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The Impact of Work–Life Balance, Job Stress, and Compensation on Employee Retention Niken Widyastuti; Jemadi; Lisa Gresti Sella Damanik; Noorhani Dyani Laksmi
Journal Management & Economics Review (JUMPER) Vol. 3 No. 10. 1 (2026): Special Issue: Call For Paper JUMPER
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i10. 1.1024

Employee retention has become an important issue for organizations seeking to maintain workforce stability and sustain long-term organizational performance. This study aims to examine the impact of work–life balance, job stress, and compensation on employee retention. A quantitative research approach was employed using a survey method to collect primary data from 150 employees working in various organizations. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with the assistance of SmartPLS. The results indicate that work–life balance has a positive and significant effect on employee retention, suggesting that employees who are able to maintain a balance between work and personal life are more likely to remain committed to their organizations. In contrast, job stress has a negative and significant influence on employee retention, indicating that higher levels of workplace stress increase the likelihood of employee turnover. Furthermore, compensation was found to have the strongest positive effect on employee retention, demonstrating that fair and competitive compensation plays a crucial role in motivating employees to stay within the organization. These findings highlight the importance of implementing effective human resource management strategies that promote work–life balance, reduce job stress, and provide competitive compensation systems. By addressing these factors, organizations can improve employee satisfaction, strengthen organizational commitment, and enhance employee retention in the long term.Work–Life Balance

The Impact of Transformational Leadership on Employee Performance and Job Satisfaction Gde Bayu Surya Parwita; Hermin Nainggolan; Noorhani Dyani Laksmi; Ilyas
Journal Management & Economics Review (JUMPER) Vol. 3 No. 10. 1 (2026): Special Issue: Call For Paper JUMPER
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i10. 1.1028

This study aims to examine the impact of creativity, market orientation, and competitive strategy on startup performance. In This study aims to examine the impact of transformational leadership on employee performance and job satisfaction, as well as the mediating role of job satisfaction in the relationship between transformational leadership and employee performance. A quantitative research approach with a causal design was employed, and data were collected from 200 employees using a structured questionnaire based on a five-point Likert scale. The data were analyzed using Structural Equation Modeling with the Partial Least Squares (SEM-PLS) method. The results indicate that transformational leadership has a positive and significant effect on employee performance and job satisfaction. Furthermore, job satisfaction is found to have a significant positive effect on employee performance. The mediation analysis reveals that job satisfaction partially mediates the relationship between transformational leadership and employee performance, indicating that transformational leadership enhances performance both directly and indirectly through improving employee satisfaction. These findings highlight the importance of transformational leadership in fostering a supportive work environment that enhances employee attitudes and performance outcomes. The study provides practical implications for organizations to invest in leadership development programs and improve job satisfaction to achieve sustainable organizational performance.

The Effect of Dynamic Capability, Strategic Innovation, and Market Orientation on Competitive Advantage of MSMEs in Culinary Sector Novianty Djafri; Noorhani Dyani Laksmi; I Ketut Damana; Bambang Suharto
Journal Management & Economics Review (JUMPER) Vol. 3 No. 10. 1 (2026): Special Issue: Call For Paper JUMPER
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i10. 1.991

This study examines the effect of dynamic capability, strategic innovation, and market orientation on competitive advantage among Micro, Small, and Medium Enterprises (MSMEs) in the culinary sector. In an increasingly dynamic and competitive business environment, culinary MSMEs must develop adaptive and market-driven strategies to sustain superior performance. Drawing upon dynamic capability theory and market orientation perspectives, this research proposes an integrated framework to explain how internal capabilities and external market responsiveness contribute to competitive advantage. A quantitative explanatory research design was employed, using survey data collected from 210 culinary MSME owners and managers. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results reveal that dynamic capability, strategic innovation, and market orientation each have a positive and significant effect on competitive advantage. Strategic innovation emerges as the strongest direct predictor of competitive advantage. Furthermore, strategic innovation partially mediates the relationship between dynamic capability and competitive advantage, while market orientation significantly moderates the relationship between dynamic capability and strategic innovation. The model explains 67.2% of the variance in competitive advantage, indicating substantial explanatory power. These findings suggest that sustainable competitiveness in culinary MSMEs is achieved through the integration of adaptive capabilities, continuous innovation, and strong market responsiveness. The study contributes to strategic management literature by clarifying the interplay among dynamic capability, innovation strategy, and market orientation in enhancing MSME competitiveness, while also offering practical implications for entrepreneurs and policymakers.

The Influence of Transformational Leadership, Job Satisfaction, and Organizational Commitment on Employee Performance Setia Permana; Firman Dera; Ramdan Yusuf; Noorhani Dyani Laksmi
Journal Management & Economics Review (JUMPER) Vol. 3 No. 10. 1 (2026): Special Issue: Call For Paper JUMPER
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i10. 1.1030

This study aims to examine the influence of transformational leadership, job satisfaction, and organizational commitment on employee performance. In today's competitive organizational environment, improving employee performance is essential for achieving organizational effectiveness and sustainability. Transformational leadership is considered an important leadership approach that inspires employees to achieve higher levels of performance, while job satisfaction and organizational commitment are key psychological factors that influence employees’ attitudes and behaviors in the workplace. This study employs a quantitative research approach with an explanatory research design to analyze the relationships among the variables. Data were collected through a structured questionnaire distributed to employees using a Likert scale measurement. A total of 200 respondents participated in this study. The data were analyzed using Structural Equation Modeling with the Partial Least Squares (SEM-PLS) technique. The results indicate that transformational leadership has a positive and significant influence on employee performance. Job satisfaction also shows a positive and significant effect on employee performance, indicating that satisfied employees tend to demonstrate higher productivity and effectiveness in their work. Furthermore, organizational commitment significantly contributes to employee performance by strengthening employees’ loyalty and dedication toward organizational goals. The coefficient of determination results show that transformational leadership, job satisfaction, and organizational commitment collectively explain a substantial proportion of the variance in employee performance. These findings highlight the importance of effective leadership practices and positive employee attitudes in improving organizational performance. Therefore, organizations should focus on fostering transformational leadership, enhancing job satisfaction, and strengthening organizational commitment in order to improve employee performance and achieve sustainable organizational success.

The Impact of Creativity, Market Orientation, and Competitive Strategy on Startup Performance Susi Arijanti; Tukkot Hamonangan Immanuel; Noorhani Dyani Laksmi; Muh Zulkifli Tahir
Journal Management & Economics Review (JUMPER) Vol. 3 No. 10. 1 (2026): Special Issue: Call For Paper JUMPER
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i10. 1.1033

This study aims to examine the impact of creativity, market orientation, and competitive strategy on startup performance. In an increasingly dynamic and competitive business environment, startups are required to leverage internal capabilities and external market insights to achieve sustainable growth. This research adopts a quantitative approach using a cross-sectional survey design, with data collected from 187 startup founders and managers in Indonesia through structured questionnaires. The data were analyzed using multiple linear regression analysis to test the proposed hypotheses. The results indicate that creativity, market orientation, and competitive strategy each have a positive and significant effect on startup performance. Among these variables, creativity emerges as the most influential factor, highlighting the importance of innovation and idea generation in enhancing business outcomes. Furthermore, the findings reveal that the three variables simultaneously contribute significantly to startup performance, suggesting that an integrated approach is essential for achieving optimal results. This study provides both theoretical and practical contributions by emphasizing the need for startups to align creative capabilities with market understanding and strategic positioning. The findings offer valuable insights for entrepreneurs and managers in developing effective strategies to improve performance and ensure long-term sustainability.

The Relationship Between Work Stress, Supervisor Support, Mindfulness, and Employee Well-Being on Job Performance Outcomes Novianty Djafri; Tresna Kusumawati; Dian Arlupi Utami; Noorhani Dyani Laksmi
Journal Management & Economics Review (JUMPER) Vol. 3 No. 10. 1 (2026): Special Issue: Call For Paper JUMPER
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i10. 1.1088

This study examines the relationship between work stress, supervisor support, mindfulness, employee well-being, and job performance outcomes. Drawing on the Job Demands–Resources (JD-R) framework, this research investigates how work stress as a job demand and supervisor support and mindfulness as organizational and personal resources influence employee well-being and performance. A quantitative approach was employed using a cross-sectional survey design, with data collected from 250 employees across various sectors. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that work stress has a significant negative effect on both employee well-being and job performance. In contrast, supervisor support and mindfulness show significant positive effects on well-being and performance. Furthermore, employee well-being significantly influences job performance and serves as a key mediating variable in the relationships between work stress, supervisor support, mindfulness, and performance outcomes. These findings highlight the importance of reducing workplace stress while enhancing organizational support and individual mindfulness practices to improve employee well-being and productivity. The study contributes to the literature by integrating job demands, organizational resources, and personal resources into a comprehensive model, offering practical implications for organizations aiming to achieve sustainable performance through employee well-being.

Examining the Effects of Psychological Safety, Transformational Leadership, Job Autonomy, and Employee Creativity on Innovative Work Behavior I Ketut Damana; Surnadi; Flora Grace Putrianti; Noorhani Dyani Laksmi
Journal Management & Economics Review (JUMPER) Vol. 3 No. 11 (2026): May
Publisher : Malaqbi Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59971/jumper.v3i11.1148

This study aims to examine the effects of psychological safety, transformational leadership, job autonomy, and employee creativity on innovative work behavior. A quantitative research design was employed using a cross-sectional survey approach, with data collected from 200 employees across various industries. The data were analyzed using Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) technique. The results indicate that psychological safety, transformational leadership, job autonomy, and employee creativity all have significant positive effects on innovative work behavior. Among these variables, employee creativity was found to be the strongest predictor, highlighting its central role in driving innovation. Additionally, the model demonstrates strong explanatory power, indicating that the integration of psychological, leadership, and job design factors provides a comprehensive understanding of innovative work behavior. The findings suggest that organizations should foster a supportive and safe work environment, promote transformational leadership practices, and provide employees with greater autonomy to enhance creativity and innovation. This study contributes to the literature by offering an integrated framework that explains how multiple organizational factors interact to influence employee innovation.

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