INTRODUCTION
Human resources
are the company's most important asset because of their role as the subject of
implementing the company's policies and operational activities (Kasenda, 2016). In order for a
company to survive, it must be brave to face challenges and their implications,
namely facing change and winning the competition (Daulay, 2015). Resources owned
by companies such as capital, methods and machines cannot provide optimum
results if they are not supported by human resources who have optimum
performance (Pranata et al., 2020).
Companies need employees who have high performance (job performance) (Isvandiari & Fuadah, 2017).
Basically,
companies need not only capable and skilled employees. Companies really need
employees who can work harder and have the desire to achieve optimal results in
accordance with company goals (Avindiana, 2021). Company support
for the capabilities possessed by employees is important considering that the
company's environment, both internal and external, will always experience
continuous change (Sya'rani, 2018).
Based on the
observations made by the author in the field and the results of interviews with
one of the supervisors regarding the performance of employees at PT BPR Gunung
Rizki Semarang, there was a finding that there was an increase in the number of
customer complaints (complaints) in 2017 up to 2018.
There are many
things that support human resources to have good quality and performance, one of
which is the commitment of the employee concerned to the company where he is (Hamid & Shaleha, 2021; Suhardi et al., 2021). On the basis of inconsistencies between the results of one study
and another, this study used samples from banking service companies with the
possibility of providing different results/findings from previous studies.
Performance is the result of work that
can be achieved by a group of people in an organization in accordance with
their respective authorities and responsibilities in an effort to achieve the
goals of the organization concerned legally, not violating the law and in
accordance with morals and ethics (Prawirosentono,
2008). Performance is a result achieved by
employees in their work according to certain criteria that apply to a job (Robbins
& Judge, 2008).
The indicators used in this study use the
indicators proposed by Robbin, namely effectiveness and efficiency, authority
and responsibility, discipline, and initiative.
Commitment to
organization as a psychological construct which is a characteristic of the
relationship between members of the organization and their organization which
has implications for individual decisions to continue their membership in
organizations (Meyer & Allen, 1997).
Forms of
organizational commitment according to Allen and Meyer(1997)states that there are three
dimensions of organizational commitment, namely:
(1) Affective Commitment; affective commitment
occurs when employees want to be part of the organization because of emotional
attachment.
(2) Continuance Commitments; it arises when an
employee stays in an organization because he considers economic value by
needing a salary and other benefits or because the employee cannot find another
job, because he needs it (need to).
(3) Normative Commitments; the obligation to survive in an organization that is based
on ethics and morals. Each individual has a different commitment depending on
each individual. Employees who have an affective basic commitment will be
different from employees who have an ongoing basic commitment. Employees who
have their own desire to become organizational members will try their best to
carry out company goals. Employees who are forced to enter their organization
will avoid financial losses and other losses, so they tend to do business
optimally. Meanwhile, those who have normative commitment tend to stay in the organization
because they have obligations in their organization.
A person's positive or pleasurable
emotional state resulting from the appraisal of a job or work experience (Luthans,
2011). There are 5 dimensions of job
satisfaction include satisfaction with salary, satisfaction with the promotion,
satisfaction with colleague, satisfaction with superiors, and satisfaction with
the work itself (Mas'Ud,
2004).
It can be concluded that the
understanding of job satisfaction has a broad aspect, job satisfaction can not
only be understood from the physical aspect of the job itself, but from the
non-physical side. Job satisfaction is related to physical performance in
carrying out work tasks, the conditions of the work environment, it is also
related to interactions with fellow co-workers, and the system of relationships
between them. In addition, job satisfaction is also related to prospects with
work whether it gives hope to develop or not.
Based on
empirical studies and theoretical studies, the following hypotheses can be
derived.
H1: There is a positive influence between
organizational commitment on job satisfaction.
H2: There is a
positive influence between organizational commitment on employee performance.
H3: There is a positive influence between
job satisfaction on employee performance.
METHOD
There are two types of research, namely
qualitative and quantitative research that emphasizes testing theories and
hypotheses through measuring research variables in numbers (quantitative) and
conducting data analysis with statistical procedures and or mathematical
modeling (Efferin
et al., 2008). Based on the type and data analysis, this
research is a quantitative research.
This research is included as survey
research because it collects information from respondents using a
questionnaire. The population of this study were all employees, totaling 124
people at PT BPR Gunung Rizki Semarang.
Data analysis technique using multiple
linear regression analysis. The test used is the instrument test, namely the
validity test and reliability test, the model test includes the F test and the
coefficient of determination test, as well as the t test and the mediation
test. In the first and second model tests, the following equations are shown.
Equation 1: Y1 = a + b1X1 + e
Equation 2: Y2 = a + b2X1 + b3Y1 + e
Y1: Job Satisfaction
Y2: Employee Performance
X1: Organizational Commitment
RESULTS
AND DISCUSSION
Description of Respondents
Respondents in this study employees of
PT. BPR Gunungrizki Pusakatama Semarang with a total of 124 employees.
Employees participating in this study can then be broken down by age, gender,
last education and years of service at PT. BPR Gunungrizki Pusakatama Semarang.
These four demographic aspects have an important role in assessing the
performance of employees of PT. BPR Gunungrizki Pusakatama Semarang. The
identity of the respondents showed that the majority of the respondents were
women, 64 people with a percentage of 51.6%, while there were 60 men with a
percentage of 48.4%. Based on education, it was found that most of the
respondents (72.4%) were S1-S3 graduates, while D1-D3 graduates were 23.4%, and
high school/equivalent graduates were 2.4%. Based on the age range of the
respondents, it was found that most of the respondents (70, 2%) are employees
aged 21-30 years, the remaining 29.8% are aged 31-40 years. The working period
of the respondents included 60.5% for 2-5 years, 20.2% for 6-10 years, 11-15 years
for 18.5%, 0.8% for 16-20 years.
Validity test
The results of the organizational
commitment validity test obtained a KMO value of 0.739 more than 0.5 with a
significance value of 0.000 (KMO 0.739> 0.5) so that the sample adequacy
value was fulfilled and all the indicators above loading factor so that it is
said to be valid.
Reliability Test
From the results of the reliability test,
it was found that each indicator had a Cronbach alpha > 0.70 (organizational
commitment = 0.903, job satisfaction = 0.963 and employee performance = 0.778).
This shows that all indicators of the three variables are reliable, meaning
that they are consistent or stable from time to time.
Test Models
F test
The results of the F test in
the first equation, Organizational Commitment has no effect on Job Satisfaction
seen from a significance value of 0.129. Whereas in the second equation F test,
Organizational Commitment and Job Satisfaction affect performance seen from a
significance value of 0.000, which is <0.05. Thus, the regression model is
feasible to use.
Coefficient of Determination (
)
In the first equation, it
shows that the ability to explain the Organizational Commitment variable is
14.9% of the Job Satisfaction variable. While the remaining 85.1% is explained
by other variables outside the model studied. The second equation shows that
the ability to explain the variable Organizational Commitment and Job
Satisfaction is 79.8 on the Employee Performance variable. While the remaining
20.2% is explained by other variables outside the model studied.
Hypothesis Test (t test)
Table 1. Results of Regression Equation
Analysis I
|
Dependent Variable: Job
Satisfaction
|
|
Independent Variables
|
Standardized Coef
|
t arithmetic
|
Significance
|
|
Organizational
commitment
|
0.098
|
1,529
|
0.129
|
|
F
test
|
1,529
|
|
Significance
of the F Test
|
0.129
|
|
Adjusted
R Square
|
0.149
|
Table 2. Results of Regression Equation
Analysis II
|
Dependent Variable: Performance
|
|
Independent Variables
|
Standardized Coef
|
t arithmetic
|
Significance
|
|
Organizational commitment
|
0.126
|
3,087
|
0.003
|
|
Job satisfaction
|
-0.544
|
-9,507
|
0.000
|
|
F test
|
163,044
|
|
Significance of the F Test
|
0.000
|
|
Adjusted R Square
|
0.798
|
DISCUSSION
The effect of organizational commitment on job
satisfaction
Testing of hypothesis 1 in
this study which stated that there was a positive effect of organizational
commitment on job satisfaction was not proven, this can be seen from the SPSS
output results with regression analysis of each variable which showed
insignificant results.
The results above show that
there is no influence between organizational commitment on job satisfaction of
employees of PT. BPR Gunungrizki with a significance level above 0.05 (p =
0.129).
This shows that hypothesis 1
is rejected, meaning that there is no influence between organizational
commitment on job satisfaction. This is consistent with Cahyasumirat (2006) which states that
organizational commitment has no effect on job satisfaction.
The effect of organizational commitment on
performance
Testing of hypothesis 2 in
this study which states that there is a positive influence of organizational
commitment on performance is proven, this can be seen from the results of the
SPSS output with regression analysis of each variable which shows significant
positive results.
The results above indicate
that there is a positive influence of organizational commitment on the
performance of employees of PT. BPR Gunungrizki with a significance level below
0.05 (p = 0.003).
This shows that hypothesis 2
is accepted, meaning that there is a positive influence between organizational
commitment on performance. This is consistent with research by Sapitri (2016) which states that
organizational commitment has a positive effect on performance.
The effect of job satisfaction on performance
Testing of hypothesis 3 in
this study which stated that there was a positive effect of satisfaction on
performance was not proven, this can be seen from the SPSS output results with
regression analysis of each variable which shows significant results but leads
in the opposite direction, namely negative.
The results above indicate
that there is a negative influence between job satisfaction on the performance
of employees of PT. BPR Gunungrizki with a significance level below 0.05 (p =
0.000) with a beta value of -0.544.
This shows that hypothesis 3
is rejected, meaning that job satisfaction has no positive effect on
performance; but on the contrary job satisfaction has a negative effect. This
is in accordance with Abidin (2010) which states job
satisfaction has no positive effect on performance.
Test results on H1 (rejected)
because it is not significant; whereas in H2 and H3 (both significant), it can
be stated that job satisfaction does not mediate the effect of organizational
commitment on employee performance. The direct influence of variableskorganizational commitment is more effective influentialon
employee performancerather than through job
satisfaction.
CONCLUSION
The conclusion
based on the results if study are; (1) organizational commitment has no effect
on job satisfaction, (2) organizational commitment has a positive effect on
performance, (3) job satisfaction has a negative effect on performance, and (4)
job satisfaction cannot act as a mediation between organizational commitment to
performance. Moreover, The
results of this study are expected to encourage and trigger management to
further increase organizational commitment through continuous education and
training programs so that employees' insights can continue to grow and develop
which in the end is expected to improve their work performance. Furthermore,
the results of this study can at least encourage and trigger subsequent studies
using other variables that have not been included in this study, such as work
culture and work ethics. With the limitations in this study, it is better for
further research to use the interview method to obtain valid data and describe
the real conditions. Recommendation for future research is to expand the sample
studied, not only in one banking institution but also involving employee
participation in other companies.
REFERENCES
Abidin, N.
(2010). Pengaruh kepuasan, motivasi dan kedisiplinan kerja terhadap kinerja
pegawai di lingkungan kantor wilayah departemen agama provinsi jawa tengah. Program
Pasca Sarjana Universitas Dian Nuswantoro Semarang, 16(1), 38.
Google Scholar
Avindiana, I. K.
(2021). Pengaruh Pelatihan Kerja, Kompetensi Sdm Dan Motivasi Kerja Terhadap
Kinerja Karyawan Pada Ud Afalia Jaya Tumpang Malang. STIE Malangkucecwara. Google
Scholar
Cahyasumirat, G.
(2006). Pengaruh profesionalisme dan komitmen organisasi terhadap kinerja
internal auditor, dengan kepuasan kerja sebagai variabel intervening (studi
empiris pada internal auditor PT. Bank ABC). Program Pascasarjana
Universitas Diponegoro. Google Scholar
Daulay, R. H. (2015). Peranan
Gaya Kepemimpinan dan Budaya Organisasi terhadap Kinerja Karyawan di Pt Hexindo
Adiperkasa Tbk Medan. Universitas Sumatera Utara. Google Scholar
Efferin, S., Darmadji,
S. H., & Tan, Y. (2008). Metode penelitian akuntansi; mengungkap
fenomena dengan pendekatan kuantitatif dan kualitatif. Graha Ilrnu. Google
Scholar
Hamid, N., &
Shaleha, W. M. (2021). Etos Kerja dan Pengembangan Karir Terhadap Komitmen
Organisasi Karyawan pada Hotel Claro Kota Kendari. Jurnal Valuasi: Jurnal
Ilmiah Ilmu Manajemen Dan Kewirausahaan, 1(1), 200–215. Google
Scholar
Isvandiari, A., &
Fuadah, L. (2017). Pengaruh Kompensasi dan Disiplin Kerja Terhadap Kinerja
Karyawan Bagian Produksi PG. Meritjan Kediri. Jurnal Ilmiah Bisnis Dan
Ekonomi Asia, 11(2), 1–8. Google Scholar
Kasenda, D. R. T.
(2016). Pengaruh Pengembangan Karir Dan Disiplin Kerja Terhadap Kinerja
Karyawan Pada PT. Bank Sulutgo Cabang Kawangkoan. Jurnal Berkala Ilmiah
Efisiensi, 16(1). Google Scholar
Luthans, F. (2011).
Organızatıonal Behavıor: An Evidence-Based Approach. McGraw-Hill/Irwin. Google
Scholar
Mas’Ud, F. (2004).
Survai Diagnosis Organisasional (Konsep dan Aplikasi). Badan Penerbit
Universitas Diponegoro. Google Scholar
Meyer, J. P., &
Allen, N. J. (1997). Commitment in the workplace: Theory, research, and
application. Sage publications. Google Scholar
Pranata, E., Martini,
L. K. B., & Mustika, I. N. (2020). Pengaruh Kompensasi Dan Komitmen
Organisasi Terhadap Kinerja Karyawan Pada Pt. Nicepro Megatama. VALUES, 1(4).
Google Scholar
Prawirosentono, S.
(2008). Manajemen Sumber Daya Manusia, Kebijakan Kinerja Karyawan: Kiat
Membangun Organisasi Kompetitif Era Perdagangan Bebas Dunia. Google Scholar
Robbins, S. P., &
Judge, T. A. (2008). Perilaku organisasi edisi ke-12. Jakarta: Salemba Empat,
11. Google Scholar
Sapitri, R. (2016).
Pengaruh komitmen organisasi terhadap kinerja karyawan perusahaan listrik
negara area pekanbaru. Jurnal Online Mahasiswa (JOM) Bidang Ilmu Sosial Dan
Ilmu Politik, 3(2), 1–9. Google Scholar
Suhardi, A.,
Ismilasari, I., & Jasman, J. (2021). Analisis Pengaruh Loyalitas dan
Komitmen Organisasi terhadap Kinerja Karyawan. Jesya (Jurnal Ekonomi Dan
Ekonomi Syariah), 4(2), 1117–1124. Google Scholar
Sya’rani, A. W.
(2018). Pengaruh Motivasi Dan Disiplin Kerja Aparatur Terhadap Kinerja Aparatur
Pada Kantor Kementerian Agama Kabupaten Hulu Sungai Selatan. KINDAI Kumpulan
Informasi Dan Artikel Ilmiah Manajemen Dan Akuntansi, 14(1). Google
Scholar
