scholarly journals PENGARUH BUDAYA ORGANISASI TERHADAP MOTIVASI, KEPUASAN KERJA DAN KINERJA KARYAWAN (Studi Pada Perusahaan Pengolahan Kayu Skala Besar di Jawa Timur)

2018 ◽  
Vol 10 (1) ◽  
Author(s):  
Dr. H. Teman Koesmono, MM
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Behavior ◽  
Direct Effect ◽  
High Performance ◽  
Research Result ◽  
Individual Behavior ◽  
Organization Culture ◽  
Working Environment ◽  
Production Area

The purpose of this research is to find out how big is the effect of organization culture to ward motivation, job satisfaction and employee’s job performance, especially on the employee’s in the production area. The analytical unit is the employee’s in production area sub sector in wood industry in East Java.The research result states that organization culture positively effects motivation, this normal because with organization culture she/ he has someone can reflects her/ his behavior in her/ his working environment. This behavior will be seen in her/ his attitude to the job as the place to fulfill their need and will.The existing phenomenon is that if someone’s behavior is assessed  impressive to others or productive to the organization then that can reflects or represent the ability possessed. Individual behavior to ward the organization or their job will be effected by organization culture, this will be found out when the person is doing his/ her job sincerely or not.It is proven in this research that organization culture will be positively effected to someone’s job satisfaction. High performance is everybody’s expectation in the company, but a positive and productive performance will not be achieved if individual behavior is not in the same direction with the company goal. The more positive someone’s behavior will definitely effect her/ his performance, this is proven when the researcher tested the hypothesis that motivation effects the job satisfaction and job satisfaction effects the performance. The result of the direct effect on employee’s motivation toward job satisfaction is 1.659, the direct effect job satisfaction toward job performance is 0.103, the direct effect organization culture toward job performance is 0.127. Besides theoretical findings that were found during the research, the empirical findings were also found: first, the seventh hypothesis states that there are no different employee’s job satisfaction in middle and big companies, P (0.112 ) ≥ α (0.05), therefore the seventh hypothesis cannot be accepted. The second, the eighth hypothesis states that there are different employee’s performance in middle and big companies, P (0.001) ≤ α (0.05), therefore the eighth hypothesis can be accepted.The research result also can give information to Human Resources Manager about the importance of observing and understanding the existing factors in organizational behavior for employees behavior can be directed to the company’s goal in which is established.

scholarly journals PENGARUH BUDAYA ORGANISASI TERHADAP MOTIVASI, KEPUASAN KERJA DAN KINERJA KARYAWAN (Studi Pada Perusahaan Pengolahan Kayu Skala Besar di Jawa Timur)

2017 ◽  
Vol 10 (1) ◽  
pp. 84
Author(s):  
Teman Koesmono Teman Koesmono
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Behavior ◽  
Direct Effect ◽  
High Performance ◽  
Research Result ◽  
Individual Behavior ◽  
Organization Culture ◽  
Working Environment ◽  
Production Area

The purpose of this research is to find out how big is the effect of organization culture to ward motivation, job satisfaction and employee’s job performance, especially on the employee’s in the production area. The analytical unit is the employee’s in production area sub sector in wood industry in East Java.The research result states that organization culture positively effects motivation, this normal because with organization culture she/ he has someone can reflects her/ his behavior in her/ his working environment. This behavior will be seen in her/ his attitude to the job as the place to fulfill their need and will.The existing phenomenon is that if someone’s behavior is assessed  impressive to others or productive to the organization then that can reflects or represent the ability possessed. Individual behavior to ward the organization or their job will be effected by organization culture, this will be found out when the person is doing his/ her job sincerely or not.It is proven in this research that organization culture will be positively effected to someone’s job satisfaction. High performance is everybody’s expectation in the company, but a positive and productive performance will not be achieved if individual behavior is not in the same direction with the company goal. The more positive someone’s behavior will definitely effect her/ his performance, this is proven when the researcher tested the hypothesis that motivation effects the job satisfaction and job satisfaction effects the performance. The result of the direct effect on employee’s motivation toward job satisfaction is 1.659, the direct effect job satisfaction toward job performance is 0.103, the direct effect organization culture toward job performance is 0.127. Besides theoretical findings that were found during the research, the empirical findings were also found: first, the seventh hypothesis states that there are no different employee’s job satisfaction in middle and big companies, P (0.112 ) ≥ α (0.05), therefore the seventh hypothesis cannot be accepted. The second, the eighth hypothesis states that there are different employee’s performance in middle and big companies, P (0.001) ≤ α (0.05), therefore the eighth hypothesis can be accepted.The research result also can give information to Human Resources Manager about the importance of observing and understanding the existing factors in organizational behavior for employees behavior can be directed to the company’s goal in which is established.

scholarly journals The Role of Job Satisfaction in Mediating the Effect of Competency and Perceived Organizational Support on Education Performance: An Evidence from the Muhammadiyah University of Jember, Indonesia

2021 ◽  
Vol 4 (2) ◽  
pp. 11-27
Author(s):  
Septy Holisa Umamy
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Behavior ◽  
Direct Effect ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Partial Least Square ◽  
Education Personnel ◽  
Education Performance ◽  
Job Performance And Satisfaction

Education personnel in higher education have an important role to support performance, so it is necessary to know the factors that affect performance. Efforts to improve performance by understanding organizational behavior. Organizational behavior will affect work behavior, including competence, Perceived organizational support and job satisfaction. The population of this research is 120 educational staff. The sampling method of this research is saturated sample. Data analysis used the Partial Least Square (PLS) method with SmartPLS software. The results in this study are all accepted hypotheses, both direct and indirect effects. Competency variables have a direct effect on job performance and satisfaction, Perceived organizational support have a direct effect on job performance and satisfaction. Job satisfaction has a direct effect on performance, job satisfaction acts as a mediating variable on the influence of competence on performance and the influence of perceived organizational support on performance. Suggestions in this study to improve competence need to provide training and provide career development to education personnel.

scholarly journals PENGARUH PARTISIPASI PENYUSUNAN ANGGARAN TERHADAP KEPUASAN KERJA DAN KINERJA KARYAWAN DENGAN JOB RELEVANT INFORMATION SEBAGAI VARIABEL INTERVENING (STUDI EMPIRIS PADA PT. ALBASIA BHUMIPHALA PERSADA TEMANGGUNG)

2018 ◽  
Vol 3 (2) ◽  
pp. 392
Author(s):  
Susi Sih Kusumawardhany
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Direct Effect ◽  
Structural Equation ◽  
Relevant Information ◽  
Management Tool ◽  
Survey Method ◽  
Positive Direct ◽  
The Relationship ◽  
A Company

Recently a company faced by a very rapid changing and competitive environment. In order to win the competition, a company must increase their performance. Business globalization evoke continuously changing in all business aspect so an alteration became a normal condition. On of the management tool that often used by the management to manage their company is budget. Budget can be used by management as tool to plan and control the company activity. The purpose of the research is to examine the relationship between participative budget with job satisfaction and employee’s performanceand also the role of Job Relevant Information (JRI) as the intervening variable between participative budget with job satisfaction and employee’s performance. Variable that is used this research is participant budget, job satisfaction, employee’s performance and job relevant information (JRI). This research using survey method in which the researcher distribute questionnaire which include list of question to chosen respondents. Data analyses that were used in this research are validity and realibility test, Structural Equation Model and path analysis. The result shows that relationship between participative budget and job satisfaction figure out that participation in budgetary has positie in direct effect on employee’s job satisfaction and relationship between participative budget  and job performance figure out that participation in budgetary has positive in direct effect on employee’s job performance. In addition, the relationship between participative budgetary and job satisfaction through job relevant information as an intervening variable shows that there is a significantly positive direct effect., while the relationship between participative budgetary a job performance through job relevant information as an intervening variable shows that there is a significantly positive direct effect.Keywords: participative budgetary, job satisfaction, job performance and job relevant information.

scholarly journals PENGARUH KEPEMIMPINAN, LINGKUNGAN KERJA, KOMPETENSI DAN BUDAYA ORGANISASI TERHADAP KEPUASAN KERJA YANG BERDAMPAK PADA KINERJA DOSEN POLITEKNIK ATMI SURAKARTA

2020 ◽  
Vol 30 (01) ◽  
pp. 015-030
Author(s):  
Dewi Kartikasari
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Path Analysis ◽  
Work Environment ◽  
Direct Effect ◽  
Indirect Effect ◽  
Working Environment ◽  
Primary Data ◽  
Coefficient Of Determination ◽  
Test Results

The purpose of this study are to examine and analyze the influence of Leadership, Work Environment, Competence And Organizational Culture To Job Satisfaction That Impact Lecturer Performance At Polytechnic ATMI Surakarta.This study is a survey research. The data used are primary data by sampling of lecturer at Polytechnic ATMI Surakarta as many as 57 respondents. The data analysis method was tested by validity, reliability test, t-test, F, coefficient of determination (R2) and path analysis test.T test results as follows: leadership not significant effect on job satisfaction, work environment significant effect on job satisfaction, competence significant effect on job satisfaction, organizational culture not significant effect on job satisfaction, leadership not significant effect on performance, the working environment have a significant effect on performance, competence significantly influence the performance, organizational culture not significant effect on the performance, satisfaction significant effect on the performance of work. F test results showed simultaneous variables of leadership, work environment, competence, organizational culture and job satisfaction have a significant effect on the performance of lecturers. Results Analysis The coefficient of determination (R2) shows that 77.7% of faculty performance variation can be explained by the leadership, work environment, competence, organizational culture and job satisfaction while the remaining 22.3% is explained by other factors outside the model. The result of path analysis showed a direct influence on the performance of greater competence than the indirect effect on performance competence through job satisfaction. The direct effect on the performance of the work environment is greater than the indirect effect on the performance of the work environment through job satisfaction. The direct effect on the performance leadership is smaller than the indirect effect of leadership on performance through job satisfaction. The direct effect on the performance organizational culture is smaller than the indirect effect of organizational culture on performance through job satisfaction. Based on the results of total leverage to improve performance would be more effective if through increased competence.

scholarly journals THE EFFECT OF LEADERSHIP, ORGANIZATION CULTURE, AND WORK MOTIVATION ON JOB PERFORMANCE OF PRINCIPAL OF STATE PRIMARY SCHOOL IN SOUTH TANGERANG BANTEN

2018 ◽  
Author(s):  
ADE MUJHIYAT ◽  
THAMRIN ABDULLAH ◽  
MARUF AKBAR
Keyword(s):  
Job Performance ◽  
Primary School ◽  
Path Analysis ◽  
Direct Effect ◽  
Primary Schools ◽  
Work Motivation ◽  
School Principals ◽  
Organization Culture ◽  
Survey Method ◽  
Primary School Principals

The objective of the research is to obtain information about the influence of leadership, organization culture and motivation on the job performance of the principals of the state primary schools in South Tangerang, Banten. The research was conducted to all state primary school principals in South Tangerang, Banten province, a survey method with path analysis applied in testing hypothesis. Seventy out of one hundred fifty nine principals was selected randomly as sample by using Slovin formula. The result of the study reveals that: (1) there is direct effect of leadership on job performance. (2) there is direct effect of organization culture on job performance. (3) there is direct effect of motivation on job performance. (4) there is direct effect of leadership on motivation. (5) there is direct effect of organization culture on motivation. Therefore, the principals’ job performance can be enhanced by leadership, organization culture and motivation.

scholarly journals PENGARUH MOTIVASI DAN KEPUASAN KERJA TERHADAP KINERJA PEGAWAI BADAN PUSAT STATISTIK KABUPATEN OGAN ILIR

2019 ◽  
Vol 1 (2) ◽  
pp. 66
Author(s):  
Tutik Pebrianti ◽  
Imam Suroso
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Multiple Regression ◽  
Research Result ◽  
Sampling Technique ◽  
Civil Servants ◽  
Organization Performance

This study entitled " the effect of motivation and job satisfaction toward job performance of Badan Pusat Statistik employees Ogan Ilir regency”. Population is used in this study  is 31 persons employees of Badan Pusat Statistik Ogan Ilir  regency and all of population is as sample, too by consideration that all the employees have more than two years working period and they have status as civil servants. Sampling technique used saturated sampling. Partially research result showed that motivation has no significantly effect towards employees job performance but in contrast job satisfaction has a partially significanteffect Towards empolyees job performance of Badan Pusat Statistik Ogan Ilir regency with f obtained value is 10.295 andR square value is 0.433 (43.3%) with multiple regression equation:Y=6.619 + 0,256X1 + 0,3X2 + e. While dominant variable which is influence Badan Pusat Statistik employees' job performance in Ogan Ilir regency is job satisfaction variable by significant valUe (p=0.05 and b=0.3). If the employees' job satisfaction  is high so organization performance will be good and vice versa.

scholarly journals PENGARUH HIGH PERFORMANCE WORK PRACTICE (HPWP) TERHADAP JOB PERFORMANCE PADA FRONTLINER BANK

2014 ◽  
Vol 7 (2) ◽  
pp. 247
Author(s):  
Monica Amani Ihdaryanti ◽  
Mutiara S. Panggabean
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Human Resources ◽  
Job Performance ◽  
High Performance ◽  
Work Practice ◽  
Positive Correlation

<p>Generally High Performance Work Practice (HPWP) is a part of management human resources.<br />The objectives of this research are getting and analyzing the effect of HPWPs with Job Satisfaction;<br />HPWPs with Organizational Commitment; Job Satisfaction with Organizational Commitment;<br />Job Satisfaction with Job Performance; and Organizational Commitment with Job Performance.<br />The total of sample in this research is 100 respondents which are as Front liner BNI and Mandiri.<br />The result of this research concluded that has effect between HPWPs with Job Satisfaction;<br />there is no positive correlation between HPWPs with Organizational Commitment; there is positive<br />correlation Job Satisfaction with Organizational Commitment; there is positive Job Satisfaction<br />with Job performance; there is positive correlation Organizational Commitment with Job<br />Performance.<br />Keywords: HPWP, Job Performance, Frontliner Bank</p>

scholarly journals Personal Skills, Job Satisfaction, And Productivity In Members Of High Performance Teams

2011 ◽  
Vol 4 (1) ◽  
pp. 81 ◽  
Author(s):  
Patricia Valdes-Flores ◽  
Javier Arturo Campos-Rodriguez
Keyword(s):  
Job Satisfaction ◽  
High Performance ◽  
Significant Difference ◽  
Administrative Teams ◽  
Production Area ◽  
Personal Skills ◽  
Performance Teams ◽  
Functional Teams ◽  
A Company

The intention of the study is to identify the development of personal skills, as well as the increase of job satisfaction and productivity of the employee, as a result of their participation in high performance teams. Volunteered in the study 139 members of self-managed teams belonging to the Production Area, 39 of Operational Administrative teams, 19 members of Cross-Functional teams and 6 of 6-Sigma Projects, all of them belonging to a company of the Maquiladora Industry in Tijuana, B.C., Mico. The study indicates that 100% of the members of the Production Area teams and the Operational Administrative teams developed some personal skills or increased their satisfaction or productivity as a result of their participation in some kind of self-managed team. In Cross-Functional teams members, the changes took place in the 94.3% of the cases and in the 97% of the 6-Sigma teams members. There was also a significant difference found between the results of the four types of self-managed teams studied. This paper provides information to CEOs regarding the importance of the design and the implementation of working programs for self-managed teams; these not only will strengthen the employee achievement of a greater satisfaction and productivity, but will also allow them to develop personal skills.

The influence of job stress and working environment on job satisfaction toward job performance

2019 ◽  
Vol 1 (2) ◽  
Author(s):  
Roes Aldi Asaddiari Maulidka ◽  
Dessy Isfianadewi
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Work Environment ◽  
Job Stress ◽  
Significant Influence ◽  
Working Environment ◽  
Multiple Linear Regressions ◽  
Hrm Practices ◽  
Permanent Employees ◽  
Linear Regressions

The purpose of this research was to gain information on the influence of HRM practices especially job stress, working environment on job satisfaction toward job performance at Bank Mandiri as state-owned companies in Indonesia. The samples of this research were permanent employees of the company. The questionnaires were distributed to 150 respondents and the employees properly filled 115 questionnaires. The analytical model used in this research was multiple linear regressions. The results of this research proved that job stress significantly influence over job satisfaction because the value of significance is 0.019 (p < 0.05). Work environment with significance value of 0.000 (p < 0.05) is proved to have significant influence to job satisfaction. Job stress also proved to have significant influence to job performance based on the significance value of 0.008 (p < 0.05). Besides that, work environment with the significance value of 0.000 (p < 0.05) is proved to have significance value to job performance. Lastly, job satisfaction with the significance value of 0.000 (p < 0.05) is proved to have a significant value to job performance.

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