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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 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 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.

Changes in work patterns driven by digital technology development and post-pandemic dynamics have encouraged organizations to implement Work From Home (WFH) as an alternative working system. This policy has attracted considerable attention because it affects employee productivity and well-being, which are essential for organizational performance. However, previous studies have reported inconsistent findings regarding the effectiveness of WFH. Therefore, this study aims to analyze the impact of WFH on employee productivity and well-being. A qualitative approach was employee using the Systematic Literature Review (SLR) method by reviewing 19 scientific articles related to productivity, job satisfaction, work-life balance, and mental health. The findings show that 89,5% of articles reported positive effects of WFH through greater flexibility, work comfort, time efficiency, and improved work-life balance, wich contribute to higher productivity and well-being. Meanwhile, 10,5% identified negative effects due to inadequate work facilities, internet disruptions, burnout, and coordination difficulties. These findings indicate that WFH effectiveness is influenced by technological support, job characteristics, and organizational culture. The study implies that organizations should adopt adaptive work policies, strengthen digital infrastructure, and provide mental health support to optimize employee productivity and well-being.

The phenomenon of university students simultaneously undertaking academic studies and employment has become increasingly common, creating unique challenges in balancing work responsibilities and academic obligations. This study aims to examine the effects of job demands and time management on academic performance, with academic self-efficacy serving as a mediating variable among undergraduate and postgraduate students who work while pursuing higher education. The research employed a quantitative approach using a causal research design. Data were collected through an online questionnaire administered to 50 working students selected through purposive sampling. The study measured four variables, namely job demands, time management, academic self-efficacy, and academic performance. Data were analyzed using multiple regression analysis, Baron and Kenny’s causal steps approach, and the Sobel test to examine mediation effects. The findings reveal that time management has a positive and significant effect on both academic self-efficacy and academic performance. Academic self-efficacy also demonstrates a positive and significant influence on academic performance and emerges as the strongest predictor in the model. In contrast, job demands do not significantly affect either academic self-efficacy or academic performance. Furthermore, academic self-efficacy does not mediate the relationship between job demands and academic performance. However, academic self-efficacy fully mediates the relationship between time management and academic performance, indicating that effective time management enhances students’ confidence in their academic abilities, which subsequently improves their academic outcomes. These findings highlight the importance of strengthening time management skills and academic self-efficacy to support the academic success of working students in higher education institutions.

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.

This study examines the effect of workload and work-life balance on employee performance through job satisfaction among working master’s students in Jakarta. This population faces dual demands from professional and academic responsibilities, making the maintenance of job satisfaction and performance increasingly challenging. Drawing on the Job Demands-Resources (JD-R) Model and Social Exchange Theory, this study investigates how job demands and resources influence employee outcomes. A quantitative causal approach was employed using data from 57 working master’s students collected through convenience sampling. Data were analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS) with SmartPLS 4. The results show that workload negatively and significantly affects job satisfaction but has no significant direct effect on employee performance. In contrast, work-life balance positively and significantly affects both job satisfaction and employee performance. Job satisfaction positively affects employee performance and fully mediates the relationship between workload and employee performance, while partially mediating the relationship between work-life balance and employee performance. These findings support the JD-R Model and Social Exchange Theory by highlighting the role of job satisfaction as a mechanism linking work conditions and employee performance. Practically, organizations and higher education institutions should support work-life balance and manage workload effectively to enhance satisfaction and performance among working postgraduate students.

The rubber processing manufacturing company PT Darmasindo Intikaret Tebing Tinggi is encountering more and more intense competition. So, managing human resources, the company's most valuable asset, is a top priority alongside meeting financial and operational goals. In human resource management, employee happiness is a key performance measure. Leadership style, discipline, and K3 are all variables that this study hopes to identify and examine in some detail. This research falls under the category of development studies and employs a quantitative methodology. This research makes use of both primary and secondary sources for its data. Findings from both primary and secondary sources are used into this research. People who work in production at PT. Darmasindo Intikaret were the subjects of this research. According to the results of the complete sampling method, the milling production staff consists of 34 individuals. In this study, the entire population is employed as a sample. The data analysis techniques utilised in this study included reliability and validity tests, tests for classical assumptions like normality and multicollinearity and heteroscedasticity, and tests for multiple regression, determination coefficients, and hypotheses like the F and T tests. Leadership style significantly and positively affects employee job satisfaction, according to the study's results. There is a favourable and statistically significant relationship between discipline and employee job satisfaction, and K3 is no exception. Employees' happiness on the job is influenced by a number of factors, including leadership style, discipline, and K3. The significance of enhancing the quality of leadership style, discipline, and 3 in boosting employee job satisfaction in a firm, particularly manufacturing companies, can be demonstrated by doing this study.

Rapid technological developments and social changes in the disruption era require organizations, including educational institutions, to adapt quickly and innovatively. This article discusses the importance of building psychological safety as a foundation to enhance team innovation and adaptability. Psychological safety is a condition in which team members feel safe to express ideas, ask questions, and share opinions without fear of negative consequences. The study employs a qualitative literature review method; analyzing various scientific sources related to psychological safety, leadership, and organizational management. Findings indicate that supportive and inclusive leadership plays a crucial role in fostering a psychologically safe environment, which in turn promotes open communication; effective collaboration, and innovative behavior. Developing psychological safety enhances intrinsic motivation, job engagement, and learning agility; enabling teams to respond effectively to rapid organizational changes. This research implies that organizations should prioritize psychological safety to strengthen team performance and sustainability in the dynamic disruption era.

Work stress is a condition often experienced by nurses, especially those working in the Intensive Care Unit (ICU) due to the high demands of the job and the responsibility of caring for critically ill patients. Work stress that is not managed properly can have an impact on nurses' health, one of which is sleep quality. Poor sleep quality can reduce concentration and performance and increase work fatigue. This study aims to determine the relationship between work stress and sleep quality among nurses in the ICU of Ulin Regional General Hospital in Banjarmasin. This study uses a quantitative method with a cross-sectional design. The research sample consists of ICU nurses selected using total sampling technique. The research instruments used are the Expanded Nursing Stress Scale (ENSS) to measure work stress and the Pittsburgh Sleep Quality Index (PSQI) to assess sleep quality. Data analysis was performed using statistical tests to determine the relationship between the two variables. The results showed that most nurses experienced moderate work stress. In addition, many nurses still had five to six hours of sleep per night and experienced sleep disturbances. The analysis results showed a significant relationship between work stress and sleep quality among ICU nurses.

Job analysis is a key component of human resource management that plays a role in determining the tasks, responsibilities, and competencies required for a particular job. In various organizations, job analysis serves as the foundation for HR planning, recruitment, selection, employee placement, and performance evaluation. However, research on job analysis remains scattered across various studies focused on specific organizational contexts, necessitating a literature synthesis to gain a more comprehensive understanding of research developments in this field. Therefore, this study aims to analyze the development of research on job analysis and identify its role and contributions to human resource management. This study employed a literature review method by searching for scientific articles in the Google Scholar database using the Publish or Perish (PoP) application with the keyword “job analysis.” The initial search yielded 30 scientific articles, which were then screened based on topic relevance, open access, and publication years ranging from 2020-2026, resulting in 16 articles selected for further analysis. The findings indicate that the literature on job analysis can be grouped into three main themes: the role of job analysis in human resource management, its contribution to improving employee performance and productivity, and its implementation in employee placement and organizational governance. Overall, job analysis has proven to be a strategic tool for enhancing the effectiveness of human resource management. Further research is recommended to examine the implementation of job analysis in greater depth across various organizational contexts to enrich the development of human resource management theory and practice.

This study aims to improve subcontractor safety performance through strengthening governance systems, leading safety indicators, capability building, and performance monitoring at PT Putra Perkasa Abadi (PPA) Jobsite Borneo Indobara (BIB). The research was motivated by the increasing trend of subcontractor incidents during Quarter 1 to Quarter 3 of 2025, where seven incidents occurred and exceeded the company threshold. In addition, subcontractor performance evaluation scores remained below the target threshold of 70, while customer satisfaction scores in subcontractor management decreased from 8.45 to 7.58. The study applied a continuous improvement approach using Quality Control Circle (QCC), Pareto analysis, Nominal Group Technique (NGT), and root cause analysis with the Ishikawa method. Improvement initiatives were implemented through four strategic pillars: strengthening governance, reinforcing leading indicators, capability building, and integrated dashboard monitoring. The implementation results showed significant improvements in subcontractor safety management. The subcontractor incident frequency rate was reduced to zero incidents in Quarter 4 of 2025, subcontractor performance evaluation increased above the threshold to 70.81, and customer satisfaction scores improved to 8.55. The findings indicate that structured governance strengthening combined with real-time monitoring and subcontractor engagement can significantly improve mining safety performance and stakeholder trust.

This study aims to identify and analyze the effects of job competence, work discipline, and incentives on employee performance. This study employs a quantitative method with a descriptive and associative approach. The population of this study consists of all 40 employees in the marketing division at PT Pratama Mitra Aksara. Data collection was conducted through the distribution of an online questionnaire, followed by data analysis using multiple linear regression to test the effect of each independent variable on the dependent variable. The results of the study indicate that job competence, work discipline, and incentives simultaneously have a positive and significant effect on employee performance. The t-scores for the Job Competence variable were 2.569, for the Work Discipline variable 2.894, and for the Incentives variable 2.998. Thus, it is concluded that improving job competence and work discipline, along with providing appropriate incentives, can enhance employee performance. It is hoped that this study will serve as a basis for companies to improve employee performance through more effective human resource management.

Employee engagement is critical to organizational performance, employee well-being, and long-term sustainability. In hybrid work contexts, generational differences have become increasingly evident, particularly between Generation Y and Generation Z employees. Generation Y tends to emphasize work–life balance, career development, and meaningful collaboration, while Generation Z prioritizes flexibility, job security, digital integration, and the use of technology in the workplace. This study adopts a systematic literature review (SLR) approach by synthesizing findings from various peer-reviewed studies related to employee engagement and hybrid work practices across generations. The review focuses on identifying key factors that influence employee engagement in modern work environments. The results indicate that hybrid work can significantly enhance employee engagement when organizations provide flexibility, autonomy, adequate technological support, professional development opportunities, and fair reward systems. In addition, supportive organizational culture and effective leadership are important in maintaining employee motivation and commitment. However, differences in generational expectations require organizations to implement adaptive managerial strategies, including flexible work policies, personalized communication approaches, and inclusive leadership practices to strengthen employee engagement across different generations in hybrid work settings.

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 analyze the relationship between salaries, allowances, and employee productivity on company profitability. Human resources are an important factor in determining organizational success because employee quality and performance directly influence the achievement of company goals. Providing appropriate compensation, including salaries and allowances, can increase employee motivation, job satisfaction, and loyalty, thereby encouraging higher work productivity. High productivity reflects the company’s ability to utilize resources effectively and efficiently in order to produce optimal output. In addition, employee turnover is an important aspect that must be considered because it may affect operational stability and the company’s effectiveness in achieving business targets. Profitability is used as the main indicator to assess the company’s ability to generate profits from its operational activities. This study applies a quantitative method with an approach that examines the relationships among variables to obtain an overview of the influence of compensation and productivity on company profitability. The results of this study are expected to provide insights and recommendations for companies in managing human resources more effectively in order to improve financial performance sustainably.

This study aims to analyze the effect of training and career development on employee performance at PT XYZ Teknik. The study used a quantitative approach with a survey method. The study population was 82 employees, with a saturated sampling technique so that the entire population was sampled. Data were collected through distributing questionnaires that had been tested for validity and reliability, so they were suitable for use as research instruments. Data analysis was carried out using statistical tests, namely the t-test to see the partial effect and the F-test to test the simultaneous effect between variables. The results showed that training had a significant effect on work performance, indicated by a calculated t-value of 3.498 which was greater than the t-table of 1.990 and a significance level of less than 0.05. In addition, career development also had a significant effect with a calculated t-value of 3.448 which was greater than the t-table of 1.990 and a significance level of less than 0.05. Simultaneously, training and career development were proven to have a significant effect on employee performance with a calculated F-value of 206.883 which was greater than the F-table of 3.11. These findings emphasize the importance of implementing structured training programs and ongoing career development to optimally improve employee competency and performance.

This study aims to examine the effect of job stress and organizational support on employee performance at Bank Pembangunan Daerah Jambi, Sengeti Branch. This research uses a quantitative method with a survey approach. The population in this study consisted of all employees of Bank Pembangunan Daerah Jambi Sengeti Branch totaling 33 employees. Data were collected through questionnaires using a Likert scale. Data analysis was conducted using multiple linear regression analysis preceded by instrument testing (validity and reliability) and classical assumption tests including normality, multicollinearity, and heteroscedasticity tests. The results show that job stress has a positive and significant effect on employee performance with a significance value of 0.009 (< 0.05). Organizational support also has a positive and significant effect on employee performance with a significance value of 0.003 (< 0.05). Simultaneously, job stress and organizational support significantly influence employee performance with a significance value of 0.024 (< 0.05). The coefficient of determination (R²) value of 0.821 indicates that 82.1% of the variation in employee performance can be explained by job stress and organizational support variables, while the remaining 17.9% is influenced by other variables outside this study.