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All Journal International Journal of Business, Law, and Education
Reza Hardian 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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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.
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 Bayu Adi Pratama Daffa Satrio Defri Yuslana Karim Fahrezzi Tegar Pamungkas Farhan Achmad Satria Febrianty Febrianty Muhammad Faraz Al Fath Restina Restina Sasa Dwi Andriani Saputri Taufik Edwar