Training and Work Environment Effects on Employee Performance: Leadership as a Mediator

Anninda Zahratin Nisa; Azmen Kahar

doi:10.63076/jomm.v3i2.117

Authors

Anninda Zahratin Nisa Hospitality Management, Faculty of Tourism and Hospitality, Universitas Negeri Padang, Padang, Indonesia
Azmen Kahar Hospitality Management, Faculty of Tourism and Hospitality, Universitas Negeri Padang, Padang, Indonesia

DOI:

https://doi.org/10.63076/jomm.v3i2.117

Keywords:

Training, Work Environment, Leadership, Employee Performance

Abstract

Employee performance at Taman Nongsa Indah Village, Batam remained below the company target while training access was uneven across employee-tenure groups. This study examines the direct effects of training and work environment on employee performance and evaluates leadership as a mediating mechanism. A quantitative cross-sectional causal-associative design was applied to a census of all 60 employees, using a five-point Likert questionnaire and path analysis in IBM SPSS Statistics 26. Training (M = 4.25), work environment (M = 4.35), and employee performance (M = 4.28) were rated very good, while leadership (M = 4.16) was rated good. Training positively predicted performance (β = 0.213, p = 0.006) and leadership (β = 0.289, p = 0.001), while work environment predicted performance (β = 0.201, p = 0.022) and leadership (β = 0.273, p = 0.008). Leadership predicted performance (β = 0.328, p = 0.002) and partially mediated both relationships. Indirect effects were 0.0948 for training and 0.0895 for work environment, accounting for 30.80% and 30.82% of the respective total effects. The findings indicate that training and workplace resources are more likely to translate into performance when leadership provides coaching, coordination, and follow-through.

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