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Reza Rahardian Pratama
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 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.
Co-Authors Aditya Putra Mahendra Andika Saputra Anggun Mona Maharani Fahriyan Canda Febrianty Febrianty Fera Ardita Nur Aminah Ria Nida Yuniarti Siti Patma Ima Zenta Eliza