower employees comprehensively. Additionally, designing sustainable strategies to enhance work motivation is also crucial to optimize the performance of all PNS within BSKDN, ensuring organizational goals are achieved effectively and efficiently. This study contributes to the development of human resource management practices in the government sector, particularly in the context of enhancing employee performance through the combination of effective leadership and optimal work motivation.

Employee training and development is an activity that aims to improve employee competence, knowledge and attitudes in achieving achievement. This training is provided to both new employees and existing employees who still need training and retraining. In practice, training is a short-term development process that uses a structured and organized operating system, with the main aim of improving employee performance and opening up career opportunities. Employees need to have sufficient skills and knowledge, and one way to meet these needs is through training programs designed to improve the quality of human resources. In this way, employees can achieve their desires and ultimately get the expected results.  

Increasing competition in the food industry requires companies to not only focus on product innovation and market expansion but also on strengthening internal human resource capabilities through long-term strategies. PT. Surya Pratista Hutama addresses this challenge by implementing a Talent Management Sistem (TMS) designed to identify, develop, and retain high-potential employees (HiPos), while simultaneously ensuring sustainable leadership development and succession planning. This study employed a qualitative case study approach by utilizing observations, in-depth interviews, and a paper review to obtain comprehensive insights into the company’s practices. The findings reveal that the identification of HiPos is carried out through a rigorous and consistent process using the 9-box grid as a key assessment tool. The emphasis on consistency in evaluation highlights the organization’s effort to ensure fairness and accuracy. Employee development is facilitated through multiple strategies, including formal training, mentoring programs, job rotation, and other structured learning initiatives. Retention strategies focus on providing competitive compensation packages, developing financial literacy skills, and fostering a collaborative organizational culture that values employee contributions. The implementation of TMS at PT. Surya Pratista Hutama has shown positive impacts, particularly in reducing employee turnover rates and improving leadership performance. However, the study also identifies several challenges, especially related to the need for clearer procedural guidelines and more specific development strategies to optimize outcomes. Overall, this research demonstrates that a well-structured TMS can serve as an effective mechanism for building sustainable human resource capabilities in highly competitive industries such as food manufacturing.

This study assesses the influence of organizational culture, physical work environment, and non-physical work environment on employee performance at UD. Sumber Rejeki. Organizational culture is understood as the values, norms, and patterns of behavior agreed upon by members. The physical work environment refers to tangible conditions such as layout, lighting, and cleanliness. The non-physical work environment relates to the psychological climate and social relationships in the workplace. The research design is quantitative with a census or saturated sample technique. All 32 employees were respondents. The instrument was compiled using a Likert scale. The data were processed using SPSS 25. The analysis stages included validity, reliability, normality, multicollinearity, heteroscedasticity, multiple linear regression, t-test for partial effects, f-test for simultaneous effects, and the coefficient of determination R². The partial test results showed that organizational culture did not have a significant effect on employee performance. Conversely, the physical work environment and non-physical work environment had a positive and significant effect. The simultaneous test confirmed that the three variables together had a positive and significant effect on performance. These findings indicate that improvements in physical aspects such as room comfort, equipment, and safety standards, as well as strengthening non-physical aspects such as supervisor support, role clarity, and communication, are more directly related to performance improvement than existing cultural characteristics. In practical terms, management needs to prioritize programs to improve the physical work environment and psychological climate, accompanied by periodic evaluations so that the impact can be measured against performance indicators.

This study aims to determine the effect of employee training and work motivation on employee performance at CV TOP KARGO UTAMA. This research employs a quantitative approach using a survey method by distributing questionnaires to 30 respondents who are employees of the company. The data analysis technique used is multiple linear regression analysis with the help of SPSS software. The results show that partially, employee training has a positive and significant effect on employee performance. Likewise, work motivation also has a positive and significant partial effect on employee performance. Furthermore, simultaneously, employee training and work motivation have a significant influence on employee performance. This is evidenced by the coefficient of determination (R Square) value of 0.735, indicating that 73.5% of the variation in employee performance can be explained by employee training and work motivation simultaneously. The Adjusted R Square value of 0.630 suggests that the regression model used has a good level of fit. Based on these results, it is recommended that the company continue to improve the quality of training programs and pay attention to factors that influence work motivation in order to support the sustainable improvement of employee performance.

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.

The Regional Drinking Water Company (PDAM) Tirta Perwira Purbalingga is a regional institution that provides clean water services to 62,748 customers in Purbalingga Regency. The company’s performance is strongly influenced by the quality of its human resources. This study aims to analyze the effect of training, work climate, and job rotation on employee performance. The research used a quantitative approach with descriptive methods and data processing through SPSS version 25.0. The population consisted of 164 employees, with a sample of 62 respondents determined by the Slovin formula (10%) using stratified random sampling. The results showed that training and work climate had a positive and significant effect on employee performance, while job rotation did not have a significant effect. The coefficient of determination (R²) was 96.4%, meaning that the three variables together explained 96.4% of employee performance, while the remaining 3.6% was influenced by other factors not examined in this study. These findings indicate that systematic training and a supportive work climate are the dominant factors in improving performance, whereas job rotation requires better alignment with employee competencies to be effective. In conclusion, PDAM Tirta Perwira needs to strengthen its training programs, foster a conducive work atmosphere, and carefully evaluate job rotation policies. The results of this study are expected to contribute to the development of human resource management strategies and provide reference material for future research on organizational performance.

This study examines effects of resilience, social support, and psychological well-being on employee performance at CV Duta Jaya Tehnic. Resilience refers to an individual’s capacity to handle work pressure and challenges. Social support includes assistance from coworkers and family. Psychological well-being denotes a healthy mental state. The study proposed significant partial and joint effects for the three predictors. A quantitative survey design was used. Questionnaires were distributed to 38 employees. Multiple linear regression evaluated partial and joint relationships between predictors and performance. Results show a significant positive effect of resilience on performance (p = 0.001 < 0.05). Social support (p = 0.573) and psychological well-being (p = 0.700) show no significant partial effects. Jointly, the three predictors explain performance significantly (p < 0.001). The findings highlight a central role for personal resilience in improving performance at CV Duta Jaya Tehnic, while social support and psychological well-being show no standalone effect within this sample. Overall, the regression model with the three predictors provides meaningful explanatory power for employee performance in this company. Managerial implications follow from the evidence. Prioritize initiatives to build resilience, including brief coping-skill sessions, energy management, and recovery practices. Maintain support systems and well-being programs, yet direct resources first toward resilience building.  

This study examines the impact of workload and work stress on employee job satisfaction at PT Inhutani I UMI Gresik, a wood-processing company operating under Perum Perhutani. The research employed a quantitative design with an associative (causal) approach to identify the extent to which workload and stress contribute to variations in job satisfaction. Data were collected through questionnaires distributed to 48 employees selected using a simple random sampling method. The analytical process involved validity and reliability testing, classical assumption tests, multiple linear regression, as well as t-tests, F-tests, and the coefficient of determination (R²). The results indicate that workload and work stress, when considered simultaneously, have a significant influence on job satisfaction. However, partial testing revealed that workload did not exert a significant effect, while work stress had a statistically significant negative impact on satisfaction. Regression analysis further demonstrated that work stress emerged as the dominant predictor, accounting for a larger proportion of variance compared to workload, as reflected by the higher beta coefficient and partial determination value. These findings suggest that while workload may serve as a motivator when maintained within reasonable limits, unmanaged stress arising from role ambiguity, conflicting demands, and organizational pressures significantly undermines job satisfaction. The study underscores the importance of stress management strategies within organizations, particularly in high-demand industries such as forestry and wood processing. Practical implications include the need for supportive leadership, effective communication, realistic target-setting, and the implementation of employee assistance programs. By addressing stress more effectively, organizations can enhance employee well-being, foster greater job satisfaction, and ultimately improve overall organizational performance.

The implementation of a system commonly known as Good Governance refers to the extent to which the government is able to meet the needs and expectations of society through its policies, programs, and actions. The application of Good Governance is not only related to the effectiveness of bureaucracy but also emphasizes principles of transparency, accountability, participation, and fairness in governance. This is crucial because it has a direct impact on improving the quality of public services, which is one of the key indicators of government success. However, achieving the goals of Good Governance is not an easy task, as in practice, there are various challenges and obstacles that must be addressed. One of the most common barriers is the weakness of internal control systems, which should serve as oversight of employee performance. In addition, there remains a shortage of employees with adequate competencies, as well as work environments that do not fully support the implementation of accountable behavior. These conditions can hinder the achievement of the expected standards of Good Governance. Therefore, deepening and internalizing accountable behavior among government employees is highly important. Accountable behavior is not only related to an individual’s responsibility for their tasks but also to the outcomes of their work, which directly affect the wider community. The findings of this study indicate that accountable behavior has been practiced by employees, yet its implementation must be carried out consistently and continuously. Strengthening accountable behavior is thus expected to enhance the assessment of Good Governance implementation, particularly in the Greater Jakarta (Jabodetabek) region, which is characterized by high levels of governmental complexity and public service demands.