Pengaruh Komunikasi, Lingkungan Kerja, dan Gaya Kepemimpinan Terhadap Kinerja Karyawan pada KSP SBM

Abstract

Background – Employee performance is a crucial factor in organizational success, particularly for microfinance institutions operating in increasingly competitive business environments. KSP SBM experienced a decline in membership from 1,270 members in 2022 to 1,130 members in 2024, accompanied by a decrease in revenue from IDR 3.1 billion to IDR 2.52 billion. These conditions indicate performance-related issues that may be influenced by communication, work environment, and leadership style. Furthermore, previous studies have reported inconsistent findings regarding the effects of these variables on employee performance.
Objective – This study aims to analyze the effects of communication, work environment, and leadership style on employee performance at KSP SBM East Region 1.
Design / Methodology / Approach –This study employed a quantitative approach using a saturated sampling technique involving 63 employees as respondents. Primary data were collected through questionnaires using a Likert scale. Data were analyzed using SPSS through validity and reliability tests, classical assumption tests, multiple linear regression analysis, coefficient of determination (R²), and partial hypothesis testing (t-test).
Findings – The results indicate that the work environment has a positive and significant effect on employee performance (t = 4.037; p = 0.000), while communication (t = 0.054; p = 0.957) and leadership style (t = 0.759; p = 0.451) do not have a significant effect on employee performance. The Adjusted R² value of 0.613 indicates that communication, work environment, and leadership style explain 61.3% of the variance in employee performance, while the remaining 38.7% is explained by other variables outside the scope of this study.
Research Implication – The findings emphasize the importance of creating a conducive work environment, both physically and non-physically, as a strategy for improving employee performance. This study contributes to the development of human resource management literature, particularly in cooperatives and microfinance institutions.
Limitations – This study was conducted in a single cooperative with a limited number of respondents and only examined three independent variables. Therefore, the findings cannot be generalized broadly. Future research is recommended to include additional variables such as work motivation, work discipline, job satisfaction, and compensation.