Organizations that are successful in achieving goals and being able to fulfill their social responsibilities will depend largely on their leaders. The transformational leadership style can encourage and motivate employees to increase the extra role and performance of employees towards the organization. The purpose of this study is to analyze and explain the influence of transformational leadership and organizational commitment to employee performance with organizational citizenship behavior as intervening variable at PT. Sarana Arga Gemeh Amerta (SAGA) Denpasar. The research population is the employees of PT. Sarana Arga Gemeh Amerta (SAGA) Denpasar with the number of samples is 88 respondents. The sampling technique used is proportional random sampling. The research instrument used questionnaire and analysis method using Partial Least Square (PLS) with SmartPLS v 3.0 software. The results of this study show that (1) transformational leadership has a negative effect on employee performance (2) organizational commitment has a significant positive effect on employee performance (3) transformational leadership has a significant positive effect on organizational citizenship behavior (4) organizational commitment has significant positive effect on organizational citizenship behavior (5) organizational citizenship behavior has a significant positive effect on employee performance (6) organizational citizenship behavior fully and positively and significantly mediates relationship between transformational leadership and employee performance (7) organizational citizenship behavior mediate partially and positively and significantly to the relationship between organizational commitment and employee performance. Suggestions on research that is transformational leadership should be preferred by managers because based on the results of research that transformational leadership variables have a negative effect on employee performance. Employees are also advised to further improve mutual attitudes and pay attention to its extraneous role to the organization as it can improve employee performance. Furthermore, further research can broaden the research orientation within the larger organizational and population scope and add other variables.

LPD Desa Adat Sembung and LPD Desa Adat Seseh are LPDs that are categorized as healthy but in the last 3 years the number of savings customers increased but the growth of savings funds decreased. There is a decrease in the number of savings that occur each year in LPD Desa Adat Sembung and LPD Desa Adat Seseh. This study to confirm the relation of Service quality to Customer Satisfaction, Customer Delight and Loyalty of Customers of LPD Desa Adat Sembung and LPD Desa Adat Seseh. The population in this research is all customer of LPD Sembung and Seseh Adat Customers who become customer from LPD stand up until 2015 with total population amounted to 2301 customers. Sampling used Slovin formula, which amounted to 95 customers. The analysis technique used in this research is structural equation modeling (SEM) based on variance or component based SEM, known as Partial Least Square (PLS). From the research result, it is found that service quality have positive and significant effect to customer satisfaction and customer delight, service quality has no significant effect to customer loyalty, but service quality will influence customer loyalty through customer satisfaction mediation and customer delight, customer satisfaction and customer delight have positive effect significant to customer loyalty.

Research about sustainable performance and its impact on the organization’s economic, social, and environmental development has attracted the attention of many scholars. However, the research investigating the relationship between sustainable performance from traditional organizations based on local culture is still underdeveloped. This study aimed to examine the relationship among organizational culture and leadership styles with knowledge management and sustainable performance. Moreover, this study investigates knowledge management’s role as a mediating variable in the relationship between organizational culture, leadership style, and sustainable performance. This study adopted a quantitative approach using the purposive sampling method with a questionnaire distributed to 99 respondents in Bali Province, Indonesia. The analysis technique was SEM-PLS. The results revealed that organizational culture and transformational leadership have significant effects on knowledge management. This study also proves that knowledge management mediates the relationship between organizational culture and sustainable performance, as well as the relationship between leadership style and sustainable performance. Theoretically, this study confirms the knowledge-based theory about knowledge management practices and sustainability performance. The present study also highlights the characteristics of organizational culture in traditional organizations and the effectiveness of transformational leadership to achieve sustainable organizational performance. Practically, the results provide insights to aid governments and regulators in continuously implementing knowledge management to achieve sustainable performance.

An employee who has a high performance and better able to support the achievement of the goals and objectives set by the company. Employees can work well if you have a high performance that can produce good work anyway. With the high- performance that employees, is expected to achieve organizational goals. This study examines the effect of compensation and work environment on employee performance with job satisfaction to be intervening variable. Data on compensation, work environment, job satisfaction, and employee performance obtained through observation, record keeping and questioner with respondents. The data obtained are then analyzed using Partial Least Squares (PLS). Statistical tests results showed  (1) the compensation proved significant positive effect on job satisfaction the path coefficient of 0.434 and T-Stats for 4.880, (2) work environment proved to be a significant positive effect on job satisfaction the path coefficient of 0.434 and T-Stats for 4.074, (3) job satisfaction proved to be a significant positive effect on employee performance the path coefficient of 0.264 and T-Stats for 2.458, (4) compensation proved positive and significant effect employee performance the path coefficient of 0.242 and T-Stats for 2.912, (5) work environment proved positive and significant effect employee performance the path coefficient of 0.378 and T-Stats for 3.343. Based on test results obtained statistical results of all variables positive and signicant impact.

The aim of research to analysis factors that effect to absorption of the budget. The factors that affects the absorption of the budget are budget planning, Human resources kompetence, and commitment. Limited sources of state revenue require the government to prioritize activities and allocate effective and efficient budgets. Failure to target the absorption of the budget indicates an inefficiency and the ineffectiveness of budget allocations (Carsidiawan, 2009). This research will be conducted at LLDIKTI Region VIII, Denpasar-Bali. The sampling technique used is saturated sample because researchers want to make generalizations with relatively small errors.. The number of samples in this study is 36. Testing the effect of budget planning, HR competence on budget absorption using multiple regression analysis. Moderated Regression Analysis (MRA) with interaction tests is used to test the effect of the moderating variable interactions. The following equation model is used to answer hypothesis 1 (H₁), hypothesis 2 (H₂), hypothesis 3 (H₃) and hypothesis 4 (H₄). The result research show that: Budget planning has a statistically positive effect on the absorption of the Region VIII LLDIKTI budget. HR competencies have a statistically positive effect on the absorption of the Region VIII LLDIKTI budget. Organizational commitment strengthens the influence of budget planning on the absorption of the Region VIII LLDIKTI budget. Organizational commitment does not strengthen the influence of HR competencies on the absorption of the Region VIII LLDIKTI budget.