Human Capital and Organizations

Employee Morale and Its Organizational Determinants: Evidence from a Healthcare Clinic in Indonesia

2026-10-02T09:29:22+07:00

Employee morale is essential to workforce engagement and service quality in healthcare, where teamwork and commitment support patient care. Yet communication difficulties, development needs, and varying motivation may reduce enthusiasm for work. This study examines the effects of communication, work environment, employee development, and motivation on morale at Cahaya Amalia Pratama Clinic in North Bekasi, Indonesia. A quantitative causal survey was conducted with all 50 clinic employees. Primary data came from questionnaires, interviews, and observations; secondary data came from clinic records. Multiple linear regression was used, alongside instrument evaluation, classical assumption testing, and partial and simultaneous significance tests. Communication, employee development, and motivation were significant positive predictors of morale. The work environment had no statistically significant individual effect, suggesting that a generally favorable environment may not independently improve morale when other factors are considered. However, the four factors jointly explained employee morale. The study adds contextual evidence about the individual and combined roles of organizational factors in healthcare morale. The findings suggest that clinic management should prioritize clear internal communication, structured employee development, and sustained motivational support while maintaining conducive working conditions.

Training, Work Behavior, and Work Ability in Employee Productivity: The Role of Work Environment

2026-10-02T09:24:51+07:00

This study examines the relationships among training, work behavior, work ability, and employee productivity, with the work environment serving as a mediator at PT. Titian Bahtera Indonesia. Using a quantitative explanatory design, primary data were collected through an online questionnaire distributed via Google Forms. Respondents were selected using purposive sampling based on their work experience and involvement in operational activities. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The findings indicate that training, work behavior, and work ability positively influence employee productivity. These factors also positively influence the work environment, which contributes to employee productivity. Regarding indirect relationships, the work environment significantly mediates the relationships between training and productivity and between work behavior and productivity. However, the work environment does not significantly mediate the relationship between work ability and productivity. This study contributes to the human resource management literature by integrating individual-related factors and workplace conditions into a single explanatory framework and showing that the work environment's indirect contribution varies across productivity determinants. Managerially, organizations should strengthen relevant training programs, encourage constructive work behavior, develop employee competencies, and maintain a supportive work environment to improve productivity.

When Satisfaction Drives Departure: Unpacking Turnover Intentions in Manufacturing

2026-10-02T09:36:58+07:00

This study was conducted to analyze the influence of perceived organizational support, work-life balance, work engagement, and job satisfaction on turnover intention. The study was designed as explanatory research. All respondents were employees of PT Indofood Sukses Makmur, Bogasari Division, with a sample of 90 employees. Data were collected using a questionnaire instrument. Data were analyzed using Partial Least Squares Structural Equation Modeling. The results showed a high fit (GoF = 0.556). The R² obtained (Perceived organizational support (POS), work-life balance, job satisfaction, and work engagement affect turnover intention) was 0.447. The relationship between variables (predictive relevance) is shown by the value (Q² = 0.446). From this study, it was found: (1) perceived organizational support has a negative and significant effect on turnover intention; (2) work-life balance does not affect turnover intention; (3) work engagement does not affect turnover intention; and (4) job satisfaction has a positive and significant effect on turnover intention.

Beyond Pay: How Compensation and Work Motivation Shape Employee Performance in an Indonesian Distribution Center

2026-10-06T13:39:40+07:00

This study examines the relationship between compensation, work motivation, and employee performance at PT Tirta Investama Distribution Center Jatiasih. It addresses concerns about declining employee performance classifications and growing development needs. Drawing on Equity Theory and Self-Determination Theory, the study considers organizational rewards and employee motivation in a distribution-center setting. A quantitative cross-sectional survey was conducted with 64 purposively selected employees from a population of 104. Data were collected through structured questionnaires and analyzed using multiple linear regression. Compensation and work motivation were each positively associated with performance and jointly helped explain differences in performance within the sample. These findings support considering financial and non-financial rewards alongside motivational conditions in human resource management. The results do not establish causality, and questionnaire findings should be distinguished from historical company performance assessments. Declining performance classifications suggest that compensation and motivation may not fully explain operational outcomes, which may also reflect competencies, training, workload, supervision, and working conditions. The study recommends reviewing compensation fairness and transparency while strengthening employee development, recognition, and supervisory support. Its single-site, purposive, cross-sectional design limits generalizability; future research could use longitudinal methods and objective performance data.

Work-Life Balance, Organizational Communication, and Employee Performance: The Mediating Role of Organizational Commitment

2026-10-02T09:27:00+07:00

This study examines the relationships of work-life balance and organizational communication with employee performance, focusing on the mediating role of organizational commitment. The research was conducted at CV. Jajanan Premium Nusantara, with 61 employees selected through saturated sampling. The study collected primary data using questionnaires and analyzed them with Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that work-life balance and organizational communication positively influence employee performance and organizational commitment. Organizational commitment also positively influences employee performance and mediates the relationships between work-life balance and employee performance, and between organizational communication and employee performance. These indirect effects suggest that balancing professional and personal responsibilities and fostering effective workplace communication can strengthen employees' attachment to the organization, which subsequently contributes to better performance. Beyond established direct relationships between workplace factors and employee performance, this study highlights organizational commitment as a complementary explanatory mechanism through which work-life balance and communication translate into performance outcomes. The findings provide practical insights for management to develop flexible work arrangements, improve internal communication, and strengthen employees' identification with organizational goals. These initiatives may help create a supportive work environment that encourages commitment and sustainable performance improvement.