Human Capital and Organizations

Enhancing Employee Performance at PT. Multicentral Aryaguna: The Role of Skills, Motivation, and the Work Environment

Pawit Winarto — 2026-04-21

This study aims to examine the influence of individual characteristics and the work environment on employee performance at PT. Multicentral Aryaguna. Individual characteristics refer to employees’ abilities, skills, work experience, motivation, and attitudes, while the work environment encompasses both physical aspects, such as lighting, workspace, and facilities, and non-physical aspects, including communication, interpersonal relationships, and organizational climate. This research adopts a quantitative approach using a saturated sampling technique, involving all 35 employees as respondents. Data were collected through structured questionnaires and analyzed using multiple linear regression. The findings indicate that both individual characteristics and the work environment positively influence employee performance, both partially and simultaneously. These results highlight that employees with strong competencies and positive attitudes, supported by a conducive and well-managed work environment, tend to demonstrate higher levels of productivity and effectiveness in completing their tasks. Furthermore, the study emphasizes the importance of integrating internal and external factors in improving performance outcomes. Therefore, organizations are encouraged to prioritize employee development through continuous training and skill enhancement, while also fostering a supportive and comfortable work environment to optimize performance and achieve organizational goals sustainably

Job Satisfaction as a Mediator: How Leadership Style and Work Environment Shape Employee Performance

Retrin Irene Putri — 2026-04-21

This study aims to determine the role of job satisfaction as a mediating variable on the influence of leadership style and work environment on employee performance. The study population comprised employees of TCT Teknik Jakarta at the Jakarta head office. The sampling technique used was saturated sampling. Data were collected by completing a questionnaire. The data analysis method used was Partial Least Squares Structural Equation Modeling, implemented with WarpPLS 7.0. The results of the study indicate that: Leadership Style has a positive effect on Employee Performance, Work Environment has a positive effect on Employee Performance, Job Satisfaction has a positive effect on Employee Performance, Leadership Style has a positive and significant effect on Job Satisfaction, Work Environment has a positive effect on Job Satisfaction, Job Satisfaction mediates the effect of Leadership Style on Employee Performance with positive results, Job Satisfaction does not mediate the effect of Work Environment on Employee Performance with positive but insignificant results. The managerial implications of these findings are that managers need to prioritize creating a supportive work environment and adopt a leadership style that enhances employee job satisfaction.

Enhancing Job Performance in Outsourced Employees: Do Reward Systems Matter More Than Empowering Leadership?

Tegar Wicaksana — 2026-04-21

This study investigates the influence of empowering leadership and reward systems on job performance, with job satisfaction as a mediating variable among outsourced employees at PT Bank Mandiri Tbk in the Bekasi region. Using a quantitative approach, data were collected from all outsourced employees through structured questionnaires measured on a five-point Likert scale and analyzed using PLS-SEM. The findings reveal that empowering leadership does not play a significant role in shaping job satisfaction or improving job performance in this context. In contrast, the reward system emerges as a key factor that positively influences both job satisfaction and employee performance. Interestingly, job satisfaction itself does not significantly contribute to job performance and is unable to mediate the relationship between empowering leadership, reward systems, and performance outcomes. These results suggest that in outsourced employment settings, where job roles and authority are often limited, tangible factors such as fair and transparent rewards are more influential than leadership style or psychological conditions. The study highlights the importance of designing effective reward systems to enhance performance and provides practical insights for organizations managing outsourced employees in achieving better productivity outcomes.

Employee Performance Improvement Strategy through Motivational Approach and Competitive Compensation System

Yuaniko Paramitra — 2026-04-21

This study aims to analyze the influence of work motivation and compensation on employee performance at Pertamina Ciputat gas station, South Tangerang. In facing competition in the era of globalization and technological advancement, companies are required to maintain and improve the quality of human resource performance. Work motivation in this study is measured based on Maslow's theory of needs which includes physiological needs, safety, social, self-esteem, and self-actualization. Meanwhile, compensation includes salary, incentives, insurance, facilities, and benefits. The study used a quantitative approach by distributing questionnaires to 40 respondents. The results of the regression analysis showed that both work motivation and compensation have a positive and significant effect on employee performance, both partially and simultaneously. The most dominant indicator in influencing motivation is the need for safety, while in compensation is insurance, and in the performance aspect is honesty. These findings demonstrate the importance of the role of management in creating a safe, fair, and supportive work environment to increase productivity and employee loyalty sustainably.

Organizational Culture and Organizational Commitment: A Qualitative Case Study in a Private University Faculty Setting

Rafika Rahmawati — 2026-04-21

This study aims to analyze the implementation of organizational culture and its impact on employees’ organizational commitment within a faculty at a private university. A qualitative case study approach was employed, involving 15 participants consisting of lecturers and administrative staff selected through purposive sampling based on tenure and organizational involvement. Data was collected through semi-structured interviews, direct observations, and document analysis, with an interview protocol focusing on cultural practices, communication patterns, and perceived commitment levels. Data was analyzed using thematic coding, including open, axial, and selective coding to identify key patterns and relationships. To ensure research rigor, credibility strategies such as data triangulation across sources and member checking were applied to validate findings. The results indicate that organizational culture, characterized by collaboration, discipline, transparency, and open communication, significantly strengthens affective, normative, and continuance commitment. A supportive work environment fosters emotional attachment, while clear policies and professional development opportunities enhance employees' sense of responsibility and intention to remain in the organization. These findings provide both theoretical and practical implications for strengthening organizational commitment in higher education institutions.