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All Journal Psikologi Prima International Journal of Marketing and Human Resource Research
Pras Rendy
Universitas Indonesia Membangun
Humanities Economics, Econometrics & Finance Education Neuroscience Social Sciences Other

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The Effect of Work Flexibility and Job Satisfaction on Job Performance Among Live Streaming Hosts at Agency X Natasya Inka Pramesti; Pras Rendy
International Journal of Marketing & Human Resource Research Vol. 7 No. 2 (2026): International Journal of Marketing & Human Resourches Research
Publisher : Training & Research Institute - Jeramba Ilmu Sukses

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47747/ijmhrr.v7i2.3425

Abstract

Flexible working arrangements do not always have a positive impact on performance; they can also create performance pressure that affects job performance. This condition triggers stress, especially when the achievements at the start of the live streaming session are still far from the set targets. This study aims to measure the effects of work flexibility and job satisfaction on job performance among live streaming hosts at Agency X. It uses a total population sampling method, with a sample size equal to the population of 60 live streaming hosts. The research method uses a quantitative, correlational design. The results of the study indicate that work flexibility and job satisfaction simultaneously have a significant effect on job performance (F = 46.470; p < 0.001), with a coefficient of determination (R²) of 0.620 indicating that 62% of the variation in job performance can be explained by the two independent variables work flexibility and job satisfaction while the remaining 38% is influenced by other factors outside the scope of the variables under study. The analysis results partially show that work flexibility has a positive and significant effect on job performance (β = 0.570; t = 6.129; p < 0.001). This finding indicates that the greater an individual's perceived work flexibility, the higher their job performance. Conversely, job satisfaction exhibits a negative and significant influence on job performance (β = -0.881; t = -9.469; p < 0.001). These results indicate that higher job satisfaction is negatively correlated with job performance in this study. Given these significant effects, it follows that changes in the level of work flexibility or job satisfaction will be accompanied by changes in job performance.
The Effect of Workload and Social Support on Burnout in Employees of the Bandung Regency Regional Revenue Agency Ega Rulli Raharja; Pras Rendy
Psikologi Prima Vol. 9 No. 1 (2026): Psikologi Prima
Publisher : unprimdn.ac.id

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34012/psychoprima.v9i1.8415

Abstract

Burnout is a chronic condition in the form of emotional, mental, and physical fatigue caused by long-term work pressure. This study aims to examine the influence of workload and social support on burnout in employees of the Regional Revenue Agency (BAPENDA) of Bandung Regency. The quantitative research design was used with multiple linear regression analysis. Data was collected from 80 employees who were selected through purposive sampling techniques. The results showed that workload had a significant effect on burnout (β = −0.868; t = −68.479; p < 0.001), while social support also significantly affected burnout (β = 0.493; t = 38.865; p < 0.001). The negative coefficient for workload indicates an inverse relationship in the coding direction of the measurement scale used in this study. In other words, lower scores on the workload scale represented higher perceived workload, which statistically produced a negative coefficient. Therefore, substantively, the findings still indicate that higher workload is associated with increased burnout among employees. Simultaneously, workload and social support accounted for 98.7% of the burnout variance (F = 3,075,171; p < 0.001; Adjusted R² = 0.987). These findings confirm the Job Demands-Resources (JD-R) model and affirm the importance of balanced workload management and strengthening social support systems in preventing employee burnout in public sector organizations.
Work Stress, Transformational Leadership, and Employees’ Psychological Well-Being: Evidence from PT X Bandung Qansha Ramaniya Ailsa; Pras Rendy; Recky Recky; Kartika Nuradina
International Journal of Marketing & Human Resource Research Vol. 7 No. 3 (2026): International Journal of Marketing & Human Resourches Research
Publisher : Training & Research Institute - Jeramba Ilmu Sukses

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47747/ijmhrr.v7i3.3521

Abstract

This study examines the relationships between work stress, transformational leadership, and employees’ psychological well-being at PT X Bandung. A quantitative explanatory design was employed using a cross-sectional survey. The study involved all 65 active employees, who were selected through total sampling. Data were collected using a five-point Likert-scale questionnaire and analyzed with descriptive statistics, item validity testing, reliability testing, regression diagnostics, and multiple linear regression using IBM SPSS Statistics version 26. The results showed that work stress had a negative but statistically nonsignificant association with psychological well-being (B = −0.063, t = −0.355, p = 0.724). This finding indicates that the available data did not provide sufficient evidence that work stress independently predicted psychological well-being after transformational leadership was controlled. In contrast, transformational leadership had a positive and statistically significant association with psychological well-being (B = 0.814, t = 4.273, p < 0.001). The overall regression model was significant, F(2, 62) = 22.644, p < 0.001, and explained 42.2% of the variance in psychological well-being, with an adjusted R² of 0.403. These findings suggest that transformational leadership is an important organizational factor associated with employees’ psychological well-being. However, the results should be interpreted cautiously because the study used a cross-sectional design, involved a single organization, and identified non-normal regression residuals
Analysis of Emotional Dissonance and Burnout on Sales Aggressiveness Among Sales Promoters at PT X Septi Revalinda; Kartika Nuradina; Recky Recky; Pras Rendy
International Journal of Marketing & Human Resource Research Vol. 7 No. 3 (2026): International Journal of Marketing & Human Resourches Research
Publisher : Training & Research Institute - Jeramba Ilmu Sukses

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47747/ijmhrr.v7i3.3609

Abstract

Sales staff in the retail sector are required to meet sales targets while providing quality service to customers. These demands can lead to emotional dissonance, a condition in which sales staff must display emotions that differ from their true feelings, which has the potential to trigger burnout and increase the likelihood of aggressive sales behavior. This study aims to analyze the relationship between emotional dissonance, burnout, and sales aggression among Sales Promotion Girls (SPG) and Sales Promotion Men (SPM) at PT X. The study employs a quantitative approach using an explanatory survey method. The sample consisted of 126 respondents selected using simple random sampling. Data were collected via a Likert-scale questionnaire and analyzed using descriptive statistics and Spearman’s rank correlation test, as the data were not normally distributed. The results of the study indicate that emotional dissonance, burnout, and sales aggression generally fall into the low category, with mean scores of 33.15, 40.16, and 29.73, respectively. Nevertheless, the correlation test results show a positive and significant relationship among the variables. Emotional dissonance has a strong relationship with burnout (ρ = 0.776; p < 0.001) and a very strong relationship with sales aggression (ρ = 0.933; p < 0.001), while burnout also has a strong relationship with sales aggression (ρ = 0.796; p < 0.001). These findings indicate that the higher the level of emotional dissonance experienced by salespeople, the higher their levels of burnout and tendency toward sales aggression. Therefore, companies need to strengthen organizational support, create a conducive work environment, and improve the management of employees’ psychological well-being to minimize burnout and aggressive sales behavior while enhancing the quality of customer service
Co-Authors Ega Rulli Raharja Natasya Inka Pramesti Nuradina, Kartika Qansha Ramaniya Ailsa Septi Revalinda