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All Journal Jurnal Mantik International Journal of Enterprise Modelling
Deasy Rinayanti Pelealu
Universitas Widya Dharma Pontianak, Pontianak, Indonesia
Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Engineering Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Library & Information Science Mathematics Transportation

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The influence of work overload, person-job fit, and work engagement on employee performance through job stress as a variable intervening in automotive companies Deasy Rinayanti Pelealu
Jurnal Mantik Vol. 7 No. 2 (2023): Agustus: Manajemen, Teknologi Informatika dan Komunikasi (Mantik)
Publisher : Institute of Computer Science (IOCS)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35335/mantik.v7i2.4036

Abstract

Internal factors that affect employee performance include employee quality and competence related to education, training, work ethic, motivation, and mental resilience that affect work stress thresholds, the suitability of employee characteristics with the field of work and the physical condition of employees. This study aims to examine the factors that affect employee performance to help companies evaluate work, especially in terms of work overload, person-job fit, and work engagement. The research uses quantitative methods with 100 employees from the Pontianak City automotive industry as subjects. The analysis of this study is a structural approach to the Equation Model (SEM) with the help of smart PLS. The workload variable has a significant positive effect on work stress, the person-job fit variable has a significant negative effect on work, the work engagement variable has a significant negative effect on work stress, the work overload variable has no effect on employee performance, and person-job fit variable has a significant positive effect on performance employees, there is a significant positive effect between work engagement variables on employee performance, a significant negative effect between work stress variables on employee performance, a significant negative effect between workload variables on employee performance mediated by work stress, a significant negative effect between person-job fit variables on employee performance is mediated by work stress. There is no influence between variables on employee performance.
Employee performance management in NGOs through the non-physical work environment and psychological well-being: A systematic literature review Deasy Rinayanti Pelealu
International Journal of Enterprise Modelling Vol. 20 No. 2 (2026): May: Enterprise Modelling
Publisher : International Enterprise Integration Association

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35335/int.jo.emod.v20i2.183

Abstract

This study aims to analyze the interrelationship between the non-physical work environment, psychological well-being, and employee performance in nonprofit organizations (NGOs). NGOs operate under resource constraints and rely heavily on non-material approaches to manage employee performance. A Systematic Literature Review (SLR) using the PRISMA framework was conducted on articles indexed in Scopus, Google Scholar, and SINTA, published between 2015 and 2025. A total of 25 articles were selected and analyzed using thematic analysis. The findings show that the non-physical work environment—such as leadership, communication, and social support—has a significant impact on employee performance. Psychological well-being also plays a crucial role, both as a direct determinant and as a mediating variable linking the work environment to performance. In NGO contexts, intrinsic factors such as meaningful work and value alignment are more influential than financial incentives. This study offers novelty by providing an integrated synthesis that simultaneously examines these three variables within the NGO context, which has been largely overlooked in previous fragmented studies. Practically, the findings suggest that NGO managers should prioritize leadership development, strengthen internal communication, and design well-being-oriented policies to improve sustainable employee performance.
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