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A great leadership is imperative for organization wanted to achieve their goals. Transformational leaders will transform and to realize performance outcomes who is able to motivate, inspires and create a commitment with their followers. This study’s aims to have better understanding the influence of transformational leadership on employee performance, by investigating the mediating role of talent management and intention to stay. The research uses SPSS.25 to correlate between each indicator score with the total construct score to determine. To test the hypothesis and cause and effect depiction’s using AMOS software using Structure Equation Model (SEM) to see both, the direct and undirect correlation between indicators. The sample was 200 public servant working in government agencies located in Jakarta using online surveys with non-contrived setting in cross sectional survey design. The results indicate transformational leadership has a significant positive influence on employee performance as talent management and intention to stay as a mediator. Government agencies are improving their human capital management strategies, as they realize that it leads to increase in productivity, innovation, improved rates of participation which all contribute to society welfare and economy. This study should be able to stress the importance factors of transformational leadership in implementation of talent management, and how intention to stay effects performance of the employee. Transformational leadership has been around over decades, but there is remains a lack of comprehensive studies regarding the influence of talent management and intention to stay and provide different perspective for governments in implementing talent management strategies. [ABSTRACT FROM AUTHOR]

Dependent Every company definitely wants all of its employees to be professional, disciplined and responsible. Therefore, employee performance can be interpreted as one of the most important things in a company to achieve goals. Achieving high labor productivity requires good work discipline from employees. In addition to work discipline, work stress can effect an employee’s ability to increase or decrease performance. The purpose of this study was to determine the effect of work discipline and work stress on employee performance and the Administrative Bureau of the Secretariat General of West Java Province. The method used is a quantitative method with a descriptive and verification approach. Data collection techniques using simple random sampling. Samples are taken randomly from the population without regard to the population. Validity, reliability analysis, classical acceptance test, multiple linear regresi analysis, f-test and t-test were used for data analysis. The results of things study indicate that work discipline has a positive and significant effect on employee performnace, while work stress has a positive and insignificant effect on employee performance. [ABSTRACT FROM AUTHOR]

The role of the workforce as one of the resources in the business world is getting clearer, various concepts have been born to encourage the motivation of the workforce, which is expected to have good performance. Performance or achievement are the results obtained from jobs or activities over a period of time. The purpose of this article is to analyze the effect of Knowledge Based Human Resources (KB) on employee performance (PE), the effect of organizational commitment (OC) on PE, the effect of KB on Emotional Intelligence (EI), OC on EI, EI mediates the relationship between OC and PE, and EI mediate the relationship between KB and PE in modern retail in the city of Tangerang. Cross-sectional quantitative research. The results obtained were analyzed using the SMART-PLS method, the results showed that both OC and EI had a significant positive effect on PE, while KB had a positive effect on PE, while OC and KB significantly affected EI. For the mediating impact of EI, it turns out that EI strengthens the relationship between OC and PE, while EI weakens the relationship between KB and PE. From this study it was found that EI is the most dominant factor influencing PE compared to the other two factors, this shows the need to increase EI for Modern Retail employees by building a system that includes EI indicators in the process of hiring, learning and development. The second factor that also has a significant influence on PE is OC, this shows that the Modern Retail organization must strengthen the work culture and organizational values so that it can increase the strong desire for employees to continue to work on behalf of the organization and remain as members of the organization. [ABSTRACT FROM AUTHOR]

The higher the level of competition in the industrial sector, it is necessary for the company's efforts to respond well to this in order to survive through internal strategies in the form of improving employee performance. Organizational culture is found to be one of the factors that can improve employee performance. The main purpose of this study is to build a model in an effort to improve employee performance involving innovative work behavior as an intervening variable for the influence of organizational culture on employee performance. The population in this study were employees of companies engaged in the manufacturing sector with 276 employees. Samples were taken 127 employees using purposive random sampling method. Structural Equation Modeling (SEM) was used to test the statistical significance of the path coefficients against the three (3) established hypotheses. The findings of the study indicate that organizational culture and innovative work behavior have a positive and significant influence on employee performance. Innovative work behavior can be an intervening variable for the influence of organizational culture on employee performance. [ABSTRACT FROM AUTHOR]

The purpose of this study was to determine and analyze the influence of organizational culture on employee performance at the Maluku Provincial Social Service. The method used in this study is associative research method using observation, interviews, questionnaires, and literature studies to 77 respondents. Based on the results of the analysis using the product moment correlation formula, the data shows that the correlation between Organizational Culture (X) and Employee Performance (Y) is 0.435, there is a moderate relationship because it is in the range 0.400 – 0.599. and the significance level test shows that the t-count is greater than the t-table (4.185 > 1.671) meaning that there is a significant influence between organizational culture on employee performance. While the coefficient of Determinant (R2) the influence of independent variables on changes in the dependent variable is 18.9%, while the remaining 81.1% is influenced by variables other than organizational culture variables that are not included in this study. [ABSTRACT FROM AUTHOR]