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This research aims to analyze and look for empirical evidence of the influence of organizational transformation on job satisfaction, the influence of organizational culture on job satisfaction, the influence of employee engagement on job satisfaction, the influence of transformational leadership on job satisfaction, the influence of work environment on job satisfaction, the influence of organizational transformation on employee performance, the influence of employee engagement on employee performance, the influence of leadership. Transformational to employee performance, the influence of organizational transformation on employee performance with job satisfaction as an intervening variable, the influence of employee engagement on employee performance with job satisfaction as an intervening variable, the influence of transformational leadership on employee performance as a varied intervening, the influence of the work environment on employee performance with job satisfaction as an intervening variable. From the results of the tests conducted known transformation. Organizational Culture, Employee Engagement, Transformational Leadership, Work environment have significant effects on Job Satisfaction, as variable intervening employee performance has a significant influence on fixed variables.

The contribution of organizational culture to the organization which includes the uniqueness of values, behavior, and psychology is needed by the organization. It also includes trust, experience, ways of thinking, and organizational expectations. Improving employee behavior into organizational citizenship behavior is needed by every organization. To bring OCB to employees, a well-formed commitment is needed. This study uses a quantitative approach to test 3 hypotheses using path analysis to see the role of mediation. Respondents numbered 169 in this study. The results found in this study are that mediators play a maximum role between organizational culture and OCB.

In today’s technology and digital era, the main problem that can impact the life sector is the aspect of Human Resources with the expertise and competence of an employee. Organizational goals will be achieved, however, with advances in information technology, activities carried out by humans can be completed efficiently and effectively to obtain optimal results. This study aims to determine employees' service performance by linking several variables including digital competence, work-life balance, work stress, and emotional intelligence. This study used the PLS (Partial Least Square) analysis tool and the number of samples was 190 respondents. The study results show that digital competence has no effect on service performance but positively impacts work-life balance and stress. Moreover, emotional intelligence does not moderate the relationship between digital competence and work life balance on service performance but moderates the relationship between work stress and service performance. This research was conducted to determine the performance of employee services and the employees of PT. X were the object of analysis.

This study aims to investigate the effect of employee motivation and employee engagement mediated by job satisfaction on job performance. This study employs explanatory research with a quantitative approach. The population in this study consisted of all employees of retail company X. The sampling technique used was saturated sampling, and the number of research samples was 150. Data was collected through surveys and documentation, and the instrument was tested using Likert scales. The data was analysed using Structural Equation Model Partial Least Squares (SEM-PLS) modelling. The results of this study indicate that employee motivation can increase job performance, while employee engagement cannot increase job performance. Furthermore, the findings revealed that employee motivation can increase job satisfaction while employee engagement cannot. Job satisfaction can increase job performance. Job satisfaction can mediate the effect of employee motivation on job performance, but it cannot mediate the effect of employee engagement on job performance. According to the findings of this study, Company X should be able to provide motivational stimulus to employees by increasing salaries and work incentives, as well as increasing training and developing employee skills, so that workers can work effectively and efficiently.

This study aims to examine and analyze the influence of situational leadership on employee performance mediated by job satisfaction and Islamic organizational citizenship behavior of the employee of CV. Wahyu in Cepu, Indonesia. This study is a quantitative research that is carried out based on empirical rational principles. The data is collected using a questionnaire with a number sample of 44 respondents which is then analyzed using SmartPLS software. The results of this study show that situational leadership has a positive and significant influence on employee job satisfaction; situational leadership has a positive and significant influence on the Islamic organizational citizenship behavior of the employee; situational leadership does not have any influence on employee performance; Islamic organizational citizenship behavior has a positive and significant influence on employee performance; employee job satisfaction has a positive and significant influence on employee performance, and situational leadership has a positive and significant influence on employee performance mediated by job satisfaction and Islamic organizational citizenship behavior.

Employee performance is increasingly recognized as being influenced not only by structural conditions but also by employees' psychological and relational experiences in the workplace. However, few studies have concurrently examined the comparative and mediated effects of sense of belonging, workplace spirituality, and job satisfaction within a unified framework. This study explores how these factors impact performance both directly and indirectly through organizational commitment, employing a quantitative explanatory design with survey data from 213 employees selected via proportionate stratified random sampling and analyzed using Structural Equation Modeling (SEM) with validated and reliable measures. The results indicate that sense of belonging (β = 0.201, p = 0.043), workplace spirituality (β = 0.214, p = 0.007), job satisfaction (β = 0.357, p = 0.041), and organizational commitment (β = 0.276, p = 0.024) significantly predict performance. Additionally, sense of belonging (β = 0.297, p = 0.002), workplace spirituality (β = 0.211, p = 0.009), and job satisfaction (β = 0.725, p < 0.001) significantly predict organizational commitment, which mediates these relationships. Total effects reveal job satisfaction as the strongest predictor of performance (β = 0.312), followed by sense of belonging (β = 0.305) and workplace spirituality (β = 0.299). These findings demonstrate that employee performance is closely associated with affective and experiential workplace factors and highlight organizational commitment as a central explanatory mechanism. These findings underscore the importance of enhancing psychological attachment, meaningful work experiences, and satisfaction to support sustained performance, while providing an integrated empirical framework for future research.

This paper examines how organizational culture and transformational leadership directly and indirectly affect employee performance through organizational citizenship behavior (OCB) within Lembaga Perkreditan Desa (LPD) or Village Credit Institutions in Buleleng Regency, Bali. It also clarifies how social exchange processes underpin these relationships in a community-based finance setting. A hybrid analytic method combining instrument pretesting, measurement-model evaluation, and variance-based structural equation modeling with mediation testing was employed. Primary survey data were collected from 88 staff-level employees across nine sub-districts over a six-month field period. The findings reveal that supportive culture significantly increases OCB and performance while transformational leadership enhances OCB but has no direct effect on performance. OCB improves performance and mediates both the culture–performance and leadership–performance links. Practically, LPD leaders should treat OCB as a performance lever, engaging staff in decision-making, recognizing discretionary effort, and aligning incentives, resources, and routines. Strengthening collectivist culture, long-term orientation, fair gender norms, and adaptive rules will help ensure that extra-role behaviors consistently translate into measurable performance outcomes

This study investigates the impact of Information Technology (IT) and Organizational Culture on Employee Performance, with Job Satisfaction as a mediating variable, and Task-Technology Fit as a moderating factor. Conducted in the context of the Direktorat Jenderal Perbendaharaan (DJPB) in East Java, the study analyzes the relationships between these variables and their collective influence on employee performance. Data was collected from 297 employees using an online questionnaire, with a quantitative approach based on Structural Equation Modeling (SEM) for data analysis. The study finds that both IT and Organizational Culture significantly enhance Employee Performance, with Job Satisfaction mediating these effects. Additionally, Task-Technology Fit moderates the relationship between IT and Employee Performance, as well as between Organizational Culture and Employee Performance. The study emphasizes the importance of aligning technology with tasks and fostering a positive organizational culture to enhance job satisfaction, which in turn boosts employee performance. The results contribute to the understanding of how IT, Organizational Culture, Job Satisfaction, and Task-Technology Fit interrelate to influence performance, providing practical implications for improving human resource management and operational efficiency in public sector organizations.

This study aims to analyse the influence of vigour and competitiveness on employee performance by considering the mediating role of involvement balance and the moderating role of employee intrapreneurship. A quantitative approach was used in this study, with data collected through questionnaires distributed to 258 employees in the Consumer Credit Business Division of PT Bank Central Asia, TBK (BCA). The sampling technique applied was a saturated sample, where all members of the population who met the research criteria became respondents. Data analysis was performed using the Structural Equation Modelling (SEM) method applied through the Partial Least Squares (PLS) technique. The results of the study indicate that vigour has a positive and significant effect on employee performance, and the same applies to competitiveness. In addition, this study also found that involvement balance acts as a mediating variable that connects the influence between vigour and employee performance, as well as between competitiveness and employee performance. Meanwhile, employee intrapreneurship was found to moderate the relationship between vigour and employee performance, but did not have a significant effect on the relationship between competitiveness and employee performance. Based on the results of this study, it is recommended that the management of the Consumer Credit Business Division of PT Bank Central Asia, TBK (BCA) develop programs that support the improvement of employee vigour and competitiveness, as well as support their involvement in innovation to improve overall performance.

This study aims to examine the impact of the hybrid working model on employee performance with the mediation of Remote Management and Effective Monitoring. Using a quantitative approach and a questionnaire, this research emphasizes how PT PLN (Persero) management manages distributed teams to work and perform effectively. The total population consists of 673 employees of PT PLN (Persero) across three divisions that implement the hybrid working model. The data analysis technique used is SEM (Structural Equation Modeling) PLS. The results indicate that the hybrid working model has a positive and significant effect on employee performance. The findings also show that remote management positively and significantly influences employee performance. In contrast, effective monitoring has a positive but insignificant impact on employee performance. The study's implications are expected to contribute to the improvement and refinement of the hybrid working model implementation within PT PLN (Persero).