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Journal of Multidimensional Management
ISSN : -     EISSN : 30642140     DOI : https://doi.org/10.63076/jomm.v1i2.16
Journal of Multidimensional Management (JoMM) is a scientific journal that focuses on multidisciplinary research in management. The journal aims to provide a platform for researchers, academics, and practitioners to share the latest findings, innovations, and interdisciplinary approaches in management. JoMM welcomes articles integrating various perspectives and methods from disciplines such as business, economics, sociology, psychology, and information technology to provide a more comprehensive insight into management. Scope: Management and leadership strategies; Innovation and entrepreneurship; Human resource management; Operations and supply chain management; Finance and accounting; Technology and information management; Marketing and consumer behavior; Organization and change management; Business ethics and corporate social responsibility; Education management; Hospitality and tourism management; Industrial management Supply Chain Management; and other related management sciences
Arjuna Subject : Umum - Umum
Articles 81 Documents
Training and Work Environment Effects on Employee Performance: Leadership as a Mediator Anninda Zahratin Nisa; Azmen Kahar
Journal of Multidimensional Management Vol. 3 No. 2 (2026): Journal of Multidimensional Management (JoMM)
Publisher : Pt. Threeple Herphi Educate

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.63076/jomm.v3i2.117

Abstract

Employee performance at Taman Nongsa Indah Village, Batam remained below the company target while training access was uneven across employee-tenure groups. This study examines the direct effects of training and work environment on employee performance and evaluates leadership as a mediating mechanism. A quantitative cross-sectional causal-associative design was applied to a census of all 60 employees, using a five-point Likert questionnaire and path analysis in IBM SPSS Statistics 26. Training (M = 4.25), work environment (M = 4.35), and employee performance (M = 4.28) were rated very good, while leadership (M = 4.16) was rated good. Training positively predicted performance (β = 0.213, p = 0.006) and leadership (β = 0.289, p = 0.001), while work environment predicted performance (β = 0.201, p = 0.022) and leadership (β = 0.273, p = 0.008). Leadership predicted performance (β = 0.328, p = 0.002) and partially mediated both relationships. Indirect effects were 0.0948 for training and 0.0895 for work environment, accounting for 30.80% and 30.82% of the respective total effects. The findings indicate that training and workplace resources are more likely to translate into performance when leadership provides coaching, coordination, and follow-through.