The Effect Of Work Experience, Coaching Leadership, And Knowledge Sharing On Employee Performance

Abstrak

This study aims to analyze the effects of work experience, coaching leadership, and knowledge sharing on employee performance at PT Bukit Asam (Persero) Tbk Tarahan Port Unit. The study employed a quantitative approach with an explanatory survey design. Primary data were collected through a structured questionnaire using a five-point Likert scale. The population consisted of 1,679 employees, with 200 respondents selected as the research sample. Data were analyzed using descriptive statistics, classical assumption tests, multiple linear regression, coefficient of determination, and t-test and F-test hypothesis testing using SPSS 25.0. The results show that work experience has a positive and significant effect on employee performance (t = 9.676, p < 0.001). Coaching leadership also has a positive and significant effect (t = 10.023, p < 0.001), while knowledge sharing demonstrates the strongest positive and significant effect (t = 10.509, p < 0.001). Simultaneously, work experience, coaching leadership, and knowledge sharing significantly affect employee performance (p < 0.001), with an R² of 0.673. Thus, the three variables jointly explain 67.3% of the variance in employee performance. These findings highlight the importance of integrating employee experience, developmental leadership, and knowledge-sharing practices to strengthen performance and support organizational learning in mining operations and sustainability.