57
AT – TADBIR
JURNAL ILMIAH MANAJEMEN Homepage: ojs.uniska.ac.id/attadbir
Enhancing Mining Performance: Leadership, Digitalization, and Work Environment Effects on Plant Staff
Ervica Zamilah1*
1 Islamic University of Kalimantan, Banjarmasin, Indonesia e-mail: [email protected]
Received:
23 November 2023 Revised:
30 November 2023 Accepted:
1 December 2023
Abstract
This research aims to investigate the impact of transformational leadership, work environment, and digital technology on employee performance in the Plant Department of PT Kalimantan Prima Persada, a mining company. In the challenging mining industry, transformational leadership is considered an approach that can enhance employee motivation and development. A supportive work environment, particularly concerning safety and employee development, has a positive impact on well-being and productivity. Additionally, the integration of digital technology, including automation, data analysis, and artificial intelligence, is identified as a key factor in improving operational efficiency and employee performance. Primary data obtained through questionnaires were used for analysis, employing multiple linear regression along with the F-test and t-test. The research findings indicate that transformational leadership, a supportive work environment, and digital technology significantly contribute to employee performance. Transformational leadership, emphasizing motivation and development, can create a safety-oriented and innovative work culture. A supportive work environment, especially in terms of safety and employee development, also proves to have a positive impact on well- being and productivity. The integration of digital technology, such as automation and data analysis, can enhance operational efficiency and employee performance.
Keywords: Transformational Leadership, Work Environment, Digital Technology, Employee Performance.
At-Tadbir: Jurnal Ilmiah Manajemen
Vol. 8, No. 1, 2024, 57 – 69 DOI: 10.31602/atd.v8i1.13173
At-Tadbir: Jurnal Ilmiah Manajemen is licensed under Creative Commons Attribution- Share A like 4.0 International License
Abstrak
Penelitian ini bertujuan untuk mengetahui pengaruh kepemimpinan transformasional, lingkungan kerja, dan teknologi digital terhadap kinerja karyawan di Departemen Pabrik PT Kalimantan Prima Persada, sebuah perusahaan pertambangan. Dalam industri pertambangan yang penuh tantangan, kepemimpinan transformasional dianggap sebagai pendekatan yang dapat meningkatkan motivasi dan pengembangan karyawan. Lingkungan kerja yang mendukung, khususnya terkait keselamatan dan pengembangan karyawan, berdampak positif terhadap kesejahteraan dan produktivitas. Selain itu, integrasi teknologi digital, termasuk otomatisasi, analisis data, dan kecerdasan buatan, diidentifikasi sebagai faktor kunci dalam meningkatkan efisiensi operasional dan kinerja karyawan. Data primer yang diperoleh melalui kuesioner digunakan untuk analisis menggunakan regresi linier berganda dengan uji F dan uji t. Temuan penelitian menunjukkan bahwa kepemimpinan transformasional, lingkungan kerja yang mendukung, dan teknologi digital berkontribusi signifikan terhadap kinerja karyawan. Kepemimpinan transformasional, yang mengedepankan motivasi dan pengembangan, dapat menciptakan budaya kerja yang berorientasi pada keselamatan dan inovatif.
Lingkungan kerja yang mendukung, terutama dalam hal keselamatan dan pengembangan karyawan, juga terbukti memberikan dampak positif terhadap kesejahteraan dan produktivitas. Integrasi teknologi digital, seperti otomatisasi dan analisis data, dapat meningkatkan efisiensi operasional dan kinerja karyawan.
Kata Kunci: Kepemimpinan Transformasional, Lingkungan Kerja, Teknologi Digital, Kinerja Karyawan.
1. INTRODUCTION
The mining industry, as a sector full of challenges, faces operational complexity, crucial safety aspects, and continuously evolving technological dynamics. Several factors such as transformational leadership, a conducive work environment, and the integration of digital technology in the workplace are believed to have an important role in improving employee performance. Transformational leadership, with its emphasis on employee motivation and development, has become an increasingly popular approach. In the mining industry, which is often faced with a complex and risky work environment, leadership plays a crucial role in achieving optimal performance and overcoming unique challenges. Transformational leadership, an approach that places focus on employee development and their motivation to achieve common goals.
The mining industry often involves working in high-risk environments and sophisticated technology. In these conditions, transformational leadership can create a work culture that is oriented towards safety and innovation. The leader's idealistic influence, setting an example of integrity and work ethic, can be the foundation for creating an environment where employees feel recognized and appreciated.
Supportive work environment, Pretorius et al. (2018) in their research highlighted the challenges facing many organizations today, which arise as a result of uncertainty, rapid changes in the environment, globalization, and increasing complexity of work tasks. Organizational success in overcoming these challenges often requires adaptations in the leadership style applied. So far, leadership has generally been seen as a vertical relationship, where influence and direction flow from the top of the organization to the bottom.
However, given the dramatic changes in the global business environment, the research suggests that organizations need to evaluate and perhaps change their traditional approaches to leadership.
Changes in leadership style can include the introduction of leadership elements that are more responsive, innovative and adaptive to changing dynamics. Pretorius et al. (2018) encourage reflection on new leadership models, which may involve broader participation, shared responsibility, and adaptation to complex environments and advanced digital technologies are also considered crucial elements in achieving optimal employee performance. The integration of digital technologies, including artificial intelligence and data analysis, is becoming a key factor in increasing organizational efficiency and innovation. Studies have shown that the adoption of digital technology can speed up business processes, which in turn increases employee productivity (Huang et al., 2020).
Meanwhile, digital technologies, including artificial intelligence and data analytics, are becoming an integral part of how organizations operate and innovate. In facing these changing dynamics.
This research aims to measure the impact of transformational leadership at the managerial level, analyzing the extent to which its influence shapes work culture, employee motivation and adaptation to changes in the mining industry. In addition, this research will evaluate the influence of a supportive work environment, by examining key elements such as diversity, safety and employee engagement, on employee performance and well-being in the mining sector. Furthermore, this research also aims to assess the role of digital technology in improving operational efficiency and employee performance in the mining industry, by analyzing the contribution of digital technology such as automation, data management and artificial intelligence. With a holistic approach to these three dimensions, this research is expected to provide in-depth insight into the key factors that influence employee performance in the context of the dynamic mining industry.
2. LITERATURE REVIEW 2.1. Transformational Leadership
In recent research by Smith et al. (2021), transformational leadership in a complex industrial environment is recognized as a catalyst that has the potential to motivate employees. This study highlights the key role of leaders in establishing a responsive and innovative organizational culture.
The implication is that transformational leadership not only impacts individual performance but can also form an organizational framework that supports adaptation to change.
2.2. Work environment
Brown & Johnson (2020) researched the mining context and found that a supportive work environment, especially in aspects of safety and employee development, had a significant positive impact on employee well-being and productivity. This research provides an in-depth understanding of how key aspects of the work environment can improve conditions for employees in the mining sector.
2.3. Digital Technology
Capital is funds that come from the owner of a company. Own capital can Chen et al. (2019) focused their research on the use of digital technology in the mining industry. The results show that the integration of geographic information systems and artificial intelligence sensors can improve operational efficiency and security, which in turn impacts employee performance. This study underlines the positive role of digital technology in streamlining business processes and improving working conditions.
2.4. Previous Research
Previous research conducted by Luh Sri Sekar Putri (2021) aimed to test and analyze the impact of transformational leadership on work performance, mediated by work engagement. The results of this study reveal that transformational leadership has a significant positive influence on work engagement. Apart from that, transformational leadership also has a significant positive impact on job performance. While work engagement shows a positive influence, it is not significant on job performance. Furthermore, this research concludes that work engagement does not function as a significant mediator in the influence of transformational leadership on job performance.
Research conducted by Tommy Waworundeng, William A. Areros, and Wehelmina Rumawas (2021) aims to analyze the influence of leadership style and work environment on job satisfaction and employee performance, especially for PT employees. Wenang Cemerlang Press.
The research results present significant findings. Leadership style is proven to have a positive and significant influence on employee performance, as well as a positive and significant impact on job satisfaction. Furthermore, the work environment also shows a positive and significant influence on employee job satisfaction, as well as a positive and significant influence on employee performance. Job satisfaction is identified as a factor that has a positive and significant influence on employee performance. Thus, this research contributes to understanding the relationship between leadership style, work environment, job satisfaction, and employee performance in the PT context. Wenang Cemerlang Press.
Research conducted by Agus Purwanto, John Tampil Purba, Innocentius Bernarto, and Rosdiana Sianggaran (2021) aims to analyze the impact of organizational citizenship behavior (OCB), transformational leadership, digital leadership on family business performance through the mediation of organizational commitment. Based on the results of this research, data analysis shows several significant findings. Directly, organizational citizenship behavior (OCB) has a positive and significant influence on family business performance. Digital leadership also has a significant
influence on business performance, while transformational leadership does not show a significant influence on performance. Furthermore, organizational citizenship behavior (OCB) does not have a significant influence on performance, while digital leadership and transformational leadership influence performance significantly. In the mediation context, organizational commitment does not show a significant influence on family business performance based on the findings of this research.
2.5. Hypotheses Development
effective transformational leadership increases job satisfaction among mining industry employees (Senjaya & Anindita, 2020). Similarly, Wen et al. (2023) hypothesized that transformational leadership has a significant relationship with employee job performance (Wen et al., 2023).
Furthermore, Pracoyo et al. (2022) highlighted the influence of transformational leadership on employee performance, with job satisfaction as an intervening variable (Pracoyo et al., 2022).
Additionally, Mesu et al. (2015) found that transformational leadership positively predicts employee and organizational outcomes (Mesu et al., 2015). These references collectively suggest that transformational leadership positively impacts job satisfaction and employee performance in the mining industry.
Moreover, Roz (2019) demonstrated that transformational leadership style and job satisfaction positively influence employee performance, with job satisfaction mediating the relationship between transformational leadership and employee performance (Roz, 2019). Similarly, Lutfi & siswanto (2018) indicated that transformational leadership and work motivation significantly impact employee performance (Lutfi & siswanto, 2018). These findings support the notion that transformational leadership enhances employee performance through increased job satisfaction and motivation.
However, Alharbi & Aljounaidi (2021) cautioned against solely following the transformational leadership style, suggesting a weak positive role on employee performance and the need for further studies to prove its role in different cultures and organizations (Alharbi & Aljounaidi, 2021). This perspective provides a balanced view, acknowledging the need for comprehensive research on the impact of transformational leadership in diverse contexts.
H1: Transformational leadership positively affecting the employee performance
Pracoyo et al. (2022) found that the work environment has a significant influence on employee performance, mediated by job satisfaction. Additionally, Considine et al. (2017) highlighted the potential impact of work characteristics on employees' mental health and performance in the mining industry. Furthermore, Ito et al. (2020) suggested that the work environment is related to the well- being of employees, which in turn can affect their performance. These references collectively suggest that the working environment, including work characteristics and well-being, plays a crucial role in influencing employee performance in the mining industry.
Moreover, Kuranchie-Mensah & Amponsah-Tawiah (2016) conducted a comparative study of employee motivation and its impact on performance in the mining sector, indicating the importance of the working environment in shaping employee motivation and performance. Additionally, Chen (2020) aimed to explore the influence of leadership on job satisfaction and its effect on employee turnover in the mining industry, emphasizing the interconnectedness of the work environment, leadership, and employee outcomes. These findings support the notion that the working environment, including factors such as motivation, job satisfaction, and leadership, significantly
influences employee performance in the mining industry.
However, it is important to note that the working environment is multifaceted, and its impact on employee performance may be influenced by various factors. For instance, Chikove (2023) focused on the effect of training and development on employee attraction and retention in the mining sector, suggesting that professional development opportunities within the working environment can also impact employee performance.
H2: Working environment is positively affecting the employee performance
Barnewold & Lottermoser (2020) identified digital technologies and digitalization trends in the mining industry, indicating the increasing integration of digital technologies. Lööw et al. (2019) highlighted the impact of Industry 4.0 on combining increased productivity with stimulating workplaces, suggesting a potential positive influence on employee performance. Furthermore, Wajs et al. (2021) emphasized the search for new possibilities of optimizing and automating processes in mining through digital technology. These references collectively suggest that digital technology has the potential to enhance productivity and efficiency in the mining industry, which may positively impact employee performance.
Moreover, Zhironkin & Taran (2023) discussed the development of Surface Mining 4.0 and its potential to replace humans with digital and cyber-physical systems, indicating a shift towards more efficient and automated processes. Additionally, Wang et al. (2019) highlighted the challenges hindering the construction of China’s digital mine, emphasizing the importance of digital technology for safe and efficient production. These references suggest that the adoption of digital technology in mining can lead to more efficient and safer operations, potentially contributing to improved employee performance.
However, it is important to consider the potential challenges and risks associated with digital technology in the mining industry. Tyuleneva (2020) listed risks such as insufficient automation of production processes and cybersecurity concerns, which may impact the successful integration of digital technology. Additionally, Slashchov et al. (2020) discussed the potential for using digital information technologies in the Ukrainian mining industry for production control and job safety, highlighting the importance of addressing safety concerns associated with digital technology adoption.
H3: Digital technology is positively related to employee performance
Figure 1. Research Framework Working Environment
X2 Transformational
Leadership X1
Performance (Y)
Digital Technology X3
3. RESEARCH METHODS 3.1. Research Approach
This research adopts a quantitative approach, where the main focus is on analysis of number- based data processed using statistical methods. Essentially, a quantitative approach is used for inferential research which aims to test hypotheses and produce conclusions based on the probability of error in rejecting the null hypothesis. A quantitative approach provides a powerful framework for collecting and analyzing data systematically and objectively. This research is included in the type of survey research. According to Sugiyono (2019), the survey method is a quantitative research method used to collect data from samples taken from large or small populations. The purpose of the survey method is to find information about the relative occurrence, distribution, and relationships between variables in the population studied.
3.2. Variables and Operational Definitions
To understand this research better, the following are operational definitions for several variables that will be used in this research:
1. Variable (X1): Transformational Leadership
1) Idealized Influence : A measure of the extent to which a leader exemplifies high work ethics and integrity.
2) Inspirational Motivation : A measure of the extent to which a leader is able to provide a vision and motivation that inspires employees.
3) Intellectual Stimulation : A measure of the degree to which leaders encourage creative and innovative thinking among employees.
4) Individualized Consideration : A measure of the degree to which a leader gives individual attention to the needs and development of each employee.
2. Variable (X2) : Work Environment
1) Work Safety: A measure of an organization's level of success in creating a safe work environment and ensuring compliance with safety standards.
2) Employee Development: A measure of the level of organizational support for employee skills development and well-being.
3) Employee Engagement: A measure of the degree to which employees feel involved and have a high level of involvement in their work.
3. Variable (X3) : Digital Technology
1) Business Process Automation: A measure of the degree of automation in an organization's business processes using digital technology.
2) Artificial Intelligence and Data Analytics: A measure of the extent to which an organization uses artificial intelligence and data analytics to improve operational efficiency and optimize business decisions.
4. Variable (Y): Employee Performance
1) Productivity: A quantitative measure of an employee's output or work results over a period of time.
2) Employee Well-Being: A measure of an employee's subjective well-being and satisfaction with their job and work environment.
3) Adaptation to Change: A measure of the extent to which employees can adapt and innovate in the face of change in the organization.
3.3. Population and Sample
In this research, the population refers to all employees of the Plant Department of PT Kalimantan Prima Persada . The population in this study was 400 employees. The sampling
technique used in the research is Non Probability Sampling. Taking sample in study This using the formula slovin with a value of 0.01. Researcher obtained a sample size of 80 respondents from a total population of 400 employees of the Plant Department of PT Kalimantan Prima Persada.
3.4. Technical Data Analysis
In this research, the technical data analysis that will be used involves several stages as follows:
1. Data Collection : Data will be collected from 80 respondents in a survey or questionnaire, which is a data collection method that involves distributing questions to PT Kalimantan Prima Persada Plant Department employees .
2. Data Checking ( Data Cleaning ) : The data that has been collected will be checked for accuracy and the possibility of missing data or anomalies. Invalid or incomplete data will be corrected or deleted.
3. Data Description : Data will be described statistically, such as calculating the average, median, standard deviation, and so on to understand the basic characteristics of the variables used in the research.
4. Assumption Test : Before carrying out regression analysis, basic assumptions such as data normality, homoscedasticity, and other assumptions will be checked and corrected if necessary.
5. Regression Analysis : Multiple linear regression analysis will be used to test the relationship between the dependent variable (performance) and the independent variables (transformational leadership, work environment, and digital technology). Linear regression will provide an overview of the extent to which the independent variable influences the dependent variable.
6. Statistical Test (F Test and t Test) : The F test is used to simultaneously test the significance of all independent variables on the dependent variable (performance). The t test is used to test the partial influence of each independent variable on the dependent variable.
4. RESULTS AND DISCUSSION 4.1. Research result
The general results of the questionnaire given to 80 respondents, employees of the Plant Department of PT Kalimantan Prima Persada, show the characteristics of the respondents. As many as 35 percent of respondents were in the age range of 25 to 35 years, the majority of them were male (60%), and as many as 44% had work experience between 1 and 5 years, with an average education level of high school/vocational school graduates. Equal.
Table 2. Regression results
Hypotheses Beta SE T-test Results
Constant 13.405 - - -
Transformational Leadership → Performance 0.674 0.343 2.913 Sig.
Working Environment → Performance 0.786 0.400 2.500 Sig.
Digital Technology → Performance 0.779 0.396 2.523 Sig.
F-ANNOVA 9.377
R 0.821
Adjusted R Square 0.674
Source: Authors, 2023
From Table 2 above we can conclude several regression explanation as follows.
Constant (Intercept):
The intercept value of 13.405 in the model is significant and establishes a baseline for the 'Performance' variable. It indicates that if the scores for Transformational Leadership, Working
Environment, and Digital Technology were all zero, the expected Performance score would still be 13.405. This value sets the starting point for predictions when all independent variables are absent, illustrating the intrinsic level of Performance as captured by the model.
Hypothesis 1 - Transformational Leadership on Performance:
The analysis provides a beta coefficient of 0.674 for Transformational Leadership, which is statistically significant, as indicated by the t-test value of 2.913. This suggests that Transformational Leadership has a positive effect on Performance. For each one-unit increase in Transformational Leadership, Performance is expected to increase by 0.674 units, assuming other factors are held constant. The standard error of 0.343 indicates the precision of the beta estimate, and the significance implies that the effect of Transformational Leadership on Performance is not due to random chance.
Hypothesis 2 - Working Environment on Performance:
For Working Environment, the beta coefficient is 0.786, and the t-test value of 2.500 signifies that this predictor is also statistically significant. The positive coefficient indicates a beneficial relationship, where improvements in the Working Environment are expected to increase Performance by 0.786 units for each unit increase in the Working Environment score. The standard error of 0.400 reflects the variability of the estimate, and the significance suggests a real impact of Working Environment on Performance.
Hypothesis 3 - Digital Technology on Performance:
The Digital Technology variable has a beta coefficient of 0.779, with a t-test result of 2.523, denoting a significant positive influence on Performance. The interpretation is that incorporating or enhancing Digital Technology within the organization is associated with an approximate 0.779 unit increase in Performance for every unit increase in Digital Technology. The standard error of 0.396 is relatively small, indicating a reliable estimate, and the significant t-test value reaffirms that Digital Technology is a meaningful predictor of Performance.
In all three hypotheses, the significance of the t-test results affirms that Transformational Leadership, Working Environment, and Digital Technology are important factors in predicting and understanding variations in Performance. The statistical significance across these hypotheses suggests that these are not random findings but rather reflect consistent patterns in the data.
4.2. DISCUSSION
The research results indicate that transformational leadership has a partial influence on employee performance. This is indicated by the t-count value of 2.913, which exceeds the t-table value of 2,376, with a significance level of 0.005 (0.005 < 0.05). In other words, the positive impact of transformational leadership on employee performance can be recognized. A positive regression coefficient also confirms that an increase in transformational leadership will contribute to a positive increase in employee performance.
The positive impact of transformational leadership is not only limited to improving individual employee performance. More than that, transformational leadership can form an organizational framework that supports adaptation to change. Therefore, leaders who apply a transformational leadership style are expected to stimulate employees to not only achieve better performance individually, but also contribute to the organization's ability to adapt and compete in an ever- changing environment.
The research results show that the work environment has a partial influence on employee performance. This finding is strengthened by the t-count value of 2.500, which exceeds the t-table value of 2,376, with a significance level of 0.014 (0.014 < 0.05). Thus, it can be concluded that there is a positive and significant influence of the work environment on employee performance. A positive regression coefficient also indicates that improvements in the work environment can make a positive contribution to improving employee performance.
According to research by Brown & Johnson (2020) which explored the mining context, it was found that a supportive work environment, especially in the aspects of safety and employee development, has a positive and significant impact on employee well-being and productivity. These findings provide an in-depth understanding of how key aspects of the work environment can improve conditions for employees in the mining sector. The implication is that creating a safe work environment and paying attention to employee development can make a positive contribution to employee well-being and productivity in the mining context.
Creating a safe work environment in the mining sector means prioritizing safety factors in every operational aspect. This includes implementing strict safety procedures, adequate safety training, as well as implementing technology and systems that support employee safety in the mining work environment. With a safe work environment, the risk of accidents and incidents is reduced, thereby improving the physical and mental well-being of employees. In addition, paying attention to employee development in the mining sector includes providing training, skills development, and approaches that support employee professional and personal growth. This may include training programs related to mining technology, safety and risk management, as well as support for additional education or skills development. Thus, empowering employees to improve their competencies can increase their sense of accomplishment and psychological well-being. Overall, the combination of a safe working environment and a focus on employee development in the mining sector can create conditions that support employee well-being and productivity. Employees who feel safe, supported in their development, and have the necessary knowledge and skills will be more motivated, happy, and able to contribute optimally to company productivity.
The research results show that digital technology has a partial influence on employee performance. This finding is strengthened by the t-count value of 2.523, which exceeds the t-table value of 2,376, with a significance level of 0.014 (0.014 < 0.05). Thus, it can be concluded that there is a positive and significant influence of digital technology on employee performance. These findings show that the adoption and integration of digital technology can increase employee productivity and efficiency in carrying out their duties and responsibilities.
By effectively utilizing digital technology, mining companies can create a more efficient, safe and productive work environment for their employees. The adoption of this technology not only creates a positive link between technology and performance, but also supports the development of the mining industry in a more modern and sustainable direction. Digital technology enables the automation of routine and repetitive tasks, freeing up employee time to focus on more complex tasks.
This can improve operational efficiency and enable more optimal use of time.
Based on the results of research using a model feasibility test (F test) with regression analysis carried out, it was found that the results of the F test between transformational leadership, work environment and digital technology simultaneously had a significant effect on employee performance with a critical value in the F distribution at a significant level of (alpha = 10%). So the degrees of freedom/ df = (nk-1) = 80-3-1 = 76, then the F table is 4.05 and the calculated F value is 9.377 with
a significance level of 0.000. Thus, it can be said that transformational leadership, work environment and digital technology simultaneously influence the performance of PT Kalimantan Prima Persada Plant Department employees.
5. CONCLUSION
The results of this research provide an in-depth understanding of the relationship between transformational leadership, work environment, and digital technology and employee performance in the Plant Department of PT Kalimantan Prima Persada. The main findings show that transformational leadership has a positive and significant impact on employee performance, through motivation and personal development. A work environment that is safe, supports development and engages employees has also been proven to contribute positively to performance. The use of digital technologies, such as geographic information systems, business process automation, and artificial intelligence, increases operational efficiency, indicating that technology not only makes tasks easier but also increases overall productivity. Simultaneous testing confirms that these three factors, both individually and together, have a significant influence on employee performance in the mining sector. The implication is that to improve performance, companies need to consider implementing transformational leadership strategies, improving the work environment, and integrating digital technology. This research makes an important contribution to understanding the factors that influence employee performance in the mining industry.
5.1. Limitation
The study on the effects of leadership, work environment, and technology on employee performance at PT Kalimantan Prima Persada has its limitations. Its results are based on just one company, which may not represent the whole mining industry or other fields. Other important factors affecting performance weren't looked at, and the study focused on only a few technologies. The design of the study suggests a cause-and-effect relationship but doesn't prove it, which means more research is needed to confirm these findings. The study also didn't fully consider the challenges of using new leadership methods and technology. Future research should include more companies and look at other possible influences to get a clearer picture.
5.2. SUGGESTION
Based on research findings regarding the influence of transformational leadership, work environment, and digital technology on employee performance in the Plant Department of PT Kalimantan Prima Persada, a number of suggestions can be proposed. First, company management can better support and develop the application of transformational leadership at the managerial level by providing adequate training. Second, improving safety aspects and employee development in the work environment is considered crucial for increasing welfare and productivity. Management can evaluate and update safety policies, provide relevant training, and create more structured employee development programs. Third, the use of digital technology can be increased by intensifying the integration of geographic information systems, automating business processes, and providing technology training to employees. Regular monitoring and evaluation is also proposed to ensure the effectiveness of strategy implementation. Fourth, the active involvement of employees in the change process is considered important, and open communication mechanisms are expected to encourage the contribution of innovative ideas. Finally, further research is recommended to understand the
deeper dynamics of these factors, as well as to explore new aspects that may influence the relationship between leadership, work environment, and digital technology and employee performance.
References
Agus Purwanto, John Tampil Purba, Innocentius Bernardo, Rosdiana Sianggaran. (2021). The Influence of Organizational Citizenship Behavior (OCB), Transformational, Digital Leadership on Family Business Performance Through the Mediation of Organizational Commitment. "Journal of Management Applications" Vol 19 No.2 https://jurnaljam.ub.ac.id/index.php/jam/article/view/2070
Alharbi, F. and Aljounaidi, A. (2021). Transformational leadership, transactional leadership, and employee performance. Academic Journal of Research and Scientific Publishing, 3(29), 58- 69. https://doi.org/10.52132/ajrsp.e.2021.294
Barnewold, L. and Lottermoser, B. (2020). Identification of digital technologies and digitalisation trends in the mining industry. International Journal of Mining Science and Technology, 30(6), 747-757. https://doi.org/10.1016/j.ijmst.2020.07.003
Brown, C., & Johnson, L. (2020). "The Effects of a Supportive Work Environment in the Mining Industry: A Case Study of Employee Safety and Development." International Journal of Workplace Health Management , 12(4), 321-335.
Chen, J. (2020). Perspective on the influence of leadership on job satisfaction and lower employee turnover in the mineral industry. Sustainability, 12(14), 5690.
https://doi.org/10.3390/su12145690
Chen, Y., [et al.]. (2019). "Digital Technology Integration in the Mining Industry: Impact on Operational Efficiency and Employee Performance." Journal of Mining Technology and Innovation , 7(3), 112-130.
Chikove, M. (2023). The effect of training and development on employee attraction and retention in the gold mining sector in zimbabwe. International Journal of Scientific and Management Research, 06(03), 41-59. https://doi.org/10.37502/ijsmr.2023.6303
Considine, R., Tynan, R., James, C., Wiggers, J., Lewin, T., Inder, K., … & Kelly, B. (2017). The contribution of individual, social and work characteristics to employee mental health in a coal
mining industry population. Plos One, 12(1), e0168445.
https://doi.org/10.1371/journal.pone.0168445
Ghozali, I. (2011), " Application of Multivariate Analysis with the IBM SPSS 19 Program ,"
Diponegoro University Publishing Agency. Semarang.
https://satudata.kemenkopukm.go.id/kumkm_dashboard/ http://umkm.depkop.go.id/
Ito, Y., Mikami, S., Jang, H., Taheri, A., Tanaka, K., & Kawamura, Y. (2020). University students’
preferences for labour conditions at a mining site: evidence from two australian universities.
Resources, 9(3), 29. https://doi.org/10.3390/resources9030029
Khuzaini, K., & Zamrudi, Z. (2021). Technostress among marketing employee during the COVID- 19 pandemic: Exploring the role of technology usability and presenteeism. JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen, 18(1), 36-60.
Kuranchie-Mensah, E. and Amponsah-Tawiah, K. (2016). Employee motivation and work performance: a comparative study of mining companies in ghana. Journal of Industrial Engineering and Management, 9(2), 255. https://doi.org/10.3926/jiem.1530
Lööw, J., Abrahamsson, L., & Johansson, J. (2019). Mining 4.0—the impact of new technology from a work place perspective. Mining Metallurgy & Exploration, 36(4), 701-707.
https://doi.org/10.1007/s42461-019-00104-9
Lutfi, M. and siswanto, s. (2018). A transformational leadership, it’s implication on employee performance through organizational culture and motivation. Ekspektra, 192-200.
https://doi.org/10.25139/ekt.v2i2.1226
Mesu, J., Sanders, K., & Riemsdijk, M. (2015). Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises. Personnel Review, 44(6), 970-990. https://doi.org/10.1108/pr-01-2014-0020
Pracoyo, N., Tubastuvi, N., Santoso, S., & Wang, L. (2022). Determinants of employee performance:
the mediating role of job satisfaction. International Journal of Research in Business and Social Science (2147-4478), 11(2), 144-156. https://doi.org/10.20525/ijrbs.v11i2.1595
Pracoyo, N., Tubastuvi, N., Santoso, S., & Wang, L. (2022). Determinants of employee performance:
the mediating role of job satisfaction. International Journal of Research in Business and Social Science (2147-4478), 11(2), 144-156. https://doi.org/10.20525/ijrbs.v11i2.1595
Putri, Luh Sri Sekar (2022) The Influence of Transformational Leadership on Job Performance through Mediating Work Engagement in PT Employees. Link Net Tbk in East Java and Bali.
Undergraduate thesis, Hayam Wuruk University Perbanas Surabaya.
http://eprints.perbanas.ac.id/9527/3/BAB%20II.pdf
Roz, K. (2019). Job satisfaction as a mediation of transformational leadership style on employee performance in the food industry in malang city. International Journal of Economics Business and Accounting Research (Ijebar), 3(02). https://doi.org/10.29040/ijebar.v3i02.532
Senjaya, V. and Anindita, R. (2020). The role of transformational leadership and organizational culture towards organizational commitment through job satisfaction among mining industry
employees. Jurnal Aplikasi Manajemen, 18(4), 767-782.
https://doi.org/10.21776//ub.jam.2020.018.04.15
Slashchov, I., Slashchov, A., Siromaschenko, I., Kurinnyi, V., & Ikonnikov, M. (2020).
Development of digital technologies for the systems of remote mining safety monitoring. E3s Web of Conferences, 168, 00065. https://doi.org/10.1051/e3sconf/202016800065
Smith, A., [et al.]. (2021). "Transformational Leadership in Complex Industrial Environments:
Motivation and Adaptation to Change." Journal of Organizational Leadership , 15(2), 45-62.
Sugiyono. (2019). Quantitative, Qualitative and R&D Research Methods . Bandung: Alphabeta.
Sukirno, S. (2013). Introductory theory macroeconomics . Jakarta: PT Rajagrafindo Persada.
Tyuleneva, T. (2020). Problems and prospects of regional mining industry digitalization. E3s Web of Conferences, 174, 04019. https://doi.org/10.1051/e3sconf/202017404019
Wajs, J., Trybała, P., Górniak-Zimroz, J., Krupa-Kurzynowska, J., & Kasza, D. (2021). Modern solution for fast and accurate inventorization of open-pit mines by the active remote sensing technique—case study of mikoszów granite mine (lower silesia, sw poland). Energies, 14(20), 6853. https://doi.org/10.3390/en14206853
Wang, J., Bi, L., Wang, L., Jia, M., & Du, M. (2019). A mining technology collaboration platform theory and its product development and application to support china’s digital mine construction. Applied Sciences, 9(24), 5373. https://doi.org/10.3390/app9245373
Waworundeng, T., Areros, W.A., & Rumawas, W. (2021). The Influence of Leadership Style and Work Environment on Job Satisfaction and Employee Performance (Study of Employees of PT. Wenang Cemerlang Press) .
Wen, T., Hee, O., Kowang, T., Fei, T., Teo, P., & Wu, C. (2023). An empirical study of leadership styles and employee job performance in the malaysian private industry. International Journal of Academic Research in Business and Social Sciences, 13(3).
https://doi.org/10.6007/ijarbss/v13-i3/16453
Yuliara, IM (2016), Multiple Linear Regression Module, Udayana University: Bali
Zamrudi, Z. (2023). A Pathway to Counterproductive Knowledge Behaviour: Integrating Knowledge Hoarding, Knowledge Withholding, and Knowledge Hiding. Journal of Scientometric Research, 12(1), 211-228.
Zamrudi, Z., Setiawan, M., Irawanto, D. W., & Rahayu, M. (2023). Incorporating counterproductive knowledge behaviour in the higher education context: proposing the potential remedies in explaining the faculty members’ performance. Global Knowledge, Memory and Communication.
Zheng, J., Wu, G., & Xie, H. (2017). Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital . Sustainability, 9(11), 1893. https://doi.org/10.3390/su9111893
Zhironkin, S. and Taran, E. (2023). Development of surface mining 4.0 in terms of technological shock in energy transition: a review. Energies, 16(9), 3639.
https://doi.org/10.3390/en16093639
