MOTIVATION TO EMPLOYEE PERFORMANCE WITH JOB SATISFACTION

AS AN INTERVENING VARIABLE

Muh. Natsir
Sari citra wulandari
Email:
Universitas Muhammadiyah Magelang
Jalan Tidar no 21 Magelang

ABSTRACT

This study examined the effect of motivation on employee performance with job satisfaction
as an intervening variable. This sampling using purposive sampling method using the 50 respondents.
Analysis tools used in this study is regression analysis. Based on the t-test is conducted and the results
of linear regression analysis can be seen that a positive and significant effect of motivation on employee
performance, motivation, positive and significant effect on job satisfaction, and job satisfaction and a
significant positive effect on employee performance. Based on the analysis of the test is known that the
intervening variable of job satisfaction mediates the effect of motivation on employee performance.

Keywords: motivation, job satisfaction, employee performance

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INTRODUCTION
Performance is an important aspect in an
organization. Employee performance becomes
very important because a decrease in the
performance of both individuals and groups in a
company can have a significant impact in a
company. According to Mangkunegara (2001)
performance can be defined as the result of work
in quality and quantity that can be achieved by
an employee in carrying out tasks in accordance
with the responsibilities assigned to him. If the
performance of human resources is good, then
the goals of the organization's vision and
mission will also be good, and vice versa.
One of the important factors that affect
employee performance is motivation.
Mangkunegara (2005:67) states that the factors
that influence performance are the ability factor
and the motivation factor. This is supported by
the effectiveness and efficiency of employees'
work so that employee motivation can be
maintained and even improved. Conversely, if
employee motivation decreases, it will have a
negative impact on the company.
In addition to motivational factors,
employee performance is also influenced by job
satisfaction. Obtaining job satisfaction by
employees both by giving appropriate salaries,
the work given according to their expertise, and
good relationships with superiors, this will
improve the performance of the employees
(Luthans, 2006). High standards of job
satisfaction will make performance increase and
vice versa if what employees get is lower or not
as expected, it will cause employees to be
dissatisfied so that performance will decrease.
The relationship between motivation
and employee performance, it is possible to
be influenced by the dimensions of job
satisfaction. When motivation is high it will
encourage
increase employee satisfaction. This happens
when motivation is supported by the hope of a
better future, high job satisfaction will be
achieved. Meanwhile, when job satisfaction is
high, it will encourage employee performance to
increase. This happens if job satisfaction is
supported by the appropriate salary earned by
employees, satisfaction with career advancement
will have an effect on improving employee
performance.
According to Gibson, et al. (2006:132)
motivation is a force that drives an employee
who causes and directs behavior. So further it
can be concluded that motivation is a series of
activities of giving encouragement, which is not
only to others but also to oneself.
Motivation is a desire in someone that
causes that person to take action. Motivation
questions how to encourage the enthusiasm of
subordinates, so that they are willing to work
hard by giving all their abilities and skills to
realize company goals.
A person's motivation starts from the
need, desire and urge to act in order to achieve
the need or goal. Motivation is an important
variable, where motivation needs to get great
attention for organizations in improving the
performance of their employees. Ukas (2006)
says that the relationship between motivation
and job satisfaction is the drive that gets the
effort to do or satisfy a need or goal called
motivation.
Mangkunegara (2005:67) states that the factors
that affect performance are the ability factor and the
motivation factor. While Malthis (2007) states that the
performance sought by the company from a person
depends on the ability, motivation, and individual
support received.
159
 The relationship between performance
and job satisfaction according to Lopez (in
Suharto and Budhi Cahyono, 2005) has a high
level of significance.
Based on these circumstances and seeing
the importance of employee performance which
is influenced by motivation and job satisfaction,
the authors are interested in conducting research
on "The Influence of Motivation on Employee
Performance with Job Satisfaction as an
Intervening Variable on employees of the
District Social Workforce and Transmigration
Office. Magelang".
RESEARCH METHODS
Types of research
This research is a survey research, which
is intended to provide an explanation or referred
to as confirmatory research. Survey research is
research that takes samples and populations and
uses a questionnaire as the main collection tool
(Sugiyono, 2006:72).
Data type
a) Primary
Primary data is data collected and
obtained directly from data sources for
research purposes. Primary data was obtained
by using a questionnaire. Questionnaires are
data collection which is done by distributing
a list of questions to be answered by
respondents, which contains the variables
studied, namely employee performance,
motivation and job satisfaction.
b) Secondary
Secondary data is data obtained indirectly
or through intermediary media. Data obtained
from archives owned by agency organizations,
literature studies, previous research, literature,
and journals. related to the problem under
study.
160
Population and Sample
The population in this study according to
its type is a limited population and by its nature
is a homogeneous population. The population in
this study were employees at the Department of
Social Work and Transmigration.
The sample is part of the number of
population members who have certain
characteristics of the population to be studied
(Sugiyono, 2010: 73). Sampling in this study
using purposive sampling method. This means
that the selected sample is based on certain
considerations. In this regard, the characteristics
used are having a working period of more than 1
year, because employees who have a longer
tenure will know more about the state of human
resources in the organization and are more
responsive to research.
Operational Definition and Measurement of
Variables
a. Employee performance
The performance referred to in this study
is the result of a job done by employees and
refers to the guidelines that have been set.
An employee's performance measures taken
from the research of Kalbers and Fogarti
(2001) developed by Rivai (2003) are (1)
Achievement of targets, (2) On time in
completing assignments, (3) Good quality of
work (4) Intensive work and
(5) Work program achievement.
Respondents were asked to respond to these
questions using a 5-point Likert scale.
Work motivation is the willingness to use a high
level of effort to achieve organizational goals
which is conditioned by the willingness to work
to meet some individual needs. Indicator
 motivations include (1) Willingness to
work hard to achieve achievement, (2)
Fostering harmonious co-worker
relationships,(3) Work as a means of self-
actualization, (4) Opportunities for self-
development and (5) Hope for a better
future. Respondents were asked to respond
to these questions using a 5-point Likert
scale.
b. Job satisfaction
Job satisfaction in question is the sense
of perception that exists in employees about
various dimensions of job satisfaction which
is then developed into an instrument
measuring satisfaction variables which
include 1) Satisfaction with salary, 2)
Satisfaction with career advancement, 3)
Satisfaction with coworkers, 4) Satisfaction
with superiors and 5) Satisfaction with the
work itself. Respondents were asked to
respond to these questions using a 5-point
Likert scale.
Validity and Reliability Test
1. Validity Test
Validity test is used to measure the
validity or validity of a questionnaire. A
questionnaire is said to be valid if the
questions are able to reveal something that
will be measured by the questionnaire.
The significance test was carried out by
comparing the calculated r value with r table
for degree of freedom (df) = n-2, in this case
n is the number of samples and alpha (α)
0.05. If r count is greater than r table and the
value is positive, then the item or question is
said to be valid (Ghozali, 2006).
2. Reliability Test
Reliability is actually a tool to measure a
questionnaire which is an indicator of a
variable or construct (Ghozali, 2005). A
questionnaire says
reliable or reliable if a person's answer to the
statement is consistent or stable over time.
Reliability analysis is said to be reliable if it
gives a Cronbach Alpha value > 0.6,
Nunnaly in Ghozali (2006).
Data analysis method
1. Moderated Regression Analysis (MRA)
Moderated Regresion Analisis (MRA) which
is often also called the interaction test, is a
special application of linear multiple regression
where the regression equation contains elements
of interaction. The framework in this study is a
regression equation that determines exactly the
type of mediating effect that occurs (Hair-
Jr.,Joseph F. et al, 1998; Ghozali, 2006):
(1) X2 = α + β1X1
(2) Y = α + β1X1 +β2X2
Keterangan :
Y = Employee
performance
X1 = Motivation
X2 = Job satisfaction
β1-2 = Regression
coefficient
2. Model Test
a) Uji F (Uji Simultan)
Uji F used to determine whether there is a
joint or simultaneous influence on the
independent variable on the dependent variable
(Ghozali, 2006).
H0 = 0 there is no influence between the
independent variables and the dependent
variable simultaneous.
H0 ≠ 0 there is an influence between the
independent variable and the dependent
variable simultaneously.
The significance level used is 0.05 (α = 5%)
with the following conditions:
1. If P value > 0,05 then Ha is rejected, meaning
that all independent variables have no effect
on the dependent variable.
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2. If P value < 0,05 then Ha is accepted
meaning that all independent variables affect
the dependent variable. The Testing Criteria
by let t count with t table:
1. If F count > F table, then Ho is rejected
and Ha is accepted, meaning that there is
an effect of the independent variables
together on the dependent variable.
2. If F count < F table, then Ho is accepted
and Ha is rejected, meaning that there is no
effect of the independent variables together
on the dependent variable.
F
α =5%
Ho accepted
Ho not accepted
F table
Gambar 1
Uji F
b) Uji R2 ( Koefisien Determinasi)
According to Ghozali (2006), the
coefficient of determination test is used to
determine the high degree of relationship
between all dependent variables (X) together
with the independent variable (Y). The value
of the coefficient of determination is
between zero and one. If the value of the
adjusted R2 coefficient is close to 0, it
indicates that the selected independent
variable (X) cannot explain the dependent
variable (Y) in question. On the other hand,
if the adjusted R2 value is close to 1, it
indicates that the dependent variable (X)
used in this study has been able to explain
the dependent variable (Y)
162
almost perfectly. Adjusted R2 can also be
calculated by the formula:
R2 
1 R  n 1
n  k 1
3. Uji T (Uji Parsial)
Partial analysis or t test is used to determine
the effect of each independent variable on the
dependent variable. The significance level
used was alpha (α) 5% or 0.05. This test is
done by comparing the alpha significance
value. If the p value > 0.05 is not significant,
then Ha is rejected or Ho is accepted. If the p
value <0.05 is significant, then Ha is accepted
or Ho is rejected (Ghozali, 2006). The t-test
hypothesis is as follows:
H0 = 0 there is no effect between the
independent variable and the dependent
variable simultaneously.
H0 ≠ 0 there is an influence between the
independent variable and the
dependent variable simultaneously.
If by comparing t count and t table the criteria
:
a. If t count > t table or t count < -t table, then
Ho is rejected and Ha is accepted. It means
that there is an influence between each
independent variable and the dependent
variable.
b. If t count < t table or t count > -t table, then
Ho is accepted and Ha is rejected. It means
that there is no influence between each
independent variable and the dependent
variable.
Ho not accepted Ho accepted Ho not accepted
-t (½α) t (½α)
Gambar 2
Uji t
 1. Hypothesis testing
DISCUSSION AND RESULTS Based on the results of the regression test
Validity and Reliability Test analysis in the study of the influence of motivation on
a. Validity test employee performance with job satisfaction as an
Table 1 intervening variable, it can be shown in table 3,
Validity test namely :
Nilai Corrected
Variable Statement Item Total Conclusion
Correlation
Table 3
1 0,885 Valid Regression Analysis of Motivation,
Performance 2 0,711 Valid Job Satisfaction and Employee
Employee 3 0,723 Valid
4 0,872 Valid Performance
5 0,565 Valid
6 0,696 Valid
Dependent variable.

Motivation 7 0,852 Valid Indepe Job Satisfaction (X2) employee performance(Y)

8 0,685 Valid dent β T Sig (P) β t Sig (P)
variabe
l
9 0,688 Valid Motivas
10 0,646 Valid 0,327 2,165 0,036
(X1)
11 0,636 Valid
Kepuasan 0,434
Job 12 0,886 Valid 3,347 0,002
Kerja (X2)
Satisfaction 13 0,768 Valid
14 0,884 Valid R 0,707
15 0,618 Valid R2 0,479
Source: Processed primary data F 23,517
Motivasi
0,786 6,324 0,0
00
(X1)
Based on the number of n samples of 50 R 0,674
respondents, the value of r table at df = 48 (n – 2) R 2 0,443
is 0.279. Based on the results of the validity test in F 39,993
the table above, it can be seen that all Sumber data primer yang diolah
questionnaire statement items for each variable
Multiple Linear Regression Analysis
have r count above r table of 0.279, so it can be
concluded that all questionnaire statement
The path coefficient is calculated by
instruments are valid. constructing two structural equations, namely the
b. Reliability test regression equation showing the hypothesized
Table 2 relationship:
Reliability test (1) X2 = α + β1X1
(2) Y = α + β1X1 +β2X2
Variable Cronbach Conclusion
From the results of the SPSS 15.0 output
Alpha
Employee 0,805 Reliabel below for the regression equation, the following
performance equation is obtained :
Motivation 0,761 Reliabel (1) X2 = 4,330 + 0,786X1
Job satisfaction 0,823 Reliabel questionnaire data is declared reliable.
Based on the results of the reliability test
in the table above, it can be seen that all research
variables have a Cronbach alpha value above
0.60, so it can be concluded that the

163
 The description of the equation
Is :
a) The constant value (α) of 4.330 means that if
the motivation variable is considered
constant, the value of job satisfaction will
increase.

164
 b) The constant value (α) of 4,330 means that if
the motivation variable is considered constant,
the value of job satisfaction will increase.
(2) Y = 5,341 + 0,327X1 + 0,434X2
The regression equation can be explained
as follows:
a) The constant value of 5.314 means that if the
variables of motivation and job satisfaction
are considered constant, the employee's
performance will increase or increase.
b) The value of the regression coefficient (β1)
of 0.327 means that there is a positive
influence between motivation and employee
performance because the higher the
motivation, the employee's performance will
increase.
c) The value of the regression coefficient (β2)
of 0.434 means that there is a positive
influence between job satisfaction and
employee performance because the higher
the job satisfaction, the employee's
performance will increase.
Uji F (Simultan)
The results of multiple linear regression analysis
in table 4.12 obtained the calculated F value of
23,517. At df1 = k (df1 = 2) and df2 = n-k-
1 (df2 = 50-2-1=47) obtained the value of F table
of 3.1951 (attachment 7). Based on the comparison
results, it can be seen that F count 23,517 > F table
3,1951, then Ha is accepted, so it can be stated that
motivation affects employee performance with job
satisfaction as an intervening variable. This proves
that the proposed hypothesis is proven true.
Coefficient of Determination (R2 )
The coefficient of determination test is
used to determine the effect of the independent
variable which can be explained by the
regression function in influencing the dependent
variable. Based on the results of the calculation
of regression analysis
multiple linear equations in table 4.12 obtained
Adjusted R2 of 0.479. These results indicate that
the ability of motivation and job satisfaction
variables in explaining changes in employee
performance is 47.9%.
Uji t (Parsial)
1) The Effect of Motivation on Employee
Performance
The results of the regression test
calculations in the table
4.12, it is obtained that the t-count value for
the motivation variable on employee
performance is 2.165 and the number of N =
47 in the two-sided test with a significance
level of 5% to 0.025, the t-table value is
2.165. The results of the analysis can be
concluded that Ho is rejected because the
value of t count is greater than t table,
namely 2.165 > 2.012. These results indicate
that the motivation variable has a significant
and positive effect on employee
performance.
2) The Effect of Motivation on Job
Satisfaction
The results of the regression test
calculations in the table 4.12 the t-value of
the motivation variable on job satisfaction is
6.324 and the number of N = 47 in the two-
sided test with a significance level of 5% to
0.025, the t-table value is 6.324. The results
of the analysis can be concluded that Ho is
rejected because the value of t count is
greater than t table, namely 6.324 > 2.012.
These results indicate that the motivation
variable has a significant and positive effect
on job satisfaction.
3) The Effect of Job Satisfaction on
Employee Performance
The results of the regression test
calculations in the table
4.12, the value of t-count for the
motivation variable on job satisfaction is
3.347 and the number of N = 47 in the
165
 two-tailed test with a significance level
of 5% to 0.025 the value of t table is
3.347. Result

166
the analysis can be concluded that Ho is rejected
because the value of t count is greater than t table
that is 3.347 > 2.012. These results indicate that
the variable job satisfaction has a significant and
positive effect on employee performance.
Intervening Test / Indirect
The results of the path analysis are
described in the following figure:
0,327
Motivati Employee
on(X1 performan
) ce(Y)
0,786 0,434
Job
satisfactio
n(X2)
Gambar 5
Research Model
Results
The results of the path analysis show that
motivation can have a direct effect on employee
performance and can also have no direct effect,
namely from motivation to job satisfaction (as
an intervening) then to employee performance.
The magnitude of the direct effect is 0.327 while
the magnitude of the indirect effect must be
calculated by multiplying the indirect
coefficient, namely (0.786) x (0.434) = 0.341 or
the total effect of motivation on employee
performance is 0.327 + (0.786 x 0.434) = 0.668
Based on the comparison between the
magnitude of the indirect influence (intervening)
and the direct effect, it can be seen that the
indirect effect is greater than the direct effect,
namely 0.341 > 0.327. These results indicate
that the job satisfaction variable can mediate the
influence of motivation on employee
performance is greater than the direct influence
of motivation on employee performance.
The Effect of Motivation on Employee
Performance
This study supports the research
conducted by Koesmono (2005). If motivation is
supported by the hope of a better future, there
are opportunities for self-development, then high
employee performance will be achieved. This is
based on several aspects that can affect
motivation as proposed by Maslow, namely the
aspects of physiological needs, security needs,
social needs, esteem needs and self-actualization
needs.
The Effect of Motivation on Job Satisfaction
This study supports the research
conducted by Nitasari (2012). If motivation is
supported by the hope of a better future, there
are opportunities for self-development, then high
job satisfaction will be achieved. This is based
on several aspects that can affect motivation as
proposed by Maslow, namely the aspects of
physiological needs, security needs, social
needs, esteem needs and self-actualization
needs.
The Effect of Job Satisfaction on Employee
Performance
This study supports the research
conducted by Octaviana (2011). If job
satisfaction is supported by the appropriate
salary earned by employees, it will have an
effect on improving employee performance.
This is based on several aspects that can affect
motivation as stated by Gilmer in As'ad (2003)
mentions the factors that influence job
satisfaction are opportunities for advancement,
job security, salary, company and management,
intrinsic and job factors. , condition
167
 work, social aspects of work
communication, and facilities.
The Effect of Motivation on Employee
Performance with Job Satisfaction as an
Intervening Variable
This study supports the research
conducted by Nitasari (2012). When motivation
is high, it will push to increase employee
satisfaction. This happens if the motivation is
supported by the hope of a better future, the
opportunity for self-development, then high job
satisfaction will be achieved. Meanwhile, when
job satisfaction is high, it will encourage
employee performance to increase. This happens
if job satisfaction is supported by the appropriate
salary earned by employees, satisfaction with
the work itself, satisfaction with career
advancement which will have an effect on
improving employee performance. So it can be
concluded that motivation and job satisfaction
are determinant variables in achieving employee
performance.
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