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Human Capital and Organizations
Published by Santoso Academy Network
ISSN : -     EISSN : 30263115     DOI : 10.58777/hco
Core Subject : Economy,
Economics, Econometrics & Finance
The Human Capital and Organizations HCO journal publishes peer-reviewed, open-access, theoretical, and empirical research articles on major human resources management HRM, leadership, talent, and organizational topics. The Journal of HCO mission is to offer a forum for the growing amount of scholarly research on human capital and development and behavior organizations in which they operate. The journal emphasizes theoretical advancements and their application and empirical, practical, and policy-oriented research in small and medium enterprises, corporations, government, and other local and international institutions and labor markets. The HCO journal examines various decisions, processes, and activities in the future of human capital management, organizational culture, and interaction with people and technology. The HCO journal examines various decisions, processes, and activities in the future of human capital management, organizational culture, and interaction with people and technology. The journal, published for researchers, scholars, and executives alike, aids the application of empirical research to practical situations and theoretical findings to the reality of the real world. The journal aims to promote communication among academic and other research groups, policymakers, and operational decision-makers at private and public institutions, national and worldwide, and their regulators. This journal is published online semi-annually with a continuous system October and April to keep authors and readers updated with the latest progress. If you have any questions about the journal, please chat on Whatsapp 081188809646 or/and email us info-hco@sanscientific.com. You are invited to keep us up-to-date on the most recent academic research and study areas.
Arjuna Subject : Ilmu Ekonomi, Ekonometrika dan Keuangan (semua kategori) - Ilmu Ekonomi, Ekonometrika dan Keuangan (Lain-Lain)
Articles 5 Documents
 1 
Search results for , issue "Vol. 3 No. 2 (2026): APRIL 2026" : 5 Documents clear
Job Satisfaction as a Mediator: How Leadership Style and Work Environment Shape Employee Performance Putri, Retrin Irene; Zain, Efendy
Human Capital and Organizations Vol. 3 No. 2 (2026): APRIL 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v3i2.335

Abstract

This study aims to determine the role of job satisfaction as a mediating variable on the influence of leadership style and work environment on employee performance. The study population comprised employees of TCT Teknik Jakarta at the Jakarta head office. The sampling technique used was saturated sampling. Data were collected by completing a questionnaire. The data analysis method used was Partial Least Squares Structural Equation Modeling, implemented with WarpPLS 7.0. The results of the study indicate that: Leadership Style has a positive effect on Employee Performance, Work Environment has a positive effect on Employee Performance, Job Satisfaction has a positive effect on Employee Performance, Leadership Style has a positive and significant effect on Job Satisfaction, Work Environment has a positive effect on Job Satisfaction, Job Satisfaction mediates the effect of Leadership Style on Employee Performance with positive results, Job Satisfaction does not mediate the effect of Work Environment on Employee Performance with positive but insignificant results. The managerial implications of these findings are that managers need to prioritize creating a supportive work environment and adopt a leadership style that enhances employee job satisfaction.
Employee Performance Improvement Strategy through Motivational Approach and Competitive Compensation System Paramitra, Yuaniko; Prilia, Hana Sabda
Human Capital and Organizations Vol. 3 No. 2 (2026): APRIL 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v3i2.478

Abstract

This study aims to analyze the influence of work motivation and compensation on employee performance at Pertamina Ciputat gas station, South Tangerang. In facing competition in the era of globalization and technological advancement, companies are required to maintain and improve the quality of human resource performance. Work motivation in this study is measured based on Maslow's theory of needs which includes physiological needs, safety, social, self-esteem, and self-actualization. Meanwhile, compensation includes salary, incentives, insurance, facilities, and benefits. The study used a quantitative approach by distributing questionnaires to 40 respondents. The results of the regression analysis showed that both work motivation and compensation have a positive and significant effect on employee performance, both partially and simultaneously. The most dominant indicator in influencing motivation is the need for safety, while in compensation is insurance, and in the performance aspect is honesty. These findings demonstrate the importance of the role of management in creating a safe, fair, and supportive work environment to increase productivity and employee loyalty sustainably.
Enhancing Employee Performance at PT. Multicentral Aryaguna: The Role of Skills, Motivation, and the Work Environment Winarto, Pawit; Ayuningtyas, Fransiska Dwi; Imron, Moh Ali; Maemunah, Sari
Human Capital and Organizations Vol. 3 No. 2 (2026): APRIL 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v3i2.590

Abstract

This study aims to examine the influence of individual characteristics and the work environment on employee performance at PT. Multicentral Aryaguna. Individual characteristics refer to employees’ abilities, skills, work experience, motivation, and attitudes, while the work environment encompasses both physical aspects, such as lighting, workspace, and facilities, and non-physical aspects, including communication, interpersonal relationships, and organizational climate. This research adopts a quantitative approach using a saturated sampling technique, involving all 35 employees as respondents. Data were collected through structured questionnaires and analyzed using multiple linear regression. The findings indicate that both individual characteristics and the work environment positively influence employee performance, both partially and simultaneously. These results highlight that employees with strong competencies and positive attitudes, supported by a conducive and well-managed work environment, tend to demonstrate higher levels of productivity and effectiveness in completing their tasks. Furthermore, the study emphasizes the importance of integrating internal and external factors in improving performance outcomes. Therefore, organizations are encouraged to prioritize employee development through continuous training and skill enhancement, while also fostering a supportive and comfortable work environment to optimize performance and achieve organizational goals sustainably
Enhancing Job Performance in Outsourced Employees: Do Reward Systems Matter More Than Empowering Leadership? Wicaksana, Tegar; Sumampouw, Ruland Willy Jack
Human Capital and Organizations Vol. 3 No. 2 (2026): APRIL 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v3i2.593

Abstract

This study investigates the influence of empowering leadership and reward systems on job performance, with job satisfaction as a mediating variable among outsourced employees at PT Bank Mandiri Tbk in the Bekasi region. Using a quantitative approach, data were collected from all outsourced employees through structured questionnaires measured on a five-point Likert scale and analyzed using PLS-SEM. The findings reveal that empowering leadership does not play a significant role in shaping job satisfaction or improving job performance in this context. In contrast, the reward system emerges as a key factor that positively influences both job satisfaction and employee performance. Interestingly, job satisfaction itself does not significantly contribute to job performance and is unable to mediate the relationship between empowering leadership, reward systems, and performance outcomes. These results suggest that in outsourced employment settings, where job roles and authority are often limited, tangible factors such as fair and transparent rewards are more influential than leadership style or psychological conditions. The study highlights the importance of designing effective reward systems to enhance performance and provides practical insights for organizations managing outsourced employees in achieving better productivity outcomes.
Organizational Culture and Organizational Commitment: A Qualitative Case Study in a Private University Faculty Setting Rahmawati, Rafika; Adham, Adham; Putra, Purnama
Human Capital and Organizations Vol. 3 No. 2 (2026): APRIL 2026
Publisher : SAN Scientific

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58777/hco.v3i2.597

Abstract

This study aims to analyze the implementation of organizational culture and its impact on employees’ organizational commitment within a faculty at a private university. A qualitative case study approach was employed, involving 15 participants consisting of lecturers and administrative staff selected through purposive sampling based on tenure and organizational involvement. Data was collected through semi-structured interviews, direct observations, and document analysis, with an interview protocol focusing on cultural practices, communication patterns, and perceived commitment levels. Data was analyzed using thematic coding, including open, axial, and selective coding to identify key patterns and relationships. To ensure research rigor, credibility strategies such as data triangulation across sources and member checking were applied to validate findings. The results indicate that organizational culture, characterized by collaboration, discipline, transparency, and open communication, significantly strengthens affective, normative, and continuance commitment. A supportive work environment fosters emotional attachment, while clear policies and professional development opportunities enhance employees' sense of responsibility and intention to remain in the organization. These findings provide both theoretical and practical implications for strengthening organizational commitment in higher education institutions.

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