Journal of Multidimensional Management

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

Anninda Zahratin Nisa, Azmen Kahar — Wed, 19 Aug 2026 00:00:00 +0700

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.

Guests’ Evaluations of Front-Office Upselling and Cross-Selling in Relation to Revisit Intention

Benni Sartono Siahaan Siahaan, Rian Surenda — Sun, 08 Nov 2026 00:00:00 +0700

Hotel front-office up-selling and cross-selling are commonly assessed for their contribution to revenue, yet their relationship with guests’ intention to return is less clear. This study examined how guests’ evaluations of these practices were associated with revisit intention at Hotel Pangeran Beach Padang. In July 2026, a cross-sectional survey collected five-point Likert-scale responses from 110 purposively selected guests who reported receiving at least one up-selling or cross-selling offer. Data were analysed using descriptive statistics, regression diagnostics, and multiple linear regression in SPSS 25. Respondent achievement rates were 78.31% for up-selling, 80.78% for cross-selling, and 79.21% for revisit intention. Up-selling was positively associated with revisit intention (β = 0.241, t = 2.300, p = 0.023), whereas the positive coefficient for cross-selling was not statistically significant (β = 0.137, t = 1.306, p = 0.194). Although the overall model was significant, F(2, 107) = 6.570, p = 0.002, it explained only 10.9% of the variance in revisit intention (R² = 0.109; adjusted R² = 0.093). The differing findings suggest that front-office selling practices should not be treated as interchangeable predictors of revisit intention. For hotel management, the evidence favours improving needs-based up-selling while recognising that repeat-stay intentions depend largely on factors beyond these selling practices.

Social Media Brand Exposure, Brand Awareness, and Guests’ Decision to Stay: Evidence from HARRIS Resort Barelang, Batam

Prasetya Aldi Rivalni, Youmil Abrian — Tue, 10 Nov 2026 00:00:00 +0700

Social media visibility does not necessarily indicate whether consumers recognise a hotel brand or consider it when choosing accommodation. This study examined the separate associations of perceived social media brand exposure and brand awareness with guests’ self-reported decision-to-stay scores at HARRIS Resort Barelang, Batam. A cross-sectional survey was conducted among 120 purposively selected respondents using a five-point Likert-scale questionnaire. Data were analysed through descriptive statistics and multiple linear regression. Respondent achievement rates were 84% for social media brand exposure and 87% for both brand awareness and decision to stay. Social media brand exposure was positively associated with the outcome (β = 0.204, p = 0.006), as was brand awareness (β = 0.624, p < 0.001). The overall regression model was statistically significant (F(2, 117) = 78.013, p < 0.001), explaining 57.1% of the observed variance (R² = 0.571). Brand awareness had a larger standardised coefficient than social media exposure, although the difference was not formally tested. These findings suggest that brand familiarity and perceived exposure are distinct considerations in evaluating hotel choice, rather than interchangeable measures of marketing performance. For hotel management, assessing whether online content makes the property recognisable and memorable may be more informative than relying solely on exposure metrics. However, the cross-sectional design and self-reported measures do not establish causal relationships or actual booking behaviour.

Perceived Facility Quality and Service Quality as Predictors of Guest Loyalty: The Mediating Role of Guest Satisfaction at Madani Hotel Medan

Paddila, Azmen Kahar — Tue, 10 Nov 2026 00:00:00 +0700

This study examines whether guests’ perceptions of facility and service quality are associated with loyalty directly or through satisfaction at Madani Hotel Medan. Data were obtained from 160 hotel Privilege Card members through a questionnaire distributed via WhatsApp and analysed using descriptive statistics and partial least squares structural equation modelling (PLS-SEM). Mean ratings were high for facility quality (4.50), service quality (4.46), satisfaction (4.44), and loyalty (4.41) on a five-point scale. The structural model, however, revealed differences in how these assessments relate to loyalty. Perceived facility quality was positively associated with both satisfaction (β = 0.352, p < 0.001) and loyalty (β = 0.469, p < 0.001). Perceived service quality was associated with satisfaction (β = 0.348, p = 0.002), but its direct association with loyalty was not statistically significant (β = 0.103, p = 0.335). Satisfaction was positively associated with loyalty (β = 0.233, p = 0.003) and mediated the relationships between facility quality and loyalty (β = 0.082, p = 0.023) and between service quality and loyalty (β = 0.081, p = 0.042). These findings suggest that improvements in service quality may strengthen loyalty chiefly when they translate into greater guest satisfaction, whereas perceived facility quality is associated with loyalty through both direct and satisfaction-mediated pathways.