LEADERSHIP, WORKPLACE CULTURE, AND JOB SATISFACTION’S EFFECTS ON EMPLOYEE PERFORMANCE AT BLITAR’S REGIONAL REVENUE MANAGEMENT UNIT (UPT)

Adimas Bagus Sugiarto Pribadi¹⁾, Alberta Esti Handayani²⁾

Abstract

This study’s goal is to look at how leadership, the work environment, and job satisfaction affect the performance of employees at the Blitar Regional Revenue Management Unit, both separately and at the same time. (Methods) We used a causal associative research type with a quantitative approach to find out how independent variables affect the dependent variable. The study’s sample size was 67 employees from the Blitar Regional Revenue Management Unit. The study used a census method, which means that all members of the population were used as respondents. This was possible because the number of respondents was small and allowed for thorough research. The data used was primary data that was collected directly from respondents by giving them closed-ended questionnaires. These questionnaires were meant to measure how people felt about leadership, the work environment, job satisfaction, and employee performance. (Results) The study’s results show that 1) leadership has a big and positive effect on how well the employees of the Blitar Regional Revenue Management Unit do their jobs. 2) The work environment also has a big and good effect on how well employees do their jobs. 3) Employees who are happy with their jobs do better work. 4) At the same time, the variables of leadership, work environment, and job satisfaction all have a big effect on how well employees do their jobs. (Implications) These three factors work together to make a system that works well. The right leadership style, a supportive work environment, and high job satisfaction will all work together to make the best work environment and boost overall employee performance