<p align="center"><strong><em>ABSTRACT</em></strong></p><p>          <em>The purpose of this study was to analyze the effect of compensation, training and development, and organizational culture on job satisfaction and employees retention. This study uses primary data in the form of questionnaires distributed and filled out by 150 respondents using a purposive sampling technique. As independent variables in this study are compensation, training and development, and organizational culture, while dependent variables are job satisfaction and employees retention. The job satisfaction variables also function as a mediation variable. To test the hypothesis SEM analysis is used. The results show that compensation and training &amp; development have a positive effect on job satisfaction, while organizational culture doesn't have a positive impact on job satisfaction. Compensation has a positive impact on employees retention, but training &amp; development, as well as organizational culture, do not have a positive effect on employees retention. Furthermore, job satisfaction has a positive impact on employees retention, and training  &amp; development has a positive impact on retention through job satisfaction. </em></p><p><strong><em>Keywords</em></strong><em>: compensation; training; development; organizational culture; job satisfaction; retention</em></p>

The purpose of this research was to analyze the influence of Transformational Leadership Style on Job Satisfaction and Organizational Commitment. The design of this research used primary data obtained by distributing questionnaires to 147 respondents, the employees of the State Gas Company located in Jakarta. Stratified Sampling Sample was used and data were analyzed by using Statistical Package for Social Sciences (SPSS). The method used to analyze data were Descriptive Statistic Method and Multiple Regression. From the result of this research, it can be concluded that there was a positive relationship between organizational commitment and transformational leadership, as well as a positive relationship between transformational lead­ership and job satisfaction.

<p><em>This research is concerning the influence of job motivation and job satisfaction on organizational commitment. The purpose of this study is to see how far the influence of job motivation and job satisfaction on organizational commitment. This study uses primary data obtained from 150 respondents. The sample was selected by using purposive sampling technique. The dependent variable in this study is organizational commitment, while the independent variables are job motivation and job satisfaction. This study used the structural equation modeling (SEM) to test job motivation, job satisfaction and organizational relationship models. The results show that job motivation positively influences job satisfaction, but job satisfaction surprisingly does not have positive and significant effect on organizational commitment. Furthermore, job motivation positively influence organizational commitment</em></p>

<p>The Background of this research was the trend of companies’ outsourcing human resource (expertise and specialists) to accomplish tasks more cheaply and efficiently to increase productivity. The objective of this research was to find out the impact of employees’ perception of outsourcing human resource on their job satisfaction and turnover intention. To achieve this objective the quantitative research has been done by using explanatory survey method. The design of this research applies quantitative approach. The samples for the study consisted of 115 human resource division employees of three Banks in Jakarta. The primary data in this research was obtained by using closed ended questionnaires. Non probability sampling method with the convenience sampling technique was employed to select the sample. Data analysis used in this research was Structural Equation Modeling (SEM). The result of this research concludes that employees’ positive perception of outsourcing human resource increases their job satisfaction and decreases their turnover intention whereas negative perception of outsourcing human resource decreases job satisfaction and subsequently increases turnover intention. Based on the result of the research, it is important that a company outsource human resource to increase productivity.</p>

Menjadi wirausahawan yang sukses adalah impian orang-orang yang ingin mencapai kesuksesan dalam hidupnya secara ekonomi. Keberhasilan wirausaha ini juga menjadi dambaan masyarakat Bina Amanah Cordova Entrepreneurship School. Keinginan untuk menjadi pengusaha sukses bukan hanya tentang bagaimana memulai bisnis tetapi juga tentang bagaimana sukses secara ekonomi dan kehidupan sosial yang lebih baik. Permasalahan yang dihadapi oleh masyarakat di sekolah tersebut adalah adanya kekhawatiran dan kurangnya keberanian mereka untuk memulai bisnis, serta perlunya pengetahuan untuk pengembangan bisnis dan beberapa di antaranya masih belum mengetahui jenis bisnis apa yang ingin mereka miliki. Dengan adanya permasalahan tersebut maka tujuan dari kegiatan Pengabdian kepada masyarakat (PKM) FEB Universitas Trisakti adalah membantu mereka yang membutuhkan dukungan dari universitas berupa pelatihan dan penyuluhan untuk memiliki kompetensi yang baik sebagai wirausahawan yang sukses. Metode pelatihan dan penyuluhan yang disampaikan adalah dengan metode daring, tentang peningkatan kapasitas dan karakteristik wirausahawan sukses. Hasil analisis data yang diperoleh menunjukkan bahwa para peserta pelatihan menilai materi pelatihan dapat diterapkan dalam usaha mereka, mereka merasa puas, termotivasi dan merasa lebih percaya diri untuk memulai usaha atau mengembangkan usaha yang sudah dijalankan. Kesimpulan dari kegiatan ini adalah pemahaman yang baik bagi peserta pelatihan mengenai Aspek Peningkatan Kapasitas Organisasi Bisnis dan Karakteristik Pengusaha Sukses yang akan diterapkan dalam kegiatan wirausaha mereka.

<p><em>Individual entrepreneurial characteristics, especially as seen from generation to generation, have distinct differences. For example, the younger generation has entrepreneurial characteristics such as wanting to succeed quickly, focusing on instant processes, and easily "following along" with existing trends. This is the primary concern of the implementing team, and it necessitates additional knowledge in developing entrepreneurial characteristics. This training was provided to 20 partner participants from the Amanah Cordova Entrepreneurship School in Pondok Jati Village, South Tangerang. This activity took place on December 11, 2022 and was carried out through face-to-face discussions. This activity's outcomes focused on three key areas: the quality of the material provided, the quality of the activity process, and the quality of the resource persons. According to the indicators of the quality of the material provided, the participants thought the material was good enough to be used later in entrepreneurship. Furthermore, the participants felt that the activity was going well overall, based on the quality of the activity process indicators, and that it was able to provide them with additional knowledge about the characteristics of entrepreneurship. The good manner and attitude of the resource persons in conveying the material was an important point that was highly rated by all participants in terms of the quality of the resource persons. Characteristic formation and improvement are dynamic, mirroring the dynamics of business competition. As a result, this activity can be performed on a regular and continuous basis.</em></p>

This study examines the impact of human resource (HR) practices on organizational commitment through job satisfaction as a mediator variable. The primary data was gathered and collected from 135 respondents being employees of some private companies in Jakarta. This study used hypothesis testing as a research design. We analyze the data by using Structural Equation Method (SEM). The results show that HR practices positively influence both organizational commitment and job satisfaction, and job satisfaction also positively influences organizational commitment.

AbstrakPurpose- The purpose of this study was to analyze the influence of transformational and transactional   leadership styles on employees performance. Design/Methodology/Approach- This study uses primary data in the form of questionnaires distributed and filled out by 240 respondents using purposive sampling technique. As the independent variables in this study are transformational leadership style and transactional leadership style, while as a dependent variable is employee performance. To test the hypothesis SEM analysis is used. Finding- The results showed that both transformational leadership style and transactional leadership style had a positive effect on improving employee performance, but the transformational leadership style had a greater influence on employees performance.