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All Journal Indonesian Journal of Law and Economics Review
Dewi Andriani
Program Studi Manajemen, Universitas Muhammadiyah Sidoarjo, Indonesia
Economics, Econometrics & Finance Law, Crime, Criminology & Criminal Justice

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Work Motivation, Discipline, and Competency Patterns in Employee Performance: Motivasi Kerja, Disiplin, dan Pola Kompetensi dalam Kinerja Karyawan Rizky Hari Setiawan; Dewi Andriani
Indonesian Journal of Law and Economics Review Vol. 20 No. 4 (2025): November
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijler.v20i4.1447

Abstract

General Background: Employee performance is a central concern for organizations seeking sustainable productivity and operational efficiency. Specific Background: Work motivation, work discipline, and work competency are frequently identified as key internal factors shaping employee performance, yet their combined patterns remain context-dependent. Knowledge Gap: Previous studies report mixed findings regarding the relative contribution of these variables, particularly within small and medium-sized enterprises. Aims: This study aims to examine the relationships between work motivation, work discipline, work competency, and employee performance at UD Alfa Furnitur. Results: Using a quantitative approach with data from 100 employees analyzed through SEM-PLS, the findings indicate that work motivation, work discipline, and work competency each demonstrate positive and statistically significant relationships with employee performance. Among these variables, work motivation shows the strongest association. Novelty: This study provides empirical evidence from a furniture manufacturing context by integrating three internal employee factors within a single structural model. Implications: The findings suggest that organizations should prioritize motivational strategies alongside disciplinary consistency and competency development to support sustainable employee performance. Keywords: Work Motivation, Work Discipline, Work Competency, Employee Performance, SEM-PLS Key Findings Highlights: Motivation-related indicators show the strongest statistical association with performance outcomes. Consistent disciplinary practices align with higher employee work results. Employee competencies support performance through knowledge and skill alignment.
Employee Self Development and Work Performance in Organizational Context: Perkembangan Diri Karyawan dan Kinerja Kerja dalam Konteks Organisasi Bima Rohmatan Aminin; Dewi Andriani; Vera Firdaus; Rifdah Abadiyah
Indonesian Journal of Law and Economics Review Vol. 20 No. 4 (2025): November
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijler.v20i4.1452

Abstract

General Background Employee performance remains a central concern in organizational management. Specific Background Self-development is increasingly recognized as a key factor in shaping employee work outcomes. Knowledge Gap Empirical studies examining self-development and employee performance still show varied findings across organizational settings. Aims This study aims to examine the relationship between self-development and employee performance within the selected organizational context. Results Quantitative analysis indicates that self-development demonstrates a significant association with employee performance. Novelty This study provides contextual evidence of self-development within a specific organizational setting. Implications The findings offer practical insights for organizations in supporting employee development as part of performance management strategies. Keywords: Self-Development, Employee Performance, Work Motivation, Organizational Commitment, Human Resource Management Key Findings Highlights: Employee self-development shows measurable association with work outcomes. Motivation and commitment align with performance patterns observed in the organization. Development-oriented practices support sustainable employee performance.
Employee Performance Determinants in Organizational Work Contexts: Faktor-Faktor Penentu Kinerja Karyawan dalam Konteks Kerja Organisasi Ardelia Putri Devi Clarissa; Dewi Andriani; Vera Firdaus; Sumartik
Indonesian Journal of Law and Economics Review Vol. 20 No. 4 (2025): November
Publisher : Universitas Muhammadiyah Sidoarjo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21070/ijler.v20i4.1460

Abstract

General Background Employee performance remains a central concern in organizational management due to its direct association with goal attainment and service quality. Specific Background Previous studies have emphasized leadership, communication, work environment, and organizational culture as key factors shaping employee performance across sectors. Knowledge Gap However, empirical evidence examining these variables simultaneously within specific organizational contexts remains limited. Aims This study aims to analyze the relationships between organizational factors and employee performance within the selected research setting. Results The findings indicate that leadership practices, communication patterns, and work-related conditions demonstrate statistically supported relationships with employee performance. Novelty The study offers contextual empirical evidence by integrating multiple organizational variables within a single analytical framework applied to a localized organizational setting. Implications These results provide practical insights for organizational managers in formulating policies related to human resource management while also contributing to the enrichment of empirical literature on employee performance determinants. Keywords: Employee Performance, Leadership, Communication, Work Environment, Organizational Culture Key Findings Highlights: Multiple organizational factors show measurable associations with employee outcomes Managerial practices are contextually linked to work behavior patterns Organizational conditions remain central to performance-related evaluations
Co-Authors Ardelia Putri Devi Clarissa Bima Rohmatan Aminin Rifdah Abadiyah Rizky Hari Setiawan Sumartik Vera Firdaus