The Effect of Leadership, Job Training, and Workload on Employee Performance
DOI:
https://doi.org/10.54518/ebh.5.5.2026.1580Keywords:
Employee Performance, Job Training, Leadership, Retail Sectors, WorkloadAbstract
Employee performance in the retail sector may be influenced by leadership practices, job training, and workload amid challenges related to supervisory support, inconsistent training, and increasing work demands. This study examines the effects of leadership, job training, and workload on employee performance. A quantitative approach with a causal-associative design was employed, involving 63 employees selected through simple random sampling from a population of 165 employees. Data were collected through questionnaires using a five-point Likert scale and analyzed using Partial Least Squares Structural Equation Modeling with SmartPLS 4.0. The results show that the model explains 88.0% of the variance in employee performance. Leadership has a positive but insignificant effect on employee performance, while job training also has a positive but insignificant effect. In contrast, workload has a positive and significant effect. Retail managers should prioritize effective and proportional workload management while maintaining supportive leadership and structured training. These findings highlight the importance of a holistic human resource management approach in dynamic retail environments.
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