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Submission ID trn:oid:::3618:125228556 Page 5 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Journal Physical Health Recreation (JPHR) Volume 6 Nomor 2 .
Maret 2026 https://jurnal.
id/index.
php/JPHR e-ISSN : 2747- 013X The Effect of Training and Career Development on Employee Performance through Employee Physical Activity at PT.
Laris Cargo Medan Fanni Karniawan Hulu1.
Nurhasanah Sihotang2.
Raymond Fransiscus3 .
hulu1979@gmail.
com1, sihotangnurhasanah779@gmail.
com2, raymondfransiscus@yahoo.
Sekolah Tinggi Ilmu Ekonomi IBMI Medan.
Jl.
Perniagaan Baru No.
Kesawan.
Kec.
Medan Bar.
Kota Medan.
Sumatera Utara 202121.
Sekolah Tinggi Ilmu Ekonomi IBMI Medan.
Jl.
Perniagaan Baru No.
Kesawan.
Kec.
Medan Bar.
Kota Medan.
Sumatera Utara 202122.
Sekolah Tinggi Ilmu Ekonomi IBMI Medan.
Jl.
Perniagaan Baru No.
Kesawan.
Kec.
Medan Bar.
Kota Medan.
Sumatera Utara 202123 Abstract.
This study aims to analyze the effect of training and career development on employee performance through the mediation of employee physical activity at PT.
Laris Cargo Medan through a case study with a quantitative design.
The sample consisted of 150 employees .
esponse rate 92%) selected using stratified random sampling from a total population of 163 employees.
Data were collected using a validated 5-scale Likert questionnaire (Cronbach =0.
measuring the variables of training and career development (X), employee physical activity (M), and employee performance (Y).
The analysis was conducted using Structural Equation Modeling (SEM) with AMOS 26.
0 and the Sobel test for mediation.
The results showed that training and career development had a significant positive effect on employee physical activity (=0.
62, p<0.
RA=0.
and employee performance (=0.
41, p<0.
RA=0.
Employee physical activity partially mediated the relationship (=0.
29, p=0.
002, z=3.
The structural model 4% of the variance in employee performance.
The study concluded that training and career development improve employee performance directly and indirectly through employee physical activity at PT.
Laris Cargo Medan.
This finding demonstrates the importance of integrating physical health programs into human resource development strategies to optimize the productivity of logistics companies.
Keywords: career training, physical activity, employee performance.
SEM mediation, logistics management.
1 Introduction Training and career development are key pillars of human resource management, aiming to improve employee competency and organizational performance (Noe et al.
, 2.
In a competitive logistics industry like PT.
Laris Cargo Medan, employee performance is a critical factor in determining a company's competitiveness in the face of digital disruption and ASEAN Page 5 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Page 6 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 regional competition (Sari & Nasution, 2.
Research shows that training investments can increase productivity by 21% and employee retention by 15% (Garavan et al.
, 2.
Employee physical activity is increasingly recognized as a crucial mediator in the relationship between human resource development and organizational performance.
A meta-analysis by Blonna et al.
found that employees with regular physical activity demonstrated 18% higher performance than sedentary employees.
The physiological mechanisms involved increased BDNF, prefrontal cortex activation, and stress reduction, which enhance cognitive function and decision-making (Mandolesi et al.
, 2.
PT.
Laris Cargo Medan, a leading logistics company in North Sumatra, faces a high turnover rate of 22% and absenteeism of 8.
7% due to work stress and a sedentary lifestyle.
Internal data shows that 76% of office-based employees spend >8 hours per day sitting, with only 28% meeting WHO physical activity guidelines (Ou150 minutes per week of moderate intensit.
This condition contributes to declining operational performance and customer satisfaction scores.
A significant research gap has been identified in the Indonesian literature regarding the mediating role of physical activity in the relationship between training and career development and employee performance.
The majority of studies focus on the direct effects of HRD interventions without considering health mediators (Suryani et al.
, 2.
International studies show mixed results regarding physical activity mediation, with office workers showing stronger effects than manual laborers (Proper et al.
, 2.
Human Capital Theory (Becker, 1.
explains that training investment increases productivity through skill enhancement, but contemporary extensions include health capital as a critical The Job Demands-Resources (JD-R) model (Bakker & Demerouti, 2.
integrates physical resources as personal resources that buffer job demands and amplify the effects of job resources on performance.
Physical activity affects performance through three main pathways: physiological .
europlasticity, energy metabolis.
, psychological .
ood enhancement, cognitive functio.
, and behavioral .
ork engagement, absenteeism reductio.
A meta-analysis of 65 studies found that exercise interventions increased work productivity by 14% and reduced sick leave by 27% (Proper et al.
, 2.
In the logistics context, employees face high cognitive demands .
nventory management, route optimizatio.
and moderate physical demands .
arehouse operation.
Physical inactivity results in executive function impairment, which is crucial for operational efficiency.
Longitudinal research shows that sedentary behavior is correlated with a 23% higher error rate in inventory tasks (Thorp et al.
, 2.
Career development provides career certainty and intrinsic motivation, which amplifies physical activity adoption.
Career development satisfaction is positively correlated with exercise adherence .
=0.
due to self-efficacy enhancement (Bandura, 1.
Training programs that integrate wellness components show 32% higher participation rates than generic fitness initiatives (Alderman et al.
, 2.
An experimental RCT study showed that structured workplace exercise programs mediated 41% of the effect of training satisfaction on job performance (Milani & Lavie, 2.
A significant mediation path was found: training Ie self-efficacy Ie physical activity Ie cognitive performance Ie overall productivity.
Page 6 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Page 7 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 The theoretical implication of this study is an extension of the JD-R model with physical activity as the link between job resources .
and performance outcomes.
The development of Resource Conservation Theory explains how physical activity conserves cognitive resources for high-demand tasks (Hobfoll et al.
, 2.
The context of PT.
Laris Cargo Medan is unique due to its dual workforce structure: office .
%) and field operations .
%).
Office workers exhibit 2.
1 times higher sedentary time than field staff, with 18% lower performance scores.
Integrated HRD-physical activity interventions are needed to address stratified employee needs.
Previous research in Indonesia has been mostly survey-based cross-sectional without causal Longitudinal mediation analysis with a robust sample size is rare, especially in the logistics industry, which is underrepresented in management research (Sari, 2.
The practical contributions of this research include: .
evidence-based HRD program design that integrates physical wellness.
cost-benefit analysis of workplace fitness interventions.
policy recommendations for logistics companies.
a scalable model for logistics SMEs in North Sumatra.
2 Method Case Study and Research Design This study used a quantitative explanatory design with a Structural Equation Modeling (SEM) approach to test the mediation model.
The case study was conducted at PT.
Laris Cargo Medan, a logistics company with 163 employees, from March to June 2025.
Subjects/Participants The population was 163 employees .
in office, 57 in field operation.
A sample of 150 respondents was selected using proportional stratified random sampling .
% in office, 38% in field operation.
, with a response rate of 92% .
valid questionnaire.
Criteria were: .
tenure of Ou1 year.
permanent employee status.
willingness to provide informed consent.
Sample characteristics: age 28.
4 A 5.
7 years, tenure 4.
2 A 2.
9 years, bachelor's degree 62%, male gender 71%.
Instrument 5-point Likert Scale SEM Questionnaire .
=strongly disagree, 5=strongly agre.
Training & Career Development (X): 12 items adapted from Noe et al.
(=0.
: "The company provides regular training," "There is a career mentoring program," "Periodic competency evaluations.
Employee Physical Activity (M): 10 items adapted from the IPAQ-SF & workplace PA scale (Craig et al.
, 2.
(=0.
: "I exercise Ou3 times/week," "There is an office gym," "Regular fitness program.
Page 7 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Page 8 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Employee Performance (Y): 15 items adapted from Williams & Anderson .
(=0.
"Achieving work goals," "High quality work," "Additional initiatives.
Validity: Exploratory Factor Analysis (KMO=0.
Bartlett p<0.
Confirmatory Factor Analysis (CFI=0.
RMSEA=0.
Reliability tested with Cronbach's and Composite Reliability >0.
Procedure Pilot test .
=30.
March 2.
: instrument refinement Data collection (April-May 2.
: online Google Forms paper-based for field staff, 3x reminder responses Data cleaning: missing data <5% using mean substitution, outlier detection z-score A3 Analysis phase (June 2.
Data Analysis Techniques Descriptive Statistics: mean.
SD, skewness, kurtosis Assumption Tests: normality (Shapiro-Wil.
, linearity, homoscedasticity (Breusch-Paga.
SEM Analysis: AMOS 26.
0, maximum likelihood estimation Model fit: NA/df <3.
CFI >0.
TLI >0.
RMSEA <0.
SRMR <0.
Mediation Test: Baron & Kenny approach Sobel test bootstrapping .
0 sample.
Effect Size: standardized coefficients.
RA explained variance 3 Result Results Respondent characteristics showed a balanced distribution between office .
%) and field staff .
%), with tenure ranging from 4.
2 A 2.
9 years.
Table 1.
Descriptive Statistics of Research Variables .
Variables Mean Skewness Kurtosis Cronbach Training & Career Development (X) Physical Activity (M) Employee performance (Y) Page 8 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Page 9 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 SEM Model Fit Indices: NA.
=412.
34, p<0.
NA/df=1.
CFI=0.
TLI=0.
RMSEA=0.
SRMR=0.
Excellent model fit.
Table 2.
Standardized Path Coefficients and Significance Hipotesis Path p-value Supported XIeM <0.
ue XIeY <0.
ue MIeY <0.
ue XIeMIeY ue .
RA Explained Variance: Physical Activity (RA=0.
Employee Performance (RA=0.
[Path diagram: X Ie M .
62***).
X Ie Y .
41***).
M Ie Y .
29***).
Indirect effect 0.
18**]
Sobel Test of Mediation: z=3.
45, p=0.
002, confirming partial mediation by physical activity.
4 Discussion The Direct Effect of Training on Physical Activity The strong path coefficient XIeM (=0.
62, p<0.
confirms Human Capital Theory that training investments enhance employee health behaviors (Becker, 1.
Training improves health literacy, self-efficacy, and time management skills, which facilitate physical activity adoption (Bandura, 1.
RA=38.
5% indicates that training explains substantial variance in employee wellness behaviors.
The findings are consistent with Alderman et al.
's .
meta-analysis, which found that reported training satisfaction correlates with exercise adherence .
=0.
Career development programs provide purpose and stress-buffering effects that promote healthy lifestyles (Proper et , 2.
Physical Activity Mediation Significant partial mediation (=0.
Sobel z=3.
supports the JD-R model extension with physical activity as a personal resource (Bakker & Demerouti, 2.
Physical activity amplifies training effects through enhanced cognitive function, mood states, and work engagement.
Mediation strength is consistent with longitudinal studies of office workers (Milani & Lavie.
Page 9 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Page 10 of 11 - Integrity Submission Submission ID trn:oid:::3618:125228556 Physiological pathways involve BDNF upregulation 20-30% post-exercise, which enhances neuroplasticity and memory consolidation, crucial for skill retention from training (Mandolesi et al.
, 2.
Psychological pathways include endorphin release and anxiety reduction, which improve learning receptivity.
Theoretical Implications and Scientific Contributions This study contributes a novel mediation model that integrates HRD theory with health psychology in the Indonesian logistics context.
The model's RA = 58.
4% is superior to previous studies (RA = 32-45%) due to its contextual specificity and robust methodology.
Findings validate the JD-R extension for knowledge-intensive industries.
Practical contributions: .
ROI training enhancement through physical wellness integration.
absenteeism reduction strategies.
corporate wellness policy framework.
Scalable model for SME logistics.
Limitations: Cross-sectional design limits causal inference.
self-report bias possible.
single-company generalizability.
5 Conclusion Training and career development have a significant positive effect on employee performance through physical activity mediation at PT.
Laris Cargo Medan.
The structural model explains 4% of the performance variance.
Recommendations: integration of fitness facilities, mandatory wellness training, performance-linked exercise incentives.
References