Relationship Between Leadership, Organisational Culture, and Communication as Determinants of Hotel Employee Performance using Double Regresion Linear Methods.

Abstract

This study examines the effects of leadership, organizational culture, and communication on employee performance at De Baghraf Hotel in Sumenep, Indonesia. A quantitative explanatory design was employed. Primary data were collected using a five-point Likert questionnaire from all 32 employees through saturated sampling and analyzed using multiple linear regression in SPSS. The results indicate that leadership has a positive but statistically insignificant coefficient (B = 0.394; p = 0.233), organizational culture is positive but insignificant (B = 0.289; p = 0.191), and communication is also positive but insignificant (B = 0.077; p = 0.748). Collectively, the three predictors significantly influence employee performance (F = 5.427; p = 0.005). The model explains 36.8% of the variance in performance, with an adjusted R-squared of 30.0%. The findings suggest that leadership, culture, and communication should be managed as an integrated human-resource system rather than as isolated interventions. Hotel management should strengthen cross-department briefings, role clarity, service standards, feedback mechanisms, and team-based coordination to improve operational performance.