Social Systems Theory is an approach in organizational behavior that views organizations as open systems consisting of interacting and mutually influencing social elements. Katz and Kahn (1978) stated that organizations are not merely formal structures, but rather complex social systems in which individuals, groups, and the external environment play a role in maintaining the organization's balance and sustainability.

As an open system, an organization receives input from the external environment—such as human resources, information, and technology—which is then processed internally into outputs, such as products, services, and employee behavior. This process is dynamic and requires feedback mechanisms to ensure the system can adapt to change and continue to function optimally (Katz & Kahn, 1978).

In the context of healthcare organizations such as hospitals, the interaction between workload, job satisfaction, and the work environment is an integral part of the social system that influences the final outcome, namely nurse productivity. When workloads are excessive without the support of a conducive work environment or adequate levels of satisfaction, this can disrupt system stability and reduce productivity (Robbins & Judge, 2017).

This theory also emphasizes the importance of adaptation and internal balance, requiring organizations to continually adjust to external conditions and the needs of individuals within the organization. A mismatch between employee expectations and actual organizational conditions can create systemic tension that leads to decreased individual and collective performance (Luthans, 2011).

Thus, based on social systems theory, nurses' work productivity is influenced by complex interactions between individuals and their environment. Therefore, a holistic, systems-based managerial approach is essential in efforts to improve work effectiveness in hospital settings.

Employee work productivity, which emphasizes that when employees receive adequate support from the organization, both emotionally and materially, this increases overall productivity and results in better work (K et al., 2024) When productivity elements function well, work productivity tends to increase, positively impacting overall organizational performance. Conversely, if there are obstacles or a lack of support, productivity can decline, resulting in suboptimal work results and reduced employee job satisfaction. (DPP Sari et al., 2022) Factors that influence work productivity include workload, workplace atmosphere, and incentives. All of these are necessary for employees to perform better and for the hospital to achieve its goals. (Dian Kurniasari et al., 2024). The indicators that influence productivity are as follows: Self-Ability, Work Spirit, Improved Results, Self-Development, Quality and Efficiency (Dakunde & Yusuf, 2024).

If the workload is managed well and not excessive, work results can be maximized, in SST theory shows organizations and individuals as part of an interacting system: a high workload creates pressure on the system that triggers stress and reduces productivity, unless mitigation is carried out at the system level such as social support, compensation, redistribution of tasks (Husmiati., 2018). If the nurse's work schedule is arranged with a good rotation system, the workload becomes lighter. Nurses can have enough rest time, work more productively, and provide better service to patients (Darmasari, 2022). Ismartaya et al., (2023) Workload is influenced by various factors. Externally, it includes physical tasks, how the organization is structured, and the work environment. Internally, it is influenced by the employee's gender, age, health, motivation, and job satisfaction. Workload is typically measured by three factors: how physically demanding the work is, how much mental effort is involved, and how tight the timeframe is (Dakunde et al., 2024).

Job satisfaction arises when someone feels happy with their work, for example, from praise, recognition, a comfortable environment, and fair treatment. Employees who enjoy their work tend to complete tasks well, although salary is also important (Haris, 2023). Amalia et al., (2024) Job satisfaction is how employees evaluate their jobs, usually based on the difference between the salary or compensation they receive and what they expect from the job. Job satisfaction in an organization is determined by several factors; some of the most important are: Working conditions. A comfortable workplace is usually quiet, well-lit, at the right temperature, with good air circulation, and a clean and spacious room (Gomathy, 2022). Job satisfaction is influenced by many things, such as salary, promotion opportunities, type of work, superiors, coworkers, security, company rules, communication, responsibility, recognition, achievement, and opportunities for growth (Puspitasari et al., 2024).

According toEchor et al., (2022) defines a work environment as the environment in which people work, taking into account the circumstances and characteristics of their work. Employees who feel comfortable and have access to adequate resources tend to be more focused and efficient in completing tasks. Conversely, an unsupportive environment, such as a negative atmosphere and lack of communication, can hinder performance and reduce productivity (Sasono et al., 2024). A positive work environment, such as supportive coworkers, comprehensive facilities, a healthy work culture, and encouraging leadership, can make employees more motivated and productive. However, the challenge lies in combining all of this with an honest, fair, and open performance appraisal system. (Gulo et al., 2025). Solwan et al., (2024) environmental indicators: air temperature, coloring, lighting, and noise.

A well-managed workload can maximize work productivity, while SST theory suggests that perceived support from the organization will strengthen employees' ability to cope with the workload, thus contributing positively to their performance and work results (Afiqah et al., 2024b).

However, the results of this study were rejected by Falin, FM, & Suwarsi, S. (2025), Fhauzan, RF, & Ali, H. (2024), (Ilmi et al., 2024), and the workload had a significant negative effect on work productivity, meaning that a balanced workload could actually increase productivity to get less than optimal results, which was caused by the nurse's poor ability to manage time and resources well, so that the work atmosphere would become more conducive, then increase satisfaction and commitment to their duties but not significantly. So, it was concluded that:

When employees feel supported and appreciated by their workplace, they typically become satisfied. This satisfaction makes them enthusiastic, creative, and collaborative, ultimately increasing productivity (Cahya, 2024). Satisfied employees tend to be more engaged, more creative, and more willing to collaborate, all of which contribute to increased productivity. The same study by (Wahyuni & Pratiwi, 2024) And (Puspitasari & Wijayanto, 2024) where job satisfaction has a significant positive effect on work productivity.

A positive and supportive environment, according to SST theory, can increase work productivity, because when they feel emotionally supported and receive the necessary resources, they tend to be more motivated and committed to achieving optimal results (Kamal et al., 2023). Workplace conditions, both physical and mental, significantly influence productivity. A comfortable atmosphere and complete facilities make employees more enthusiastic and focused on their work. Therefore, a conducive work environment is vital for motivating employee productivity. A previous study byAruperes et al., (2022) and Mardikaningsih et al., (2022), the work environment has a significant positive effect on work productivity.

Based on the characteristics of the respondents, the majority of nurses were female, reflecting the dominance of women in the nursing profession, which is synonymous with caring and providing healthcare services. In terms of age, most were between 26 and 34 years old, which is a productive and active age group in the workforce. The most common education attained was D3/D4, indicating that vocational education remains the primary choice for nurses in completing formal education. Most respondents were married, in line with their age, which is generally entering the family phase. Meanwhile, the most dominant length of service was less than 5 years, indicating that many of them were new workers or were in the early stages of career development in hospitals.

Based on the SPSS output table above, the number of respondents (N) is 120, the lowest mean value for each variable is 4.01, the standard deviation is 0.415, which has a good mean meaning, so it can be concluded that:

The work environment has a mean value of 4.03, meaning the mean is agree. The implication is that the existing work environment in the workplace must be maintained.

The test function determines whether each questionnaire item can be used. The reference r-value in the table is 0.1793. After testing, all questions for each variable have a calculated r-value > r-value in the table, meaning all questions in the questionnaire are considered valid and suitable for use. If all questionnaire statements are declared valid, it can be used for the next testing step, namely the reliability test.

This test was conducted on all respondents by comparing the Cronbach's Alpha value to its standard limit, which is 0.60. If the value is >0.60, the item is considered reliable. In this study, all variables had Cronbach's Alpha values

>0.60. Therefore, all were considered reliable and could proceed to the next test.

This test aims to determine whether the data is normally distributed. The result is a Sig (2-tailed) value of 0.126 > 0.05. This means the data is considered normal and can proceed to the next test.

This test aims to determine whether the independent variables are strongly correlated in the regression model. If so, the regression results will be inaccurate. The Tolerance test results for Workload, Job Satisfaction, and Work Environment were >0.10, and the VIF values for Workload, Job Satisfaction, and Work Environment were <10. This indicates there is no multicollinearity problem, and the analysis can proceed to the next test.

This test aims to check whether the residual data has a fixed or fluctuating distribution. The results showed that the significance values for Workload, Job Satisfaction, and Work Environment were >0.05, indicating there were no heteroscedasticity issues in the model. Therefore, based on this analysis, we can proceed to the next stage, namely the multiple linear regression test.

From the table above, multiple linear regression analysis was used to determine the influence of the independent variables (workload, job satisfaction, and work environment) on the dependent variable (work productivity). Based on the results of the multiple linear regression analysis above, the following multiple regression equation model was obtained:

Y =α+β1BK +β2KK +β3LK + e

of job satisfaction on work productivity increases by 0.1 units, then job

satisfaction increases by 0.072 units assuming that other independent variables remain constant.

The regression coefficient value of β3LK is 0.108, meaning that if the value of the work environment on work productivity increases by 0.1 units, then the work environment increases by 0.108 units, assuming that other independent variables remain constant.

This function is used to determine the extent of the influence of independent variables on the dependent variable, one by one, while other variables are considered constant. From the "Coefficients" table in SPSS, the limit value is 0.1 to determine whether the effect is significant or not. This is in accordance with what was written by Schumm WR et al., (2013), which states that p < 0.10 is considered a significant trend. Therefore, this model can explain the direction of significance by workload, job satisfaction, and work environment on work productivity, which results:

1.140. The sig value is 0.257 > 0.05, meaning that job satisfaction has no impact on work productivity. H2 is rejected.

Based on the results of the hypothesis test, workload has a significant impact on the productivity of employees at PKU Muhammadiyah Aghisna Kroya General Hospital. The results of the descriptive statistical test indicate that the workload in the workplace is in accordance with the nurses' abilities in serving patients. From the perspective of Social System Theory (Katz & Kahn, 1978), organizations are viewed as open systems consisting of interconnected social elements, including individuals and their work environment. Workload is one of

the inputs in this system that will affect the output in the form of work productivity. If the workload is too heavy and unbalanced with the nurses' abilities, it can disrupt the system's balance, cause stress, and reduce productivity. Conversely, an appropriate workload will support efficient work processes, maintain the stability of the organization's social system, and increase nurses' work productivity.

If the workload is well designed, employees will be more enthusiastic, more focused, and their work results will be more optimal at Aghisna Kroya Hospital (Rianti et al., 2025). The results of this study are in line with Hendrayani (2021), Dakunde et al., (2024), Novitatas et al., (2023), Ahmad et al., (2025), Wijayanthi et al., (2024), AndSiregar et al., (2025) said that workload has a significant impact on work productivity.

From the results of the hypothesis test, job satisfaction does not impact the productivity of nurses at PKU Muhammadiyah Aghisna Hospital. The descriptive test shows that existing job satisfaction has been met according to their expectations. According to the Social System Theory of Katz and Kahn (1978), an organization is an open social system consisting of interacting elements, including individuals and the work environment. Job satisfaction plays a vital role in maintaining the balance of the system; when employees are satisfied, they tend to be more motivated and contribute optimally, thus increasing productivity. Conversely, dissatisfaction can disrupt the stability of the system and reduce performance. Thus, job satisfaction directly affects productivity within the framework of the organizational social system.

This suggests that although nurses are satisfied with their work, other factors such as workload, time pressure, or organizational support may be more dominant in influencing their performance. The study's results align with Haekal, F. (2016), who found that job satisfaction had no significant effect on work productivity.