Peristiwa yang terjadi pada lingkungan eksternal industri penerbangan berbiaya rendah (low cost carrier), seperti perubahan peraturan dan kebijakan pemerintah serta perkembangan kondisi ekonomi dunia telah berdampak pada perkembangan industri penerbangan ini. Fakta empiris menyatakan bahwa perlu upaya ekstra untuk mempertahankan dan meningkatkan loyalitas konsumen. Penelitian ini dilakukan pada penerbangan LCC domestik terjadwal. Data dianalisis menggunakan LISREL 8.8, hasil analisis CFA dan Struktural Model Fit menyatakan model penelitian baik.

The purpose of this study was to analyze the effects of service quality, image and trust in satisfaction and its impact on Syari’ah Bank customer loyalty in Palembang, Province of South Sumatra. The research design in this study used causal analysis which explained correlation variables of 3 Syari’ah Banks with 250 people as banking clients in Palembang. The sample selection used simple random sampling. This dissertation draft used primary data from questionnaire filled out by the respondents. The method of research used descriptive statistics and Structural Equation Modeling (SEM). The results showed that the customer satisfaction had significant impact on customer loyalty, customer trust had significant impact on customer satisfaction, customer trust had not significant impact on customer loyalty, service quality had significant impact on customer trust, service quality has significant impact on customer satisfaction, service quality had significant impact on customer loyalty, service quality had significant impact on Syari’ah Bank Image, Syari’ah Bank image had significant impact on customer trust, Syari’ah Bank image had no significant impact on customer satisfaction, and Syari’ah Bank image had no significant impact on customer satisfaction. The descriptive analysis showed that the level of service quality, image, trust, satisfaction and customer loyalty had a positive level.

The purpose of this study was to examine the direct effect of satisfaction and brand image on consumer loyalty in the cinema industry in Jakarta. Several previous studies that support customer satisfaction and brand image directly influence the loyalty has been demonstrated. Therefore, the research design is causality. The population of this research is the consumer who has ever watched in cinemas by name Gading XXI or Blitz Megaplex in Jakarta and was waiting to watch it again. The sample was 100 consumers. Data used in this study of primary data through questionnaires. The sampling technique is non-probability sampling, namely convenience sampling. Analytical tools used are statistical multiple linear regression. The results of economentic test consists of test for normality, autocorrelation, heteroskedasticity and multicollinearity stated that all tests are met, so that the linear regression analysis are met, so that the multiple linear regression analysis can proceed. The results of the analysis stated that impact of consumer satisfaction and brand image on consumer loyalty is significant, the effect is 0.456 and 0.335. Research results comes with a discussion of the strategic solution from the results of descriptive statistical analysis.

This study purposes of analyzing and develop the factors that affect talent managers' performance (Study on the food manufacturing industry in the Cikarang industrial area, West Java). The research design taken is a causal study that explains the relationship between variables and descriptive analysis that explains the data from the indicators and each variable's dimensions. The research object included 14 companies in the food processing industry with a sample of 269 talent managers. The research data is in the form of primary data obtained from filling out questionnaires by respondents. The analytical method used is descriptive statistics, namely percentage, average, and chi-square, using SPSS software and Structural Equation Modeling (SEM) utilize LISREL software. The results of the descriptive study concluded that organizational culture is good. However, organizational culture has not been fully implemented in managing human resources, especially talent managers, because there is still a decentralization process in each different department. Hence, the talent manager's performance is relatively good except for the reservation and reservation dimensions, standards for measuring talent performance. The conclusion of this study states that the proposed research model has not been proven to be successful. The novelty element of this study cannot prove all the hypotheses that have been established as a research model. Therefore it can see from two sides, namely the academic side, by looking at the results of research that reject the hypothesis (anomaly), namely: organizational culture has no effect on job satisfaction. talent manager, organizational culture does not affect HRM, transformational leadership does not affect talent manager performance, and HRM does not affect talent manager performance. The practical side of this research's novelty element is the conservation dimension of the talent manager performance variable, namely the attitude or activity of maintaining work peace, protecting or maintaining work facilities and infrastructure, which is an element of novelty that rejects what should be, likewise with the exciting dimension of transformational leadership, namely the process of stimulating subordinates to think creatively and innovatively.

The objectives of the research were: 1) to know the influence of transformational leadership style on employee performance, 2) to know the influence of work environment on employee performance, 3) to know the influence of compensation on employee performance. The research used non-hierarchical analysis method or cell means method by using betweensubject of 2x2 and applied Univariate General Linier Model (GLM) procedure. The findings of the research were 1) transformational leadership style does not improve employee performance, 2) work environment improves employee performance, 3) in a good transformational leadership style, low-compensated employee groups improve employee performance, 4) in a poor transformational leadership style, high-compensated employee groups have better performance than low-compensated employee groups, 5) in a good work environment, low compensation does not improve employee performance than high compensation, 6) in a good work environment high compensation does not improve employee performance than a poor work environment. KEY WORDSCompensation, transformational leadership style, work environment, employee. Work Environment on Employee Performance. Ganapathi and Prasasd (2008), in an article entitled Effects of Working Environment on the Performance of Executives, with a sample of 200 executive employees working in various organizations, affirmed that the work environment positively affects the employee performance and plays an important role in improving individual performances and organizations as a whole. Meanwhile, according to Malik, et al. (2011) in an article entitled A Study of Work Environment and Employees' Performance in Pakistan, examining the object of 115 employees of telecommunication companies in Pakistan, also explained the positive influence between work environment and employee performance.Compensation on Employee Performance. Sinclair (2004) in the article entitled The Effect of Director Compensation on Firm Performance explained the relationship between the compensation of the stock-based director and the performance of the company. Generally, stock compensation is negatively related to the performance of the company. However, to a higher extent, stock compensation has a positive effect on the performance of the company which indicates that if the directors are adequately compensated, it will have a positive effect on the performance of the company. Guo, et al. (2006) in the article entitled Stock Bonus Compensation and Firm Performance in Taiwan explained the evidence of positive findings in Taiwan between the number of stock bonuses and the performance of the company. It is also found in large companies with high growth opportunities; they tend to adopt stock bonuses. Companies with well-designed bonus compensations can produce better performance as well. in the article entitled Effect of Corporate Compensation on Organizational Performance, with a sample of 600 employees in Taiwan, explained the significant relationship between the company's compensation and organ...