Determinants of Employee Performance: Tenure, Leadership, Work Environment, and Competence at Lampung Provincial KPU
This study aimed to analyze the effects of job tenure, transformational leadership, work environment, and competence on employee performance within the Lampung Provincial General Elections Commission (Komisi Pemilihan Umum/KPU). This study employed a quantitative explanatory research design. Data were collected through a structured questionnaire from 81 employees of the Lampung Provincial KPU Secretariat using saturated sampling. The data were analyzed using multiple linear regression with SPSS, including classical assumption testing and partial and simultaneous hypothesis testing. The findings indicate that job tenure has a positive and significant effect on employee performance (β = 0.745, p = 0.001). Transformational leadership has no significant effect on performance (β = −0.203, p = 0.339), while the work environment has a negative and significant effect (β = −0.494, p = 0.012). Competence has no significant effect on employee performance (β = −0.124, p = 0.615). Simultaneously, the four variables significantly affect employee performance (F = 4.488, p = 0.003), with an adjusted R² of 14.8%. The study was conducted in a single institution with a relatively small population and used a cross-sectional, self-reported survey, limiting generalizability and causal interpretation. Employee performance is multidimensional, with work experience emerging as an important predictor. The study contributes empirical evidence from an election administration institution and provides a basis for experience-based personnel management, leadership strengthening, competency development, and work-environment improvement. The novelty lies in integrating tenure, transformational leadership, work environment, and competence within the specific context of the Lampung Provincial KPU, particularly under dynamic election-related work conditions.

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