Elisabet Siahaan

The purpose of this study is to determine the difference between three antecedent variables of performance and the impact on employee job performance through reward, compared with institutions led by men and women. The method used was survey method. Quantitative explanation method was also used to explain the relation, difference, and influence between the variables. The type of data in this research is quantitative data. The data used in this study are primary those from the respondents' perception of the variables used. The population in this study was all bank employees in Jakarta in PT Bank X Tbk, PT Bank Negara Indonesia Tbk, PT Bank Rakyat Indonesia Tbk, PT Bank Tabungan Negara and Bank BCA. The research sample consisted of employees who directly worked under female and male middle managers in the same division. The sampling method was probability sampling according to which all population units have chance to be sampled because of the population’s homogeneity. The sample was determined by simple random sampling. Sampling of male and female employees was proportion of multistage random sampling method and sampling using procedure. To solve the problems of this study Structural Equation Modeling (SEM) analysis tool was employed using Analysis of Moment Structures (AMOS) 5 software. The result showed that the performance of employees led by male middle managers was determined by organizational culture and employee work motivation, but transactional leadership style couldn’t influence employee performance. Female managers’ leadership style had reciprocal influence on organizational culture while male managers’ leadership style didn’t have reciprocal influence on organizational culture. Employee work motivation was influenced by male and female middle managers’ leadership style. The reward received by employees led by male and female middle managers was influenced by employee performance. The job satisfaction of employees led by male and female middle managers was determined by intrinsic and extrinsic rewards they received. Male middle managers generally applied transactional leadership style while female used transactional and transformational leadership styles. Gender difference caused differences in behaviors, mentality, and emotional characteristics which are the results of socio-cultural constructs in the society which produced differences in leadership style, behavior and work attitude.

This study seeks to evaluate customer perceived value in housing in order to increase the construction of housing value from the consumer’s point of view. A total of 240 houseowners in the middle to upper housings in Medan city, Indonesia, participated in this study. The data analysis used in this study is the Partial Least Square (PLS) approach. The results indicate that the perception of consumer value is strongly influenced by the economic value of the housing and the location function of the housing. Housing offered should be able to meet the needs of consumers and has the good mobility and accessibility. The emphasis that needs to be put in encouraging the perception of consumer value is the ability of the product in general, namely housing units in answering the needs of consumers.

In the digitalization era, banks strive to implement digital transformations; digital culture, competence, and leadership become essential factors to advance the company’s digitalization. Digital transformation is indispensable in improving employee performance amidst rapid digital advancements, helping companies stay competitive and avoid falling behind fintech and banking rivals. The study aims to examine the influence of digital transformations on banking employee performance in Indonesia, targeting state-owned banks. Primary data were gathered through questionnaires involving 100 participants. Data analysis employed partial least squares structural equation modeling (PLS-SEM) to assess the influence of independent on dependent and mediating variables. The results demonstrate that digital culture (p < 0.05), digital competency (p < 0.05), and digital leadership (p < 0.05) positively and significantly influence employee performance. Self-efficacy does not function as a substantial mediating variable between digital culture (p > 0.05) or digital competence (p > 0.05) and employee performance. However, self-efficacy is a crucial mediating variable connecting digital leadership to employee success (p < 0.05). The study demonstrates that digital transformation in terms of culture, competence, and leadership can improve performance. Self-efficacy is able to mediate the effect of digital leadership on employee performance but fails to affect the influence of digital culture and digital capabilities on the performance of banking employees.

Acknowledgment
The authors thank Universitas Sumatera Utara, especially the Research Institute, for their support. Acknowledgments are also expressed to the Kementerian Pendidikan dan Riset through the DRTPM program (number: 92/UN5.4.10.S/PPM/KP-DRTPM/2024), which has provided intellectual and financial assistance. The authors would also like to thank the Management Science Study Program, Universitas Sumatera Utara.