Career Development and Discipline as Key Drivers of Employee Performance: Insights from a Banking Firm in Bandung
DOI:
https://doi.org/10.55208/jeme.v4i1.03Keywords:
Career Development, Discipline, Performance OutcomesAbstract
This study addresses the critical issue of employee performance at a prominent bank in Bandung. Employee performance directly impacts organizational success, yet many financial institutions struggle with engagement and productivity levels. Using a survey approach, this research gathers data from employees to explore the relationships between career development, discipline, and performance outcomes. The analysis employs path analysis to identify direct and indirect effects among the variables. The findings reveal that both career development and discipline significantly influence employee performance, with career development emerging as a key motivator that enhances engagement. This research contributes novel insights by highlighting how these factors interconnect within the banking sector, emphasizing the importance of a structured approach to employee growth and compliance. The implications suggest that banks should focus on fostering career development and maintaining a disciplined work environment to drive higher employee performance, ultimately improving the bank’s overall effectiveness and competitive edge in the industry.
References
Changare, M., & Mosoma, D. (2022). Effects of human resource training practices on employees’ performance in Tanzania: A case of Dar Es Salaam water and sewerage authority. International Journal of Engineering, Business and Management, 6(4), 41-51.
Farizqy, S. E., & Saluy, A. B. (2024). The Effect Of Work Motivation And Carrier Development On Employee Performance Mediated By Employee Engagement At. Journal of Accounting and Finance Management, 5(3), 517-536.
Gomes, G. P., Coelho, A., & Ribeiro, N. (2025). A systematic literature review on sustainable HRM and its relations with employees' attitudes: state of art and future research agenda. Journal of Organizational Effectiveness: People and Performance, 12(1), 37-56.
Negt, P., & Haunschild, A. (2025). Exploring the gap between research and practice in human resource management (HRM): a scoping review and agenda for future research. Management Review Quarterly, 75(1), 837-879.
Qamar, F., Afshan, G., & Rana, S. A. (2023). Sustainable HRM and well-being: systematic review and future research agenda. Management Review Quarterly, 1-51.
Shi, G., Xie, Z., Niu, Y., Tang, J., & Pang, H. (2022). Benevolent leadership and employee task performance: Chain intermediary role of personal initiative and work engagement in crosscultural management. Social Behavior and Personality: an international journal, 50(6), 49-61.
Susanto, P. C., Sawitri, N. N., & Suroso, S. (2023). Determinant employee performance and job satisfaction: analysis motivation, path career and employee engagement in transportation and logistics industry. International Journal of Business and Applied Economics, 2(2), 257-268.
Tsiskaridze, R., Reinhold, K., & Jarvis, M. (2023). Innovating HRM recruitment: A comprehensive review of AI deployment. Marketing i menedžment innovacij, 14(4), 239-254.
Downloads
Additional Files
Published
Issue
Section
License
Copyright (c) 2026 Rio Valetehan, Adhie Nurhadian, Nenny Rinawati, Vicky Achmad Zulfikar (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
