Human Capital and Organizations

Employee Performance and Work Motivation: The Impact of Transformational and Transactional Leadership Mediator

Muhammad Azmi Syauqirrahman Sudarmadi, Perdana Wahyu Santosa — Sun, 27 Apr 2025 00:00:00 +0700

This study investigates the effects of transformational and transactional leadership on employee performance, with work motivation acting as a mediating variable. Conducted at The Acacia Hotel Jakarta, a four-star hotel established on June 21, 1996, the research involved 60 employees. A quantitative approach was used, utilizing questionnaires distributed to all employees through purposive sampling. Data analysis was conducted using WarpPLS Partial Least Square Structural Equation Modeling (PLS-SEM). The findings revealed that transactional leadership positively influences employee performance, while transformational leadership negatively impacts it. Moreover, transactional leadership negatively affects work motivation, whereas transformational leadership has a positive influence on it. Interestingly, work motivation does not significantly affect employee performance and does not mediate the relationship between either leadership style and employee performance. These results suggest that while transactional leadership can drive performance directly, it may reduce motivation. On the other hand, transformational leadership boosts motivation but may not translate into improved performance. This highlights a critical consideration for managers in balancing leadership styles to enhance both motivation and performance. Understanding the complex dynamics between leadership, motivation, and performance can help organizations formulate more effective management strategies.

The Influence of Mutations and the Impact of the Workplace on Employee Performance

Khoirul Pajriyan, Ismail Razak, Yuaniko Paramitra, Mishelei Loen — Sun, 27 Apr 2025 00:00:00 +0700

This study aimed to determine and analyze the effect of mutation and work environment on employee performance at PT. Kereta Api Indonesia (Persero) DAOP 1 Jakarta. The technique used for sampling was saturated sampling; respondents in this study were employees of PT. Kereta Api Indonesia (Persero) DAOP 1 Jakarta. The primary data used in this study was obtained through the distribution of questionnaires to PT employees. Kereta Api Indonesia (Persero) DAOP 1 Jakarta as respondents. The study's results showed that mutations affected employee performance, and the work environment had a positive and significant effect on employee performance. The managerial implication is that effective management of mutations and the work environment will improve individual performance and strengthen the performance of the team and the organization as a whole. In this case, a proactive manager will create a productive work environment that supports employee growth and development.

The Impact of Pay and Workplace Conditions on Employee Performance with Job Satisfaction Acting as an Intermediary

Rifky Setiya Yudika, Efendy Zain — Sun, 27 Apr 2025 00:00:00 +0700

This study uses job happiness as an intervening variable to examine how pay and work environment affect employee performance. This investigation was carried out at the social security organization BPJS Ketenagakerjaan Cilincing Branch. Thirty BPJS Ketenagakerjaan Cilincing Branch employees made up the study's population. The research methodology is quantitative, and questionnaires are utilized to collect data distributed to all employees as research samples. The saturation sampling approach is the method employed in the sampling process. The WarpPls Partial Least Square Structural Equation Modeling (PLS-SEM) approach is the data analysis technique employed. The study's findings indicate that remuneration does not affect employee performance; work environment has an impact on employee performance; compensation does not affect job satisfaction; work environment has an impact on job satisfaction; compensation does not affect employee performance through job satisfaction as an intervening variable; and job satisfaction influences employee performance. The managerial consequence is that regular surveys and evaluations are crucial for understanding the needs of employees and expectations. In this way, companies can identify areas that need improvement and adjust existing policies.

The Influence of Workload and Work Environment: How Employees Achieve Optimal Performance

Pipit Pitrianti, Irwin Ananta Vidada — Sun, 27 Apr 2025 00:00:00 +0700

The work environment at PT Palapa Property Indonesia is not too spacious, with a slightly excessive employee population. This condition certainly impacts the less stable performance of employees in property sales in the last three years. The company always wants to improve employee performance every year, but the results obtained are a decrease in employee sales, which can be seen from 2021 to 2023. This study aims to explain the partial and simultaneous influence of workload and work environment variables on employee performance at PT Palapa Property Indonesia. This type of research is quantitative because it relates to numbers and statistics to test variables and hypotheses. This study showed that workload has a partial and significant adverse effect on employee performance. The work environment has a partial and significant effect on employee performance. Workload and work environment have a simultaneous effect on employee performance. Managerial implications that organizations need to ensure that the workload given is balanced and supported by a work environment that supports productivity, such as adequate work facilities, good interpersonal relationships, and policies that pay attention to employee welfare.

The Influence of Career Development, Organizational Culture, Motivation and Work Compensation on Employee Loyalty

Shafwa Cinta Nabila, Amin Mansur — Sun, 27 Apr 2025 00:00:00 +0700

This study aims to determine how employee loyalty is influenced by career development, organizational culture, motivation, and pay, while reviewing these relationships from an Islamic perspective. The study focused on 76 employees from the BNI Head Office (Pejompongan Building). Its uniqueness lies in combining Islamic principles emphasizing ethics, justice, and maslahah (public welfare) with traditional management approaches. While previous research has examined these factors, few have explored them through an Islamic lens. Data was collected via a questionnaire and analyzed using multiple linear regression. The findings revealed that (1) career development, (2) organizational culture, (3) motivation, and (4) compensation each have a positive and significant partial impact on employee loyalty. These results highlight that career growth opportunities, strong organizational values, meaningful motivation, and fair compensation are crucial for fostering loyalty. Managers who incorporate these four factors into their human resource strategies are more likely to build a loyal, motivated, and productive workforce. Consistent and comprehensive implementation of these aspects not only enhances employee satisfaction but also supports the company’s long-term goals in alignment with ethical and socially responsible principles rooted in Islam.