<![CDATA[The success of a labor-intensive manufacturing industry such as CV. Rexwing Shoes depends on the stability of employee performance, yet the company faces fluctuating production volume and frequent defective (reject) products on the assembly line, allegedly caused by suboptimal compensation and declining work motivation. This study examines the effect of financial compensation, non-financial compensation, and work motivation on employee performance at CV. Rexwing Shoes, both partially and simultaneously. The study employs a quantitative approach with a causal-correlational design. The sample covers all 50 employees (saturation sampling), using a 5-point Likert scale questionnaire analyzed through multiple linear regression via SPSS 25. Results show that financial compensation, non-financial compensation, and work motivation each have a positive and significant effect on employee performance, both partially and simultaneously. This is evidenced by t-values (4.299; 6.828; 3.346) exceeding the t-table (2.013), significance < 0.05, and an F-value of 30.382 exceeding the F-table (3.20), significance 0.000, with an Adjusted R Square of 0.643. Non-financial compensation contributes most dominantly, while the three variables together explain 64.3% of employee performance variation. It is concluded that improving employee performance requires synergy between fair compensation management and stronger work motivation, giving management a basis for reward and motivation strategies.]]>
