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This study aims to investigate the influence of academic qualifications, managerial capabilities, and Perceived Organizational Support (POS) on emotional exhaustion and its implications for employee productivity at Sunan Kudus Islamic Hospital. Using a quantitative approach, data were collected via a questionnaire from 138 respondents. Instrument evaluation procedures were conducted through validity and reliability tests, while hypothesis testing was analyzed using Structural Equation Modeling (SEM). The findings reveal that academic qualifications and POS have a significant negative effect on emotional exhaustion, indicating that increased intellectual competence and strong organizational support are effective in reducing staff emotional exhaustion. Conversely, managerial capabilities were found to have no significant influence on emotional exhaustion. In the context of performance, the analysis results show that academic qualifications, managerial capabilities, and POS have a partial, positive, and significant effect on work productivity. Practically, this study suggests that hospital management prioritize human capital development and the strengthening of a supportive organizational climate to mitigate emotional exhaustion while accelerating operational efficiency in a sustainable manner.

The restructuring of Indonesian state-owned enterprises (SOEs) and their subsidiaries following the establishment of Danantara has generated new organizational demands, particularly regarding employees’ psychological preparedness for change. This article develops a quantitative research framework to examine the effects of change communication, transformational leadership, job insecurity, and organizational culture on employees’ readiness for change, with perceived organizational support serving as a moderating variable. The study is designed as an explanatory survey targeting employees of PT Krakatau Steel subsidiaries affected by restructuring. Data are intended to be collected using a five-point Likert-scale questionnaire and analyzed through partial least squares structural equation modeling (PLS-SEM). The article proposes that change communication, transformational leadership, and organizational culture positively influence readiness for change, whereas job insecurity exerts a negative effect. In addition, perceived organizational support is expected to strengthen the positive effects of change communication, transformational leadership, and organizational culture while attenuating the negative effect of job insecurity. The article contributes to the organizational behavior literature by offering a contextually grounded framework for understanding employee responses to restructuring in SOE subsidiaries. It further highlights the strategic importance of organizational support in sustaining employees’ readiness to navigate changes in governance, work systems, and organizational direction.

Employee engagement is a critical factor in enhancing organizational performance, including in public sector organizations such as state-owned enterprises (BUMN). Low leadership inspiration, suboptimal work systems, and insufficient organizational support can reduce employee engagement levels. This study aims to analyze the influence of transformational leadership, high performance work system (HPWS), and perceived organizational support (POS) on employee engagement. A quantitative research method with a survey design was employed. Data were collected through valid and reliable questionnaires from the entire employee population, using proportional random sampling, resulting in a sample of 100 respondents. Multiple regression analysis was conducted to examine the relationships. The results indicate that transformational leadership, HPWS, and POS have a positive and significant effect on employee engagement. These findings underscore the importance of strengthening transformational leadership, implementing high-performance work systems, and providing consistent organizational support to enhance employee engagement. Managerial recommendations include improving leadership quality, competency-based workforce planning, and developing reward systems along with a collaborative and appreciative work culture.

This study examines the factors influencing the phenomenon of quiet quitting in the context of contemporary organizations by reviewing empirical evidence published between 2021–2024. Quiet quitting refers to the psychological withdrawal of employees who remain formally employed but consciously limit their work involvement to the minimum required by the contract without any explicit intention to quit. Although this phenomenon has been widely discussed in academic literature, much of the research still examines quiet quitting in a fragmented way, lacking a comprehensive theoretical framework. This study adopts a systematic review approach following PRISMA 2020 guidelines, analyzing eight empirical articles indexed in Scopus and Google Scholar. The findings indicate that quiet quitting is influenced by individual factors such as burnout, emotional exhaustion, reduced job satisfaction, and low work engagement. Organizational factors include psychological contract violations, low perceived organizational support, unsupportive leadership styles, excessive workload, and an exclusive work culture. The findings can be understood within the Job Demands–Resources framework, where the imbalance between work demands and organizational resources triggers disengagement. This study contributes theoretically by integrating empirical findings into a more cohesive conceptual framework and provides practical implications for human resource management aimed at improving engagement and organizational sustainability.

Employee affective commitment is a critical factor for workforce retention and service quality in healthcare organizations, particularly among nurses who represent the largest professional group in hospitals. Kemayoran X Hospital has experienced persistently high nurse turnover rates, indicating potential deficiencies in affective commitment. This study aimed to examine the influence of perceived organizational support and organizational justice on nurses’ affective commitment, with work engagement serving as an intervening variable. A quantitative cross-sectional design was employed, involving 125 staff nurses at Kemayoran X Hospital selected through purposive sampling. Data were collected using structured self-administered questionnaires distributed via Google Forms and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS). The results demonstrated that perceived organizational support, organizational justice, and work engagement simultaneously exerted a significant effect on affective commitment. Furthermore, perceived organizational support and organizational justice showed significant positive effects on work engagement, which in turn significantly influenced affective commitment. Mediation analysis confirmed that work engagement partially mediated the relationships between perceived organizational support and affective commitment, as well as between organizational justice and affective commitment. These findings indicate that nurses who perceive fair treatment and strong organizational support are more likely to be engaged in their work and emotionally committed to their organization. In conclusion, strengthening organizational support systems, ensuring fairness in decision-making processes, and fostering work engagement are essential managerial strategies to enhance nurses’ affective commitment and reduce turnover in hospital settings.

The purpose of this study was to examine the contribution of perceived organizational support to teachers’ psychological capital. This study employed a quantitative approach with a correlational design to analyze the relationship and the magnitude of contribution between the variables under investigation. The participants of this study were teachers working in one district in West Sumatra Province, which was selected to represent the organizational conditions of educational institutions in the region. The sampling technique used was area sampling, refined with proportional sampling, resulting in a total sample of 302 teachers from various educational units. Data were collected using the Psychological Capital Questionnaire to measure teachers’ psychological capital and the Survey of Perceived Organizational Support to assess teachers’ perceptions of organizational support. The collected data were analyzed using statistical analysis techniques to determine the contribution of the independent variable to the dependent variable. The results of the data analysis indicated that perceived organizational support contributed 23.1% (R² = 0.231) to teachers’ psychological capital. These findings suggest that organizational support plays a significant role in enhancing teachers’ positive psychological conditions in carrying out their professional duties.

Employee work engagement is the extent to which employees are able and willing to commit to an organization, and the results of such commitment can be observed in their performance and tenure. This study aims to examine the effect of transformational leadership style and job satisfaction on work engagement through perceived organizational support at PT. Viva Vegas Ventury Denpasar. The study was conducted at PT. Viva Vegas Ventury Denpasar with a total sample of 45 employees. The sampling technique used was saturated sampling. Data were collected through observation, interviews, questionnaires, and documentation. The analytical method employed was a variance-based structural equation modeling, commonly known as Partial Least Squares (PLS). The results of the analysis show that transformational leadership style, job satisfaction, and perceived organizational support have a positive and significant effect on work engagement. Transformational leadership style and job satisfaction also have a positive and significant effect on perceived organizational support. Moreover, perceived organizational support mediates the influence of transformational leadership style and job satisfaction on work engagement.

Employee performance is a key factor in supporting organizational success, particularly in public service companies like Perumda Air Minum Tirta Moedal Semarang City. Various factors can influence performance, including perceived organizational support, work motivation, and individual competence. This study aims to analyze the influence of perceived organizational support, work motivation, and competence on employee performance. This study used a quantitative approach using a survey method. Data were collected through questionnaires distributed to employees of Perumda Air Minum Tirta Moedal Semarang City. The data analysis technique used was multiple linear regression to determine the effect of each independent variable on the dependent variable. The results of this study are expected to demonstrate that perceived organizational support, work motivation, and competence have a significant and positive influence on employee performance. These findings are expected to provide a basis for management in formulating human resource development policies to improve the effectiveness and efficiency of company services. This research also provides theoretical contributions to the field of human resource management and practical implications for employee performance management in regional companies.

This study aims to examine the influence of servant leadership (SL) on perceived organizational support (POS), job satisfaction (JS), job embeddedness (JE), and turnover intentions (TI) among private bank employees in West Jakarta. The research is motivated by the high turnover rate in the banking industry, despite organizational efforts to strengthen leadership and employee support. A total of 154 employees participated by completing an online Likert-scale questionnaire, and the data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4.1.0.9. The findings reveal that SL positively and significantly influences POS (β=0.667), JS (β=0.585), and JE (β=0.579). Furthermore, POS (β=−0.328), JE (β=−0.386), and JS (β=−0.220) significantly and negatively affect TI. Predictive relevance is supported with Q² values ranging from 0.283 to 0.604, while model fit testing using SRMR yielded 0.050 (saturated) and 0.127 (estimated). Bootstrapping was conducted with 5,000 resamples, two-tailed testing, bias-corrected accelerated (BCa), and 95% confidence intervals. Theoretically, this research strengthens the literature by demonstrating that SL enhances workplace relationships through improved POS, JS, and JE, which subsequently reduces turnover intentions. Practically, the findings provide implications for banking management to adopt servant leadership as a strategic approach to employee retention. Nevertheless, despite high levels of POS, JS, and JE, some respondents still report turnover intentions, indicating the presence of unmodeled external factors such as career opportunities, workload, or industry dynamics. This study is limited by its cross-sectional design and one-time self-report measurement; thus, generalizations and causal inferences should be made with caution.

This study aims to analyze the influence of performance appraisal, supervision, and non-physical work environment on employee performance at PT Pos Indonesia (Persero) Kediri Branch Office. A quantitative approach was employed with saturated sampling, in which all 64 employees were included as respondents. The research instrument was a questionnaire based on validated theoretical and empirical indicators. Data were analyzed using multiple linear regression, t-test, F-test, and the coefficient of determination. The findings indicate that, partially, performance appraisal, supervision, and non-physical work environment have a positive and significant effect on employee performance. Simultaneously, these three variables contribute 70% to the variation in employee performance, with the non-physical work environment being the most dominant factor. These results highlight the importance of integrating transparent performance appraisal systems, consistent supervision, and a supportive organizational climate to improve employee productivity. This research contributes academically by reinforcing the Goal Setting theory and Perceived Organizational Support, and provides practical implications for PT Pos Indonesia’s human resource management.

This study aims to analyze the influence of perceived organizational support and work engagement on the contextual performance of entrepreneurs in Padang City. Contextual performance is an important aspect of the work environment, reflecting the voluntary behavior of employees or entrepreneurs in helping, collaborating, and supporting organizational or business goals beyond their core duties. In the context of entrepreneurship, contextual performance can influence business continuity and development, as highly committed entrepreneurs tend to demonstrate greater initiative, loyalty, and involvement in business processes. Perceived organizational support, the extent to which individuals feel valued and supported by the organizational environment or business community, is a determining factor in shaping these positive behaviors. Meanwhile, work engagement reflects the level of enthusiasm and dedication of individuals in carrying out their business roles. This study used a quantitative approach with a cross-sectional method, and data were collected through a survey of 1,146 entrepreneurs in Padang City, West Sumatra Province. The analysis showed that both perceived organizational support and work engagement significantly influenced the contextual performance of entrepreneurs. The coefficient of determination (R²) of 0.67 indicates that 67% of the variation in contextual performance can be explained by these two variables (p < 0.01). This finding underscores the importance of creating a supportive environment and encouraging high work engagement in the entrepreneurial context. Therefore, business owners, policymakers, and business community managers need to consider these two factors when designing comprehensive business performance improvement strategies to support regional economic growth.

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.

Penelitian ini bertujuan untuk menganalisis pengaruh perceived organization support dan motivasi intrinsik terhadap kinerja pegawai baik secara langsung maupun tidak langsung melalui perilaku inovasi pada pegawai Dinas Pekerjaan Umum dan Tata Ruang Kabupaten Pemalang. Populasi yang digunakan pada penelitian ini adalah seluruh pegawai yang bekerja di Kelurahan Kecamatan Pemalang dengan jumlah 160orang pegawai, dengan teknik pengambilan sampel dengan menggunakan sampel yang benar-benar representatif (dapat mewakili),  untuk menentukan besarnya sampel yang diambil dari populasi peneliti menggunakan rumus yang dikemukakan oleh slovin, maka jumlah sampel yang digunakan sebanyak 114 responden. Sumber data yang digunakan data primer, dengan metode pengumpulan data kuesioner. Teknik analisis yang digunakan adalah analisis linier berganda. Hasil penelitian menunjukkan bahwa perceived organization support berpengaruh positif dan signifikan terhadap kinerja pegawai, motivasi intrinsik berpengaruh positif dan signifikan terhadap kinerja pegawai. Perceived organization support berpengaruh positif dan signifikan terhadap perilaku inovasi, motivasi intrinsik berpengaruh positif dan signifikan terhadap perilaku inovasi. Hasil uji mediasi menunjukkan bahwa perilaku inovasi dapat memediasi pengaruh perceived organization support terhadap kinerja pegawai, dan perilaku inovasi dapat memediasi pengaruh motivasi intrinsik terhadap kinerja pegawai.

One of the key factors in a company’s success is its human resources, particularly employees who are committed to fulfilling their responsibilities within the organization. This study aims to analyze the mediating role of job satisfaction in the effect of perceived organizational support on the organizational commitment of employees at The Trans Resort Bali. The study involved a sample of 59 employees. The sampling method used was proportional stratified random sampling. Data were collected through the distribution of questionnaires. The analysis technique employed in this study was Structural Equation Modeling (SEM) using the Partial Least Squares (PLS) approach. The results indicate that perceived organizational support has a positive and significant effect on organizational commitment. Perceived organizational support also has a positive and significant effect on job satisfaction. Furthermore, job satisfaction positively and significantly affects organizational commitment. Job satisfaction is proven to positively mediate the effect of perceived organizational support on organizational commitment.

High employee turnover intention can be a big problem for several company. Recruiting replacements for employees who want to resign can be costly. The purpose of this study is to identify the effect of Servant Leadership on Perceived Organizational Support, Job Embeddedness, Job Satisfaction and Turnover Intention, the effect of Perceived Organizational Support, Job Embeddedness, Job Satisfaction on Turnover Intention with the moderating role of Perceived Supervisor Support. This research was conducted using purposive sampling method involving 225 respondents. Data were analyzed using the Structural Equation Model (SEM) with SmartPLS 4. The findings in this study are in the moderating effect of Perceived Supervisor Support strengthening the relationship of Job Embeddedness on Turnover Intention. Meanwhile, the other moderating variables have no effect on Turnover Intention. Managerial implications contained in this study for workers in companies and researchers by applying Servant Leadership in companies, increasing Perceived Organizational Support, increasing Job Embeddedness, increasing Job Satisfaction in order to reduce the level of Turnover Intention.

This research investigates the influence of perceived organizational support on organizational commitment, with job satisfaction serving as a mediating variable. The study was carried out at the Regional Development Planning Agency (Bappeda) of Gianyar Regency, using a purposive sampling method to select 49 participants. A survey approach was adopted, employing both questionnaires and interviews as data collection tools. Data were analyzed using descriptive statistics and inferential analysis, specifically path analysis. The findings reveal that perceived organizational support positively and significantly influences organizational commitment. Additionally, perceived organizational support has a positive and significant relationship with job satisfaction. Job satisfaction, in turn, also positively and significantly affects organizational commitment. Moreover, job satisfaction is found to mediate the relationship between perceived organizational support and organizational commitment. Theoretically, the study contributes to the understanding of social exchange theory in the context of organizational behavior. Practically, it offers insights into how enhancing perceived organizational support and fostering job satisfaction can improve employees’ commitment to the organization. The research underscores the importance of managing these two factors to strengthen organizational commitment.

Nurses who have the willingness to do work beyond their obligations due to nurses high commitment to the hospital are an advantage for hospitals to improve performance effectiveness and efficiency, but factors that can create such behavior such as hospital support for nurses, nurse career development and teamwork atmosphere are less considered, making nurses unable to realize citizenship behavior towards the hospital. This study aims to analyze the effect of perceived organizational support, career development, and teamwork on organizational citizenship behavior with organizational commitment as an intervening variable in nurses at Duta Indah Hospital. This research method is quantitative with a cross-sectional approach. The sample in this study were nurses at Duta Indah Hospital totaling 95 respondents. Data collection with questionnaires and analysis techniques with SEM-PLS. The results showed that organizational commitment is able to mediate the effect of perceived organizational support, career development and teamwork on organizational citizenship behavior, perceived organizational support has no significant effect on organizational citizenship behavior, career development has no significant effect on organizational citizenship behavior, teamwork has a positive and significant effect on organizational citizenship behavior, perceived organizational support has a positive and significant effect on organizational commitment, career development has a positive and significant effect on organizational commitment, teamwork has a positive and significant effect on organizational commitment, and organizational commitment has a positive and significant effect on organizational citizenship behavior. Organizational commitment is able to mediate the effect of perceived organizational support, career development and teamwork on organizational citizenship behavior.

Background: Deviant work behavior in the health service sector can reduce the performance of officers and hospital performance. The problem at Bhayangkara Hospital Class IV Mamuju is that there are symptoms of deviant work behavior based on the results of a preliminary survey. Research purposes: The purpose of this research is to provide solutions to efforts to reduce deviant behavior in the workplace by identifying factors such as perceived organizational support, perceived organizational justice, and emotional labor. Research methods: The study used a quantitative causality design that analyzed the causal influence along with descriptive analysis using the three-box method. Respondents consisted of 134 hospital staff. The sampling method used saturated samples or census methods. The data analysis method used partial least square equation modeling. Research result: The results of the study indicate that perceived organizational support has a negative effect on deviant workplace behavior. Perceived organizational justice does not affect deviant workplace behavior. Emotional labor has a positive effect on deviant workplace behavior. Perceived organizational support does not affect emotional labor. Perceived organizational justice has a negative effect on emotional labor. Emotional labor has the greatest effect on changes in deviant workplace behavior compared to perceived organizational support and perceived organizational justice. Conclusion: Providing fair compensation according to the performance of each officer, openness from superiors to their subordinates in explaining work procedures, and managing emotions originating from within the officer will reduce deviant behavior in the workplace.

This study investigates the influence of employee discipline and perceived organizational support (POS) on organizational commitment among civil registry employees in Surabaya. Data were gathered from 50 public servants through structured questionnaires, utilizing the Partial Least Squares (PLS) method. The findings reveal that both employee discipline and POS positively and significantly impact organizational commitment. These results emphasize the vital roles of organizational support and workplace discipline in nurturing employee loyalty and responsibility.

Successful organizations need employees who will go beyond their formal duties and are willing to deliver performance that exceeds expectations. The purpose of this research is to explain the influence of perceived organizational support on organizational citizenship behavior with organizational commitment as a mediating variable in NOOK restaurant Bali employees. The theory used in this research is Social Exchange Theory. The sample in this study amounted to 90 people who were determined using saturated sampling techniques. Data was collected through distributing a Google Form questionnaire using the SMART PLS 3.0 model data analysis technique. The results of this research show that perceived organizational support has a positive and significant effect on organizational citizenship behavior, perceived organizational support has a positive and significant effect on organizational commitment, organizational commitment has a positive and significant effect on organizational citizenship behavior, and organizational commitment is able to mediate the effect of perceived organizational support on organizational citizenship behavior. It is hoped that the results of this research can be used as consideration and input for restaurant management in making policies to improve organizational citizenship behavior.