Workload, Transformational Leadership, and Work Motivation as Determinants of Employee Performance at the Environmental Service of Kaimana Regency

Abstract

Employee performance in local public organizations depends not only on individual ability but also on the way work demands, leadership practices, and employee motivation are managed. This study examines the effects of workload, transformational leadership, and work motivation on employee performance at the Environmental Service of Kaimana Regency. A quantitative causal-associative design was used, and data were collected through a structured questionnaire administered to all 46 employees; therefore, the study applied a census sampling approach. The research instruments were tested for validity and reliability, and the hypotheses were examined using multiple linear regression. The findings show that workload has a negative and significant effect on employee performance, whereas transformational leadership and work motivation have positive and significant effects. Simultaneously, the three independent variables explain 69.2% of the variance in employee performance. These results indicate that employee performance can be strengthened through proportional workload allocation, clearer leadership communication and supervision, and motivational practices that recognize employee needs, achievement, and self-development. The study contributes to public-sector human resource management by integrating job demands, leadership behavior, and motivational factors in one empirical model.