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All Journal EKOMBIS REVIEW: Jurnal Ilmiah Ekonomi dan Bisnis Jurnal Sinar Manajemen Otoritas : Jurnal Ilmu Pemerintahan SEIKO : Journal of Management & Business Abdimas Umtas : Jurnal Pengabdian kepada Masyarakat Public Corner Tax Literacy and Leadership Agility: Indigenous Peoples Awareness in Paying Taxes Jurnal Akuntansi, Manajemen dan Ilmu Ekonomi (JASMIEN) International Journal of Health, Economics, and Social Sciences (IJHESS) Multidiciplinary Output Research for Actual and International Issue (Morfai Journal) Journal of Research in Social Science and Humanities Jurnal Kolaboratif Sains Jurnal Fokus Manajemen ProBisnis : Jurnal Manajemen International Journal of Economic, Technology and Social Sciences (Injects) Journal of Management, Economic, and Accounting International Journal of Economics, Management and Accounting Jurnal Ilmiah Multidisiplin Indonesia Equivalent : Journal of Economic, Accounting and Management International Journal of Management, Economic and Accounting Optimal: Jurnal Ekonomi dan Manajemen
Kholilul Kholik
Department Of Management, Faculty Of Economics And Business, Universitas Pembangunan Panca Budi, Medan, Indonesia
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The Effect of Organizational Commitment, Motivation and Employee Retention on Employee Performance with Performance Discipline as an Intervening Variable at PT Pelindo Regional I Ricky Ganda; Kholilul Kholik; M. Toyib Daulay
Journal of Research in Social Science and Humanities Vol 5, No 4 (2025)
Publisher : Utan Kayu Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47679/jrssh.v5i4.580

Abstract

This study aims to analyze the influence of organizational commitment, motivation, and employee retention on employee performance with work discipline as an intervening variable at PT Pelindo Regional I. This study uses a quantitative approach with a survey method, where the population is all 98 permanent employees and sampling is carried out using saturated sampling techniques. Data collection was carried out through a questionnaire with a Likert scale, while data analysis used Partial Least Square-Structural Equation Modeling (PLS-SEM) through SmartPLS. Testing of the outer model includes convergent validity, discriminant validity, and reliability tests, which show that all indicators are valid and reliable after the elimination of one indicator. The inner testing of the model includes R-Square, Q-Square, and Goodness of Fit analysis. The R-Square value shows that Work Discipline is explained by an exogenous variable of 43.1%, while Employee Performance is explained by 49.2%, and a GoF value of 0.558 indicates that the model has a strong level of compatibility. The results of the study show that work discipline has a positive and significant effect on employee performance, which means that the higher the discipline, the better the performance. Organizational commitment has a positive and significant effect on work discipline, but does not have a significant effect directly on employee performance, indicating the need for intermediate variables. Work motivation has been shown to have a positive and significant effect on both work discipline and employee performance, showing that motivated employees will be more disciplined and perform better. Employee retention shows the strongest positive and significant influence on work discipline and also has a significant effect on employee performance, indicating the importance of retaining quality employees. The results of the mediation test proved that work discipline mediated the influence of organizational commitment, work motivation, and employee retention on employee performance significantly, with the strongest mediating effect on employee retention. This study concludes that work discipline is a key variable that mediates the relationship between organizational commitment, motivation, and retention and employee performance at PT Pelindo Regional I.
Analysis of Work Engagement, Organizational Culture and Loyalty to Employee Performance with Sustainability Strategy as Intervening Variables at PT Pelindo Multi Terminal Deni Spartan; Kholilul Kholik; Yohny Anwar
Journal of Research in Social Science and Humanities Vol 5, No 4 (2025)
Publisher : Utan Kayu Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47679/jrssh.v5i4.596

Abstract

This study aims to analyze the influence of work engagement, organizational culture, and work loyalty on employee performance with sustainability strategy as an intervening variable at PT Pelindo Multi Terminal Belawan. The design of this study uses a quantitative method with a descriptive approach. The research population is all permanent employees totaling 170 people. The sample was determined using the Slovin formula with an error rate of 10%, so that a sample of 63 respondents was obtained. The sampling technique used is probability sampling with a simple random sampling approach. The data collection technique was carried out through a questionnaire based on the Likert scale. The collected data was analyzed using Structural Equation Modeling based on Partial Least Square (SEM-PLS) with SmartPLS software. The results of the study show that work loyalty, followed by organizational culture, has also been proven to have a significant effect on employee performance. Organizational culture and work engagement have proven to have a positive and significant influence on sustainability strategies, showing that strong organizational values and high employee involvement are able to encourage the implementation of green port initiatives at PT Pelindo Multi Terminal. However, research found that work engagement had no significant effect on employee performance directly, and work loyalty had no significant effect on sustainability strategy. The most important finding is that sustainability strategies do not have a significant effect on employee performance and are not able to play a role as an effective intervening variable in mediating the influence of organizational culture, work loyalty, and work engagement on employee performance
The Influence of Leadership Style and Rewards to Performance Assessment With Discipline as Intervening in PT Pelindo Multi Terminal Branch Belawan Muhammad Ikhlas; Sri Rahayu; Kholilul Kholik
Journal of Research in Social Science and Humanities Vol 5, No 4 (2025)
Publisher : Utan Kayu Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47679/jrssh.v5i4.587

Abstract

This study aims to analyze the influence of Leadership Style and Reward on Performance Assessment with Discipline as an intervening variable in PT Pelindomulti Terminal Branch Belawan. This type of research is quantitative research with a causal associative approach. The population in this study is all organic and non-organic employees of PT Pelindomulti Terminal Branch Belawan which totals 276 employees. The determination of the number of samples refers to Arikunto's opinion by setting the sample at 25% and obtained 92 respondents who were selected using the proportionate stratified random sampling technique. The data collection technique was carried out through a questionnaire with a Likert scale of 1-5, as well as a documentation study. The data analysis technique uses Structural Equation Modeling (SEM) with a Partial Least Square (PLS) approach through SmartPLS 4.0 software. The results of the study showed that work discipline had an effect on performance assessment, leadership style had an effect on work discipline but did not have a direct effect on performance assessment, and rewards had an effect on work discipline and performance assessment. In addition, work discipline has been shown to mediate the influence of leadership style on performance assessment, but does not mediate the effect of rewards on performance assessment. This research emphasizes the importance of the role of work discipline as a connecting channel between leadership and performance, as well as the need for the management of a reward system that is in line with employee performance achievements. The results of this study also show that the research model has strong predictive ability with an R² value of 78.7% for Work Discipline and 82.3% for Performance Assessment. This study concludes that Leadership Style is the strongest predictor in shaping employee work discipline, and this high discipline then improves employee performance
The Effect of Training, Competence and Loyalty on Employee Performance with Employee Engagement as a Moderation Variable in PT Pelindo Multi Terminal Farid Chairmawan; M. Chaerul Rizky; Kholilul Kholik
Equivalent : Journal of Economic, Accounting and Management Vol. 4 No. 2 (2026): Equivalent : Journal of Economic, Accounting and Management
Publisher : CV. Doki Course and Training

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61994/equivalent.v4i2.1950

Abstract

This study aims to analyze the influence of training, competence, and loyalty on employee performance with employee engagement as a moderation variable at PT Pelindo Multi Terminal Branch Belawan. This study uses a quantitative approach with a causal associative research method to test the cause-effect relationship between variables. The research population is all employees of PT Pelindo Multi Terminal Branch Belawan which totals 40 people, with the sample determination technique used is the census technique (saturated sampling). Data was collected through a questionnaire with a Likert scale that has been tested for validity and reliability. The data analysis technique used Partial Least Square-Structural Equation Modeling (PLS-SEM) with SmartPLS software version 4.0 to test the measurement model (outer model) and structural model (inner model), as well as to analyze the effect of employee engagement moderation on the relationship between independent and dependent variables. The results show that training and competencies have a positive and significant effect on employee performance, with competence as the most dominant factor. However, loyalty and employee engagement also do not have a significant effect on employee performance. For the moderation relationship, the employee engagement variable was not shown to moderate the relationship between employee competence and performance, nor did it moderate the relationship between employee loyalty and performance, nor did it moderate the relationship between training and employee performance. The research model has an R² value of 0.739 which shows that the variables of training, competence, loyalty, and employee engagement are able to explain 73.9% of the variation in employee performance, with a Q² value of 0.739 which indicates excellent predictive relevance.
The Effect of Transformational Leadership and Work Discipline on Employee Performance of PT Jaya Abadi Siaga With Organizational Support as an Intervening Variable Kuni Inayati; Darmilisani; Kholilul Kholik
Jurnal Akuntansi, Manajemen dan Ilmu Ekonomi (Jasmien) Vol. 6 No. 3 (2026): Jurnal Akuntansi, Manajemen dan Ilmu Ekonomi (Jasmien)
Publisher : Cattleya Darmaya Fortuna

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54209/jasmien.v6i2.2577

Abstract

his study aims to analyze the effect of transformational leadership and work discipline on employee performance with organizational support as an intervening variable at PT Jaya Abadi Siaga Medan. This research uses a quantitative approach with an associative research type. The population in this study consists of all employees of PT Jaya Abadi Siaga Medan, totaling 60 individuals. The sampling technique used is the census method, in which the entire population is used as the research sample. The data analysis technique employed is Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) using SmartPLS software. The results of the study indicate that transformational leadership has a positive and significant effect on organizational support and employee performance. Work discipline has a positive and significant effect on organizational support, but does not have a significant effect on employee performance. Organizational support has a positive and significant effect on employee performance. Furthermore, organizational support is able to mediate the effect of work discipline and transformational leadership on employee performance. Thus, it can be concluded that organizational support plays an important role in improving employee performance, both directly and as an intervening variable.  
Career Development at PT PLN (Persero) UP3 Nias Bambang Pramono; Hilfan Helmy; Anton Sobirin; Ardani Putra Yudha; Kholilul Kholik
International Journal of Management, Economic and Accounting Vol. 4 No. 4 (2026): August 2026
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/5krvxy42

Abstract

Career development is a strategic aspect of human resource management that plays an important role in improving employee competence, motivation, and performance. Organizations with effective career development systems are able to create more competent employees and strengthen employee commitment toward organizational goals. This study aims to analyze the effect of career development on employee performance at PT PLN (Persero) UP3 Nias. This research employed a quantitative approach with an explanatory research design. The population consisted of all employees of PT PLN (Persero) UP3 Nias, with a total sample of 56 respondents selected using a total sampling technique. Data were collected through a questionnaire using a five-point Likert scale consisting of 25 statement items. Data analysis was conducted using SPSS through validity testing, reliability testing, descriptive statistical analysis, linear regression analysis, t-test, and coefficient of determination analysis. The results indicate that career development is perceived at a high level with an average score of 4.16. The research instrument was proven valid and reliable with a Cronbach's Alpha value of 0.921. The regression analysis shows that career development has a positive and significant effect on employee performance, indicated by a significance value of 0.000 < 0.05 and a coefficient of determination of 46.8%. The findings demonstrate that better career development practices implemented by the organization contribute to higher employee performance. This study provides managerial implications for PT PLN (Persero) UP3 Nias to strengthen career planning systems, improve competency development programs, and establish transparent competency-based promotion mechanisms.
The Effect of Work Communication and Employee Competence on Organizational Performance at the Youth and Sports Office Teguh Wahyono; Riska Anggraini; Kholilul Kholik
International Journal of Management, Economic and Accounting Vol. 4 No. 4 (2026): August 2026
Publisher : Yayasan Multidimensi Kreatif

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61306/veqdw724

Abstract

This study aims to analyze the effect of work communication and employee competence on organizational performance, as reflected in employee performance, at the Youth and Sports Office (Dinas Kepemudaan dan Keolahragaan) of North Sumatra Province. A quantitative associative approach was used with multiple linear regression analysis. The population comprised all 83 civil servants at the office, and a saturated sampling technique was applied so that the entire population served as the research sample. Data were collected through questionnaires and analyzed using classical assumption tests, the t-test, the F-test, and the coefficient of determination with SPSS 25.0. The results show that work communication has a positive and significant partial effect on organizational performance (t = 4.164; sig. = 0.000), and employee competence also has a positive and significant partial effect (t = 5.168; sig. = 0.000) and is the more dominant predictor of the two. Simultaneously, work communication and employee competence significantly affect organizational performance (F = 64.189; sig. = 0.000), explaining 61.6% of its variance (R² = 0.616), while the remaining 38.4% is explained by other factors outside the model. These findings indicate that effective communication and adequate employee competence, when developed together, are key drivers for improving the performance of public sector organizations such as regional youth and sports offices.
ANALYSIS OF THE TRANSFORMATIONAL LEADERSHIP STYLE OF SUB-DISTRICT HEADS AND THE WORK ENVIRONMENT ON THE PERFORMANCE OF NEIGHBORHOOD HEADS WITH WORK MOTIVATION AS AN INTERVENING VARIABLE AT THE MEDAN BARU SUB-DISTRICT OFFICE MEDAN CITY Ody Rinaldi Sinaga; Desi Astuti; Kholilul Kholik
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 5 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i5.4425

Abstract

This study aims to analyze the influence of transformational leadership style and work environment on the performance of neighborhood heads with work motivation as an intervening variable at the Medan Baru Subdistrict Office in Medan City. The research problem is motivated by the differences in performance levels among neighborhood heads, which are suspected to be influenced by the subdistrict head's leadership style, work environment conditions, and individual motivation levels. This study uses a quantitative approach with a population of 64 neighborhood heads in Medan Baru Subdistrict, which was used as a saturated sample. Data analysis techniques use Partial Least Squares (PLS) through the SmartPLS 4 program. The results show that transformational leadership has a positive but insignificant effect on the performance of neighborhood heads, but has a positive and significant effect on work motivation. The work environment has a negative and insignificant effect on performance, but a positive and significant effect on work motivation. Work motivation has a positive and significant effect on the performance of neighborhood heads. In addition, work motivation is proven to significantly mediate the relationship between transformational leadership and the work environment on the performance of neighborhood heads. The R² value shows that 81.7% of the variation in work motivation and 95.1% of the variation in performance can be explained by this research model. The research findings confirm that improving the performance of neighborhood heads can be achieved by strengthening work motivation driven by the transformational leadership style of the sub-district head and a conducive work environment. It is recommended that the Medan Baru Sub-District Office strengthen leadership development and attention to employee potential, improve the comfort of the work environment, and provide rewards that encourage work motivation and responsibility.
THE INFLUENCE OF MOTIVATION, JOB EDUCATION, TOTAL PARTICIPATION, AND LEADERSHIP ON EMPLOYEE PERFORMANCE ASSESSMENT WITH JOB SATISFACTION AS AN INTERVENING VARIABLE AT PTPN 4 REGIONAL 1 RANTAUPRAPAT PROMISE GARDEN Stefen Daniel Berkat Hutabarat; Kholilul Kholik; Muhammad Toyib Daulay
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.18639011

Abstract

This study analyzes the influence of work motivation, job education, total participation, and leadership on employee performance assessment, with job satisfaction as an intervening variable, at PTPN IV Regional 1 Janji Rantauprapat Garden. The labor-intensive plantation sector faces challenges in enhancing employee performance, which is influenced by factors such as motivation, training, employee involvement, and leadership styles. This research employs a quantitative approach, utilizing a census method that included all 127 permanent employees. Data analysis was conducted using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) with the aid of SmartPLS 4.0 software. The findings indicate that none of the exogenous variables (work motivation, job education, total participation, and leadership) had a significant direct or indirect influence on either job satisfaction or employee performance. Furthermore, job satisfaction was not found to significantly mediate the relationship between the exogenous variables and employee performance. Additionally, the research model demonstrated low predictive relevance (Q-Square value), suggesting that it does not adequately explain the variations in job satisfaction and employee performance within this specific context. This study concludes that the hypothesized relationships were not significant in this setting, highlighting the need for further research considering other factors or different methodologies to understand employee performance drivers.
THE INFLUENCE OF ORGANIZATIONAL CULTURE AND WORK DISCIPLINE THROUGH WORK INVOLVEMENT AS AN INTERVENING VARIABLE IN IMPROVING EMPLOYEE PERFORMANCE AT THE MEDAN HELVETIA SUB-DISTRICT OFFICE Hanifah; Kholilul Kholik; Darmilisani
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 2 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.18729162

Abstract

This study aims to analyze the influence of Organizational Culture and Work Discipline on Employee Performance with Work Engagement as a mediating variable at the Medan Helvetia Sub-District Office. This research employs a quantitative approach using the Partial Least Square (PLS) method to examine the relationships among variables. Data were collected through questionnaires distributed to employees of the Medan Helvetia Sub-District Office. The results indicate that Organizational Culture has a positive and significant effect on Work Engagement but does not have a direct effect on Employee Performance. Work Discipline has a positive and significant effect on both Work Engagement and Employee Performance. Furthermore, the results show that Organizational Culture positively and significantly affects Work Engagement with an original sample value of 0.501 and a p-value of 0.000. Organizational Culture has a positive but not significant effect on Employee Performance with an original sample value of 0.120 and a p-value of 0.214. Work Discipline positively and significantly affects Work Engagement with an original sample value of 0.472 and a p-value of 0.000, and it also positively and significantly affects Employee Performance with an original sample value of 0.354 and a p-value of 0.000. Work Engagement positively and significantly affects Employee Performance with an original sample value of 0.479 and a p-value of 0.001. Organizational Culture positively and significantly influences Employee Performance through Work Engagement with an original sample value of 0.240 and a p-value of 0.005, while Work Discipline positively and significantly influences Employee Performance through Work Engagement with an original sample value of 0.226 and a p-value of 0.002.
Co-Authors , Wilchan Robain Abdi Setiawan Adelia Sarumaha Agung Saputra Ahmad Fauzi Lubis Aladin Aladin Anton Sobirin Anton Sobirin Ardani Putra Yudha Bambang Pramono Bella Cyintia Maramis Cut Liana Meilani Darmilisani Darni Br Barus Deni Spartan Deni Spartan Desi Astuti Devi Santika Eli Delvi Yanti Elidawaty Purba Fahri Dwi Wardana Farid Chairmawan Faustyna Faustyna Ferisna Yuliamita Saragih Geiger Fransisco Nainggolan Gracely Agatha Malau Hanifah Helmaini Sinaga Hilfan Helmy Ibnu Ikhlas Sirait Iin Juliani Saragih Iman Sudirman Ina Febrina Iwan Van Heru Purba Juan Ardian Kiki Farida Ferine Kuni Inayati M. Chaerul Rizky M. Chaerul Rizky M. Toyib Daulay Mafazan Nuha Annisa Mahfud Syukri Melynia Amira Putri Mila Trisna Sari Minarti Sri Wachyuni Mohammad Yusri Monica Fransiska Gultom Muhammad Ihsan Harahap Muhammad Ikhlas Muhammad Toyib Daulay Muhammad Yalzamul Insan Ody Rinaldi Sinaga Putri Melinda Cahya Ria Suryani Saragih Ricky Ganda Risha Joanda Riska Anggraini Risliana Octavia Siregar Sahrim Sahrim Saimara A.M Sebayang Samsir Toona Sarifah Rista Maulina Savika Amanda SITI HAJAR Siti Humairah Sovia Delviana Br Kaban Sri Rahayu Sri Rahayu Sri Rahayu Stefen Daniel Berkat Hutabarat Surya Ananta Febrianti Syafrizal Syafrizal Syaiful Kadri Tegar Aryo Nugroho Lubis Teguh Hari Permana Putra Teguh Wahyono Teguh Wahyono Yana Diana Yohny Anwar Yolanda Yolanda Yonny Anwar Yunira Khairani Yunita Arianty Yusni haujar Yusril Mahendra Tanjung Yusriyyah Nabiilah Yusuf Arifin