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Mediation of Dynamic Innovation Capability on Digital Transformation and Employee Collaborative Innovation on Employee Performance Rukani, Sisca Devi; Ratnasari, Siwi Dyah
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 2 (2024): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v7i2.5220

Abstract

Human capital is a vital component within a company, playing a pivotal role in determining the organization's success in meeting its goals. The research question revolves around investigating whether there is an impact of Digital Transformation and Employee Collaborative Innovation on Employee Performance and whether Dynamic Innovation Capability mediates Digital Transformation and Employee Collaborative Innovation on Employee Performance. The study aimed to analyze the effect of digital transformation and Employee Collaborative Innovation on employee performance mediated by Dynamic Innovation Capability. Research using quantitative methods. The study focused on Bank XYZ employees located in Malang City, with a sample size of 137 employees. Data were collected through questionnaires distributed to each employee, and the responses obtained will be analyzed using Partial Least Squares (PLS). The results of the study stated that: Digital Transformation and Employee Collaborative Innovation on Dynamic Innovation Capability make a positive and meaningful impact. The results of Digital Transformation and Employee Collaborative Innovation on Employee Performance make a positive and meaningful impact, and Dynamic Innovation Capability on Employee Performance has a favorable and significant impact. The mediation relationship of Dynamic Innovation Capability can mediate Digital Transformation on Employee Performance, and the mediation relationship of Dynamic Innovation Capability can mediate Employee Collaborative Innovation on Employee Performance. The findings of this investigation show that technological advances and close relationships between employees can create a form of good working relationships with innovations from digital developments that improve the performance of employees.
Job Satisfaction as a Strategic Path for Employee Performance: The Role of Performance, Motivation, and Competency Assessment at KPP Pratama Kepanjen Siwi Dyah Ratnasari; Anita Yushardini
JIMEK : Jurnal Ilmiah Mahasiswa Ekonomi Vol. 9 No. 1 (2026): JIMEK VOL 09 NO 01 2026
Publisher : Fakultas Ekonomi Universitas Kadiri

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30737/jimek.v9i1.7654

Abstract

Employee performance remains a critical issue in public-sector organizations because it reflects administrative accountability, service effectiveness, and institutional achievement. This study examines the mediating role of job satisfaction in the relationship between performance appraisal, motivation, competence, and employee performance at KPP Pratama Kepanjen. A quantitative explanatory research design was employed. The population consisted of all 76 employees of KPP Pratama Kepanjen, and the census technique was used to determine the respondents. Primary data were collected using a structured questionnaire measured on a five-point Likert scale and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that performance appraisal and motivation have significant effects on job satisfaction, whereas competence does not significantly affect job satisfaction. Job satisfaction has a significant effect on employee performance. However, performance appraisal, motivation, and competence do not have direct significant effects on employee performance. The mediation analysis shows that job satisfaction significantly mediates the effect of motivation on employee performance, but does not mediate the effects of performance appraisal and competence on employee performance. These findings indicate that employee performance in a public-sector tax office is not merely determined by formal appraisal systems or individual competence, but also by psychological mechanisms that convert work motivation into job satisfaction. This study contributes to public-sector human resource management literature by demonstrating that job satisfaction is not a universal mediator, but a specific psychological pathway through which motivation can improve employee performance.   Keywords: competence; employee performance; job satisfaction; motivation; Performance Appraisal