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Employees are one of the most important elements in an organization. This study aims to determine the effect of rewards on employee performance through job satisfaction of non-PNS employees at the Kediri District Transportation Office. This research is included in qualitative research with 3 variables which are Reward, Performance, and Job Satisfaction. The sample used was 48 people with a sample determination using saturated non-probability sampling technique. The measurement scale used is the ordinal scale through the Likert scale with the respondent's answer score 1 to 5. The hypothesis testing in this study uses Partial Least Square Structural Equation Modeling (SEM) statistical analysis and descriptive analysis. The results of the study concluded that reward had no significant effect on employee performance. However, through job satisfaction, rewards have a significant influence on performance. [ABSTRACT FROM AUTHOR]

This study aims to assess the impact of work environment motivation on the performance of teaching staff at UIN KHAS Jember. A higher education institution is considered a knowledge carrier and learning institution with high hopes and goals, a scientifically developed Forum to provide ethical and skills guidance to students and academics. This study uses the causality method with a causal relationship between the positions of the research variables and the influence of the independent variables on the dependent variable. Based on the results obtained, work motivation can positively impact performance. This indicates that the reason increased by the employees' leadership will affect increasing motivation. The results of the path coefficient indicate that the relationship between fellow employees has a significant role in carrying out social relations with many people. It will create a sense of security and make you feel acknowledged by others. The work environment positively influences the performance of UIN Khas Jember's academic staff, which indicates that a good work environment can produce high-performance levels, thereby indirectly causing employees to work at optimal levels. [ABSTRACT FROM AUTHOR]