Employee performance at PT Pegadaian Regional Office III Palembang is primarily driven by workload rather than employee engagement or job satisfaction. This finding comes from a 2026 study conducted by Nabila Ayu Lestari, Trisninawati, Fitriasuri, and Dina Mellita from the Master of Management Program at Universitas Bina Darma. The results offer important insights for improving human resource strategies in Indonesia’s state-owned financial sector.
The study responds to real workplace challenges within Pegadaian, including high sales targets, complex operational responsibilities, and disparities in career opportunities between permanent and outsourced employees. These conditions raise a critical question: which factors truly influence employee performance?
Research Approach
The researchers surveyed 100 employees out of a total population of 130 using purposive sampling. Data were collected through questionnaires and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS), a method suitable for examining complex variable relationships.
The study focused on three key variables:
- Employee engagement
- Workload
- Job satisfaction
Key Findings
The results reveal a clear distinction in impact:
- Workload has a significant effect on employee performance
- Employee engagement has no significant effect
- Job satisfaction also shows no significant effect
Statistically, workload contributes the most to performance improvement, with a moderate effect size. Meanwhile, engagement and satisfaction show minimal and insignificant direct influence.
The model explains approximately 79.5% of the variation in employee performance, indicating strong predictive power.
Field Insights
Performance data presented in the KPI table (pages 4–5) show that most Pegadaian branches in Palembang improved their performance in 2025, although some experienced declines. This reflects uneven work management across branches.
The study highlights several operational realities:
- Daily sales targets (e.g., 10 grams of gold) increase pressure
- Employees handle multiple roles simultaneously
- Compensation gaps affect motivation and loyalty
Implications for Organizations
The findings suggest that well-managed workload can enhance performance, rather than hinder it. When structured properly, workload acts as a positive challenge that increases focus, discipline, and productivity.
On the other hand, engagement and job satisfaction do not automatically translate into better performance, especially when:
- Reward systems are unclear
- Leadership support is limited
- Career development opportunities are unequal
The researchers from Universitas Bina Darma emphasize that organizations must strengthen internal support systems so that engagement and satisfaction can contribute more effectively to performance.
Practical Impact
This study offers several actionable insights:
- Organizations should manage workload proportionally and strategically
- Target-based systems must be supported by strong organizational backing
- HR policies should focus on fair compensation and career advancement
These findings are particularly relevant for state-owned enterprises and financial service institutions aiming to boost productivity while maintaining employee well-being.
Author Profile
- Nabila Ayu Lestari – Universitas Bina Darma, Indonesia
- Trisninawati – Universitas Bina Darma, Indonesia
- Fitriasuri – Universitas Bina Darma, Indonesia
- Dina Mellita – Universitas Bina Darma, Indonesia
Source
Title: The Influence of Employee Engagement, Workload, and Job Satisfaction on Employee Performance at PT Pegadaian Regional Office III Palembang
Journal: International Journal of Business and Applied Economics (IJBAE)
Year: 2026
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