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All Journal ALEXANDRIA: Journal of Economics, Business, and Entrepreneurship
Febria Nurmelia
Universitas Bumigora
Humanities Economics, Econometrics & Finance Education Social Sciences

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The Influence of Work Professionalism, Work Resilience, and Work Motivation on Employee Performance: Evidence from Sukma Rasa Labuapi Restaurant Lalu Mazwa Gandatana; Makiah Makiah; Febria Nurmelia; Irwan Cahyadi; Raden Sidhart
ALEXANDRIA (Journal of Economics, Business, & Entrepreneurship) Vol. 7 No. 2 (2026): September (Proses)
Publisher : Postgraduate, University of Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/alexandria.v7i2.1798

Abstract

Employee performance is one of the key factors that determines an organization's success in achieving its objectives. Therefore, this study aims to analyze the influence of work professionalism, work resilience, and work motivation on employee performance at Sukma Rasa Labuapi Restaurant. This study employed a quantitative approach with an associative research design. The population consisted of all 39 employees of Sukma Rasa Labuapi Restaurant. A saturated sampling technique was applied, in which all members of the population were selected as the research sample. Data were collected through questionnaires and analyzed using validity and reliability tests, classical assumption tests, multiple linear regression analysis, partial tests (t-test), simultaneous tests (F-test), and the coefficient of determination (R²) with the assistance of SPSS version 29. The results indicate that work professionalism has a positive but insignificant effect on employee performance. Work resilience has a positive and significant effect on employee performance, while work motivation has a positive but insignificant effect on employee performance. Simultaneously, work professionalism, work resilience, and work motivation have a positive and significant effect on employee performance. Based on the findings, it can be concluded that work resilience is the most dominant factor in improving employee performance at Sukma Rasa Labuapi Restaurant. Therefore, employee performance can be enhanced by maintaining and strengthening work resilience, supported by continuous efforts to improve work professionalism and work motivation.
The Effects of Non-Physical Work Environment, Compensation, and Leadership on Employee Work Motivation at Sukadana Village Office Faisal Hadi; Irwan Cahyadi; Raden Sidharta; Susilo Talidobel; Febria Nurmelia
ALEXANDRIA (Journal of Economics, Business, & Entrepreneurship) Vol. 7 No. 2 (2026): September (Proses)
Publisher : Postgraduate, University of Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/alexandria.v7i2.1814

Abstract

This study aims to examine the effect of non-physical work environment, compensation, and leadership on work motivation among employees and volunteers at the Sukadana Village Office. This study employed a quantitative approach with an associative research design. The population consisted of employees and volunteers at the Sukadana Village Office, with a total of 62 respondents selected using a saturated sampling technique. Data were collected through questionnaires and analyzed using multiple linear regression with the assistance of IBM SPSS. The results show that the non-physical work environment has a positive but insignificant effect on work motivation, as indicated by a regression coefficient of 0.159, a t-value of 1.538, and a significance value of 0.130. Compensation has a positive and significant effect on work motivation, with a regression coefficient of 0.177, a t-value of 2.082, and a significance value of 0.042. Meanwhile, leadership has a positive but insignificant effect on work motivation, with a regression coefficient of 0.150, a t-value of 1.448, and a significance value of 0.153. The coefficient of determination (R²) of 0.289 indicates that the three independent variables jointly explain 28.9% of the variation in work motivation, while the remaining 71.1% is explained by other factors outside the research model. These findings indicate that compensation is an important factor in increasing work motivation among employees and volunteers at the Sukadana Village Office.
The Effect of Job Security, Financial Compensation, and Democratic Leadership on Work Motivation among MSME Workers in Jagaraga Village Sahlan Sahlan; Ika Yuliana; Febria Nurmelia; Irwan Cahyadi; Ega Dwi Putri Marswandi
ALEXANDRIA (Journal of Economics, Business, & Entrepreneurship) Vol. 7 No. 2 (2026): September (Proses)
Publisher : Postgraduate, University of Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/alexandria.v7i2.1816

Abstract

This study aims to empirically examine the effects of Job Security, Financial Compensation, and Democratic Leadership on Work Motivation among employees of Micro, Small, and Medium Enterprises (MSMEs) in Jagaraga Village. The study employed a quantitative approach with an associative research design. Data were collected through questionnaires and analyzed using multiple linear regression, partial significance testing (t-test), simultaneous significance testing (F-test), and the coefficient of determination. The empirical findings indicate that Job Security has a positive and significant effect on Work Motivation, as evidenced by a regression coefficient of 0.468, a t-value of 5.302, and a significance level of 0.004. Financial Compensation also demonstrates a positive and significant effect on Work Motivation, with a regression coefficient of 0.419, a t-value of 4.303, and a significance level of 0.014. Furthermore, Democratic Leadership has a positive and significant effect on Work Motivation, with a regression coefficient of 0.427, a t-value of 4.783, and a significance level of 0.003. Simultaneously, Job Security, Financial Compensation, and Democratic Leadership significantly influence Work Motivation, as indicated by an F-value of 24.300 and a significance level of 0.000. The coefficient of determination (R²) of 0.613 indicates that 61.3% of the variation in Work Motivation is explained by the three independent variables, while the remaining variation is attributable to other factors outside the research model.
The Effect of Team Communication and Leadership on Employee Performance at Niaga Sriwijaya Supermarket Mataram Widya Aurani; Febria Nurmelia; Baiq Nadia Nirwana; Irwan Cahyadi; Ega Dwi Putri Marswandi
ALEXANDRIA (Journal of Economics, Business, & Entrepreneurship) Vol. 7 No. 2 (2026): September (Proses)
Publisher : Postgraduate, University of Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.29303/alexandria.v7i2.1819

Abstract

Employee performance represents a critical determinant of organizational effectiveness, particularly in the retail sector, where operational activities require effective coordination and managerial direction. This study aims to examine and analyze the effects of team communication and leadership on employee performance at Niaga Sriwijaya Supermarket Mataram. The study employed a quantitative research design involving 131 respondents. Data were collected through questionnaires, observation, and documentation and subsequently analyzed using multiple linear regression with IBM SPSS Statistics 26. The findings demonstrate that team communication has a positive and statistically significant effect on employee performance, as indicated by a significance value of 0.001. Leadership also has a positive and statistically significant effect on employee performance, with a significance value of less than 0.001. Furthermore, the simultaneous analysis confirms that team communication and leadership jointly exert a significant effect on employee performance, with an F-statistic of 31.098 and a significance value of less than 0.001. The coefficient of determination indicates that both independent variables explain 32.7% of the variance in employee performance. These findings suggest that strengthening communication processes and enhancing leadership effectiveness are important managerial strategies for improving employee performance within the retail sector.
Co-Authors Baiq Nadia Nirwana Ega Dwi Putri Marswandi Faisal Hadi Ika Yuliana Irwan Cahyadi Lalu Mazwa Gandatana Makiah Makiah Raden Sidhart Raden Sidharta Sahlan Sahlan Susilo Talidobel Widya Aurani