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All Journal International Journal of Science and Society (IJSOC)
Rendi, Pras
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Materials Science & Nanotechnology Social Sciences

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The Effect of Competency, Organizational Commitment, Work Environment, and Motivation on Employee Productivity Samosir, Tetti Sartika; Rendi, Pras; Sofiyati, Nunung Ayu
International Journal of Science and Society Vol 8 No 1 (2026): International Journal of Science and Society (IJSOC)
Publisher : GoAcademica Research & Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54783/ijsoc.v8i1.1602

Abstract

The purpose of this research is to examine the connection between productivity and competence, organizational commitment, and the work environment, and to determine how work motivation moderates this relationship. A quantitative explanatory technique was used to conduct the study at PT XYZ in Bengkulu. With the use of purposive sample and proportionate stratification by division and work shift, 168 out of 287 operational personnel were chosen to participate in the survey. PLS-SEM using SmartPLS 4 was used to evaluate data received from a structured questionnaire that used a Likert scale. There is no statistically significant relationship between factor (X1), factor (X2), or factor (X3) and productivity, according to the data. In contrast, there is a positive and statistically significant relationship between intrinsic drive at work and output. Furthermore, the correlation between factor (X1) and productivity is moderated by factor (Z), as is the correlation between factor (X3) and productivity. This means that when employees are highly motivated, a good factor (X3) and competent workers are more likely to result in increased productivity. On the other hand, the correlation between factor (X2) and productivity is unmodified by job motivation. A total of 26.7% of the variation in productivity across workers is explained by the model. In the context of car production, these results emphasize the importance of intrinsic motivation in maximizing the impact of both human and environmental factors on productivity.
The Impact of Ethical Leadership on Employee Engagement Through Job Insecurity Kurniawan, Dedi; Rendi, Pras; Sofiati, Nunung Ayu; Chandra, Rama
International Journal of Science and Society Vol 8 No 1 (2026): International Journal of Science and Society (IJSOC)
Publisher : GoAcademica Research & Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54783/ijsoc.v8i1.1619

Abstract

This research investigates how ethical leadership shapes employee engagement, with job insecurity examined as a possible mediating mechanism at Bank Syariah Indonesia KC Jakarta Fatmawati 2. 172 employees who were chosen by probability sampling were surveyed for the study using a quantitative explanatory design. Structured questionnaires were used to collect the data, and SEM-PLS was used for analysis. Sound instruments are confirmed by the measurement model, which shows that all constructs meet reliability, discriminant validity, and convergent validity requirements. Structural results show ethical leadership exerts a strong, positive, and significant direct effect on employee engagement, implying that leaders who act with integrity, fairness, and transparency strengthen employees’ vigor, dedication, and involvement at work. In contrast, ethical leadership does not significantly predict job insecurity, and job insecurity does not significantly predict employee engagement. Nonetheless, bootstrapped mediation testing reveals a significant indirect effect of ethical leadership on engagement through job insecurity, consistent with an indirect-only mediation pattern. Overall, ethical leadership emerges as the primary driver of employee engagement, while job insecurity contributes a secondary, limited mediating pathway, underscoring the importance of reinforcing ethical leadership practices.
The Influence of Leadership Style and Work Loyalty on Employee Performance with Organizational Culture as a Moderating Variable at PT Smart Retail Perkasa Sutio, Andry; Rendi, Pras; Sofianti, Nunung Ayu; Jaya, Rama Chandra
International Journal of Science and Society Vol 8 No 1 (2026): International Journal of Science and Society (IJSOC)
Publisher : GoAcademica Research & Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54783/ijsoc.v8i1.1622

Abstract

Employee performance tends to improve alongside higher-quality leadership and stronger work loyalty. Positive and significant regression coefficients indicate that both variables are key determinants of performance. A strong organizational culture further reinforces these relationships, highlighting the alignment between leadership practices, employee attitudes, and organizational values in enhancing work outcomes, while also offering practical guidance for retail management. This study aims to examine the influence of leadership style and work loyalty on employee performance, with organizational culture serving as a moderating variable at PT Smart Retail Perkasa. The research employs a causal quantitative approach. Data were collected through questionnaire distribution to employees and analyzed using multiple linear regression and moderation analysis with bootstrapping techniques to statistically verify the relationships among variables. The findings reveal that leadership style has a positive and significant effect on employee performance (t = 2.628; p = 0.009). Similarly, work loyalty demonstrates a positive and significant influence on performance (t = 2.586; p = 0.010). Organizational culture not only directly affects employee performance but also strengthens the effect of leadership style on performance (t = 3.401; p = 0.001) and amplifies the influence of work loyalty on performance (t = 2.760; p = 0.006). These results indicate that employee performance increases when effective leadership and high work loyalty are supported by a strong organizational culture. This study confirms that employee performance is shaped by leadership style and work loyalty, with organizational culture acting as a reinforcing factor. Therefore, improving performance requires the integration of effective leadership, strong employee loyalty, and a cohesive organizational culture.
Co-Authors Chandra, Rama Dedi Kurniawan Jaya, Rama Chandra Nunung Ayu Sofiati (Efi) Samosir, Tetti Sartika Sofianti, Nunung Ayu Sofiyati, Nunung Ayu Sutio, Andry