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Febrianty Febrianty
Department of Management, Faculty of Economics and Management, Universitas Malahayati, Indonesia
Economics, Econometrics & Finance Education Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Neuroscience Social Sciences Other

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The Effect of Cultural Intelligence, Service Training, and Organizational Culture on Employee Loyalty: The Mediating Role of Work-Life Balance at Pusat Oleh-Oleh Shinta Lampung Siti Patma Ima; Ria Nida Yuniarti; Fera Ardita; Febrianty Febrianty; Reza Rahardian Pratama
International Journal of Business, Law, and Education Vol. 7 No. 1 (2026): International Journal of Business, Law, and Education
Publisher : IJBLE Scientific Publications Community Inc.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56442/ijble.v7i1.1463

Abstract

This study examines the effects of cultural intelligence, service training, and organizational culture on employee loyalty, with work-life balance as an intervening variable among employees of Pusat Oleh-Oleh Shinta Lampung. The study applies a quantitative causal-associative design. Data were collected using a Likert-scale questionnaire and analyzed with Partial Least Squares-Structural Equation Modeling (PLS-SEM) using SmartPLS. The measurement model was assessed through outer loadings, Cronbach's Alpha, composite reliability, Average Variance Extracted (AVE), Heterotrait-Monotrait Ratio (HTMT), and Variance Inflation Factor (VIF), while the structural model was evaluated through R-square, f-square, path coefficients, t-statistics, p-values, and specific indirect effects. The results indicate that cultural intelligence does not have a significant effect on either work-life balance (O = 0.139; t = 0.779; p = 0.436) or employee loyalty (O = -0.051; t = 0.424; p = 0.671). In contrast, service training has a positive and significant effect on work-life balance (O = 0.593; t = 3.931; p = 0.000) and employee loyalty (O = 0.387; t = 3.816; p = 0.000). Work-life balance also has a positive and significant effect on employee loyalty (O = 0.554; t = 5.804; p = 0.000) and mediates the effect of service training on employee loyalty (O = 0.328; t = 2.965; p = 0.003). The source manuscript additionally reports that work-life balance mediates the effect of organizational culture on employee loyalty based on the Sobel test (Z = 2.266; p = 0.023), although the complete PLS-SEM path coefficients for organizational culture were not provided in the available output tables. The findings suggest that, in a tourism-oriented retail SME context, employee loyalty is shaped more strongly by service training and work-life balance than by cultural intelligence as a direct predictor.
Career Development, Compensation, and Organizational Culture as Predictors of Employee Retention: The Mediating Role of Organizational Commitment in the Fire and Rescue Service of Bandar Lampung Anggun Mona Maharani; Nur Aminah; Zenta Eliza; Febrianty Febrianty; Reza Rahardian Pratama
International Journal of Business, Law, and Education Vol. 7 No. 1 (2026): International Journal of Business, Law, and Education
Publisher : IJBLE Scientific Publications Community Inc.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56442/ijble.v7i1.1465

Abstract

Employee retention is strategically important in public safety organizations because operational continuity depends on employees who are technically competent, committed, and willing to remain in the organization. This study examines the effects of career development, compensation, and organizational culture on employee retention through organizational commitment at the Fire and Rescue Service of Bandar Lampung, Indonesia. The study used a quantitative explanatory design with 100 respondents selected through purposive sampling. Data were collected using a five-point Likert-scale questionnaire and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS. The measurement model met the requirements for convergent validity, discriminant validity, and internal consistency reliability. The structural model shows that career development has a positive and significant effect on organizational commitment and employee retention. Compensation has no significant effect on organizational commitment but has a positive and significant effect on employee retention. Organizational culture has a positive and significant effect on organizational commitment but does not directly affect employee retention. Organizational commitment positively affects employee retention and mediates the effects of career development and organizational culture on employee retention; however, it does not mediate the effect of compensation. The R-square value for employee retention is 0.796, indicating that the model explains 79.6% of the variance in retention. These findings suggest that retention in a public safety agency can be strengthened through clearer career pathways, appropriate compensation, and organizational commitment built by a supportive organizational culture.
Work Motivation, Work Discipline, and Employee Loyalty in a Public Water Utility: The Mediating Role of Job Satisfaction Defri Yuslana Karim; Fahrezzi Tegar Pamungkas; Muhammad Faraz Al Fath; Febrianty Febrianty; Reza Hardian Pratama
International Journal of Business, Law, and Education Vol. 7 No. 1 (2026): International Journal of Business, Law, and Education
Publisher : IJBLE Scientific Publications Community Inc.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56442/ijble.v7i1.1473

Abstract

Purpose: This study examines how work motivation and work discipline influence employee loyalty in the Regional Public Drinking Water Company (PDAM) of Bandar Lampung City, with job satisfaction positioned as a mediating mechanism. Design/methodology/approach: A quantitative explanatory design was applied. Primary data were collected through a structured questionnaire administered to 82 permanent employees who had worked for at least one year. The model was assessed using partial least squares structural equation modeling (PLS-SEM). Measurement quality was evaluated through indicator loadings, average variance extracted, and composite reliability, while the structural model was evaluated using path coefficients, t-statistics, p-values, and coefficients of determination. Findings: Work discipline had the strongest positive effect on job satisfaction (β = 0.614, p < .001), followed by work motivation (β = 0.322, p = .006). Job satisfaction significantly predicted employee loyalty (β = 0.517, p < .001). Work motivation also had a direct positive effect on employee loyalty (β = 0.309, p = .003), whereas work discipline did not directly predict employee loyalty (β = 0.142, p = .273). The coefficient pattern indicates that job satisfaction is a central mechanism linking motivation and discipline to loyalty. Originality/value: The study contributes to public-sector human resource management by showing that employee loyalty in a municipal water utility depends not only on rule compliance and motivation, but also on whether these conditions translate into felt job satisfaction.
Work Environment, Compensation, Work Motivation, Leadership Style, and Employee Work Productivity: Evidence from PT Bumi Menara Internusa Andika Saputra; Fahriyan Canda; Aditya Putra Mahendra; Febrianty Febrianty; Reza Rahardian Pratama
International Journal of Business, Law, and Education Vol. 7 No. 1 (2026): International Journal of Business, Law, and Education
Publisher : IJBLE Scientific Publications Community Inc.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56442/ijble.v7i1.1474

Abstract

This study examines the effects of work environment and compensation on employee work productivity, while considering the roles of work motivation and leadership style in a labor-intensive marine product processing company, PT Bumi Menara Internusa. The study applied a quantitative explanatory design and collected questionnaire data from 81 employees. The data were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 4.0. The measurement model showed acceptable indicator reliability, with standardized outer loadings ranging from 0.789 to 0.921 and construct reliability values exceeding the recommended threshold. The structural model explained 80.5% of the variance in leadership style and 80.0% of the variance in employee work productivity. Work motivation had a positive and significant effect on work productivity (β = 0.386, t = 2.335, p = 0.020). In contrast, the direct effects of work environment (β = 0.310, p = 0.141), compensation (β = 0.180, p = 0.248), and leadership style (β = -0.097, p = 0.627) on work productivity were not significant. Work environment positively influenced leadership style (β = 0.562, p < 0.001), whereas compensation had a negative significant effect on leadership style (β = -0.364, p = 0.003). Interaction effects involving work motivation were not significant. These findings indicate that productivity improvement in this organizational context is more strongly associated with employees’ internal motivational drive than with direct improvements in work environment, compensation, or leadership style alone. The study contributes to human resource management literature by showing the differentiated roles of job resources, compensation practices, motivation, and leadership in explaining employee productivity in an Indonesian industrial context.
The Effect of Compensation, Work Discipline, Work Environment, and Psychological Workload on Employee Performance: Evidence from Kiyo Coffee Shop, Bandar Lampung Bayu Adi Pratama; Daffa Satrio; Farhan Achmad Satria; Febrianty Febrianty; Reza Hardian Pratama
International Journal of Business, Law, and Education Vol. 7 No. 1 (2026): International Journal of Business, Law, and Education
Publisher : IJBLE Scientific Publications Community Inc.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56442/ijble.v7i1.1480

Abstract

Employee performance is a central determinant of service quality and customer experience in the coffee shop sector, where employees are required to deliver products accurately, respond to customers promptly, and maintain service consistency under time pressure. This study examines the effects of compensation, work discipline, work environment, and psychological workload on employee performance at Kiyo Coffee Shop Pramuka, Bandar Lampung. A quantitative explanatory design was employed using a census approach involving all available employees. Data were collected through structured questionnaires developed from established human resource management and occupational psychology constructs and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The measurement model demonstrated acceptable convergent validity, with indicator loadings ranging from 0.724 to 0.920 and Average Variance Extracted values exceeding 0.50 for all constructs. The structural model showed strong explanatory power, with an adjusted R-square of 0.897 for employee performance. The results reveal that the work environment has a positive and statistically significant effect on employee performance (β = 0.470; t = 2.836; p = 0.005). Compensation has a positive but non-significant effect (β = 0.396; p = 0.076), work discipline has a positive but non-significant effect (β = 0.102; p = 0.509), and psychological workload has a negative but non-significant effect (β = -0.047; p = 0.808). These findings indicate that, in a small-scale coffee shop context, the work environment is the most salient managerial lever for improving employee performance. The study contributes to human resource management literature by contextualizing performance determinants in a local hospitality microbusiness setting and offers practical implications for improving workplace facilities, interpersonal relations, leadership support, and workload management.
The Role of Financial and Non-Financial Compensation in Improving Employee Work Productivity at CV Galih Langgeng Jaya Restina Restina; Sasa Dwi Andriani Saputri; Taufik Edwar; Febrianty Febrianty; Reza Hardian Pratama
International Journal of Business, Law, and Education Vol. 7 No. 1 (2026): International Journal of Business, Law, and Education
Publisher : IJBLE Scientific Publications Community Inc.

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56442/ijble.v7i1.1481

Abstract

Employee productivity remains a central concern for small and medium-sized enterprises because productivity determines operational continuity, cost efficiency, and the ability to achieve business targets. This study examines the effects of financial compensation and non-financial compensation on employee work productivity at CV Galih Langgeng Jaya. Using a quantitative explanatory design, data were collected through a cross-sectional questionnaire survey involving the entire population of 88 employees, selected through census sampling. The data were analyzed using partial least squares structural equation modeling (PLS-SEM) with SmartPLS. The results show that financial compensation has a positive and significant effect on work productivity (β = 0.324, t = 2.070, p = 0.038), while non-financial compensation also has a positive and significant effect (β = 0.493, t = 2.863, p = 0.004). The model explains 61.2% of the variance in employee work productivity, indicating moderate-to-substantial explanatory power. Non-financial compensation has the stronger effect, suggesting that recognition, a supportive work environment, harmonious work relationships, and career development opportunities are critical productivity drivers. However, the heterotrait-monotrait ratio indicates discriminant validity concerns between several constructs, particularly financial and non-financial compensation; therefore, the results should be interpreted with caution and future studies should refine the measurement items. The study contributes to human resource management literature by demonstrating the combined role of material and psychological rewards in enhancing employee productivity in a medium-sized enterprise context.
Co-Authors Aditya Putra Mahendra Andika Saputra Anggun Mona Maharani Bayu Adi Pratama Daffa Satrio Defri Yuslana Karim Fahrezzi Tegar Pamungkas Fahriyan Canda Farhan Achmad Satria Fera Ardita Muhammad Faraz Al Fath Nur Aminah Restina Restina Reza Hardian Pratama Reza Rahardian Pratama Ria Nida Yuniarti Sasa Dwi Andriani Saputri Siti Patma Ima Taufik Edwar Zenta Eliza