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All Journal EQUILIBIRIA Measurement : Jurnal Akuntansi BENING International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) International Review of Practical Innovation, Technology and Green Energy (IRPITAGE) Journal of Economics and Management Scienties PROCEEDING OF INTERNATIONAL CONFERENCE ON BUSINESS MANAGEMENT AND ACCOUNTING IIJSE
Siregar, Hanafi
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Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Library & Information Science Social Sciences Other

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THE EFFECT OF TRANSFORMATIONAL LEADERSHIP STYLE AND WORK MOTIVATION ON EMPLOYEE PERFORMANCE AT PT. BATAM OILFIELD SUPPLY SERVICES INDONESIA Yasin, Ahmad; Yona, Mira; Siregar, Hanafi; Adlin, Latip
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 6 No. 1 (2026): February
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.19355530

Abstract

This study aims to analyze the effect of transformational leadership style and work motivation on employee performance at PT Batam Oilfield Supply Services Indonesia. The research adopts a quantitative approach with a causal‑associative design involving a saturated sample of 100 permanent and contract employees. Data were collected using a 5‑point Likert‑scale questionnaire, whose validity was tested with item–total correlation and reliability with Cronbach’s alpha, followed by classical assumption tests and multiple linear regression analysis. The results show that transformational leadership has a positive and significant partial effect on employee performance, and work motivation also has a positive and significant partial effect; motivation demonstrates a relatively stronger standardized coefficient than leadership. Simultaneously, transformational leadership and work motivation significantly influence employee performance with an R² value of 0.590, indicating that both variables jointly explain 59.0% of performance variance, while the remaining 41.0% is affected by other factors not included in the model. These findings confirm all proposed hypotheses and underline the importance of strengthening transformational leadership practices and structured motivation systems as strategic levers for improving employee performance in high‑risk, high‑precision oilfield service operations.
THE INFLUENCE OF ORGANIZATIONAL JUSTICE, PERCEIVED ORGANIZATIONAL SUPPORT, INNOVATIVE WORK BEHAVIOR, EMOTIONAL INTELLIGENCE, AND ORGANIZATIONAL TRUST ON EMPLOYEE PERFORMANCE AT PT ALCON BATAM. Nainggolan, Marisa; Nasution, Habibuddin; Siregar, Hanafi; Salvira, Annisa Rara
International Journal of Economic, Business, Accounting, Agriculture Management and Sharia Administration (IJEBAS) Vol. 6 No. 1 (2026): February
Publisher : CV. Radja Publika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.19355114

Abstract

Employee performance is a critical determinant of organizational effectiveness in large, labor‑intensive manufacturing companies. This study examines the influence of organizational justice, perceived organizational support, innovative work behavior, emotional intelligence, and organizational trust on employee performance at PT Alcon Batam, Indonesia. Using a quantitative, causal‑associative design, data were collected from 400 employees selected through proportional stratified random sampling across major departments. The constructs were measured with a structured questionnaire on a five‑point Likert scale, and the data were analyzed using multiple linear regression after validity, reliability, and classical assumption tests were satisfied. The results show that all five variables have positive and statistically significant effects on employee performance, both partially and simultaneously, with emotional intelligence emerging as the strongest predictor. The regression model explains 60.8% of the variance in employee performance (R² = 0.608; F = 79.49; p < 0.001), indicating that fairness, perceived support, innovative behavior, emotional capabilities, and organizational trust jointly form a critical socio‑psychological foundation for enhancing performance in a large manufacturing context. These findings provide theoretically grounded and context‑specific implications for the design of integrated human resource management strategies in emerging economy settings.
Co-Authors Adlin, Latip Ahmad Yasin, Ahmad Aini Nurul ariyati, Yannik Arna Suryani, Arna Azis, Dhenny Asmarazisa Aziz, Nur Aznedra, Aznedra Azzahra, Fadhila Barus, Peromikha Dahrul Aman Harahap Danang Pujianto Destami, Gina Dery Diana, Marta Lova Edwin Agung Wibowo, Edwin Agung Ellysiana, Nur Fauzi Yarlis, Yola Firdaus Hamta, Firdaus Halim, Yulita Zulkarnaen Hanapi Hasan Harisah, Finka Nurul Hati, Ravika Permata Jayana Salesti, Jayana Maimuna Maimuna, Maimuna Mira Yona Muhammadon, Muhammad Fairullah Bin Munir, Musbakhul Nainggolan, Marisa Nasution, Habibuddin Pamungkas, Okvian Dwi Pangiarti, Nurmalia Tasya Pasribu, Rohana Marito Rahman Hasibuan, Rahman Ramli, Rimayang Ramon Zamora, Ramon Rasyid Ridho Harahap Ridianto, Rini Rizki Eka Putra, Rizki Eka Rizkiyanti, Meilany Salvira, Annisa Rara Sembiring, Michael Fernando Simanjuntak, Wilmar Sri Mulyati Sugiono, Dimas Suhermin, Suhermin Sumarno, Ahmad Agus Utami, Annisa Dwi Wusono, Medi Yolanda, Siti