The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable

Studies Management and Finance Economics, of Journal 0504-2644 (online): ISSN 0490,-2644 (print): ISSN 5202 November 11 Issue 80 Volume 8.317 Factor: Impact ,39-i11-10.47191/jefms/v8 DOI: Article 1457-7506 No: Page JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7506 The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable Edward Efendi Silalahi Universitas Bhayangkara Jakarta Raya ABSTRACT: The purpose of this study was to determine the effect of organizational restructuring and work supervision on employee performance, with job satisfaction as an intervening variable at PT. Steel Mitra Perkasa. The dependent variable in this study was employee performance. The independent variables consisted of organizational restructuring and work supervision, while the intervening variable was job satisfaction. work. The sampling method used a random sampling technique of 92 people. The data analysis method used Structural Equation Modeling-Partial Least Square ( SEM-PLS ) using SmartPLS software version 3. The PLS calculation stages used 2 models, namely the Measurement Model ( Outer Model ) and the Structural Model Testing ( Inner Model ). The results of the study showed that organizational restructuring and work supervision had a positive and significant effect on employee performance. The results of the next study were that the effect of organizational restructuring on employee performance through satisfaction was positive and significant, not the same as work supervision on employee performance through satisfaction was negative and significant. KEYWORDS: Work Supervision, Organizational Restructuring, Job Satisfaction, Employee Performance INTRODUCTION Human resources can be said to be qualified if they have good individual performance. Performance is the work results achieved by a person in carrying out the tasks assigned to them based on Skills, experience, dedication, and time (Lee & Kusumah, 2024). Companies need to evaluate their performance by implementing a series of improvements to remain competitive and survive. One way companies can stay ahead in the competition is through organizational restructuring. Andriyani et al. (2020) stated that Organizational restructuring is part of a business strategy to carry out restructuring to realize the company's vision and mission. According to Mathisen et al. (2023), the theory states that there is an influence of organizational structure on employee performance in a company, depending on the form of the organizational structure used. used company the. Besides That, There is Also factors which influences employee performance, including work supervision as a step to control the progress of activities in achieving work goals. According to Octavia (2023), supervision in the field of human resources and their activities aims to determine whether ongoing activities are in accordance with instructions, plans, and work procedures. Supervision carried out with Good will can increase discipline Work for employee and employees will always be responsible for the work carried out. In addition to work supervision, job satisfaction can also directly improve employee performance. This is supported by Salamudin's (2025) opinion that job satisfaction is an attitude that relates to an employee's adjustment to the work situation. Employees will give their best if their desires meet their expectations, thus fulfilling their satisfaction. and from this satisfaction the performance of the company will increase. PT. Steel Mitra Perkasa PT. Steel Mitra Perkasa is a business organization engaged in the production of iron and steel and has been operating for more than 29 years. PT. Steel Mitra Perkasa has undergone several organizational restructuring changes, with these changes occurring in the following years: The new policy is expected to improve employee performance. Furthermore, the company is working to improve employee performance by redesigning jobs and restructuring employee placements based on abilities. In 2024, PT Steel Mitra Perkasa's employee performance will be can be seen in table 1 below: The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7507 Table 1. Target Revenue and Realization Year 2024 Month Target Cash Collections Actual Cash Collection Information Presenta tion Results Ascension / Decrease January Rp. 300,000,000,000 Rp. 450,325,725,688 50% Ascension February Rp. 300,000,000,000 Rp 371.174.212.189 24% Ascension March Rp. 296,977,271,510 Rp. 367,967,347,848 24% Ascension April Rp. 313,998,166,319 Rp. 483,469,037,329 54% Ascension May Rp. 318.268.257.021 Rp. 226,792,992,845 - 29% Decline June Rp. 318.268.257.021 Rp. 243,853,802,874 - 23% Decline July Rp. 338.235.169.066 Rp. 235.245.564.215 - 30% Decline August Rp. 320,551,935,509 Rp. 364,293,005,496 14% Ascension September Rp. 325,481,435,017 Rp. 392,652,650,842 21% Ascension October Rp. 332,801,730,001 Rp. 300,584,904,869 - 10% Decline November Rp. 338.235.169.066 Rp. 273,552,708,437 - 19% Decline December Rp. 342,488,165,984 Rp. 297,895,802,396 - 13% Decline Source: PT. Steel Mitra Perkasa, 2024 Based on Table 1 above, it can be seen that there was a decrease in actual cash collection or failure to achieve the target cash collection of customer bills in May, June, and July 2024, which were 29%, 23%, and 30%, respectively. In October, November, and December 2024, there was another decrease, which was 10%, 19%, and 13%, respectively. This can be concluded that there was a very significant decline in employee performance for 3 consecutive months. At this time, top management carried out organizational restructuring by making the structure more effective. Policy restructuring organization on in essence intend to For Making changes or restructuring the management structure to suit the company's needs. In organizational restructuring, performance improvements can be achieved through various means, including more efficient and effective implementation, better division of authority for faster decision-making, and staff competencies that are more capable of addressing issues in each work unit. This restructuring is expected to impact the performance of the company's employees. Formulation problem which happened in study this: Does organizational restructuring have a positive and significant impact on performance? PT. Steel Mitra Perkasa employees, does organizational restructuring have a positive and significant impact? on job satisfaction, does work supervision have a positive and significant effect on the performance of PT. Steel Mitra Perkasa employees, does work supervision have a positive and significant effect on job satisfaction, does job satisfaction have a positive and significant effect to performance employee PT. Steel Mitra Perkasa, whether organizational restructuring has a positive and significant effect on employee performance at PT. Steel Mitra Perkasa through job satisfaction. Does work supervision have a positive and significant effect on employee performance at PT. Steel Mitra Perkasa through job satisfaction? MATERIALS AND HYPOTHESIS Employee performance Mathis and Jackson (2006) stated that performance is essentially what employees do and don't do. The indicators are the quality of work results, namely assessing whether the employee's work results are good or not. a. Quantity of work, is the amount produced expressed in terms such as number of units, number of activity cycles completed. b. Punctuality, in completing employee tasks is not only required For fast finish his job However Also must appropriate or according to the boss's expectations. c. Presence, with presence show Spirit Work Which owned by employees. The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7508 d. Ability cooperate Good with colleagues one part and part other. Satisfaction Work Job satisfaction is a person's general attitude and level of positive feelings toward their job. A person with a high level of satisfaction will have a positive attitude toward their work, and this is also the case. According to Robbins (2009), the indicators used to measure job satisfaction are as follows: a. Satisfaction to work which challenge. b. Satisfaction to award which worth it. c. Satisfaction to condition environment work who supports. d. Satisfaction to colleague work Which support. e. Satisfaction to suitability work with personality individual. f. Satisfaction to leadership attitude in his leadership. Restructuring Organization Corporate restructuring aims to improve and maximize company performance (Bramantyo, 2024). According to Rivai (2020), the reasons organizations undergo restructuring change: a. Innovation in products, technology, materials, work processes, organizational structure, and organizational culture b. New And shift market c. Action competitors global, values strength Work, request, and diversity d. Regulation And ethics constraint from environment e. Individual development and transition Supervision Work Work supervision is the process of observing all organizational activities in order to more ensure that all work Which currently done in accordance with a predetermined plan Hijrah et,al (2024), while according to Kitata (2025), work supervision is a process to ensure that organizational and management goals are achieved. Kitata (2025) states that there are several indicators in the work supervision process, including: a. Determination standard b. Determination measurement/assessment work c. Measurement implementation work d. Comparison implementation with standard And analysis deviation e. Repair for deviations Hypothesis 1. Hypothesis H1 : Influence Restructuring Organization to Employee performance 2. Hypothesis H2 : Impact of Restructuring Organization to Satisfaction Work 3. Hypothesis H3 : The Influence of Supervision Work to Performance Employee 4. Hypothesis H4 : The Influence of Supervision Work to Satisfaction Work 5. Hypothesis H5 : Influence Satisfaction Work on Employee Performance 6. Hypothesis H6 : Influence Restructuring Organization to Employee Performance through Job Satisfaction 7. Hypothesis H7 : Influence Supervision Work to Performance Employee through Job Satisfaction METHODOLOGY Population And Sample The population in the study was all employee staff. PT. Steel Mitra Perkasa. Sampling based on the Slovin formula which is 92 people. Method Collection Data Procedure and collection data in this research use : a. Interview with use questionnaire b. Studies literature (On line and Offline) The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7509 Operationalization Variables Study and Definition Variable As for operationalization and definition variable like which can seen in Table 2. Table 2. Operationalization variable Variables Definition Indicator Employee Performa nce (Y) Performance is a complete display of the condition of a company during a certain period of time, it is a result or achievement that is influenced by the company's operational activities in utilizing sources Which owned. 1. Quality results work (P1) 2. Quantity work (P2) 3. Accuracy time (P3) 4. Presence (P4) 5. Ability cooperate (P5) Satisfacti on (Z) Job satisfaction is an attitude that concerns employee adjustment to work situations. 1. Work Which challenge (P1) 2. award Which worth it (P2) 3. Condition environment Work supporting (P3) 4. Colleague Work Which support (P4) 5. Job suitability with individual personality (P5) 6. The attitude of the leader in his leadership (P6) Organization al Restructuring (X1) Restructuring organization is a process of preparing restructuring that is in accordance with the objectives organization, source resources organizational power, and environment that surrounds it 1. Changes in corporate conditions (P1) 2. Flexibility management (P2) 3. Control formal (P3) 4. Complexity task (P4) 5. System Communication (P5) Supervision (X2) Supervision is the process of observing the implementation of all organizational activities to ensure that all work being carried out is in accordance with previously determined plans. 1. Determination standard (P1) 2. Determination of job measurement/assessment (P2) 3. Measurement of work implementation (P3) 4. Comparison of implementation with standards and analysis of deviations (P4) 5. Correction of deviations (P5) Method Analysis Data The data analysis method uses Structural Equation Modeling-Partial Least Square (SEM-PLS) using Smart PLS software version 3. The PLS calculation stages use 2 models, namely the Measurement Model ( Outer Model ) and the Structural Model Testing (Inner Model). RESULTS Characteristics Respondents The number of respondents in the study was 92 people. The characteristics of the respondents can be seen in table 3 below. Table 3. Characteristics Respondents No. Characteristics Respondents Information Amount Percentage 1. Type Sex a. Man b. Woman 50 42 58 42 The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7510 2. Age a. < 25 years b. 25 - 34 Years c. 35 - 44 Years d. > 44 Years 21 52 17 2 15 72 10 3 3. Level Education a. High School b. D3 c. S1 d. S2 2 26 57 7 3 22 65 10 4. Work experience a. < 5 Year b. 5 - 9 Years c. 10 - 14 years d. > 14 years 37 40 13 2 42 44 11 3 Based on table 3 above, the results of the respondent characteristics are as follows: The gender of employees is dominated by men, as many as 50 people (58%), with the most dominant age being 25-34 years, as many as 52 people (72%). Furthermore, according to education level the most dominant was S1 as many as 57 people (65%) with the most dominant length of work being > 5 years as many as 44 (44%). Model Image: Organizational Restructuring and Work Supervision on Employee Performance with Job Satisfaction as an Intervening Variable Based on the operational variables of this research, a research model was created which was then run using the PLS algorithm to test the model's feasibility. To test the model's feasibility, an outer model (measurement model) was used, namely the relationship between indicators with their constructs. To test the validity of the model, the loading factor values are used, while to test the reliability, the Composite Reliability (CR), Cronbach's Alpha (CA), and Average Variance Extracted (AVE) values are used. Based on model beginning Restructuring Organization And Supervision Work on Employee Performance with Job Satisfaction as an Intervening Variable, the following figure 1 is obtained: Picture 1. Model Structural Source: Processing data with PLS, 2025 Validity Test: Organizational Restructuring and Work Supervision on Employee Performance Through Job Satisfaction An indicator is considered valid if it has a loading factor > 0.5. The loading factor value represents the correlation between the indicator and its construct. The higher the correlation, the higher the validity and also indicates a better level of validity. See Table 4 below: The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7511 Table 4. Outer Loading Original Sample (O) Sample Mean (M) Standard Deviation (STDEV) T Statistics (|O/STDEV|) P Values X2 * X2 <- Quadratic Effect 2 1,000 1,000 0,000 X1 * X1 <- Quadratic Effect 1 1,000 1,000 0,000 X1P1 <- X1 0.856 0.856 0.049 17,414 0,000 X1P2 <- X1 0.893 0.891 0.034 25,914 0,000 X1P3 <- X1 0.923 0.922 0.019 47,355 0,000 X1P4 <- X1 0.879 0.876 0.031 27,950 0,000 X1P5 <- X1 0.740 0.735 0.070 10,627 0,000 X2P1 <- X2 0.909 0.908 0.026 35,114 0,000 X2P2 <- X2 0.864 0.861 0.041 21,098 0,000 X2P3 <- X2 0.909 0.908 0.025 36,580 0,000 X2P4 <- X2 0.895 0.892 0.032 27,621 0,000 X2P5 <- X2 0.850 0.845 0.046 18,505 YP1 <- Y 0.892 0.890 0.030 30,212 YP2 <- Y 0.885 0.882 0.031 28,288 YP3 <- Y 0.768 0.764 0.064 11,940 YP4 <- Y 0.834 0.832 0.043 19,491 YP5 <- Y 0.876 0.873 0.032 27,085 ZP1 <- Z 0.900 0.899 0.029 31,554 ZP2 <- Z 0.867 0.863 0.041 21,344 ZP3 <- Z 0.900 0.898 0.027 32,752 ZP4 <- Z 0.910 0.907 0.030 30,244 0,000 ZP5 <- Z 0.835 0.829 0.050 16,634 0,000 ZP6 <- Z 0.933 0.932 0.025 36,856 0,000 Source: Processing data with PLS, 2025 Based on table 4 above, it shows that the X1P1 indicator for the Organizational Restructuring construct (X1) has a factor loading value of 0.856. X2P1 indicator for the Work Supervision construct (X2) the factor loading value = 0.909, indicator YP1 for construct Performance Employee (Y) = 0.892, And ZP1 indicator for the Job Satisfaction construct (Z) = 0.900 and so on. Reliability Test: Organizational Restructuring and Work Supervision on Employee Performance Through Job Satisfaction The next analysis of convergent validity is construct reliability by paying attention to the Composite Reliability (CR) , Cronbach's Alpha (CA) , and Average Variance Extracted (AVE) values. The Composite Reliability (CR) and Cronbach's Alpha (CA) values are Alpha (CA) And Average Variance Extracted (AVE) can seen in table 5 below: Table 5. Mark Composite Reliability, Cronbach's Alpha And Average Variance Extracted Construct Composite Reliability Cronbach's Alpha Average Variance Extracted Satisfaction Work 0.959 0.948 0.794 Employee Performance 0.930 0.905 0.727 Organizational Restructuring 0.934 0.911 0.741 Supervision Work 0.948 0.931 0.784 The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7512 Based on table 5, the calculation results are all known. Composite Reliability Value > 0.7 , Cronbach's Alpha > 0.7 and Average Variance Extracted > 0.5 then this shows the entire construct has good validity and its construct is reliable. DISCUSSION Hypothesis Testing: Organizational Restructuring and Work Supervision on Employee Performance Through Job Satisfaction To prove the hypothesis, the test is based on the values in the Path Coefficients table, such as table 6 below: Table 6. Path Coefficients Original Sample (O) Sample Mean (M) Standard Deviation (STDEV) T Statistics (|O/STDEV|) P Values Restructuring Organization - > Performance Employee 0.509 0.518 0.045 11,295 0,000 Restructuring Organization -> Job Satisfaction 0.072 0.070 0.025 2,921 0.004 Supervision Work -> Employee Performance 1,762 1,800 0.167 10,550 0,000 Supervision Work -> Job Satisfaction 0.916 0.917 0.026 35,026 0,000 Satisfaction Work -> Performance Employee -1,260 -1,310 0.193 6,545 0,000 Restructuring Organization -> Employee Performance through Job Satisfaction 0.084 0.086 0.017 4,926 0,000 Work Supervision -> Employee Performance through Satisfaction Work -0.076 -0.079 0.020 3,897 0,000 Source: Processing data with PLS, 2025 Proof of Hypothesis H1: The Effect of Organizational Restructuring on Employee Performance Based on table 6, the original sample value is 0.509, T Statistics = 11.295 > 1.96 and P Value = 0.000 < 0.05. This means that organizational restructuring has a positive and significant influence on employee performance and the results of this study are in accordance with research by Bagyo et, al. (2023). This proves that hypothesis 1 is accepted. Proof of Hypothesis H2: The Effect of Organizational Restructuring on Job Satisfaction Based on table 6, the original sample value is 0.072, T Statistics = 2.921 > 1.96 and P Value = 0.004 < 0.05. This means that organizational restructuring has a positive and significant influence on job satisfaction and the results of this study are in accordance with research from Notanubun et, al. (2019). This proves that hypothesis 2 is accepted. Proof of Hypothesis H3: The Effect of Work Supervision on Employee Performance Based on table 6, the original sample value is 1.762, T Statistics = 10.550 > 1.96 and P Value = 0.000 < 0.05. This means that work supervision has a positive and significant influence on employee performance and the results of this study are in accordance with research from Idris et, al. (2025). This proves that hypothesis 3 is accepted. Proof of Hypothesis H4: The Influence of Work Supervision on Job Satisfaction Based on table 6, the original sample value is 0.916, T Statistics = 35.026 > 1.96 and P Value = 0.000 < 0.05. This means that work supervision has a positive and significant influence on job satisfaction and the results of this study are in accordance with research by Gentari (2021). This proves that hypothesis 4 is accepted. Proof of Hypothesis H5: The Influence of Job Satisfaction on Employee Performance Based on table 6, the original sample value = -1.260, T Statistics = 6.545 > The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7513 1.96 and P Value = 0.000 < 0.05. This means that job satisfaction has a negative and significant influence on employee performance and the results of this study are not in accordance with research from Destari et, al. (2018). This proves that hypothesis 5 is rejected. Because job satisfaction on employee performance at PT. Steel Mitra Perkasa is not satisfied with employee performance so it has a negative effect. Proof of Hypothesis H6: The Effect of Organizational Restructuring on Employee Performance through Job Satisfaction Based on table 6, the original sample value is 0.084, T Statistics = 4.926 > 1.96 and P Value = 0.000 < 0.05. This means that organizational restructuring has a positive and significant influence on employee performance through job satisfaction and the results of this study are in accordance with research by Bagyo et, al. (2023). This proves that hypothesis 6 is accepted. Proof of Hypothesis H7: The Effect of Work Supervision on Employee Performance through Job Satisfaction Based on table 6, the original sample value = -0.076, T Statistics = 3.897 > 1.96 and P Value = 0.000 < 0.05. This means that work supervision has a negative and significant influence on employee performance through job satisfaction and the results of this study are not in accordance with research from Alvianor & Wahab. (2024). This proves that hypothesis 7 is rejected. Because work supervision at PT. Steel Mitra Perkasa has a negative effect on employee performance due to dissatisfaction with their work which is very strict and causes pressure on each employee. Coefficient Determination In accordance with the measurement model for the influence of organizational restructuring and work supervision on work performance and job satisfaction, this can be seen in table 7 below: Table 7. R Square Original Sample (O) Sample Mean (M) Standard Deviation (STDEV) T Statistics (|O/STDEV|) P Values Performance Employee 0.988 0.989 0.003 343,511 0,000 Satisfaction Work 0.996 0.996 0.002 574,087 0,000 Source: Processing data with PLS, 2025 Based on table 7 above, the construct value is known employee performance (Y) = 0.988. This means that the influence of organizational restructuring (X1) and work supervision (X2) on employee performance (Y) is 98.8% while the remaining 1.2% is influenced by factors not examined in this study. Furthermore, the value of the job satisfaction construct (Z) = 0.996. This means that the influence of organizational restructuring (X1) and work supervision (X2) on job satisfaction (Z) is 99.6% while the remaining 0.4% is influenced by factors not examined in this study. CONCLUSION In accordance with analysis data Which has done, so can with drawn the following conclusions: 1. Organizational restructuring has a positive and significant impact on employee performance 2. Organizational restructuring has a positive and significant influence on job satisfaction. 3. Supervision Work have influence Which positive and significant impact on employee performance 4. Supervision Work have influence Which positive and significant impact on job satisfaction 5. Satisfaction Work have the influence that negative and significant on employee performance 6. Organizational Restructuring has a positive and significant influence on Employee Performance through Job Satisfaction 7. Supervision Work have influence Which negative and significant on Employee Performance through Job Satisfaction Suggestion 1. Further research should add independent variables other than organizational restructuring and work supervision to performance. employee. 2. Companies must make organizational restructuring changes again in order to influence better employee performance. REFERENCES 1) Alfianor.,Wahab.A.(2024). The effect of work supervision and work discipline on employee performance. International The Effect of Work Supervision and Organizational Restructuring on Employee Performance with Job Satisfaction as an Intervening Variable JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7514 Journal of Business and Management Invention (IJBMI).Volume 13.Issue 10,pp:01-10.DOI:10.35629/8028-13100110. 2) Andriyani.A.,Suryatni.M.,Sakti.D.P.(2024). The effect of organizational restructuring and work motivation on employee performance moderated by workforce. International Journalof Multicultural and Multireligious Understanding. Vol.11, No.1.DOI:http://dx.doi.org/10.18415/ijmmu.v1i1.5509. 3) Bagyo.Y.,Ratnasari.S.D.,Rahmawati.Y.D.(2023). Organizational Restructuring to Increase on Employee Performance. Global Scientific and Academic Research Journal of Economics, Business and Management.Vol-2 Issue-7, pp: 119-125. https://gsarpulisher.com/journals-gsarjebm-home/. 4) Destari.Y.,Lumbanraja.P.,Absah.Y.(2018). The influence of work satisfaction on employees performance with organizational commitment as intervening variable. International Journal of Research & Review (www.ijrrjournal.com).Vol.5;Issue:12,pp: 355-364. 5) Gentari.R.E.(2021). The influence of leadership and supervision of employee performance in the employee cooperatives. Ilomata International Journal of Management. V.2(1), 15-22. https://doi.org/10.52728/ijjm.v2i1.191. 6) Hijrah.N.,Jam’an.A.,Rizal.S.,Akhmad.A.,Idrus.M.I.(2024). The Employee Performance Perspective Influenced By Supervision, Commitment, and Work Discipline at The Human Resource Development. Journal of Universal Studies.Vol.4 No.6.DOI:https://doi.org/10.59188/eduvest.v4i6.1453. 7) Idris.M.,Sukman.R.,Djazuli.A.(2025). The influence of leadership and supervision on work discipline and its impact on employee performance. International Journal of Computional and Experimental Science and Engineering (IJCESEN).V.11,No.2.DOI:https:??doi.org/10.22399/ijcesen.2635. 8) Kitata.P.W.(2025). Effect of Workplace Supervision on Employee Performance in Non-Government Organizations in Kampala Uganda. International Journal of Innovative Science and Research Technology (IJISRT). V.10.I.1. https://doi.org/10.5281/zenodo.14737898. 9) Ldama.J.(2021). Influence of Supervision on Organizational Efficiency in the Nigerian Banking Sector. EPRA International Journal of Research and Development (IJRD).V:6 I:5.DOI:10.36713/epra2016. 10) Lee.C.W.,Kusumah.A.(2020). Influence of Supervision on Employee Performance With Work Motivation as an Intervening Variable. Review of Integrative Business & Economics Research.Vol.9 I.2. 11) Liu.X.,Mao.J.,Zheng.X.(2024). The Impacts of Supervisor Support on Employee Service Performance : A Change Perspective. Sage Journals. https://doi.org/10.1177/10946705241297298. 12) Mathisen.G.E.,Tjora.T.,Bergh.L.I.V.,Jain.A.,Leka.S.(2023). The Differential Impact of Organizational Restructuring and Downsizing on the Pysichosocial Work Environtment and Safety Climate in the Petroleum Industry. Science Direct.V.166,October 2023,106255. DOI: https://doi.org/10.1016/j.ssci.2023.106255. 13) Notanubun.Z.,Ririhena.R.,Batlolona.J.R.(2019). The Effect of Organization Restructuring on Organization Performance Viewed from Employee and Leadership Effectiveness.Journal of Education and Learning.V.13, NO.1.. DOI: https://doi.org/10.11591/edulearn.v13i1.11222. 14) Octivia.I.L.,Rismayadi.B.,Sumarni.N.(2023). The Influence of Discipline and Work Supervision on Employee Performance. Edutran Business and Management. Vol.1.No.2.pp:41-47. 15) Oliveira.L.B.,Najnudel.P.S.(2023). The Influence of Abisive Supervision on Employee Engagement, Stress and Turnover Intention. emerald insight, Revista de Gestao (2023) 30(1):78-91. 16) Rahmaningrum.A.F.,Suryolena.(2024). The Influence of Supervision and Work Discipline on Employee Performance. Formosa Journal of Multidisciplinary Research.vol.3,No.4.2024.p.1235-1246. DOI:https://doi.org/10.55927/fjmr.v3i4.8992.