Thie study aims to examine and analyze the in of compensation, job promotions and job satisfaction
on the performance of Mercu Buana University's teaching staff. This type of research is a causal analysis using
a quantitative approach
The main objective of this research is to try to analyze the effect of direct compensation and indirect
compensation toward employee performance of temporary staff UMY with job satisfaction as variable
intervening. This research was conducted on temporary staff UMY in 2019.
The aim of this study is to develop a comprehensive model by measuring the influences of
compensation, leadership and motivation on employee performance. This research applies descriptive research
design using survey methods. Slovin formula is used to determine sample size. Sampling uses a disproportionate
randomized model as a sampling technique
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
This document summarizes a research study that analyzed the effects of transformational leadership and job stress on job satisfaction and employee turnover intention at Puri Raharja General Hospital in Denpasar, Bali, Indonesia. The study found that: (1) transformational leadership negatively impacted turnover intention while job stress positively impacted it; (2) both transformational leadership and job stress impacted job satisfaction in opposing directions; and (3) job satisfaction partially mediated the relationships between the independent variables and turnover intention. The results suggest that hospitals can reduce turnover intention by implementing transformational leadership to increase job satisfaction and decreasing job stress.
- The document discusses a study on the impact of training on worker motivation and job involvement in banks in Pakistan. It analyzes data collected through questionnaires from bank employees in Multan.
- Statistical analysis found a positive relationship between training and both motivation and job involvement. Training explained 28.4% of the variation in motivation and 6.7% of the variation in job involvement.
- The study concludes that training programs help inspire workers and improve their ability to achieve goals in the banking sector. Regular training is important for both employees and organizational performance.
Organisations both in the private and public sector across the globe rely on their workforce for optimum productivity which will in turn result to organisational efficiency. In this case, the need for ensuring employee job satisfaction becomes a matter of necessity to every organisation. Though, studies have been conducted by various researchers and scholars in this area, there is however the need to conduct more studies on job satisfaction and performance of an employee since the employees are believed to be an indispensable part of an organisation. Therefore, this study aims to examine the relationship between job satisfaction and performance of non-academic staff of Bauchi State University Gadau Nigeria (BASUG). Dissatisfaction is believed to be one of the major factors that demotivates and demoralise employee in the workplace which can result to lower productivity thereby affecting the overall performance of the organisation. Consequently an aggregate of two hundred and seventy questionnaires were distributed non- academic staff of BASUG based on systematic random sampling and data collected is analysed using Statistical Package for Social Sciences (SPSS). The outcome of the analysis depicts that there is positive and significant relationship between job satisfactions on the performance of non- academic staff of the University. The study will serve as a policy guide to the management of the Nigerian Universities in areas relating to employee performance improvement through job satisfaction and it will also further make an impetus the field of organisational behaviour and human resource management
Toward the best model in recruiting security staff at outsourcing industriesSellyRamadhannia
This study examines the effects of recruitment, competence, and training on the performance of outsourced security staff at PT Mitra Pratama Milenia in Indonesia. A survey was conducted of 88 outsourced security staff. The results of statistical analysis show that recruitment, competence, and training each have a positive and significant influence on employee performance both individually and together. Specifically, better recruitment processes, higher competence levels, and more training each correlate with improved performance of outsourced security staff. The findings suggest PT Mitra Pratama Milenia should focus on recruitment, competence development, and training to enhance employee performance.
The main objective of this research is to try to analyze the effect of direct compensation and indirect
compensation toward employee performance of temporary staff UMY with job satisfaction as variable
intervening. This research was conducted on temporary staff UMY in 2019.
The aim of this study is to develop a comprehensive model by measuring the influences of
compensation, leadership and motivation on employee performance. This research applies descriptive research
design using survey methods. Slovin formula is used to determine sample size. Sampling uses a disproportionate
randomized model as a sampling technique
The primary purpose of this study is to provide a conceptual framework for „student satisfaction‟ in
order to understand and conceptualise the key aspects of the term.
The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. The study empirically proves that employee training and development, promotion opportunity, and job security has significant influence on the employees’ performance. Theoretically, this study proves that training and development, job security and promotion opportunity together influence on the performance of employees in the developing economy. The practitioners and policy makers of the organizations are expected to make necessary adjustments in their existing HRM practices based on the findings of this study in the context of Bangladesh for enhancing the employees’ performance level so that their whole-hearted efforts can be gained for the achievement of business goals.
This document summarizes a research study that analyzed the effects of transformational leadership and job stress on job satisfaction and employee turnover intention at Puri Raharja General Hospital in Denpasar, Bali, Indonesia. The study found that: (1) transformational leadership negatively impacted turnover intention while job stress positively impacted it; (2) both transformational leadership and job stress impacted job satisfaction in opposing directions; and (3) job satisfaction partially mediated the relationships between the independent variables and turnover intention. The results suggest that hospitals can reduce turnover intention by implementing transformational leadership to increase job satisfaction and decreasing job stress.
- The document discusses a study on the impact of training on worker motivation and job involvement in banks in Pakistan. It analyzes data collected through questionnaires from bank employees in Multan.
- Statistical analysis found a positive relationship between training and both motivation and job involvement. Training explained 28.4% of the variation in motivation and 6.7% of the variation in job involvement.
- The study concludes that training programs help inspire workers and improve their ability to achieve goals in the banking sector. Regular training is important for both employees and organizational performance.
Organisations both in the private and public sector across the globe rely on their workforce for optimum productivity which will in turn result to organisational efficiency. In this case, the need for ensuring employee job satisfaction becomes a matter of necessity to every organisation. Though, studies have been conducted by various researchers and scholars in this area, there is however the need to conduct more studies on job satisfaction and performance of an employee since the employees are believed to be an indispensable part of an organisation. Therefore, this study aims to examine the relationship between job satisfaction and performance of non-academic staff of Bauchi State University Gadau Nigeria (BASUG). Dissatisfaction is believed to be one of the major factors that demotivates and demoralise employee in the workplace which can result to lower productivity thereby affecting the overall performance of the organisation. Consequently an aggregate of two hundred and seventy questionnaires were distributed non- academic staff of BASUG based on systematic random sampling and data collected is analysed using Statistical Package for Social Sciences (SPSS). The outcome of the analysis depicts that there is positive and significant relationship between job satisfactions on the performance of non- academic staff of the University. The study will serve as a policy guide to the management of the Nigerian Universities in areas relating to employee performance improvement through job satisfaction and it will also further make an impetus the field of organisational behaviour and human resource management
Toward the best model in recruiting security staff at outsourcing industriesSellyRamadhannia
This study examines the effects of recruitment, competence, and training on the performance of outsourced security staff at PT Mitra Pratama Milenia in Indonesia. A survey was conducted of 88 outsourced security staff. The results of statistical analysis show that recruitment, competence, and training each have a positive and significant influence on employee performance both individually and together. Specifically, better recruitment processes, higher competence levels, and more training each correlate with improved performance of outsourced security staff. The findings suggest PT Mitra Pratama Milenia should focus on recruitment, competence development, and training to enhance employee performance.
The Aim Of This Study Is To Investigate The Reciprocal Relationship Between Job Satisfaction,
Employee Commitment And Organizational Performance. Accordingly, A Linear Structural Equation Model
Was Developed To Delineate The Above Interaction And Explore The Mediating Effects Of Commitment On The
Relationship Between Job Satisfaction And Organizational Performance.
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
Impact of Training and Development, training design and on the job training ...inventionjournals
This document summarizes a research study that examined the impact of training and development, training design, and on-the-job training on employee commitment in the banking sector of Pakistan. The study found a positive relationship between the independent variables of training and development, training design, and on-the-job training, and the dependent variable of employee commitment. However, the strength of the relationships was not very high, indicating there are other factors that influence employee commitment beyond these training variables alone. The study was conducted using a questionnaire distributed to employees at two banks in Pakistan.
The Effect of Human Resources Practice on the Job Satisfaction of Employees a...inventionjournals
HRM practices are factors that need attention in the organization, and fundamental to be able to create work and achievement of organizational goals. Policies and practices that were able to overshadow every member of the organization will bring members of the organization or employee satisfaction. Otherwise, with the satisfaction of members of the organization to the policies and practices that can reduce absenteeism, lower turnover rate of employees, and can increase the productivity of the organization as a result of increasing individual productivity. The demand for the development of human resources are getting more quality driven by advances in technology, trade and so are likely to require professionalism and quality of human resources of the organization. For the Human Resources management presence is needed by organizations both governmental organizations and private organizations. This research is use a primary research are including data collected by the researchers, research instruments were questionnaires. This research was conducted during October 2012 to January 2013, where the object of this study is LPMP in North Maluku Province was located in the city of Tidore Islands and the subjects of this study were employees. The population in this study is amounted on 57 people. The results also show that the compensation has a dominant influence on employee satisfaction. HRM practices in LPMP North Maluku province, such as placement, remuneration, career opportunities, training and development, then performance assessment are good enough and simultaneously significant effect on employee satisfaction LPMP in North Maluku provinces
This document summarizes a research study that measured employee performance at PT PLN (Persero) KITSBU in North Sumatra, Indonesia using the Human Resource Scorecard (HRSC) method. Key findings include:
1) Using the HRSC method, the study identified key performance indicators (KPIs) across financial, customer, internal business process, and learning and growth perspectives.
2) A consensus decision-making group agreed on weightings for each KPI perspective: 10% financial, 30% customer, 25% internal business process, and 30% learning and growth.
3) The study found that KPI values were mostly achieved according to company targets but identified opportunities to improve processes
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
Effect of Compensation and Work Motivation on Employee Performance in the Pt....ijtsrd
Compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the company. Sri Milawati | Zulititian Lahagu | Togu Harlen Lumban Raja | Lasman Eddy Bachtiar "Effect of Compensation and Work Motivation on Employee Performance in the Pt. Pos Indonesia (Persero) Medan" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-2 , February 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38602.pdf Paper Url: https://www.ijtsrd.com/management/hrm-and-retail-business/38602/effect-of-compensation-and-work-motivation-on-employee-performance-in-the-pt-pos-indonesia-persero-medan/sri-milawati
Job satisfaction of employees of public and private organizations in BangladeshPremier Publishers
This study examined the level of job satisfaction among the employees ofprivate and public organizations in Bangladesh. Data have been collected randomly from 40employees of Gaibandha District in Bangladesh through a structured questionnairein January to February, 2010. Among the respondents 50% is government employee while 50% is non-government employee. Brayfield and Rothe (1951) method was used to determine the job satisfaction of the employees. Likert scale was used for measuring the attitude of the employees on their job. This research revealed that there was no significant difference between the job satisfaction of government and non-government employees. The study suggests that an effective policy on recruitment, job security, service rules, promotional opportunities, regular payments, retirements’ benefits should be made by the government to improve the job satisfaction and attitude of employees in both government and non-government employees.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document discusses a study that assessed the effect of training dimensions on employee performance at Mumias Sugar Company in Kenya. Specifically, it examined the effects of training needs assessment, training contents and delivery approaches, and training evaluation on employee performance. The study found that training needs assessment, training contents, and training evaluation all had a positive and significant effect on employee performance at Mumias Sugar Company. The document provides background on the importance of training and reviews relevant literature on the relationship between training dimensions and employee performance.
Effect of Incentives and Motivation on Employee Performance in Pt. Sinar Asia...YogeshIJTSRD
To improve the performance of company employees, it is also necessary to increase the ability to work through increased education, both formal education and training planned by the company for employees.Employees who have good potential value can come from within the company and from outside the company so that employee performance can be maintained in the future.Partially it can be explained that the effect of the incentive variable X1 on performance Y is 23.60 and it is still influenced by the motivation factor X2 and other factors not included in this study called the epsilon factor e .Partially it can also be explained that the motivation variable X2 has an influence on the performance variable Y by 5.44 and there are still other variables not included in this study besides the incentive variable X1 .Based on the results of data analysis, it can be explained that the effect of the incentive variable X1 and the motivation variable X2 simultaneously or together can be explained as having an effect of 36.61 which can be seen from the magnitude of F. count of 3.661. Helmud Fransiscus Sitanggang | Silvia Winda Sari Lbn. Raja | Edward A. Lbn. Raja "Effect of Incentives and Motivation on Employee Performance in Pt. Sinar Asia Medan" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38748.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/38748/effect-of-incentives-and-motivation-on-employee-performance-in-pt-sinar-asia-medan/helmud-fransiscus-sitanggang
The purpose of this study is to determine and analyze the influence of organizational climate, work
stress on turnover intention by using job satisfaction as an intervening variable for employees at PT
GrahaMegaria Surabaya. The population in this study was all employees of PT GrahaMegaria Surabaya,
Many organizations and institutions are struggling to survive in a business and market environment
which is volatile and fierce, and thus they are doing everything within their means in their quest to keep the
motivation levels of their staff high and to ensure an increase in their competitiveness and an improvement in
performance. Several studies indicate that improved employee performance gives organizations an age over and
above the others in the same business
The document discusses job stress and its impact on employee performance in the business process outsourcing (BPO) sector. It finds that job stress is negatively related to employee performance, such that higher stress leads to lower performance. The document examines factors that cause job stress for BPO employees like long working hours and monotonous work. It also explores coping strategies for managing stress at the individual level, such as exercise and relaxation, and at the organizational level, like supportive work environments and flexible schedules. The goal of the research was to better understand how job stress affects BPO workers and what can be done to address it.
1. The document discusses the impact of transfer of training on job performance. Transfer of training refers to employees applying the knowledge and skills learned in training to their actual jobs.
2. The key factors that influence transfer of training and job performance are training design, trainee characteristics, and work environment. Effective transfer of training can positively impact job performance, while poor transfer can negatively impact performance.
3. Social networking in the workplace can also influence individual job performance. Strong learning orientation in employees and effective transfer of training can increase in-role job performance and innovation. Poor job performance may lead employees to quit their jobs.
Training and development programs aimed at improving employee performance can bridge the gap between current and desired performance. Training methods like coaching, mentoring, and peer participation enable employees to actively participate and improve both individual and organizational performance.
Previous studies show a strong positive relationship between training and development programs and employee performance. Training improves employee knowledge, skills, and abilities, leading to better job performance and overall organizational performance. A 2011 study found a positive correlation between training and employee performance.
Proper training is necessary to develop employees and improve performance through increased motivation, job satisfaction, and organizational commitment. Training should be planned to increase commitment and support career development. Human resource practices like training opportunities positively impact employee performance.
IRJET - Effectiveness of Employee Motivation Towards Monetary and Non-Mon...IRJET Journal
This document discusses employee motivation and its impact on performance. It begins by defining motivation and explaining its importance for organizational success. Motivation can come from internal or external factors and motivated employees are more productive. The study aims to identify factors that motivate employees to achieve organizational goals using a descriptive research design. A questionnaire was used to collect data from 150 employees sampled through stratified random sampling. The results show that monetary and non-monetary benefits provided by the organization motivate employees and satisfy both personal and organizational goals. The organization is appreciated for keeping workers highly motivated.
This document summarizes a study on employee motivation at Bharath Sanchar Nigam Limited (BSNL), a state-owned telecommunications company in India. The study used a survey methodology with a questionnaire to collect primary data from 100 BSNL employees in Kadapa. The findings showed that employees are highly motivated by job security, relationships with coworkers, safety measures, and a congenial work environment. However, financial incentives and opportunities for career growth provided somewhat lower motivation. The document concludes with suggestions to improve employee empowerment, benefits, and career planning to further enhance motivation.
This study examines the role of training in building employee commitment in the banking sector in Uganda. It investigates the relationships between training and employee commitment, training and job satisfaction, and job satisfaction and employee commitment. The findings reveal positive relationships between all three variables. Regression analysis shows that the predictor variables explain 29.7% of the variance in employee commitment. Mediation analysis finds that job satisfaction partially mediates the relationship between training and employee commitment, as the direct relationship decreases but remains significant when controlling for job satisfaction. The study contributes to understanding how training impacts employee commitment in the Ugandan banking context.
Job Satisfaction Perception of Management Loyalty and Turnover Intent A Confi...Atif Ahmed
The main objective behind doing this study is to explain the motivational factors which can affect job satisfaction of a person within the organization. For this purpose, we have designed an easy and understandable research instrument (Likert scale Questionnaire) and
filled from the people working in different firms mainly SBT JAPAN and AXact. The variables used in this research are Job Satisfaction as dependent variable and Loyalty, Perception of Management, and Turnover Intent as independent variables.
This study aims to describe the reward, work discipline and employee performance, to analyze the
impact of reward on employee performance, to analyze the impact of reward on work discipline, to analyze the
effect of work discipline on employee performance, and to analyze influence of reward on employee
performance through work discipline of the CV Glory Dewi Kencana. The sample in this study was 50
employees.
The Impact of Compensation, Motivation And Commitment To The Performance Of H...AJHSSR Journal
ABSTRACT : This study aims to examine the effect of compensation, motivation, and commitment to the
performance of paramedics in Lamongan Regency. The population of thisstudywas all hospitalemployees in
Lamongan Regency, namely Sugongan Hospital Lamongan, Nasrul Ummah Lamongan Hospital,
Muhammadiyah Lamongan Hospital and Babat Muhammadiyah Hospital. The population in the studywas all
paramedics in hospitals in Lamongan Regency which amounted to 329 people. Based on the Slovin formula
with a standard 5% errorobtained as many as 181 people. The resultsshowedthat compensation had a
significanteffect on the performance of hospitalparamedics. Motivation has a significanteffect on the
performance of hospitalparamedics. Paramediccommitment has a significanteffect on the performance of
hospital paramedics in Lamongan Regency
Keywords -compensation; motivation; Commitment; paramedic performance.
The Aim Of This Study Is To Investigate The Reciprocal Relationship Between Job Satisfaction,
Employee Commitment And Organizational Performance. Accordingly, A Linear Structural Equation Model
Was Developed To Delineate The Above Interaction And Explore The Mediating Effects Of Commitment On The
Relationship Between Job Satisfaction And Organizational Performance.
This study was conducted in order to evaluate the impact of different factors on workforce at the
industrial parks in Hai Duong Province. The research datawas collected primarily by interviewing production
workers and managers working at different companies at the industrial parks in Hai Duong Province In this
study, the author uses the method of Structure Equation Modeling to analyze the impact of the factors on
workforce development at the industrial parks in Hai Duong Province.
Impact of Training and Development, training design and on the job training ...inventionjournals
This document summarizes a research study that examined the impact of training and development, training design, and on-the-job training on employee commitment in the banking sector of Pakistan. The study found a positive relationship between the independent variables of training and development, training design, and on-the-job training, and the dependent variable of employee commitment. However, the strength of the relationships was not very high, indicating there are other factors that influence employee commitment beyond these training variables alone. The study was conducted using a questionnaire distributed to employees at two banks in Pakistan.
The Effect of Human Resources Practice on the Job Satisfaction of Employees a...inventionjournals
HRM practices are factors that need attention in the organization, and fundamental to be able to create work and achievement of organizational goals. Policies and practices that were able to overshadow every member of the organization will bring members of the organization or employee satisfaction. Otherwise, with the satisfaction of members of the organization to the policies and practices that can reduce absenteeism, lower turnover rate of employees, and can increase the productivity of the organization as a result of increasing individual productivity. The demand for the development of human resources are getting more quality driven by advances in technology, trade and so are likely to require professionalism and quality of human resources of the organization. For the Human Resources management presence is needed by organizations both governmental organizations and private organizations. This research is use a primary research are including data collected by the researchers, research instruments were questionnaires. This research was conducted during October 2012 to January 2013, where the object of this study is LPMP in North Maluku Province was located in the city of Tidore Islands and the subjects of this study were employees. The population in this study is amounted on 57 people. The results also show that the compensation has a dominant influence on employee satisfaction. HRM practices in LPMP North Maluku province, such as placement, remuneration, career opportunities, training and development, then performance assessment are good enough and simultaneously significant effect on employee satisfaction LPMP in North Maluku provinces
This document summarizes a research study that measured employee performance at PT PLN (Persero) KITSBU in North Sumatra, Indonesia using the Human Resource Scorecard (HRSC) method. Key findings include:
1) Using the HRSC method, the study identified key performance indicators (KPIs) across financial, customer, internal business process, and learning and growth perspectives.
2) A consensus decision-making group agreed on weightings for each KPI perspective: 10% financial, 30% customer, 25% internal business process, and 30% learning and growth.
3) The study found that KPI values were mostly achieved according to company targets but identified opportunities to improve processes
Although performance appraisal is concerned with the evaluation of workers job performance, it at the same time serves to highlight the specific objectives of an organization. As the employee is being evaluated the organization is also evaluating itself by comparing objectives and standards of performance, reviews the whole appraisal framework and design as well as organizational values and culture. Performance appraisal is a veritable tool for organizations to evaluate and increase the quality of education and training of their workforce with a view to developing lifelong learning patterns and strategies to sustain productivity throughout longer working periods. Motivation as it relates to employee productivity is often behind the drive for performance and self-actualization and provides opportunities for higher productivity. Productivity is an important measure of goal achievement because getting more done with less resources increases organizational profitability. Using the exploratory research design and 109 participants the result of the study indicates a strong positive correlation between performance appraisal and employee productivity. It suggests that the issue of performance appraisal in charitable organizations should be addressed. In view of the result of the study, the paper recommends that performance appraisal should carefully review employee’s strengths and weaknesses against requirements for possible future higher responsibilities.
Effect of Compensation and Work Motivation on Employee Performance in the Pt....ijtsrd
Compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the company. Sri Milawati | Zulititian Lahagu | Togu Harlen Lumban Raja | Lasman Eddy Bachtiar "Effect of Compensation and Work Motivation on Employee Performance in the Pt. Pos Indonesia (Persero) Medan" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-2 , February 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38602.pdf Paper Url: https://www.ijtsrd.com/management/hrm-and-retail-business/38602/effect-of-compensation-and-work-motivation-on-employee-performance-in-the-pt-pos-indonesia-persero-medan/sri-milawati
Job satisfaction of employees of public and private organizations in BangladeshPremier Publishers
This study examined the level of job satisfaction among the employees ofprivate and public organizations in Bangladesh. Data have been collected randomly from 40employees of Gaibandha District in Bangladesh through a structured questionnairein January to February, 2010. Among the respondents 50% is government employee while 50% is non-government employee. Brayfield and Rothe (1951) method was used to determine the job satisfaction of the employees. Likert scale was used for measuring the attitude of the employees on their job. This research revealed that there was no significant difference between the job satisfaction of government and non-government employees. The study suggests that an effective policy on recruitment, job security, service rules, promotional opportunities, regular payments, retirements’ benefits should be made by the government to improve the job satisfaction and attitude of employees in both government and non-government employees.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document discusses a study that assessed the effect of training dimensions on employee performance at Mumias Sugar Company in Kenya. Specifically, it examined the effects of training needs assessment, training contents and delivery approaches, and training evaluation on employee performance. The study found that training needs assessment, training contents, and training evaluation all had a positive and significant effect on employee performance at Mumias Sugar Company. The document provides background on the importance of training and reviews relevant literature on the relationship between training dimensions and employee performance.
Effect of Incentives and Motivation on Employee Performance in Pt. Sinar Asia...YogeshIJTSRD
To improve the performance of company employees, it is also necessary to increase the ability to work through increased education, both formal education and training planned by the company for employees.Employees who have good potential value can come from within the company and from outside the company so that employee performance can be maintained in the future.Partially it can be explained that the effect of the incentive variable X1 on performance Y is 23.60 and it is still influenced by the motivation factor X2 and other factors not included in this study called the epsilon factor e .Partially it can also be explained that the motivation variable X2 has an influence on the performance variable Y by 5.44 and there are still other variables not included in this study besides the incentive variable X1 .Based on the results of data analysis, it can be explained that the effect of the incentive variable X1 and the motivation variable X2 simultaneously or together can be explained as having an effect of 36.61 which can be seen from the magnitude of F. count of 3.661. Helmud Fransiscus Sitanggang | Silvia Winda Sari Lbn. Raja | Edward A. Lbn. Raja "Effect of Incentives and Motivation on Employee Performance in Pt. Sinar Asia Medan" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd38748.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/38748/effect-of-incentives-and-motivation-on-employee-performance-in-pt-sinar-asia-medan/helmud-fransiscus-sitanggang
The purpose of this study is to determine and analyze the influence of organizational climate, work
stress on turnover intention by using job satisfaction as an intervening variable for employees at PT
GrahaMegaria Surabaya. The population in this study was all employees of PT GrahaMegaria Surabaya,
Many organizations and institutions are struggling to survive in a business and market environment
which is volatile and fierce, and thus they are doing everything within their means in their quest to keep the
motivation levels of their staff high and to ensure an increase in their competitiveness and an improvement in
performance. Several studies indicate that improved employee performance gives organizations an age over and
above the others in the same business
The document discusses job stress and its impact on employee performance in the business process outsourcing (BPO) sector. It finds that job stress is negatively related to employee performance, such that higher stress leads to lower performance. The document examines factors that cause job stress for BPO employees like long working hours and monotonous work. It also explores coping strategies for managing stress at the individual level, such as exercise and relaxation, and at the organizational level, like supportive work environments and flexible schedules. The goal of the research was to better understand how job stress affects BPO workers and what can be done to address it.
1. The document discusses the impact of transfer of training on job performance. Transfer of training refers to employees applying the knowledge and skills learned in training to their actual jobs.
2. The key factors that influence transfer of training and job performance are training design, trainee characteristics, and work environment. Effective transfer of training can positively impact job performance, while poor transfer can negatively impact performance.
3. Social networking in the workplace can also influence individual job performance. Strong learning orientation in employees and effective transfer of training can increase in-role job performance and innovation. Poor job performance may lead employees to quit their jobs.
Training and development programs aimed at improving employee performance can bridge the gap between current and desired performance. Training methods like coaching, mentoring, and peer participation enable employees to actively participate and improve both individual and organizational performance.
Previous studies show a strong positive relationship between training and development programs and employee performance. Training improves employee knowledge, skills, and abilities, leading to better job performance and overall organizational performance. A 2011 study found a positive correlation between training and employee performance.
Proper training is necessary to develop employees and improve performance through increased motivation, job satisfaction, and organizational commitment. Training should be planned to increase commitment and support career development. Human resource practices like training opportunities positively impact employee performance.
IRJET - Effectiveness of Employee Motivation Towards Monetary and Non-Mon...IRJET Journal
This document discusses employee motivation and its impact on performance. It begins by defining motivation and explaining its importance for organizational success. Motivation can come from internal or external factors and motivated employees are more productive. The study aims to identify factors that motivate employees to achieve organizational goals using a descriptive research design. A questionnaire was used to collect data from 150 employees sampled through stratified random sampling. The results show that monetary and non-monetary benefits provided by the organization motivate employees and satisfy both personal and organizational goals. The organization is appreciated for keeping workers highly motivated.
This document summarizes a study on employee motivation at Bharath Sanchar Nigam Limited (BSNL), a state-owned telecommunications company in India. The study used a survey methodology with a questionnaire to collect primary data from 100 BSNL employees in Kadapa. The findings showed that employees are highly motivated by job security, relationships with coworkers, safety measures, and a congenial work environment. However, financial incentives and opportunities for career growth provided somewhat lower motivation. The document concludes with suggestions to improve employee empowerment, benefits, and career planning to further enhance motivation.
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This summary provides the key points from the document in 3 sentences:
The document discusses a study analyzing the influence of financial compensation and performance appraisal systems on job satisfaction, motivation, and employee performance at PT Pupuk Kalimantan Timur in Indonesia. It presents literature on these topics and develops hypotheses about their relationships. The results of the study using a sample of 140 employees find that financial compensation influences job satisfaction but not motivation, and performance appraisal systems influence both job satisfaction and motivation as well as having a stronger influence on employee performance than financial compensation.
It seems like you're providing information about the publication process of the International Journal of Advanced Publication Practices. This information outlines the fast publication schedule and peer-review process by the journal of the appears to prioritize a fast and efficient publication process while maintaining the quality and integrity of the research it publishes of the original research papers.
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Human resource is very important and the backbone of every organization. Organizations invest huge amount on the human resource capital because the performance of human resource will ultimately increase the performance of the organization. Training helps the employees to update their knowledge,
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Linking high-performance work systems and happiness at work role of career as...razanalazzam4
This study examines how high-performance work systems (HPWS) can foster employee happiness at work through the serial mediation of career aspiration and thriving at work. The study utilizes self-determination theory to understand the motivational processes underlying these relationships. It finds that HPWS is positively related to career aspiration, which in turn is positively related to thriving at work (a sense of vitality and learning). Thriving at work then positively relates to happiness at work. Career aspiration mediates the relationship between HPWS and thriving, and thriving mediates the relationship between career aspiration and happiness. The results support that career aspiration and thriving serially mediate the relationship between HPWS and happiness at work. The findings provide
Linking high-performance work systems and happiness at work role of career as...razanalazzam4
This study examines how high-performance work systems (HPWS) can foster employee happiness at work through the serial mediation of career aspiration and thriving at work. The study utilizes self-determination theory to understand the motivational processes underlying these relationships. It finds that HPWS is positively related to career aspiration, which in turn is positively related to thriving at work (a sense of vitality and learning). Thriving at work then positively relates to happiness at work. Career aspiration mediates the relationship between HPWS and thriving, and thriving mediates the relationship between career aspiration and happiness. The results support that career aspiration and thriving serially mediate the relationship between HPWS and happiness at work.
Banking and Government Sectors in North Nigeria: A Comparative Study on Work ...inventionjournals
Introduction and Purpose: The research at hand explores employee motivation in Nigerian context with banking and government sectors as the backdrop. Contemporary organizations have put much emphasis to understand the dynamics of job performance, the impact of intrinsic rewards and training on employees and the intertwined relationship they have with motivation, which the present study tries to explain. This is specially so because a happy and motivated worker is an efficient performer. Methodology: Set in North Eastern part of Nigeria a sample size of 146 employees which included 88 from government organizations and 58 from private banking sector were taken up for the study through nonprobability convenience sampling method. The data collection instrument gathered the demographic profile of the respondents while information for other above mentioned variables was drawn together through different Likert type scales employed in earlier researches. Cronbach’s Alpha values were put to confirm the validity of the instrument, moreover Pearson Correlations, Pearson Chi Square Test, One Way Analysis of Variance (ANOVA), Levene Statistics, Games-Howell Test, Simple Means, Standard Deviation and Percentages were additional data analysis tools. Findings: The comparative analysis of bank and government employees vis-à-vis variables tested gave out findings which were similar as well as different for these two sectors. Government employees were found to be more motivated, having positive views on intrinsic rewards and training that they received, which was in sharp contrast to banking professionals. Despite being less motivated bankers nonetheless were better performing job wise than their government sector counterparts. Age and income also had affect on the above mentioned independent variables for the employees surveyed. Originality, Limitation and Implication: The novelty aspect of the study is sustained right from the initial research on the topic, continuing with theory level/conceptual framework, literature review to findings. Despite the research having resource crunch is unique in the manner that no such work in has been carried out in North Eastern part of Nigeria, the area which is vastly uncharted. The study is likely to fuel academic and scholarly pursuits in future studies which are similar in nature, it can be a guiding light to human resource practitioners in the corporate world as well as researchers in the field of management. Keywords: Work Motivation, Job Performance, Intrinsic Rewards, Training, Nigeria, Government and Banking Sectors
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This document summarizes a research study that examined the relationships between transformational leadership, transactional leadership, job security, affective commitment, and employee performance. Specifically, it hypothesized that transformational leadership, transactional leadership, and job security influence employee performance through the mediator of affective commitment. The study was conducted with 257 employees at an Indonesian ready-to-drink company experiencing decreased performance. Data analysis found the hypothesized relationships between the variables to be a good fit for the data.
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Reviewing contracts swiftly and efficiently is crucial for any organization. It ensures compliance, reduces risks, and keeps business operations running smoothly.
The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance Of Mercubuana University
1. International Journal of Business Marketing and Management (IJBMM)
Volume 5 Issue 2 February 2020, P.P. 39-48
ISSN: 2456-4559
www.ijbmm.com
International Journal of Business Marketing and Management (IJBMM) Page 39
The Influence Of Compensation, Job Promotion, And
Job Satisfaction On Employee Performance Of
Mercubuana University
Puspita Rinny1
, Charles Bohlen Purba2
, Unang Toto Handiman3
1
Alumni, Mercubuana University, Indonesia
2
Lecturer, Mercubuana University, Indonesia
3
Alumni, Mercubuana University, Indonesia
Abstract: Thie study aims to examine and analyze the in of compensation, job promotions and job satisfaction
on the performance of Mercu Buana University's teaching staff. This type of research is a causal analysis using
a quantitative approach. Questionnaires were distributed to 77 Mercu Buana University employees from a total
population of 332 employees using convenience sampling techniques. The analytical method used in this study is
multiple linear regression. The results showed that compensation, job promotions and job satisfaction
simultaneously had a significant effect on performance. Partial compensation does not affect performance. Job
promotion has a positive and significant effect on performance. Job satisfaction has a positive and significant
effect on performance.
Keywords: Compensation, Job Promotion, Job Satisfaction and Performance
I. INTRODUCTION
Employees are the most important resource that has key to success in organization. As human resource
drives organization, management human resource strategy is needed to maximize employee performance.
Conditions internally and externally within organization certainly differ from one organization to another.
Including each individual or group that is in organization. It can affect the overall elements of organization.
Mercu Buana University as organization focuses on education, It continues to strive to improve quality
in field of education through the implementation of education, research, and community service, and focus on
improving competencies to be able to make individuals capable of competitiveness in achieving industry and
community needs in global competition . Mercu Buana University until now has achieved many achievements at
national and international levels, it has also been able to achieve institutional accreditation by BAN-PT with an
A grade and also ranked 25th best universities in Indonesia and has rangked 3254 in the world version of
Webometrics. (source: www.webometrics.info/Asia/Indonesia). Thus, it can be said that employee performance
is one of the crucial factors in determining overall organizational performance. One of them is in the scope of
educational organizations such as Mercu Buana University.
Based on Fig. 1 shows that in the period of 2016-2018 the number of employees performing well and
very well was no more than 80%, in case the details of employees who were performing well and very well in
2016-2017 were 55% and in 2017-2018 number it increased by 3% to 58%, The increasing did not meet
expectations. In addition, employees who need improvement reach an average of 12.3% in 2016-2017 and 2017-
2018 where the number is still greater than the average employee who performs very well, which is only an
average of 9.5% in in 2016-2017 and 2017-2018.
Further, authors conduct a pre-survey of 7 aspects that allegedly influenced performance with results
such as aspects of competence and work discipline having an average percentage of 27.5%, employee
engagement with a value of 27.7%, training having an average of 26% , while other 3 lowest are described in the
aspect of compensation by 20.4%, job promotion by 22%, and job satisfaction by 24%.
2. The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance
International Journal of Business Marketing and Management (IJBMM) Page 40
Fig.1 Employee Performance Chart
II. LITERATURE REVIEW
According to Wirawan (2015:5), performance is output produced by the functions or indicators of a job
or a profession within a certain time. Term performance is used to indicate output of a company/organization,
tools, management functions (production, financial marketing), or output of an employee. Performance is very
important, because performance can find out how great their ability to complete tasks assigned to it. According
to Lijan Poltak Sinambela et. al (2011: 480), defines performance as the ability of employees to do certain skills.
According to Stolovitch and Keeps (in Lijan Poltak Sinambela, 2016: 481) which explains that performance is a
set of results achieved and refers to actions of achieving and implementing of requested work. According to
Wirawan (2015: 166) states that there are three dimensions of performance, as follows: job skills, job quality,
and Initiative.
According to Hasibuan (2018:118), compensation consists of two components of direct compensation,
including salary, wages, incentives, and indirect compensation, including employee welfare. According to
Farida Elmi (2018:83), compensation is a remuneration given by the organization/company to employees, which
can be financial or non-financial. According to Flippo (in Darsono and Dewi, 2016: 242) compensation is
function is formulated as a proper and adequate remuneration to personnel for their contribution to organization.
According to Farida Elmi (2018:86), the components of overall salary program are generally classified into
direct, indirect, and non-financial compensation.
Compensation can improve performance, motivation, loyalty, and employee satisfaction at work. If
compensation is given precisely in accordance with capacity between responsibilities and rights, then employees
are motivated to achieve organizational goals. Employees use their knowledge, skills, energy, time, and
commitment, merely wanting to get a reward or repayment for the performance and productivity of the work
they produce. In accordance with research conducted by Usman Fauzi (2014) found that financial and non-
financial compensation had a positive and significant influence on employee performance. According to Mohd
Hamran Mohamad et. al (2016) conclude that compensation has an influence on employee performance.
According to Yuli Triana (2017) found that compensation has a significant influence on performance.
Flipo (in Hasibuan, 2018: 108) states that promotion is a move from one position to another that has a
higher status and responsibility. Usually move to a higher position includes an increase in salary / other wages,
although this is not always the case. According to Sikula (in Hasibuan, 2018: 108), technically a promotion is a
move in one position to another that involves both wages and status increases. According to Ardana et. al (in I
Gede Purnawan Adi et. al., 2016) states there are basics in job promotions include seniority, job performance,
loyalty level, and honesty.
Job promotions are mostly in the interest of employees because promotion does not only show the
dynamics of the job but also other aspects that are given in line with the job description. This is in line with
theory revealed according to Flipo (in Hasibuan, 2018: 108) states that promotion is the move from one position
to another which has a higher status and responsibility. In research conducted by Winda Yulyarta Simanjuntak
3. The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance
International Journal of Business Marketing and Management (IJBMM) Page 41
(2015) found that job promotion has a positive and significant influence on employee performance. According
to Virginia Maulidiah Septiani (2015) found that job promotion influences performance. According to Suharni
Rahayu (2017) found that the promotion of position has a positive and significant influence on performance.
Job Satisfaction is one's feeling towards his job which is produced by his own performance (internal)
and which is supported by things that come from outside him (external), on the job situation, job results, and job
itself. (Lijan Poltak Sinambela (2016: 303). The concept of job satisfaction is not easy and because it is related
to human feelings and perceptions. Employee feel they have job satisfaction if they have the perception that
rewards they receive for carrying out job exceeds the individual labor and costs they have incurred, and the
difference is still enough to fill his life.
Job satisfaction is a positive feeling that an employee feels towards his job. In accordance with research
conducted by Hendra Kurniawan and Arasy Alimudin (2015) conclude that job satisfaction has a significant
influence on employee performance. According to M.D.S.H. Perera and W.A.S. Weerakkody (2016) in his
research states that job satisfaction influence on employee performance. According to Mohammed Inuwa and
Abdullahi Muhammad (2016) conclude that job satisfaction has a positive and significant influence on
employee performance.
Fig.2 Framework
In accordance with the results of research from previous researchers who conducted research on the
influence of compensation on performance, the influence of job promotion on performance and the influence of
job satisfaction on performance. Based on Fig. 2 the hypotheses proposed in this study:
H1: Compensation has a positive influence on employee performance at Mercu Buana University.
H2: Job promotion has a positive influence on employee performance at Mercu Buana University.
H3: Job satisfaction has a positive influence on employee performance at Mercu Buana University.
H4: Compensation, Job promotion and Job satisfaction simultaneously influence on employee performance at
Mercu Buana University.
4. The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance
International Journal of Business Marketing and Management (IJBMM) Page 42
III. RESEARCH METHODOLOGY
Based on the identification of problems and hypotheses that have been formulated, the variables
measured in this study consisted of three independent variables including compensation, job promotions, and
job satisfaction and one dependent variable including performance.
The type of sampling used is Non-probability sampling, there is convenience sampling, where samples
are taken based on the availability of samples and the ease of getting them (Sugiarto, 2017:152). This sample
was obtained based on spontaneous or accidental events, ie anyone who incidentally could be met within the
scope of Mercu Buana University's teaching staff and was willing to fill out questionnaires distributed to the
various targeted units would be taken as samples.
Determining sample size in this study is to use the statistical formula with Yamane Approach (1967)
(in Suliyanto, 2018: 187), which is as follows:
n = N / (1 + N x d2
)
Where:
n = minimum sample size
N = population size
d = fault tolerance (sampling error); by 10%
The total sample calculated is: n = 332 / (1 + 332 x (10%) 2
) = 76.85
n = 76.85 rounded up to 77 people.
In determining selected sample, author uses a precision or error rate of 10%, sample size will be
examined from a population of 77 employees from 332 employee in Mercu Buana University population in the
Meruya area.
Author conduct several methods of data collection including questionnaire method. Literature study
method. The data that has been obtained from respondents who are the subject of research then the data is
processed using SPSS software version 25. Regression analysis in this study aims to determine how much
influence the independent variable (independent) consisting of Compensation, Job Promotion, and Job
Satisfaction on the dependent variable consisting of the performance of Mercu Buana University employees. In
this study, regression analysis is performed using SPSS 25.0 for Windows statistical processing tools obtained
by the calculation results.
IV. RESULT AND ANALYSIS
Profile of respondents, in this study is depicted in several categories as in the following, total
respondents are 77 people, and demographics in this study are dominated by male as much as 56%, ages from
25 to 30 years old and under 25 years old each as much as 32%, last education of bachelor as much as 62%,
work period under 3 years as much as 33%, and staf position as much as 98%.
Based on descriptive statistical test questionnaire answers has been answered by respondents, average
compensation variable of 3.49. It shows that Mercu Buana University's employee compensation is at a high
level. The indirect compensation dimension has highest average value of 3.70. It shows that the commitment of
Mercu Buana University's employee is in the good level. Job promotion are measured using 6 indicators in 4
dimensions, there are dimensions of seniority, job performance, loyalty level, and honesty, average value of job
promotion is 3.86, it shows that between the granting of promotion with indicators of employee criteria are in
the good level. Work performance dimension has the highest average of 3.96. It is indicated by respondents who
have a higher orientation to achievement or work results as a reference in either category. Job satisfaction in this
study was measured using 13 indicators in 2 dimensions, namely the dimensions of satisfiers and dissatisfaction
(hygiene factors). The average value of the variable level of job satisfaction is 3.59, it shows that the level of job
satisfaction of Mercu Buana University education staff is in the good level, Satisfiers dimensions has an average
value of 3.59, it shows level of satisfaction of employee related to the work itself is in the good level.
Performance is measured using 14 indicators in 3 dimensions, there are dimensions of job skills, job quality, and
initiatives, average value of performance variable is 4.09, it shows that the performance of Mercu Buana
University's employee is in the good level, Job quality dimension shows the highest average value of 4.11 which
states that the quality of work is already in the good level where employee of Mercu Buana University have
5. The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance
International Journal of Business Marketing and Management (IJBMM) Page 43
exercised to maximize quality of work in holding responsibilities while serving as an employee in Mercu Buana
University scope which includes accuracy, work discipline, cooperation, professionalism, and time use.
Based on Table 1 show he results of the multiple linear regression model are contained in the
calculation of the formula which will be tested with a significance level of α = 0.05, then the equation is:
Performance = 1,645 - 0,192 (Compensation) + 0,510 (Job Promotion) + 0,329 (Job Satisfaction) + e
Table 1 Multiple Linear Regression Tests
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Test F Test
Koefisien
Determinasi
B
Std.
Error Beta T Sig. F Sig.
(Constant) 1,645 0,403 4,080 0,000
Compensation -0,192 0,110 -0,242 -1,742 0,086
Job Promotion 0,510 0,120 0,468 4,245 0,000
Job Satisfaction 0,329 0,135 0,370 2,438 0,017
Regression
14,714 ,000b
R ,614a
R Square 0,377
Adjust R Square 0,351
From the regression equation can be described as follows:
a) A constant of 1,645 means that if Compensation, Job promotion, and Job satisfaction = 0, then the
employee's performance is 1,645
b) Compensation Coefficient = -0.192 it means that there is a negative influence compensation so that if
compensation increases then performance will decrease.
c) Job promotion coefficient = 0.510 it means that there is a positive influence of job promotion so that if job
promotion increases then performance will also increase.
d) Job satisfaction coefficient = 0.329 it means that there is a positive influence of job satisfaction so that if job
satisfaction increases then performance will also increase.
Research Discussion
The influence of Compensation on employee performance of Mercu Buana University employee
T test results for Compensation on Performance show the Sig value of 0.086 and t count shows of -
1,742, and Sig value is greater than the probability value of 0.05 so that 0.086 > 0.05, and the t value is smaller
than t table (-1,742 < 1,930), then the conclusion that can be explained is H0 is accepted and H1 is rejected. The
conclusion is Compensation has no a significant influence or negaitive relation on the performance of Mercu
Buana University employee.
Based on the results of this study states that compensation has no effect on the performance of Mercu
Buana University's teaching staff. The results of this study are consistent with the results of research conducted
by M. A. Habibi Kadir and Lia Amalia (2017) which states that compensation has no effect on employee
performance. Likewise the results of research Purwanto S. Katidjan, Suharno Pawirosumarto, and Albertus
Isnaryadi (2017) also stated that compensation had no significant effect on employee performance. Similar
research results also include research conducted by Ikhrom (2014). The results of this study indicate that
compensation has the opposite relationship to performance, i.e. the higher the compensation the lower the
performance. Based on the results of previous interviews conducted with a number of education staff at Mercu
Buana University, the compensation is in the category of adequate / standard and maximum satisfaction has not
been felt.
6. The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance
International Journal of Business Marketing and Management (IJBMM) Page 44
The influence of Job Promotion on employee performance of Mercu Buana University employee
T test results for Job Promotion on Performance show the Sig value of 0.000 and t count shows of
4.245, and Sig value is smaller than the probability value of 0.05 so that 0.000 < 0.05, and the t value is greater
than t table (4.245 > 1,930), then the conclusion that can be explained is H1 is accepted and H0 is rejected. The
conclusion is Job promotion has a significant influence or positive relation on the performance of Mercu Buana
University employee.
Based on the results of this study indicate that the promotion of a positive and significant effect on the
performance of the Mercu Buana University educational staff. The results of this study are consistent with the
results of research conducted by Rudi Prasetyo Ardi and Ninik Sukmasari (2016) which states that job
promotion has a positive and significant influence on performance. The results of other studies that are in line
with the research of Ni Putu Oktaviani and I Gusti Salit Ketut Netra (2014) who conducted research on the
employees of PT. Grand Mega Bali Resort & Spa Kuta, Bali, which shows that job promotion has a significant
influence on employee performance. The results of the study by Suharni Rahayu (2017) also showed that job
promotions has a positive and significant influence on employee performance. Other studies are also in line with
those expressed by Munadiah, Ihyani Malik, and Burhanuddin (2015) which states that the results of job
promotion have a positive and significant effect on employee performance.
The influence of Job satifaction on employee performance of Mercu Buana University employee
T test results for Job satisfaction on Performance show the Sig value of 0.017 and t count shows of
2,438, and the Sig value is smaller than the probability value of 0.05 so that 0.017 < 0.05, and the t value is
greater than t table (2,438 > 1,930), then the conclusion that can be explained is H1 is accepted and H0 is
rejected. The conclusion is Job satisfaction has a significant influence or positive relation on the performance of
Mercu Buana University employee.
Based on the results of this study stated that job satisfaction has a positive and significant influence on
the performance of Mercu Buana University's teaching staff. The results of this study are in accordance with the
results of research conducted by Hendra Kurniawan and Arasy Alimudin (2015) which said that job satisfaction
has a significant effect on performance. The results of other studies presented by M.D.S.H. Perera and W.A.S.
Weerakkody (2016) which states that job satisfaction affects performance. Similar research results were also
expressed in studies conducted by Shaju M. Subhashini D. (2017), I Wayan Juniantara and I Gede Riana (2015),
Mohammed Inuwa and Abdullahi Muhammad (2016), Ramona Octaviannad, Nurmala K. Panjaitan, Sadikin
Kuswanto (2017), and Danica Bacotic (2016).
Effects of Compensation, Job Promotion, and Job Satisfaction on Employee Performance of Mercu
Buana University
Based on the results of the simultaneous test, it has been obtained that compensation, job promotions,
and satisfaction simultaneously have a significant effect on the performance of the Mercu Buana University
teaching staff.
Regression test results showed that the regression coefficient between job promotion on performance
was 0.510 higher than the regression coefficient between job satisfaction on performance that was 0.329 and the
regression coefficient of compensation on performance was -0.192. It can be interpreted that job promotion has
most greater influence on employee performance of Mercu Buana University's than job satisfaction and
compensation.
While the results of coefficient determination test obtained Adjusted R Square value or the correlation
coefficient suitability between compensation, job promotion, and job satisfaction on performance of 0.351. This
value indicates a moderate correlation level. It shows that the independent variables consist of compensation,
job promotion, and job satisfaction together can explain the dependent variable, namely employee performance
of 35.1%, while the rest of 64.9% is explained by other variables outside this research model.
7. The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance
International Journal of Business Marketing and Management (IJBMM) Page 45
Managerial Implications
Based on the results of these studies indicate that good performance is needed for Mercu Buana
University in an effort to achieve the expected goals. To increase a good performance, it needs encouragement
from various sides that support the creation of productivity to be able to produce performance that is as
expected. Attractive compensation makes employees feel valued for their hard work and gives employees the
opportunity to explore their abilities to get their rights. Job promotion gives employees the opportunity to
develop better and provides opportunities to mobilize their abilities, experience and skills in carrying out their
duties. Employees who have reached their orientation will feel job satisfaction so it is closely related to better
performance.
V. Conclusion
Based on the results of research and discussion with regard to The Influence of Compensation, Job
Promotion, and Job Satisfaction on Employee Performance of Mercu Buana University: a number of
conclusions can be explained as follows:
1. Compensation has a negative and not significant influence on employee performance of Mercu Buana
University. It shows that the higher the compensation given to employee, the decreased performance. The
highest correlation between dimensions on the compensation variable to the performance variable is the
indirect compensation dimension to work skills and quality of work. Thus, indirect compensation can
improve performance in terms of work skills and quality of work.
2. Job Promotion has a positive and significant influence on employee performance of Mercu Buana
University. It shows that higher job promotion given to employee, the better employee performance will be.
The highest correlation between dimensions on the promotion variable on the performance variable is on the
dimensions of job performance on the dimensions of job skills. Thus, the resulting achievement benchmark
is able to create the desire of educational staff in improving their job skills.
3. Job satisfaction has a positive and significant effect on employee performance of the Mercu Buana
University. It shows that the higher the level of satisfaction felt by employee, performance will increase. The
highest correlation between dimensions on the variable job satisfaction on the performance dimension is on
the dimensions of dissatisfiers to the initiative dimension. Where education staff feel satisfaction with the
environment, policies, technical matters, and other internal links are able to trigger positive action within the
scope of work.
4. Compensation, promotion, and job satisfaction significantly influence on employee performance of Mercu
Buana University. It shows that the compensation, job promotion and job satisfaction factors are very
important in influencing the performance of Mercu Buana University's teaching staff. Thus, giving and
emphasizing attention to the elements that represent the independent variables will give optimal results to the
performance improvement.
Suggestion:
Based on the results of research and discussion and conclusions that have been described previously,
then some suggestions that can be put forward by the author are as follows:
1. Performance improving in connection with compensation, the organization continues to maintain and pay
attention to the level of educational staff's need for core needs and self-development in order to be able to
improve performance. One of them is using a merit-pay based system where it uses a compensation system
based on work performance or performance.
2. Performance improving in connection with the promotion of the office that is the organization emphasizes
and gives the opportunity the importance of achievement and has results that are more than expectations as a
reference because better achievement and results are able to provide opportunities for promotion to a higher
level. In this case, some educational staff who have experience are given the opportunity to prove their
8. The Influence Of Compensation, Job Promotion, And Job Satisfaction On Employee Performance
International Journal of Business Marketing and Management (IJBMM) Page 46
performance for several years and use their wisdom to be assisted in providing input to more junior
colleagues.
3. Performance improving with respect to job satisfaction, the organization needs to apply work satisfaction
methods, one of which can be in the form of interviews with individuals to assess and find out the extent and
what causes satisfaction for education staff. In addition, giving appreciation to educational staff by seeking
satisfaction in the scope of the work environment related to the formation of policies, techniques, rules,
security, to good relations established between fellow education staff and with superiors
4. Considering that the independent variables in this study are very important in influencing the performance of
educational staff, it is expected that the results of this study can be used as a reference for future researchers
to develop this research by considering other variables, especially employee engagement, work discipline,
competence or Other variables outside the variables included in this study. This is useful to know the extent
to which these variables affect performance.
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