Employee Engagement, Kepemimpinan Transformasional, dan Lingkungan Kerja sebagai Determinan Kinerja Karyawan CV Bangkit Karya Demak
DOI:
https://doi.org/10.58192/ebismen.v5i3.4497Keywords:
Employee Engagement, Employee Performance, Transformational Leadership, Work EnvironmentAbstract
This study examines how employee engagement, transformational leadership, and the work environment shape employee performance at CV. Bangkit Karya Demak. Human capital is widely regarded as one of the assets an organization depends on most heavily when it seeks lasting effectiveness and continuity, which places pressure on firms to raise performance through capable leadership, a supportive workplace, and genuine staff involvement. A quantitative, explanatory design was applied, with questionnaires distributed to all 35 employees of the firm through a saturated-sampling procedure. Multiple linear regression in SPSS 26 was used to process the data. Results show that employee engagement contributes a positive and significant effect on performance (regression coefficient 0.352, significance 0.008); transformational leadership likewise contributes positively and significantly (coefficient 0.318, significance 0.017); and the work environment also exerts a positive, significant influence (coefficient 0.287, significance 0.029). Taken together, all three predictors significantly shape employee performance. The paper concludes that management needs to reinforce employee involvement, embed transformational leadership behaviors, and sustain a supportive workplace if productivity and organizational outcomes are to improve. Practically, the results suggest that operational managers at CV. Bangkit Karya Demak should expand engagement initiatives, cultivate transformational leadership practices, and continue upgrading workplace conditions so as to sustain productivity, curb absenteeism, and support the firm's long-term viability in the construction and general trading sector.
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