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This study discusses the influence of conflict management on employee performance in organizations. Conflict that is not managed properly can have a negative impact on productivity, but if handled constructively, conflict can be a source of innovation and performance improvement. Effective conflict management includes strategies such as avoiding, accommodating, compromising, competing, and collaborating. Proper conflict management can increase collaboration, trust, and creativity in the workplace. This study also highlights the importance of emotional intelligence in managing conflict, where emotionally intelligent individuals are better able to resolve disputes constructively, thus positively impacting team performance.  

Multicentral Aryaguna merupakan anak perusahaan Grup Indomobil yang bergerak di bidang industri real estate salah satu perusahaan yang didirikan di bidang properti. Dengan mempertahankan operasional PT. Multicentral Aryaguna pelatihan dan pengembangan karir, seringkali dianggap objektif karena cenderung dipandang formal belaka, sedangkan proses pelatihan dan pengembangan karir masih kontrovensional karena faktor subjektif dipengaruhi oleh persepsi. Tujuan penelitian ini untuk mengetahui pelatihan dan pengembangan karir mempengaruhi kinerja karyawan. Dalam penelitian ini menggunakan analisis kuantitatif statistik, analisis regresi linear berganda dan analisis koefisien determinasi dengan bantuan software SPSS 25. Sampel yang digunakan penelitian ini yaitu sampel jenuh sejumlah 45 karyawan. Hasil dari penelitian ini didapatkan menggunakan uji t bahwa pelatihan secara parsial berpengaruh positif dan siginifikan terhadap kinerja karyawan dengan taraf signifikan sebesar 0,000 < 0,05 dan hasil uji t sebesar 5,326 > 2.014. Pengembangan karir secara parsial berpengaruh positif dan signifikan terhadap kinerja karyawan dengan taraf signifikan sebesar 0,028 < 0,05 dan hasil uji t sebesar 2,283 > 2.014. Pelatihan dan pengembangan karir secara simultan berpengaruh positif dan signifikan dengan taraf signifikan sebesar 0,000 < 0,05 dan hasil uji F sebesar 28,356 > 3.21 terhadap kinerja karyawan.

This research aims to determine the relationship between perceived workload and job satisfaction among PT. X. This research was conducted with a quantitative approach using correlational research. The population in this study were all permanent employees in the Quality Assurance & Quality Control (QAQC) Division of PT.X. Data collection in this research used product moment correlation. Based on the results of data analysis, there is a significant relationship between workload with job satisfaction whose correlation coefficient is -0.402 with a significant relationship of p=0.001. Negative values indicate an inverse relationship between two variables. The higher the perceived workload, the higher the workload the lower the job satisfaction of employees, and vice versa.

Achieving organizational targets is a major goal in an organization, including BPJS Health. With changing conditions towards digitalization, innovative behavior by employees is very necessary to make it easier to complete work. Organizational support in the form of attention and concern is an important factor in realizing innovative employee behavior. Another factor that also greatly influences employee innovative behavior is work engagement, where with this engagement employees will have passion for their work. This research aims to determine the influence of these two variables on employee innovative behavior. The method and analysis used in the research is a quantitative method with multiple regression analysis. The data collection technique used was a questionnaire to all permanent and contract employees at BPJS Health Magelang Branch with a total of 65 respondents. The results of this research show that first, there is a significant and positive influence of perceived organizational support on employee innovative behavior as evidenced by the t value of 3.357 and a significance of 0.001. Second, work engagement has a significant and positive influence on employee innovative behavior as evidenced by the t value of 5.605 and a significance of 0.000. Third, from the results of calculating the coefficient of determination it can be concluded that perceptions of organizational support and work engagement together have an influence on employee innovative behavior by 53%.