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All Journal Equivalent : Journal of Economic, Accounting and Management
Muhammad Isa Indrawan
Universitas Pembangunan Panca Budi, Medan, North Sumatera
Economics, Econometrics & Finance

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The Effect of Emotional Intelligence and Work Motivation on Employee Performance with Organizational Commitment as an Intervening Variable at the Sub-District Office of East Binjai Maqhfira Pratiwi; Muhammad Isa Indrawan; Kiki Farida Ferine
Equivalent : Journal of Economic, Accounting and Management Vol. 4 No. 1 (2026): Equivalent : Journal of Economic, Accounting and Management
Publisher : CV. Doki Course and Training

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61994/equivalent.v4i1.1826

Abstract

This study aimed to examine the effects of emotional intelligence and work motivation on employee performance, with organizational commitment as an intervening variable, at the East Binjai Sub-District Office, Binjai City, North Sumatra, Indonesia. The study employed a quantitative associative research design and involved all 76 employees as respondents using a saturated sampling technique. Data were collected through structured questionnaires and analyzed using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) with the assistance of SmartPLS version 3.3.3. The measurement model demonstrated adequate validity and reliability, as all indicators met the criteria for convergent and discriminant validity, and the composite reliability values exceeded the recommended threshold of 0.70. The structural model results indicate that emotional intelligence does not have a significant direct effect on employee performance (β = 0.073; t = 0.966; p > 0.05), nor does work motivation show a significant direct influence on performance (β = 0.037; t = 0.960; p > 0.05). However, emotional intelligence has a strong and significant positive effect on organizational commitment (β = 1.033; t = 21.511; p < 0.001), while work motivation does not significantly affect organizational commitment. Furthermore, organizational commitment has a significant positive effect on employee performance (β = 0.891; t = 13.633; p < 0.001). The indirect effect analysis reveals that organizational commitment significantly mediates the relationship between emotional intelligence and employee performance, whereas it does not mediate the relationship between work motivation and performance. These findings suggest that improvements in employee performance are more effectively achieved through strengthening emotional intelligence that fosters organizational commitment rather than relying solely on work motivation.
The Influence of Competence and Work Motivation on Employee Performance with Workload as an Intervening Variable in the Hybrid Work Era at the Secanggang Sub-District Office Muhammad Hirzi; Muhammad Isa Indrawan; Kiki Farida Ferine
Equivalent : Journal of Economic, Accounting and Management Vol. 4 No. 1 (2026): Equivalent : Journal of Economic, Accounting and Management
Publisher : CV. Doki Course and Training

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61994/equivalent.v4i1.1827

Abstract

This study aimed to examine the effects of competence and work motivation on employee performance, with workload as an intervening variable, at the Secanggang Sub-District Office, Langkat Regency, North Sumatra, Indonesia. The study employed a quantitative associative design and included all 82 employees as respondents through saturated sampling. Data were collected using structured questionnaires and analyzed using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) with SmartPLS version 3.3.3. The measurement model demonstrated satisfactory validity and reliability, with all indicators meeting the thresholds for convergent and discriminant validity and Composite Reliability values exceeding 0.70. Structural model evaluation revealed that competence (β = 0.989; t = 168.917; p < 0.001) has a positive and significant effect on employee performance, indicating that higher competence—encompassing knowledge, skills, and work abilities—leads to improved performance. In contrast, work motivation does not have a significant direct effect on performance (β = −0.006; t = 0.326; p > 0.05). Additionally, neither competence nor motivation significantly influence workload, and workload was not found to mediate the relationships between competence or motivation and employee performance. These findings suggest that employee performance improvement occurs primarily through direct effects of competence rather than via workload or motivation. The study highlights that workload is largely determined by external factors such as organizational policies, task allocation, and work system design. Managerial implications indicate that enhancing employee performance in hybrid work environments should prioritize the development of employee competence through training, skill enhancement, and continuous professional capacity building. Overall, this study emphasizes competence as the key determinant of employee performance in the public sector, while work motivation and workload have limited influence.
The Effect of Work–Life Balance and Work Environment on Employee Performance with Work Motivation as an Intervening Variable at the Department of Agriculture of North Tapanuli Regency Novita Sari Dewi Hutasori; Mesra B; Sri Rahayu; Muhammad Isa Indrawan
Equivalent : Journal of Economic, Accounting and Management Vol. 4 No. 1 (2026): Equivalent : Journal of Economic, Accounting and Management
Publisher : CV. Doki Course and Training

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61994/equivalent.v4i1.1831

Abstract

This study aimed to examine the effects of work–life balance and work environment on employee performance, with work motivation as an intervening variable, at the Department of Agriculture of North Tapanuli Regency, North Sumatra, Indonesia. The research employed a quantitative associative design to analyze both direct and indirect relationships among variables. The study population consisted of 244 employees, including civil servants (PNS), government employees with work agreements (PPPK), and non-civil servants. Using the Slovin formula with a 10% error tolerance, a sample of 80 respondents was selected through simple random sampling. Data were collected using structured questionnaires and analyzed using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) with SmartPLS version 3.3.3. The measurement model demonstrated satisfactory validity and reliability, with all indicators meeting the criteria for convergent and discriminant validity, Average Variance Extracted (AVE) values exceeding 0.50, and Composite Reliability values above 0.70. Structural model evaluation revealed that work–life balance has a strong positive and significant effect on employee performance (β = 0.958; t = 39.057; p < 0.001), indicating that employees who are able to balance work responsibilities and personal life tend to perform better. In contrast, the work environment does not have a significant direct effect on employee performance (β = −0.072; t = 0.639; p > 0.05). Furthermore, both work–life balance (β = 0.163; t = 7.296; p < 0.001) and work environment (β = 0.897; t = 45.113; p < 0.001) have positive and significant effects on work motivation. . However, work motivation does not significantly affect employee performance (β = 0.119; t = 0.946; p > 0.05) and does not mediate the relationship between work–life balance or work environment and employee performance. These findings suggest that employee performance improvement is driven primarily by direct work–life balance policies rather than through motivational mechanisms. Managerial implications highlight the importance of implementing effective work–life balance strategies supported by objective performance management systems in public sector organizations.
Co-Authors Kiki Farida Ferine Maqhfira Pratiwi Mesra B Muhammad Hirzi Novita Sari Dewi Hutasori Sri Rahayu