The impact of well-being on work performance

Career growth has an important role in human resource design strategies to achieve productivity, maintain retention, and improve company image. The purpose of this study is to determine the effect of employee learning, knowledge, creativity, satisfaction, benefits, and performance on career growth and employee turnover intention. Further factors can be seen in the variables of employee learning, employee knowledge, employee creativity, employee satisfaction, employee benefits, employee performance, career growth and turnover intention. This research use quantitative methods with purposive sampling technique distributed through questionnaires to 260 respondents in the Quality Control department employees in the footwear industry located in the JABODETABEK area. Primary data analysis was carried out using the Partial Least Square - Structural Equation Modeling (PLS-SEM) method. The results of this study show that employee learning variables are found to have a role in determining the level of employee knowledge, employee creativity, and employee performance positively. Employee creativity has significant positive effect on employee satisfaction. Employee benefits have significant positive effect on employee satisfaction. Employee benefits have negative effect on employee performance. Employee knowledge has significant positive effect on employee performance. Employee satisfaction has significant positive effect on employee performance. Employee performance has significant positive impact on career growth. Career growth has negative effect on turnover intention. Next, in providing an intermediary impact, employee knowledge has impact between employee learning and employee performance. Employee benefits have impact between employee satisfaction and employee performance. This research is expected to contributes to the company for important implications in terms of company efficiency and productivity. The results of this study suggest to future researchers to expand the scope of sampling and extend the duration of the study.

This study aims to analyze the influence of Person-Organization Fit (P-O Fit), Person-Job Fit (P-J Fit), and Perceived Organizational Support (POS) on employee performance, as well as to evaluate the mediating role of job satisfaction among permanent employees in the banking sector in Jakarta. The research uses a quantitative explanatory approach with a survey method, involving 300 bank employees in Jakarta as respondents. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with 5,000 bootstrap resampling. The results show that POS has both a direct and indirect significant effect on employee performance through job satisfaction. P-O Fit directly affects performance but does not significantly influence job satisfaction. Conversely, P-J Fit significantly affects job satisfaction but does not have a direct impact on performance. Job satisfaction is proven to be a significant mediator in the relationships between P-J Fit and POS with performance. These findings highlight the importance of organizational support and job fit in enhancing employee satisfaction and performance. The practical implication of this study suggests that human resource strategies in the banking sector should focus on increasing job satisfaction through alignment and organizational support approaches as a strategic effort to improve employee performance.

The research explored the impacts of diverse leadership styles on employee performance in Ethiopian sports organizations. It specifically examined the mediating effects of job satisfaction and the moderating impact of education level. In this study a cross-sectional survey design was employed, with 463 participants from various sports organizations. Validated scales were used for the data collection of leadership styles, job satisfaction, and employee performance. The analysis of the data was conducted using descriptive statistics and structural equation modeling with software SPSS and Smart PLS4. The findings indicated that the perceived transformational leadership approach showed the strongest positive correlation with job satisfaction and employee performance, followed by the transactional leadership approach. In contrast, the laissez-faire leadership interaction with both employee job satisfaction and performance was demonstrated negatively. Job satisfaction was partially mediated in the relation between all three leadership styles and employee performance. Moreover, education level moderated the interaction between transformational leadership and job satisfaction. Drawing upon these findings, recommendations were provided for Ethiopian sports organizations to improve leadership styles and enhance employee performance, with a focus on understanding the mediating effect of job satisfaction and moderating effect of education level.

Aims: This research aims to examine the effect of Perceived Organizational Support (POS) and Locus of Control on employee performance with job satisfaction as a mediating variable at PT Cebong Albasindo, a wood-processing manufacturing company located in Wonosobo, Central Java, Indonesia. Study Design: This research employed a quantitative approach, utilizing Structural Equation Modeling with Partial Least Squares (SEM-PLS). Place and Duration of Study: The study was conducted at PT Cebong Albasindo, Wonosobo, Central Java, Indonesia, between January and April 2025. Methodology: A total of 110 employees with a minimum one-year tenure were selected using convenience sampling. Data were collected via questionnaires using a Likert scale (1–5). The variables measured include POS, Locus of Control, job satisfaction, and employee performance using indicators from previous validated studies. Data were analyzed using SmartPLS 3.0 for outer model, inner model, and hypothesis testing. Results: POS and Locus of Control significantly influence both job satisfaction and employee performance. Job satisfaction also has a direct significant effect on employee performance. Mediation tests showed that job satisfaction substantially mediates the impact of both POS and Locus of Control on employee performance. The R² value for job satisfaction is 0.553, and for performance is 0.598, indicating moderate explanatory power. Conclusion: Job satisfaction serves as a strong mediating factor that enhances the impact of organizational support and personal control beliefs on employee outcomes. Enhancing organizational support and fostering an internal locus of control among employees can lead to increased satisfaction and ultimately improve performance.

Objective: This research aims to assess job satisfaction's mediating role between transformational leadership (TL), work environment (WE), knowledge management (KM) practices, and employee performance (EP) by investigating TL's and WE's impact on job satisfaction, and examining how job satisfaction mediates the relationships between TL, KM practices, and EP. Theoretical Framework: The theoretical framework examines key factors affecting employee performance and organizational success. It highlights task and contextual performance, environmental influences, and the role of performance appraisals. Effective human resource practices, knowledge management, and transformational leadership are essential for high performance. Job satisfaction, influenced by knowledge management and leadership, enhances organizational success. Method: This quantitative study investigates the relationships among transformational leadership (TL), work environment (WE), job satisfaction (JS), knowledge management (KM) practices, and employee performance (EP). Data from 411 Thai-speaking participants are analyzed using structural equation modeling (SEM). The study employs validated questionnaires, a 5-point Likert scale, and ADANCO software to assess model fit, reliability, and validity. Results: The sample predominantly comprised females (64.7%) and individuals with bachelor’s degrees (59.12%), with 31.87% employed in companies and 41.12% earning between 30,001 and 50,000 baht. Descriptive analysis revealed strong positive perceptions of KM, TL, WE, JS, and EP, with mean scores between 4.74 and 4.87, underscoring the focus on EP. Structural equation modeling (SEM) identified significant relationships between KM and JS (0.0277), TL and JS (0.0533), WE and JS (0.1720), and JS and EP (0.4721). JS emerged as a key mediator between KM, TL, and WE, accounting for substantial variance in both JS and EP, reflected by R² values of 0.0385 and 0.3283. Although the KM-JS and TL-JS relationships were relatively weak, JS significantly influenced EP. The study advocates for enhancing KM, TL, and WE to improve JS and EP, while recommending future research to investigate moderating factors, longitudinal designs, and cross-cultural contexts. Research Implications: The study reveals critical insights into job satisfaction (JS) as a mediator between transformational leadership (TL), knowledge management (KM), work environment (WE), and employee performance (EP): TL significantly influences KM and WE, while effective KM enhances EP. JS mediates the positive effects of TL, KM, and WE on EP, though moderate correlations suggest other influencing factors. The research emphasizes contextual nuances within Thai organizations, underscoring the complexity of these relationships and the need for further investigation to fully understand their organizational implications. Originality/Value: This study offers innovative insights into the interactions among Knowledge Management (KM), Transformational Leadership (TL), Work Environment (WE), Job Satisfaction (JS), and Employee Performance (EP) in Thai organizations. It identifies JS as a key mediator in the effects of KM, TL, and WE on EP, deepening the understanding of organizational dynamics. Moderate correlations between KM and JS, and TL and JS, suggest additional moderating factors. The pivotal role of JS in determining EP emphasizes the need for organizations to enhance JS to improve performance. The study's focus on Thai organizations highlights cultural and contextual influences, bridging local practices with broader theoretical frameworks. Further investigation is needed to fully understand these complex dynamics.

This study aims to determine whether work motivation and workload have an influence on employee performance with job satisfaction as a mediating variable on CV. Indah Cemerlang Singosari. The type of research used in this research is the quantitative method. While the data analysis technique used is the Partial Least Square – Structural Equational Model (PLS-SEM). The sample in this study were all employees of the production division at CV. Indah Cemerlang Singosari, totaling 44 people using a saturated sampling technique. Based on the result of research that has been carried out using the Partial Least Square – Structural Equational Model (PLS-SEM), shows that work motivation has a significant effect on job satisfaction. While the workload has no significant effect on job satisfaction. Work motivation and job satisfaction have no significant effect on employee performance. Workload has a significant effect on employee performance. Job satisfaction does not mediate the effect of work motivation and workload on employee performance.

This study explores the effect of different leadership styles on employee motivation and satisfaction in selected healthcare institutions in Rivers State, Nigeria. The research examines eight leadership styles: transformational, democratic, autocratic, laissez-faire, transactional, coaching, servant, and bureaucratic leadership. Using a cross-sectional research design, data was collected from healthcare professionals, including doctors, nurses, and administrative staff, through a structured questionnaire. The study employed stratified random sampling to ensure representation from various roles across the institutions. The data was analyzed using both descriptive and inferential statistics, including regression and correlation analyses. The findings reveal that transformational, democratic, coaching, and servant leadership styles have a strong positive impact on both employee motivation and satisfaction. These leadership approaches foster environments of trust, empowerment, and personal growth, contributing to higher levels of employee engagement and morale. In contrast, autocratic, laissez-faire, and bureaucratic leadership styles negatively affect employee motivation and satisfaction, with bureaucratic leadership showing the weakest negative impact. Transactional leadership, while useful for achieving short-term goals, was found to have limited effects on long-term employee motivation and satisfaction. Based on these findings, the study recommends that healthcare institutions focus on cultivating transformational, democratic, coaching, and servant leadership qualities to improve employee outcomes. It also suggests minimizing the use of autocratic, laissez-faire, and bureaucratic leadership approaches, except in specific contexts that require them. The results highlight the importance of adaptive, people-centered leadership in enhancing employee satisfaction, motivation, and overall organizational performance in the healthcare sector. Keywords: Leadership style, Employee motivation, Employee satisfaction, Healthcare institutions, Transformational leadership.

This study aims to analyze the effect of job design and carrer development on work performance with job satisfaction as a variable that intervenes on traffic unit personnel of the east lombok district police. The method of using data using a questionnaire. Population of 59 personnel, with a sample as much 59. The analytical method uses Structural Equation Modeling (SEM) using the SmartPLS v.4.0 tool. The results showed that first, design has a positive but not significant effect on work performance. Second, the career development has a positive and significant effect on work performance. Third, job design has a positive and significant effect on job satisfaction. Fourth, the career development has a positive effect on job satisfaction. Fifth, job satisfaction has a positive and significant effect on work performance. Sixth, job design has a positive and significant effect on work performance through job satisfaction. Seventh, the career development has a positive and significant effect on employee performance through job satisfaction. Research results can be used as a basis for improving and improving job design, career development, job satisfaction, and work performance.

In improving employee satisfaction, the company has tried to improve employee satisfaction through various programs such as improving incentives, creating the most comfortable working conditions or environment. The purpose of the study was to determine the extent to which job satisfaction and organizational commitment influence employee performance and the relationship between these variables. The research method used is a quantitative method with a survey approach using a Likert scale-based questionnaire. The research sample consisted of 110 State-Owned Banks employees who were domiciled in Jakarta and had worked for at least one year, with a purposive sampling technique. Data analysis was carried out using Structural Equation Modeling with the Partial Least Square (SEM-PLS) approach. The results of the study showed that job satisfaction had a positive and significant effect on organizational commitment, and organizational commitment had a positive and significant effect on employee performance. However, job satisfaction did not have a significant effect on employee performance directly.

Purpose: The purpose of this research is to determine and analyze talent management, job satisfaction, employee retention and employee performance, the influence of talent management on employee performance, the influence of job satisfaction on employee performance, the influence of talent management on employee retention, the influence of job satisfaction on employee retention, the influence employee retention on employee performance, employee retention can mediate the influence between talent management on employee performance and employee retention can mediate the influence between job satisfaction and employee performance.Design/Methodology/Approarch: The type of research in preparing this thesis is explanatory research with the population, namely, production employees at PT. Polowijo Gosari Gresik, namely 234 employees, with a sample size of 70 respondents. The data analysis technique uses a range of scales and Structural Equation Modeling (SEM) with the partial least squares (PLS) method.Findings: The research results show that talent management is included in the good criteria, job satisfaction is quite satisfactory, employee retention is good, and employee performance is quite high. Talent management does not affect employee performance, job satisfaction has an effect on employee performance, talent management has no effect on employee retention, job satisfaction has no effect on employee retention, employee retention has an effect on employee performance, employee retention is unable to mediate the effect of talent management on employee performance and employee retention is unable to mediate the influence of job satisfaction on employee performance.

The aim of this research is to investigate the effect of organizational justice on work performance and job satisfaction. The purpose of this study is to examine the nature, strength and significance of the links between organizational justice, job satisfaction and work performance .Previous researchers have conducted on Organization justice, job satisfaction and work performance as separate concepts, few of them have attempted to examine the links between them. To date, there is a lack of evidence regarding the nature, significance and strength of relationships between these three variables. The literature review shows that employees’ perceptions of fairness in all organizational processes and practices are assumed to influence their behavior and work outcomes. In order to achieve the aim of the research, the Quantitative method has been used through conducting questionnaires among employees. 400 employees were the participants, with the following results. First, the results showed that distributive justice, Procedural justice and Interactional justice are insignificantly affecting Job Satisfaction. Secondly, the results showed that distributive justice, Procedural justice and Interactional justice are insignificantly affecting work performance. These results suggest that managers should pay workers what they deserve , follow open and fair procedures , offer workers a voice , meet regularly , conduct employee surveys and keep an on-open door policy. Managers must work to distribute the functions, tasks and duties equally, fairs have fairness of outcome, in addition to developing appropriate rules and regulations in order to have fairness of decision making , lastly managers should care about their employees and build manager-employee communication. . Therefore, Employee performance and satisfaction are influenced by organizational fairness (fairness of distribution, fairness of method, and fairness of interaction). Employee’s demographic and career backgrounds are designed as moderators.

Appraising employee performance can lead to improving employee engagement and satisfaction and eventually improves their work performance. In the present study, the impact of the employee performance appraisal process on employee satisfaction and business performance has been explored. It has been observed that appraising employee performance has a direct positive impact on job satisfaction and work performance, which eventually provides effective benefits to the organisation. A secondary qualitative data collection method has been followed in the study and reliable and valid data has been gathered from various journals, marketing websites and newspaper articles. The results have been illustrated by conducting a thematic analysis and the findings indicate that performance appraisal has been identified to be a vital approach for employees as well as business organisations. Additionally, several types of performance appraisal have been addressed and their potential impact on the workplace has been illustrated. These types include self-appraisal, the traditional approach of performance appraisal, upward appraisal, 360-degree reviews and performance appraisal of groups. An effective correlation between these performance appraisal processes and employee satisfaction has been observed along with evaluating its positive impact on the organisation. Thus, this study has provided efficient insights and details associated with the impact of the performance appraisal process on employee performance, satisfaction and business success. Keywords : Business Success, Employee Performance, Employee Satisfaction, Performance Appraisal Process

Human Resources (HR) is a key asset in driving organizational success across sectors. Improving HR quality is essential for enhancing employee performance, which reflects an individual’s ability to meet work targets effectively and sustainably through competence, responsibility, adaptability, and contributions to organizational goals. This study aims to examine the influence of work motivation and work discipline on employee performance, with job satisfaction as a mediating variable in the People’s Welfare (Kesra) Section of the Manokwari Regency Regional Secretariat. The research involved 32 honorary employees, using a saturated sampling method. Data were collected through questionnaires and analyzed using Structural Equation Modeling - Partial Least Squares (SEM-PLS). The results show that work motivation positively and significantly affects both job satisfaction and employee performance. Work discipline positively affects performance, though the effect is not significant, while it significantly affects job satisfaction. Job satisfaction significantly impacts employee performance and partially mediates the relationship between work motivation and performance, but not between work discipline and performance. To enhance performance in the Kesra Section, efforts should focus on boosting motivation and discipline through recognition programs, training, and consistent rule enforcement. Additionally, fostering a supportive work environment is crucial, given job satisfaction’s mediating role in improving performance outcomes. These strategies can lead to sustainable improvements in employee performance

This study analyzes the main factors of employee performance, thereby finding a new model as a reference for Islamic banking practitioners in Indonesia. The aim of this research is to measure the effect of Training and Career Development on Job Satisfaction and its impact on Employee Performance. Quantitative research methods are used to analyze research variables consisting of Training, Career Development, Job Satisfaction and Employee Performance through questionnaires distributed to respondents who are the object of research. Research stages are carried out by distributing questionnaires through techniquespurposive sampling was carried out on the population at 7 Islamic banks in the DKI Jakarta area,To determine the object of research, then the questionnaire was distributed using the Google form. The collected questionnaires were then tabulated and processed with Amos 25.0 Structural Equation Modeling (SEM). Which resulted in training, career development and training having an influence on Job Satisfaction, although training turned out to have no significant effect on job satisfaction and also had an impact on Employee Performance.
 The results of this study serve as a reference for the directors of Islamic banking in improving employee and banking performance, so that they pay attention to career development and training factors without neglecting job satisfaction factors.
 
 Keywords:Training, Career Development, Job Satisfaction, Employee Performance

This study aims to examine the influence of intrinsic and extrinsic motivation on employee task-related behavior and performance at PT. Admiral Lines. The background of this study is the instability of employee performance, so a study was conducted to determine the dominant motivational factors that influence employee task-related behavior and performance. The population of this study were employees of PT. Admiral Lines, with samples taken using purposive sampling techniques totaling at least 85 respondents. This study used a quantitative method with the Structural Equation Modeling - Partial Least Square (PLS-SEM) approach. The results of the study showed that intrinsic motivation has a positive influence on task-related behavior, but does not have a positive effect on employee performance. Conversely, extrinsic motivation has been shown to have a positive influence on employee task-related behavior and performance. In addition, task-related behavior also plays a significant mediation role in the relationship between motivation (intrinsic and extrinsic) and employee performance. These findings indicate that in order to improve employee performance, companies need to pay attention to motivational factors, especially extrinsic motivation, such as financial rewards and incentives, which have proven effective in influencing employee performance. After conducting the study, the researcher suggested expanding the population to the branches of PT. Admiral Lines which are located in other regions in Indonesia, in order to represent more answers from PT. Admiral Lines employees throughout Indonesia. In addition That way, you can add other supporting variables to measure employee performance such as job satisfaction and employee engagement or other relevant variables as research innovations. Keywords : intrinsic motivation, extrinsic motivation, task-related behavior, employee performance