This research examines how working hours affect turnover intention in Bandar Lampung's hotel business and how exhaustion mediates this connection. Hospitality companies have challenges from high turnover intention, which may lower productivity, training expenses, and service quality. The Job Demands-Resources (JD-R) and Conservation of Resources (COR) theories suggest that long hours might lead to burnout, which may make workers want to quit. A cross-sectional survey was used for quantitative research. This survey included 160 staff from three-, four-, and five-star hotels in Bandar Lampung. SEM was used with SmartPLS 4.0 to examine data. The results show that working hours significantly increase turnover intention. Working hours considerably and favorably affect burnout, which positively affects turnover intention. Burnout also strongly mediated the working hours-turnover intention link. Direct influence of working hours on turnover intention was greater than indirect effect via fatigue. Long work hours may lead to employee turnover even without burnout, according to these findings. To prevent employee turnover, hotel management should carefully regulate working hours.

This research aims to investigate the impact of extroverted personality traits on the dimensions of self-efficacy among employees in the telecommunications industry in Metro City. The study is grounded in the significance of innovation and employee performance in navigating today’s complex business environment. Employing a quantitative approach with a survey method, the study involved 110 respondents from the telecommunications sector. Data were gathered through questionnaires and analyzed using simple regression analysis. The findings indicate that extroversion has a positive and significant effect on all aspects of self-efficacy: level, generality, and strength. The mean score for extroversion was 4.15, while the mean scores for the self-efficacy dimensions were 4.18 (level), 4.30 (generality), and 4.32 (strength). Regression analysis revealed that extroversion influences the level dimension by 52.9%, generality by 64.8%, and strength by 69.1%. All hypotheses were supported with significance values below 0.05, indicating statistically significant relationships between the variables.

Porter’s Five Forces, which include Supplier Bargaining Power, Threat of New Entrants, Intensity of Competitive Rivalry, and Buyer Bargaining Power, are crucial factors that companies must consider, as they can have a significant and negative impact on business operations. This approach enables companies to understand and map their strategic position within the industry. By analyzing these forces, MSMEs can identify external factors that either hinder or support their competitiveness. This study employs a quantitative descriptive research method using a survey in the form of a questionnaire. The population in this research consists of 183 individuals, including business owners and employees working at Banana Chips MSMEs in Bandar Lampung. The findings, which examine the influence of Porter’s Five Forces strategy on competitive advantage, indicate that implementing this strategy significantly enhances the competitiveness of Banana Chips MSMEs in Bandar Lampung. Porter’s Five Forces strategy, encompassing industry competition analysis, the threat of new entrants, supplier bargaining power, buyer bargaining power, and the threat of substitute products or services, serves as an essential tool for understanding a company’s position in a competitive market. By applying this strategy, Banana Chips MSMEs in Bandar Lampung can identify market opportunities and challenges, enabling them to develop effective strategic measures to maintain their competitive advantage over rivals. Therefore, Porter’s Five Forces strategy has proven to be highly relevant in fostering competitive advantage within the MSME sector.