<![CDATA[Purpose: This study aims to qualitatively explore the interconnected dynamics of leadership style, remuneration systems, and competency development in influencing employee performance within a state-owned enterprise (SOE) in Indonesia. Design/Methodology/Approach: Employing a qualitative case study approach, this research collected data through in-depth observations and semi-structured interviews with employees at PT. Perkebunan Nusantara IV (PTPN IV) in Medan. Thematic analysis was used to identify, analyze, and report patterns within the data. Findings: The findings reveal a critical performance triad. A top-down, non-participative leadership style stifles communication and employee voice, leading to demotivation. Dissatisfaction with remuneration stems from a perceived misalignment between compensation and employee contribution, fostering a sense of inequity. Furthermore, inequitable and non-inclusive competency development programs create skill gaps and hinder uniform performance improvement. These three factors are deeply interwoven, collectively creating a significant barrier to optimal organizational performance.Originality/Value: This study provides a nuanced, context-rich understanding of the human resource management challenges within an Indonesian SOE. By qualitatively unpacking the synergistic negative effects of deficient leadership, remuneration, and competency practices, it offers valuable insights that complement predominant quantitative studies in the field. The research presents a clear framework for practitioners to diagnose and address performance issues holistically.Keywords: Leadership, Remuneration, Competency, Employee Performance, Qualitative Study, State-Owned Enterprise, Human Resource Management.]]>
