Ilustration by AI
Digital transformation, organizational communication, and work motivation are positively linked to employee performance at PT Inti Niaga Pranasari, according to a 2026 study by Ummi Sa’adah, Briyan Cadalora Putra, and Rr. Indah Permata Sari of Universitas Bhayangkara Surabaya. Published in the International Journal of Asian Business and Management (IJABM), the study examined all 50 employees of the Bojonegoro-based household-goods distributor. The findings highlight that improving employee performance requires more than adopting new technology: companies also need clear communication and a work environment that keeps employees motivated.
The article was received by the journal on June 3, 2026, revised on July 19, and accepted for publication on August 20, 2026. The research focuses on PT Inti Niaga Pranasari, a company in Bojonegoro, East Java, that distributes household products, particularly soap and detergent products from brands including Daia, Ekonomi, Soklin, Nuvo, Giv, and So Soft.
Why Digital Transformation Alone Is Not Enough
Businesses are under growing pressure to adapt to rapidly changing technology. Digital systems can make operations faster, improve access to information, support data-based decisions, and automate administrative processes. But technology also creates new demands on employees.
The researchers from Universitas Bhayangkara Surabaya note that employees increasingly need digital skills, data literacy, analytical abilities, and the capacity to adapt to new technologies. Companies that invest in digital transformation therefore also need to prepare their human resources for changes in the workplace.
Digital transformation can also be costly and risky. Businesses may need significant investment in technology, infrastructure, and human resources. Poor implementation can reduce the benefits expected from digitalization. For that reason, the researchers place employee readiness alongside technology as an important part of organizational transformation.
How the Study Was Conducted
Ummi Sa’adah, Briyan Cadalora Putra, and Rr. Indah Permata Sari used a quantitative approach involving the entire workforce of PT Inti Niaga Pranasari.
The study covered 50 employees, meaning every employee in the company became part of the research sample. The researchers analyzed the collected data using SmartPLS, a statistical software application used to examine relationships among variables.
The researchers examined four main areas:
- Digital transformation, including digital mindset, digital practices, and access to integrated data.
- Organizational communication, including access to information, understanding of messages, and changes in employee attitudes.
- Work motivation, including physiological, safety, social, and recognition needs.
- Employee performance, measured through work quality, quantity, and timeliness.
This approach allowed the researchers to determine whether changes in digital transformation, communication, and motivation were associated with differences in employee performance.
Digital Transformation Shows a Strong Positive Effect
The strongest clearly reported relationship in the study involved digital transformation and employee performance.
The analysis produced a path coefficient of 0.493, with a t-statistic of 3.428 and a p-value of 0.001. The researchers interpreted these results as evidence of a positive and significant effect. In practical terms, stronger digital practices, data integration, and a digital mindset were associated with better employee performance at PT Inti Niaga Pranasari.
For companies, the finding suggests that digital transformation should not stop at installing software or moving information into digital systems. Employees also need the skills and access required to use those systems effectively.
Communication Matters in Everyday Work
Organizational communication was another factor examined by the researchers.
The study found that access to information, understanding messages, and communication between supervisors and employees were related to employee performance. The researchers emphasized that clear communication can reduce misunderstandings and help employees coordinate their responsibilities more effectively.
The finding has a straightforward implication for managers: a digital workplace still depends on people understanding what needs to be done.
Clear instructions, accessible information, regular feedback, and effective communication channels can help employees understand expectations and reduce errors caused by unclear messages.
Motivation Also Supports Performance
Work motivation showed a positive and significant relationship with employee performance. The analysis reported a path coefficient of 0.460, a t-statistic of 3.285, and a p-value of 0.002.
The researchers linked motivation to several workplace factors, including physiological needs, safety, social relationships, and recognition.
This means that employee performance cannot be separated from how workers experience their workplace. Recognition, appropriate incentives, supportive working conditions, career opportunities, and clear organizational targets can help strengthen employees' commitment and enthusiasm.
The researchers also identified several issues that management should address, including inadequate recognition, unclear objectives, and excessive workloads.
Three Priorities for Businesses
Based on the findings, Sa’adah, Putra, and Sari recommend three practical priorities for PT Inti Niaga Pranasari and similar organizations.
First, strengthen digital skills. Regular training should cover digital technology, data management, system integration, data security, and access to appropriate technological resources.
Second, improve internal communication. Companies should provide clearer work instructions, ensure that information from supervisors is understood, and establish regular feedback mechanisms.
Third, strengthen employee motivation. Recognition, rewards, career development, supportive working conditions, and clear organizational targets can help create a stronger performance culture.
The combined model produced an R-square value of 0.902, meaning the three factors examined in the article statistically explained 90.2% of the variation in employee performance within the model. The remaining 9.8% was associated with factors outside the model.
For businesses navigating digital transformation, the message is clear: technology, communication, and people need to develop together.
Authors' Insight
The authors from Universitas Bhayangkara Surabaya conclude that digital transformation, organizational communication, and work motivation all play important roles in improving employee performance at PT Inti Niaga Pranasari. They specifically emphasize that digital technology, digital practices, and integrated data can help employees complete tasks more efficiently and adapt to workplace changes.
Their findings frame digital transformation as a human-resource issue as much as a technological one. Companies that want better performance need to equip employees with the skills, information, communication, and motivation required to work effectively in a digital environment.
Author Profiles
Ummi Sa’adah — Universitas Bhayangkara Surabaya; corresponding author of the article. The published article does not state her academic degree or a specific field of expertise beyond her affiliation and research topic.
Briyan Cadalora Putra — Universitas Bhayangkara Surabaya. The published article identifies Putra as a co-author but does not provide an academic degree or detailed professional specialization.
Rr. Indah Permata Sari — Universitas Bhayangkara Surabaya. The article lists Sari as a co-author and does not specify an academic degree or separate field of expertise.
Research Source
Authors: Ummi Sa’adah, Briyan Cadalora Putra, Rr. Indah Permata Sari
Affiliation: Universitas Bhayangkara Surabaya
Journal: International Journal of Asian Business and Management (IJABM)
Publication: Volume 5, No. 4, 2026, pp. 273–292
Publication year: 2026
DOI: https://doi.org/10.55927/ijabm.v5i4.22
Official journal: International Journal of Asian Business and Management (IJABM)
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