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BACHELOR THESIS
CELLINE CLAUDIA
NIM B1024181005
Strictly declare that the thesis above, as a whole, is purely the work of the
author herself and not a plagiarism work of others. The parts referred to as
literature sources are by the applicable writing guidelines. If the author is proven
to have committed plagiarism, it is entirely the author's responsibility, resulting in
the cancellation of the thesis with the title above. Thus, the author made this
statement truthfully.
Celline Claudia
NIM. B1024181005
i
ACCOUNTABILITY STATEMENT
I, undersigned below:
Name : Celline Claudia
Major : Management
Study Program : Management (International Class)
Concentration : Human Resources Management
Test Date : July 19th 2022
Thesis Title The
: Influence of Work Discipline and Work Motivation
on Employee Performance with Job Satisfaction
as an Intervening Variable in PT Buana Cahaya
Abadi Mandiri in Pontianak
Stating that the thesis is my own work and all sources, both quoted and
references, I have stated correctly.
Celline Claudia
NIM. B1024181005
ii
JURIDICAL SHEET
The Influence of Work Discipline and Work Motivation on Employee
Performance with Job Satisfaction as an Intervening Variable in PT Buana
Cahaya Abadi Mandiri in Pontianak
Celline Claudia
NIM. B1024181005
Department : Management
Study Program : S1 Management
Major : Human Resources Management
Date of Thesis and Comprehensive Exams : July 19th, 2022
Pontianak,
Head of Management Study Program
iii
PREFACE
With all the praise and thanks to The Almighty God, who has given
His love and mercy so that a paper entitled “The Influence of Work Discipline
and Work Motivation on Employee Performance with Job Satisfaction as an
Intervening Variable in PT Buana Cahaya Abadi Mandiri in Pontianak” can be
finished well. The paper is structured as the final project.
During the process of studying at Universitas Tanjungpura until finishing
this thesis, the writer has received a lot of enormous guidance and support from
many people. Hence, the writer would like to express the best gratitude and
appreciation to those honorable people:
1. Dr. Barkah, S.E., M.Si. as the Dean of Faculty of Economics and
Business, Universitas Tanjungpura.
2. Dr. Titik Rosnani, S.E., M.Si. as the Head of Management Department in
Faculty of Economics and Business, Universitas Tanjungpura
3. Dr. Heriyadi, S.E, M.E. as the Secretary of Management Department in
Faculty of Economics and Business, Universitas Tanjungpura.
4. Dr. Erna Listiana, S.E., M.Si. as the Head of Management Program for
Undergraduates in Faculty of Economics and Business, Universitas
Tanjungpura;
5. Ilzar Daud, S.E., M.Si., Ph.D. as the Academic Supervisor who has given
a lot of advice and support throughout the academic years. Helping and
guiding the writer from selecting the thesis topic to the final completion
of the thesis.
6. Harry Setiawan, SE, MM as the Thesis Supervisor who has given
enormous support and guidance throughout the research process.
7. Dr. Titik Rosnani, S.E., M.Si. as Lecturer Examiner 1 who provides
guidance, advice and useful advice for writer.
8. Dr. Maria C. Iman Kalis, S.E., M.M. as Lecturer Examiner 2 who
provides guidance, advice and useful advice for writer.
iv
9. Dr. Helma Malini, S.E., M.M. as the manager of the international class
who has given a lot of tremendous experience, guidance, and coaching in
every international class event and competition.
10. All honorable lecturers and staff in the Faculty of Economics and
Business, Universitas Tanjungpura, who have given their best in
teaching, guiding, and assisting in every academic administration
procedure.
11. My beloved family, no words can ever describe how grateful I am to
have you all in my life. Especially for my mom and dad, thank you for
your endless love, sacrifice, support, and prayers. I promise I will make
both of you proud. Also, to my best sister (Cicilia Cindy Claudia) who
always be there for me. Much love for you guys.
12. My plus one and best partner, Ryan Septian. Thank you for always be
there for me through ups and downs and for your love and continuous
support.
13. The International Class of Management batch 2018 who have given
friendships and experiences throughout the years.
And many more people who have given a lot of support to the writer to
finish writing the thesis that cannot be mentioned one by one. The author is open
to any suggestions and critics for a better revision in the future.
Celline Claudia
NIM. B1024181005
v
THE INFLUENCE OF WORK DISCIPLINE AND WORK MOTIVATION
ON EMPLOYEE PERFORMANCE WITH JOB SATISFACTION AS AN
INTERVENING VARIABLE IN PT BUANA CAHAYA ABADI MANDIRI
IN PONTIANAK
CELLINE CLAUDIA
MANAGEMENT
ABSTRACT
The purpose of this study was to determine and analyze the effect of Work
Discipline (X1) and Work Motivation (X2) on Employee Performance (Y) with
Job Satisfaction (Z) as the intervening variable. The population used in this study
were all employees of PT Buana Cahaya Abadi Mandiri in Pontianak. The sample
used as the object in this study was 105 employees. The sampling technique in
this study is a purpose sampling technique, namely the technique of determining
the sample with certain considerations. Collecting data through questionnaires.
Data processing in this study using Smart PLS 3.3 software. This analysis uses the
Structural Equation Model Partial Least Square (SEMPLS) data analysis method.
This analysis includes convergent validity tests (Loading Factor, AVE,
Communality), discriminant validity tests (Cross Loading), and reliability tests
(Cronbach Alpha and Composite Reliability). The results showed that the work
discipline variable had a positive and significant effect on employee performance,
the work motivation variable had a positive and significant effect on employee
performance, the work discipline variable had a positive and significant effect on
job satisfaction, the work motivation variable had a positive and significant effect
on job satisfaction, and the job satisfaction variable has a positive and significant
effect on employee performance.
vi
PENGARUH DISIPLIN KERJA DAN MOTIVASI KERJA TERHADAP
KINERJA KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI
VARIABEL INTERVENING PADA PT BUANA CAHAYA ABADI
MANDIRI DI PONTIANAK
CELLINE CLAUDIA
MANAJEMEN
ABSTRAK
Tujuan dalam penelitian ini adalah untuk mengetahui dan menganalisis pengaruh
Disiplin Kerja (X1) dan Motivasi Kerja (X2) terhadap Kinerja Karyawan (Y)
dengan Kepuasan Kerja (Z) sebagai variabel intervening. Populasi yang
digunakan dalam penelitian ini adalah seluruh karyawan PT Buana Cahaya Abadi
Mandiri di Pontianak. Sampel yang digunakan sebagai objek dalam penelitian ini
105 karyawan. Teknik pengambilan sampel dalam penelitian ini adalah teknik
purpose sampling, yaitu teknik penentuan sampel dengan pertimbangan tertentu.
Pengumpulan data melalui kuesioner atau angket. Pengolahan data dalam
penelitian ini menggunakan software Smart PLS 3.3. Analisis ini menggunakan
metode analisis data Structural Equation Model Partial Least Square (SEMPLS).
Analisis ini meliputi uji validitas konvergen (Loading Factor, AVE,
Communality), uji validitas diskriminan (Cross Loading), dan uji reliabilitas
(Cronbach Alpha dan Composite Reliability). Hasil penelitian menunjukkan
bahwa variabel disiplin kerja berpengaruh positif dan signifikan terhadap kinerja
karyawan, variabel motivasi kerja berpengaruh positif dan signifikan terhadap
kinerja karyawan, variabel disiplin kerja berpengaruh positif dan signifikan
terhadap kepuasan kerja, variabel motivasi kerja berpengaruh positif dan
signifikan terhadap kepuasan kerja, dan variabel kepuasan kerja berpengaruh
positif dan signifikan terhadap kinerja karyawan.
Kata Kunci: Disiplin Kerja, Motivasi Kerja, Kepuasan Kerja, Kinerja Karyawan
vii
SUMMARY
THE INFLUENCE OF WORK DISCIPLINE AND WORK
MOTIVATION ON EMPLOYEE PERFORMANCE WITH JOB
SATISFACTION AS AN INTERVENING VARIABLE IN PT BUANA
CAHAYA ABADI MANDIRI IN PONTIANAK
2. Research Method
viii
The sampling technique in this study is a purpose sampling technique,
namely the technique of determining the sample with certain considerations. This
research is using quantitative data and the instrument that was used to collect data
is by using questionnaires. Data processing in this study using Smart PLS 3.3
software. Convergent Validity test, Discriminant Validity test, and Reliability Test
were applied to this study. The hypotheses are: H1: Work Discipline has a
significant influence on employee performance. H2: Motivation has a significant
influence on employee performance. H3: Work Discipline has a significant
influence on job satisfaction. H4: Motivation has a significant influence on job
satisfaction. H5: Job Satisfaction has a significant influence on employee
performance.
3. Results
The result of the hypotheses test shows that H1: Work Discipline has a
significant influence on employee performance. H2: Motivation has a significant
influence on employee performance. H3: Work Discipline has a significant
influence on job satisfaction. H4: Motivation has a significant influence on job
satisfaction. H5: Job Satisfaction has a significant influence on employee
performance.
4. Conclusion
Based on the research that was conducted and evaluated, the author came
up with the following concluded research final results such as the relationship
between Work Discipline (X1) and Employee Performance (Y) is supported. The
relationship between Motivation (X2) and Employee Performance is supported.
The relationship between Work Discipline (X1) and Job Satisfaction (Z) is
supported. The relationship between Motivation (X2) and Job Satisfaction (Z) is
supported. The relationship between Job Satisfaction (Z) and Employee
Performance (Y) is supported.
Further research on this related topic could use a larger sample size and
variety than this study, so that it can be used to depict a more precise situation and
ix
be properly analyzed. Besides, the author suggests that for the next researcher to
perform a research based on current events or phenomena. The author suggests
that the variables of the model be expanded for the next researcher because there
are many other variables that could influence the employee performance.
x
RINGKASAN SKRIPSI
PENGARUH DISIPLIN KERJA DAN MOTIVASI KERJA TERHADAP
KINERJA KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI
VARIABEL INTERVENING PADA PT BUANA CAHAYA ABADI
MANDIRI DI PONTIANAK
xi
2. Metode Penelitian
Teknik pengambilan sampel dalam penelitian ini adalah teknik purpose
sampling, yaitu teknik penentuan sampel dengan pertimbangan tertentu. Penelitian
ini menggunakan data kuantitatif dan instrumen yang digunakan untuk
mengumpulkan data adalah dengan menggunakan kuesioner. Pengolahan data
dalam penelitian ini menggunakan software Smart PLS 3.3. Uji Validitas
Konvergen, Uji Validitas Diskriminan, dan Uji Reliabilitas digunakan dalam
penelitian ini. Hipotesis yang diajukan adalah: H1: Disiplin Kerja berpengaruh
signifikan terhadap kinerja karyawan. H2: Motivasi Kerja berpengaruh signifikan
terhadap kinerja karyawan. H3: Disiplin Kerja berpengaruh signifikan terhadap
kepuasan kerja. H4: Motivasi Kerja berpengaruh signifikan terhadap kepuasan
kerja. H5: Kepuasan Kerja berpengaruh signifikan terhadap kinerja karyawan.
3. Hasil
Hasil uji hipotesis menunjukkan bahwa H1: Disiplin Kerja berpengaruh
signifikan terhadap kinerja karyawan. H2: Motivasi Kerja berpengaruh signifikan
terhadap kinerja karyawan. H3: Disiplin Kerja berpengaruh signifikan terhadap
kepuasan kerja. H4: Motivasi Kerja berpengaruh signifikan terhadap kepuasan
kerja. H5: Kepuasan Kerja berpengaruh signifikan terhadap kinerja karyawan.
xii
baik. Selain itu, penulis menyarankan kepada peneliti selanjutnya untuk
melakukan penelitian berdasarkan peristiwa atau fenomena terkini. Penulis
menyarankan agar variabel model diperluas untuk peneliti selanjutnya karena
masih banyak variabel lain yang dapat mempengaruhi kinerja karyawan.
xiii
TABLE OF CONTENTS
STATEMENT OF ORIGINALITY i
PREFACE ii
ABSTRACT iv
ABSTRAK v
SUMMARY vi
RINGKASAN ix
TABLE OF CONTENTS xii
LIST OF TABLES xvi
LIST OF FIGURES xvii
CHAPTER I INTRODUCTION 1
1.1. Research Background 1
1.2. Research Problem 5
1.2.1. Problem Statement 5
1.2.2. Research Question 6
1.3. Research Objective6
1.4. Research Contribution 7
1.4.1. Theoretical Contribution 7
1.4.2. Practical Contribution 7
1.5. Contextual Description 7
xiv
2.1.2.2. The Factors Influencing Work Motivation 12
2.1.2.3. Purposes of Work Motivation 13
2.1.2.4. Work Motivation Indicators13
2.1.3. Job Satisfaction 14
2.1.3.1. Definition of Job Satisfaction 14
2.1.3.2. The Factors Influencing Job Satisfaction 15
2.1.3.3. Job Satisfaction Indicators 15
2.1.3.4. Cause of Job Satisfaction 16
2.1.3.5. The Ways to Increase Job Satisfaction 16
2.1.4. Employee Performance 17
2.1.4.1. Definition of Performance 17
2.1.4.2. Performance Indicators 17
2.1.4.3. The Factors influencing Performance 18
2.2. Empirical Study 19
2.3. Relationship Among Variables 29
2.3.1. Relationship between Work Discipline and Performance 29
2.3.2. Relationship between Work Motivation and Performance 30
2.3.3. Relationship between Work Discipline and Job Satisfaction
30
2.3.4. Relationship between Work Motivation and Job Satisfaction
31
2.3.5. Relationship between Job Satisfaction and Performance 31
2.4. Conceptual Framework and Hypothesis 32
2.4.1. Conceptual Framework 32
2.4.2. Hypothesis 33
xv
3.3.2. Type and Source of Data 35
3.3.2.1. Types of Data 35
3.3.2.2. Sources of Data 35
3.4. Population and Sample 35
3.4.1. Population 35
3.4.2. Sample 36
3.5. Research Variable and Operational Definition 36
3.5.1. Research Variable 36
3.5.2. Operational Definition 37
3.6. Measuring Variable 40
3.7. Analysis Method 40
3.7.1. Model Structural SEM- PLS 41
3.7.2. Evaluation of Measurement (Outer) Model 43
3.7.3. Testing the Outer Model 43
3.7.4. Hypothesis Testing 49
3.7.5. Mediation Effect Analysis 49
xvi
4.1.3.1.2 Discriminant Validity..........................................................60
4.1.3.2 Reliability Test............................................................................62
4.1.3.3 Structural Model (Inner Model)..................................................63
4.1.3.3.1 R-Square..............................................................................63
4.1.3.3.2 Hypotheses Testing..............................................................64
4.1.3.3.2.1 Hypotheses 1................................................................65
4.1.3.3.2.2 Hypotheses 2................................................................66
4.1.3.3.2.3 Hypotheses 3................................................................66
4.1.3.3.2.4 Hypotheses 4................................................................66
4.1.3.3.2.5 Hypotheses 5................................................................66
4.1.3.3.2.6 Mediation Effect Analysis...........................................67
4.1.3.4 Hypothesis Testing Summary ....................................................67
4.2 Discussion .................................................................................................68
4.2.1 Work Discipline and Employee Performance.....................................68
4.2.2 Work Motivation and Employee Performance...................................69
4.2.3 Work Discipline and Job Satisfaction.................................................70
4.2.4 Work Motivation and Job Satisfaction................................................71
4.2.5 Job Satisfaction and Employee Performance......................................71
REFERENCES 75
xvii
LIST OF TABLES
xviii
LIST OF FIGURES
xix
CHAPTER I
INTRODUCTION
1
activity carried out by any company that wants to achieve business goals or
objectives with effective. This is indicated by the presence of employees and a
sense of wanting to make work changes, from this it can be seen that the desires
of employees through work discipline and work motivation are shown by
activities that lead to company goals.
One of the most influential factors in human resources is the discipline
factor. Work discipline is a form of training that seeks to improve and shape the
knowledge, attitudes and behavior of employees so that employees voluntarily try
to work cooperatively with other employees and improve their work performance
(Siagian, 2000: 305). According to Kurniawan and Arasy (2015), it shows that
work discipline has a significant positive effect on employee performance. This
influence can be seen from the awareness of employees who are willing to do
their job well to achieve maximum performance. Meanwhile, according to Arianto
(2013) shows that work discipline has no effect on employee performance.
According to Greenberg and Robert (2010) motivation is a series of
processes that generate, direct and maintain human behavior towards achieving
goals. Generating relates to the drive or energy behind the action. Motivation is
also concerned with the choices people make and the direction of their behavior.
Meanwhile, the behavior of maintaining how long people will continue to strive to
achieve goals. The greater the motivation given by the boss, the higher the
employee's motivation to achieve company goals.
This study uses job satisfaction as a mediating variable (intervening) from
the influence of work discipline and work motivation on employee performance.
Job satisfaction is the feeling that is enjoyed at work by obtaining the goals of
work results, placement, treatment and a good working environment (Hasibuan,
2010). Employees who enjoy job satisfaction will prioritize their work rather than
remuneration for the implementation of their duties. There is no absolute level of
satisfaction benchmarks, because each individual employee has a different
standard of satisfaction. In this study, job satisfaction is used as a variable that
mediates between the independent variable and the dependent variable. Because
employees who have high performance but have low job satisfaction will reduce
2
employee performance, but if employees have high work discipline and have high
job satisfaction, of course it will also improve employee performance.
The difference between this study and previous studies is the use of work
discipline and work motivation as independent variables, employee performance
as the dependent variable then adding an intervening variable in the form of job
satisfaction. The object used in this research is PT Buana Cahaya Abadi Mandiri.
Some empirical evidence which states that there is a significant influence
between work discipline and employee performance, including the results of
research by Safitri (2013) which states that work discipline has a significant effect
on employee performance, this is evidenced by remuneration made by employees
to the company at work). Research by Sahanggamu and Silvya (2014) states that
work discipline is significant and has a positive effect on employee performance,
due to good work discipline by following company rules. In addition, the research
of Kurniawan and Arasy (2015) shows that work discipline has a significant
positive effect on employee performance, because good work discipline reflects
that the HRM function is carried out according to plan.
Different research results are shown by research by Arianto (2013) which
states that work discipline has no effect on employee performance, lack of
awareness and willingness to obey company regulations is a problem in work
discipline. Sari (2014) shows that work discipline is not significant in affecting
employee performance because job responsibilities and absences do not
necessarily result in satisfactory work. Furthermore, research conducted by
Setiawan (2013) states that work discipline simultaneously has no effect on
employee performance, because high work discipline does not necessarily
improve employee performance. Besides, a study by Siti and Badiya (2019) has
revealed that there were the research limitations that further researcher needs to
add to the sample and the respondents that will be examined along with other
variables to determine other factors that affect the discipline of work, work
environment and employee performance such as motivation, leadership, ability,
job stress. Based on the background description and the limitation, it indicates
there is the research gap, and the author of this research is interested to do further
3
research and the authors are interested in conducting a study in PT Buana Cahaya
Abadi Mandiri located in Pontianak. PT Buana Cahaya Abadi Mandiri has 105
employees in different division, as the table below shows the table of number of
employees and their position in PT Buana Cahaya Mandiri
Table 1.1.
Position and number of PT Buana Cahaya Abadi Mandiri
Employee in 2021
Division Amount of Employee
Marketing 13
Finance 8
Accountant 17
Operational 31
Human Resources 21
Production 15
Total 105
Source: PT Buana Cahaya Abadi Mandiri
4
Onikoyi (2014) stated that absenteeism significantly affects corporate
performance. This result was confirmed based on the results of the analysis of the
determinant variables which showed that absenteeism reduces the level of
organizational productivity, profitability, and employee performance in Cadbury
Nigeria Plc, Ikeja. This indicates that the percentage of attendance may affect
performance of employee in PT Buana Cahaya Abadi Mandiri.
Based on an interview with the manager of PT Buana Cahaya Abadi
Mandiri stated that the company has a low scale of employee performance which
is 6 from 10. According to manager of PT Buana Cahaya Abadi Mandiri, the low
employee performance affects the number of products that also affect the sales
because the process in making the products can defect easily if the ingredients of
the products not mixed properly. In addition, based on data in 2020, the
management stated that there was a 10% decrease in sales percentage compared to
2019. According to Aragon, (2003) employee performance are all determinants of
increased sales. This means that poor low employee performance will bring about
decreased sales. Omotosho (2002) insisted employees will only perform well
under good motivation systems. It should be noted that just a small portion of 40
to 50 percent of average employees will put effort into the job during a particular
period it is therefore a chain that looks like work motivation can increased
performance, and finally can increase sales. The manager of PT Buana Cahaya
Abadi Mandiri stated that motivation given by the company less than optimal
because the decrease of sales also affects the less than optimal due to declining
sales so that a few mistakes made by employees are considered fatal and require
employees to work harder than usual. It indicates that the company tends to not
give motivation to the employee. The study result proposed by Abdurrahman
(2018) proved that work motivation positively and significantly influences
employees’ performance. To attain the desire goals and objectives from employee
motivation, the organization must motivate employees by using main aspects such
as achievement, recognition, challenge, responsibility, development, involvement,
and opportunity (Sastrohadiwiryo, 2019). Employees have different ways to feel
motivated in performing tasks and the work environment is one of the factors that
5
affected their work motivation. Moreover, motivation is an important aspect to
predict the work performance of an employee (Abdurrahman, 2019)
Based on the interview with the manager of PT Buana Cahaya Abadi
Mandiri, he stated that the level of job satisfaction of the employee was decrease
when the salary was cut during Covid-19. The relationship between work
discipline and job satisfaction according to Davis and Newstrom (2004:262),
dissatisfaction leads to behavior lazy employees, late for work and other
disciplinary violations, while satisfied behavior is more profitable for the
company. Based on the problems above, study of employee performance in
particular at PT Buana Cahaya Abadi Mandiri is that really needs to be done. For
predict how much discipline factor work affects performance employees by
entering satisfaction work as an intervening variable and provide input to PT
Buana Cahaya Abadi Mandiri as one of the efforts to improve employee
performance.
Based on the previous researchers, there are some limitations such as the
this research was conducted on employees at PT Buana Cahaya Abadi Mandiri,
who have busy working hours,so that the data obtained is not optimal.Based on
the data above, the author wants to do more research to analyze whether the
employee implements work discipline and obtain motivation along with a good
percentage of attendance from the employees towards employee performance. In
addition, the author interest to do the research based on the research gap and
limitations related to the work discipline and motivation with job satisfaction as
the intervening on influencing employee performance in PT Buana Cahaya Abadi
Mandiri.
From the whole analysis, the author took the title "The Influence of Work
Discipline and Work Motivation on Employee Performance with Job Satisfaction
as an Intervening Variable in PT Buana Cahaya Abadi Mandiri”.
6
Each company focuses on achieving the company's goals, for that the
company must also be able to face rapid environmental changes in order to
survive in increasingly fierce market competition. The existence of qualified and
competent human resources has become a necessity so that companies can have
better performance. According to several views, motivation, work discipline, and
job satisfaction are believed to have an influence on the performance of a
company. However, in several studies, showed different results. Seeing the
differences between views and research results, as well as the existence of
research gaps between one study and another. The formulation of problem that
authors intend to examine is how far the relationship between motivation and
work discipline and job satisfaction affects employee performance in PT Buana
Cahaya Abadi Mandiri.
7
1. To test and analyze the influence of work discipline on the employee
performance in PT Buana Cahaya Abadi Mandiri.
2. To test and analyze the influence of work motivation on the employee
performance in PT Buana Cahaya Abadi Mandiri.
3. To test and analyze the influence of work discipline on job satisfaction in PT
Buana Cahaya Abadi Mandiri.
4. To test and analyze the influence of work motivation on job satisfaction in PT
Buana Cahaya Abadi Mandiri.
5. To test and analyze the influence of job satisfaction on the employee
performance in PT Buana Cahaya Abadi Mandiri.
8
research and as a consideration of companies or other institutions facing similar
problems.
9
CHAPTER II
LITERATURE REVIEW
10
responsibility in carrying out the task the tasks that have been given by an
organization.
11
8. Justice
It is a function of how fairly individuals are treated in the workplace.
Satisfaction is the result of people's perception that the comparison between
work output and input is relatively more favorable than the comparison
between output and other work input.
9. Created habits that support the upholding of discipline.
The positive habits include the following:
a. Mutual respect, when we meet at work.
b. Give praise according to the place and time, so that employees will also feel
proud of the praise.
c. Often includes employees in meetings, especially meetings related to their
fate and work.
d. Notifying if you want to leave the place to colleagues, by informing, where
and for what business, even to subordinates.
12
limit of their mind and reach something they need and want. Motivation is an
important role in all public and private organizations. Without motivating their
employees’ organizations cannot run and cannot achieve their goals. All
organizations encounter the matter of motivation whether they are in the public or
private sector Chintallo and Mahadeo (2013: 978).
According to Fathoni (2006), motivation is a mental condition that
encourages activity and provides energy that leads to achieving needs, giving
satisfaction or reducing imbalances. Motivation is said to be a condition that
moves or directs a person to carry out a certain action. Motivation is expected to
produce effectiveness, productivity and efficient work results, both for the
individual concerned and for the company.
According to Greenberg and Robert (2003: 190) motivation is a series of
processes that generate, direct and maintain human behavior towards achieving
goals. Generating relates to the drive or energy behind the action. Motivation is
also concerned with the choices people make and the direction of their behavior.
While the behavior of maintaining or maintaining how long people will continue
to try to achieve goals.
From the opinions mentioned above, it can be concluded that motivation is
an impetus for a series of human behavior processes in achieving goals. While the
elements contained in motivation include arousing, directing, maintaining,
showing, intensity, being continuous and having a purpose.
13
d. There is an award for achievement.
e. Status and responsibilities.
f. Applicable regulation.
Meanwhile, internal factors that influence motivation for an employee
include:
a. Personal maturity.
b. Level of education.
c. Personal wishes and expectations.
d. Needs.
e. Fatigue and boredom.
f. Job satisfaction.
14
1. The need for achievement, namely the desire to do something better than
before. The need for achievement is an unconscious drive to do better and to
aspire to a standard of excellence (McClelland, 1975; Stahl, 1983). People with
strong need for achievement often assess themselves as a way to measure
progress towards various ends. They set goals: strive to take moderate risks
(that is to say challenging, but realistic); prefer individual activities; prefer
recreational activities during which a person can get a ‘score’ (like sales
target); and prefers occupations where performance data are clearly available,
such as sales positions (McClelland and Burnham, 1976; Hines, 1973).
2. The need for power is the extent to which an individual desires to control or
influence others (McClelland, 1985). According to Winter (1973), people with
strong needs for power often assert themselves against or in the presence of
others in various ways.
3. The need for affiliation is the extent to which an individual is concerned about
establishing and maintaining good inter personal relations, being linked, and
having other people around them get along with each other (McClelland,
1985). The need for affiliation is an unconscious drive to be part of warm,
close relationships and friendships (McGregor, 1960). People with strong need
for affiliation often choose to spend time with close friends or significant
others rather than be in any other setting.
15
job will prioritize their work rather than remuneration for the implementation of
their duties. There is no absolute level of satisfaction benchmarks, because each
individual employee has a different standard of satisfaction.
16
The good relationship between co-workers is good this means it influence
on the quality and the intensity of the interactions that occur within a group.
Group that has a high degree of closeness tends to cause workers to more
satisfied with being in a group.
5. Supervision
The supervisory task cannot be separated from the leadership function.
namely the effort to influence the activities of employee through the
communication process to achieve certain goals set by the organization.
17
Greenberg and Baron (2003: 159) suggest ways to increase job
satisfaction, namely:
1. Make work fun
People are more satisfied with jobs they enjoy doing than boring ones.
2. People are paid honestly
People who believe that the wage system is dishonest tend to be dissatisfied
with their jobs.
3. Bringing people together with jobs that match their interests
The more people find that they can fulfill their interests while at work,
the more satisfied they will be with their jobs.
4. Avoid boredom and repetitive work
Most people tend to find little satisfaction in doing very tedious and repetitive
work.
18
2.1.4.2. Performance Indicators
According to Mathis and Jackson (2009), performance indicator is:
1) Quantity results, measured by the employee perception of the number of
activities assigned along with the results.
2) Quality results, measured by the employee perceptions of the quality of work
produced and the task's perfection of the employees' skills and abilities. The
results of the work performed are near perfect or meet the expected goals of the
work.
3) Timeliness, measured by the employee perceptions of an activity completed
from the beginning of time until it becomes output. The employee can
complete at a set time and maximize the time available for other activities.
4) Presence, the level of employees’ attendance in the company can determine the
employee performance
5) Ability to cooperate, maximize utilization of resources and time in the
organization to increase profits and reduce losses
19
a. Employee Internal Factors
That is the factors of the employee which are congenital factors from birth and
factors obtained when he develops. Innate factors, such as knowledge, skills,
work ethic, and work experience.
b. Organizational Internal Environmental Factors
In doing their job, employees need organizational support. This support greatly
affects the level of employee performance. Conversely, if the compensation
system and the organization's working climate are bad, employee performance
will decline. Other internal organizational factors, for example, leadership,
organizational strategy, support needed resources to carry out work, as well as
management and compensation systems.
c. Organizational External Environmental Factors
Organizational external environmental factors are circumstances, events, or
situations that occur in the organization's external environment that affect
employee performance. Community culture is also an external factor that
affects employee performance.
20
and Compensation, X3: satisfaction are by the standardized direct
Compensation Job Competence enjoy doing effect. This indicates that
on Job Satisfaction , and doing their the motivation of
Satisfaction and and Employee X4: job, employees in the Office of
Employee Performanc Compensation comfortable Public Works in Bali
Performance in with the Province affects employee
the Public Y1: Job existing job satisfaction but has an
Works Office Satisfaction environment in insignificant effect.
Environment the company,
Bali province Y2: Employee enjoy the work
Performance provided by
the company,
loyal to the
company
where the
employee
works.
21
2 Meisy The Influence of Leadership, X1: Leadership The indicators The result work discipline
(2015) Leadership Motivation, Style of work has not significantly
Style, Work discipline influence to employee
Motivation, and Discipline, and X2: Motivation according to performance. Based on the
Work Discipline Employee Siswanto regression output, it
on Employee Performance X3: Work (2011:291) are influenced employee
Performance at Discipline (1) Frequency performance
Bank Sulut KCP of Attendance, simultaneously along with
Likupang Y: Employee (2) Level of leadership style and
Performance Alertness, (3) motivation.
Responsibility,
(4)
Compliance
with Work
Standards, (5)
Work ethic.
22
3 Lucky The Effect of Motivation, X1: Work According to These results indicate that
and Motivation, Discipline, Discipline Armanu the higher the level of
Mauritz Discipline, and Work Thoyib (2013) employee discipline does
(2016) The Work Environment, X2: Motivation Discipline is not affect to increase job
Environment on Employee an ideal state satisfaction at PT. Bank
Employee Satisfaction X3: Work in supporting Sulut Airmadidi Branch.
Satisfaction In Environment the
PT Airmadidi implementatio
Branch North Y: Job n of the tasks
Sulawesi Bank Satisfaction in accordance
rules in order
to support the
optimization
work.
Indicators:
Quality of
Discipline,
Quantity of
Work,
Compensation
in need,
Location Work
Place or
Residence.
4 Afianto The Effect of Discipline, X1: Work According to The results of this study
and Work Discipline Organizational Discipline Armanu indicate that work
Hamidah and Communicatio Thoyib (2013) discipline has a significant
(2017) Organizational n, Job X2: Discipline is positive effect on
Communication Satisfaction, Communicatio an ideal state employee job satisfaction.
s on Job Employee n in supporting The higher the work
Satisfaction and Performance the discipline of employees,
23
Employee Y1: Job implementatio not only the formality of
Performance Satisfaction n of the tasks working in the company,
(Study On in accordance but they must be able to
Marketing Y2: Employee rules in order feel and enjoy their work
Division Performance to support the so they don't feel bored.
Employees of optimization That way employees feel
Pt. Victory work. happy in working
International Indicators: according to existing work
Futures Malang Quality of rules and procedures so as
City) Discipline, to increase job satisfaction.
Quantity of
Work,
Compensation
in need,
Location Work
Place or
Residence.
5 Nugraha The Influencing Work X1: Work There are four The results this research
ninsih of Work Discipline, Discipline performance state that job satisfaction
and Discipline and Work indicators can add up the power of
Julaela Work Environment, X2: Work described by work discipline influence
(2017) Environment on Employee Environment Robbins on employee performance.
Employee Performance (2006) which The meaning job
Performance Z: Job are doing a job satisfaction is able to
Satisfaction in a timely mediate the influence of
manner that work discipline on
Y: Employee has been employee performance.
Performance determined by
the company,
produce
products in
24
accordance
with the
criteria and
quality set by
the company,
using the best
possible work
time and as
much as
possible, able
to work
according to
sign
procedures
must rely on
orders from
superiors.
6 Karyono The Influence Work X1: Work Indicators of The results of this study
(2017) Of Work Discipline, Discipline Discipline indicate that work
Discipline and Work according to discipline has no
Work Experience, X2: Work Agustini significant to employee
Experience on Employee Experience (2011) are performance.
Employee Performance attendance,
Performance Of Y: Employee awareness
PT Surya Alam Performance works,
Semesta adherence to
the boss, and
responsible.
7 Wahyudi The Influence of Work X1: Work According to The results of this study
25
(2019) Work Discipline Discipline, Discipline George and state that motivation has a
and Motivation Motivation, Jones (2005) positive effect on
on Employee Employee X2: Motivation indicators employee performance.
Performance Performance contained in This is because motivation
Y: Employee motivation can be a good driver that
Performance include comes from within and
physiological from outside who can
needs, the need provide inspiration,
for security, encouragement, and the
and social urge to work totally in
ownership. achieving work
performance.
8 Priadana The Influence of Work X1: Work The indicators The results this research
and Bayu Work Discipline Discipline, Discipline of work state that work discipline
(2019) and Compensation, discipline are: affects satisfaction work.
Compensation Job X2: Attendance, Evidenced by employees
on Job Satisfaction Compensation Obedience at who do the job with fluent,
Satisfaction work according to the rules and
Y: Job regulations, attitudes respect among
Satisfaction Adherence to employees so work can be
standards of done with easy.
work, a high
level of
vigilance, and
work ethically
(Rivai &
Sagala, 2011),
9 Kelvin The Influence Organizational X1: Motivation The indicators The results of this study
Pang and Organizational motivation, job of employee state that motivation has
Chin- motivation and satisfaction, X2: Employee performance no effect on employee
26
Shan Lu employee job organizational Performance are number of performance.
(2021) satisfaction performance jobs, quality
towards Y: Job work, and
organizational Satisfaction punctuality.
performance:
An empirical
study of
container
shipping
companies in
Taiwan
10 Baiq The Influence of Work X1: Work Work The results are that work
Lisma Work Discipline, Discipline Discipline discipline affects
Rossalia Discipline, Motivation, indicators are employee performance. A
and Motivation, Job Job X2: Motivation presence, positive value explains the
Budiriant Satisfaction and Satisfaction, adherence to unidirectional
i (2020) the Work Work X3: Work work Influence, namely if work
Environment on Environment, Environment regulations, discipline increases, the
the Performance Performance adherence to performance of contract
of Contract Y: the employees will also
Employees Performance labor increase.
of Contract standards,
work ethic
11 Winarno The Effect of Motivation, X1: Motivation Employee The results is that work
and Hadi Motivation, Discipline, Performance motivation has no effect
(2017) Discipline and Satisfaction, X2: Work indicators are on performance.
Satisfaction on Employee Discipline quality,
Employee Performance quantity,
Performance X3: punctuality,
(Case Study on effectiveness,
27
Employees of Satisfaction and autonomy
PT Anugerah
Putra Siantan Y: Employee
Songsong Performance
Singosari
Malang)
12 Siti The Influence of Work X1: Work Employee Work discipline positive
Karlina Work Discipline Discipline, Discipline performance and significant effect on
Hidayat and Work Work indicators are: the performance of
and Environment to Environment, X2: Work the number of employees at the Hospital
Badia Performance of Performance. Environment jobs, quality of Dr. Mohammad Hosein
Perizade Employee: work, Palembang.
(2019) Study case on Y: Employee timeliness,
Hospital Dr. Performance presence and
Mohammad collaboration
Hosein capabilities
Palembang. (Bangun,
2012).
13 Muham Effect of Compensation, X1: According to Work discipline has a
mad Arif Compensation Discipline, Compensation Armanu positive and significant
and Putri and Discipline Employee Thoyib (2013) impact on the performance
Endah on Employee Performance X2: Work the indicators of employees at the
Syaifani Performance Discipline of discipline Department of Highways
(2019) are quality of and Development
Y: Employee discipline, Construction Technical
Performance quantity of Implementation Unit of
work, Roads and Bridges in
compensation North Sumatra Province.
in need, Assuming that the better
location work discipline of work
place or performed by employees,
28
residence. the performance of
employees will increase.
14 Valensia The Influence of Work X1: Work According to The results showed that
Angelina Work Discipline, Discipline George and motivation does not affect
Wisti Discipline, Leadership, Jones (2005) the performance of the
Leadership, and Motivation, X2: Leadership indicators employee for it is expected
Motivation on Employee contained in that the management of
Employee Performance X3: Motivation motivation employee performance at
Performance at include PT. Trakindo Utama
PT Trakindo physiological Manado to always provide
Utama Manado Y: Employee needs, the need continuous motivation by
Performance for security, providing rewards for
and social employees who excel and
ownership. give punishment to
employees who committed
violations, with the aim
that the employee can
carry out his work.
15 Habibur Effect of Motivation, X1: Motivation Job The results shows that
and Rinu Motivation and Job satisfaction motivation and job
Fatema Job Satisfaction Satisfaction, X2: Job indicators are satisfaction has an positive
(2019) on Employee Employee Satisfaction engagement; affect towards employee
Performance: Performance respect, praise performance.
An Empirical Y: Employee and
Study Performance recognition;
fair
compensation;
motivation and
life satisfaction
29
.
16 Muh The Motivation, X1: Motivation Here six The results of testing the
Pananran Influence of Job indicators to hypothesis in this study
gi and Motivation and Satisfaction, X2: Job considered found that Work
Osman Job Satisfaction Employee Satisfaction satisfaction of Motivation has a
Lewangk on Performance the employees positive and significant
a (2020) Employee Y: Employee of the selected effect on Employee
Performance In Performance banks. These Performance if mediated
PT Son Karella factors are job by Job Satisfaction.
Mare environment,
salary,
management,
financial
facility,
promotion,
social status.
17 Rima The Influence of Job X1: Motivation According to The results of testing the
Dian Job Satisfaction Satisfaction, George and hypothesis in this study
Safitri, and Motivation Motivation, X2: Job Jones (2005) found that motivation
Agus on Employees Satisfaction indicators has a positive and
Suratno, Employees Performance contained in significant effect on
and Performance at Y: Employee motivation Employee Performance.
Endang PT Chakra Naga Performance include
Sulistiya Furniture Jepara physiological
ni (2018) needs, the need
for security,
and social
ownership.
30
(2016) Motivation and Job Motivation by have a significant
Job Satisfaction, Mangkunegara influences to the employee
Satisfaction on Employee X2: Job (2013:117) performance of at PT Bank
Employee Performance Satisfaction suggests that SulutGo Tbk Tomohon
Performance at job satisfaction
Bank Y: Employee is related to
Sulutgo Performance variables (1)
Tomohon Turnover, (2)
Level of work
absence
(absence), (3)
Age, (4) Level
of work, (5)
Organizational
size.
Source: Journal
31
function has been carried out according to plan. This shows that the higher the
work discipline, the higher the employee's performance.
32
employees in work and respect for employees. This shows that the higher the
work discipline, the higher the job satisfaction.
33
employee performance, companies must always provide what employees need so
that employees will try to provide the best service to the company. This shows
that the higher the job satisfaction, the higher the employee's performance.
34
Figure 2.1. Conceptual Framework
2.4.2. Hypothesis
The following are hypotheses that will be tested in order to find the
answers of the research questions. Based on the purpose of this study, the
hypotheses can be constructed as follows:
H1: Work Discipline has a significant influence on employee performance.
H2: Motivation has a significant influence on employee performance.
H3: Work Discipline has a significant influence on job satisfaction.
H4: Motivation has a significant influence on job satisfaction.
H5: Job Satisfaction has a significant influence on employee performance.
35
CHAPTER III
RESEARCH METHODOLOGY
3.3. Data
3.3.1. Data Collection Method
The data collection technique in this research is a questionnaire. The
questionnaire is a method used by researchers to reveal or capture quantitative
information from respondents according to the scope of the study. Online form
questionnaire will be used, it is use to obtain the relevant data for solving and
analyzing the problem. Researcher will give the questionnaire link to the company
manager and the management will distribute it to the employees under the
supervision of the management.
36
3.3.2. Type and Source of Data
3.3.2.1. Type of Data
The type of data in this research is quantitative data the data in the form of
numbers and any quantifiable information that can be used for mathematical
calculations and statistical analysis. In this research, the data is from the answer of
the questioners based on the interview.
37
3.4.2. Sample
Sample is a portion of population consisting of a number of members
selected from population. In other words, a number, but not all, of population
elements will form a sample (Sekaran, 2006). This sample taken from different
employee division, as shows from the table below.
Table 3.1.
Position and number of PT Buana Cahaya Abadi Mandiri
Employee in 2021
Division Amount of Employee
Marketing 13
Finance 8
Accountant 17
Operational 31
Human Resources 21
Production 15
Total 105
Source: PT Buana Cahaya Abadi Mandiri
38
(Ferdinand, 2007). The research variables consisted of three kinds of variables,
namely:
1. Independent Variable (X)
According to Sugiyanto (2012: 39), this variable is often referred to as the
stimulus, predictor, and antecedent variable. In Indonesian it is often called the
independent variable. Independent variables are variables that affect or cause it to
arise dependent variable (bound). The independent variables in this study are
work discipline and work motivation.
2. Dependent Variable (Y)
According to Sugiyanto (2012: 39), this variable is often referred to as the
output variable, criteria, consequences. In Indonesian it is often referred to as the
dependent variable. The dependent variable is the variable that is affected or that
is the result, because of the independent variable. The dependent variable in this
study is employee performance.
2. Intervening Variable (Z)
Intervening variables according to Sugiyono (2012: 39), are variables that
theoretically affect the relationship between independent and dependent variables
into an indirect relationship and cannot be observed and measured. This variable
is an interrupter or intermediate variable that lies between the independent
variable and the dependent variable, so that the independent variable does not
directly affect the change or emergence of the dependent variable. The intervening
variable in this study is job satisfaction.
39
Table 3.2.
Operational Definition of Variables
No Variable Definition Indicators Items
1. Work Discipline (X1) Work discipline is 1. On time. 1. I arrived on time
an action that 2. Work according according to company
educates someone to the rules. regulations
to behave and 3. Obeying 2. I carry out work
behave in superiors. according to work
accordance with 4. Responsibility. procedures set by the
the new (Davis, 2007). company.
provisions that 3. I always obey orders
have been set from superiors where I
(Kompri, 2014: work.
59). 4. I am always responsible
for the assigned tasks.
2. Work Motivation (X2) Work motivation 1. Need for 1. Outstanding employees
is a series of achievement need to be rewarded
processes that 2. Need for power 2. Need closeness to the
generate, direct 3. Need for affiliation leader for good work
and maintain (David McClelland, 3. Leaders involve
human behavior 2005). employees in decision
towards achieving making
goals (Wibowo,
2010: 379).
3. Job Satisfaction (Z) Job satisfaction is 1. The work itself 1. I am happy with my work
a person's feelings 2. Salary itself because it is in
that arise after 3. Promotion accordance with hope
comparing work 4. Co- workers 2. The company has paid
results with 5. Supervision employees according to
meeting company (Luthans,2002). standards applicable
expectations 3. If I do my job well then, I
40
(Kotler and will be promoted in the
Keller, 2007). company
4. Work with co-workers
who help each other solve
profession.
5. Leaders pay attention to
employees
4. Employee Employee 1. Quantity 1. Employees are able to
Performance (Y) performance is results complete the work
the output 2. Quality results according to the
produced by a 3. Timeliness standards set company
person for the 4. Presence for 8 hours
functions of a job 5. Ability to 2. In order to maintain
or a profession cooperate quality customer service,
within a certain (Mathis & I always carry out the 3S
time (Wirawan, Jackson, 2009). (Senyum, Salam, Sapa)
2012: 5). 3. Employees think
quickly, carefully in
solving work problems.
4. Employees come to work
early so they are ready to
work when work hours
start (half hour before
shift starts)
5. Employees are able to
use it well facilities and
equipment provided
company to complete
profession
41
According to Wiratna (2015: 102) the measurement scale is an agreement that is
used as a basis for determining how long the interval is in the measuring instrument,
so that the measuring instrument when used in measurements will produce
quantitative data (original numbers). The measuring variable of this research is using
Likert. Likert scale is a technique for the measurement of attributes in answer
question regarding variables using Likert scale as follow:
Table 3.3.
Indicator’s level by Likert Scale
No. Answer Score
1 Strongly agree 5
2 Agree 4
3 Neutral 3
4 Disagree 2
5 Strongly Disagree 1
Source: Hildenbrand, K., Sacramento, C.A and Binnewies, C. (2018)
42
Andreas, 2004). This data processing program is very helpful in data processing,
so that the results of data processing can be accounted for and reliable.
43
After the model has gone through the conceptualization step, the
algorithmic analytical method that will be used for model estimate is
determined. PLS algorithm is the only algorithmic analysis approach available
in PSL-SEM, with three schemes to choose from: factorial, centroid, and route
or structural weighting. Path or structural weighting is the suggested scheme
(Ghozali, 2014. p. 51). The next step is to decide the number of samples; a
minimum sample size of 30 to 100 instances is recommended. The number of
PLS samples can be determined by 10 times the number of endogenous
variables in the model, according to Chin (1998).
c. Determine the Resampling Method
The resampling process is carried out using two methods: bootstrapping
and jackknifing. In structural equation models, the bootstrapping method is
more commonly utilized. The SmartPLS program only offers one resampling
approach, bootstrapping, which is divided into three schemes: no sign changes,
individual sign changes, and construct level changes. The construct level
modifications scheme recommended by SmartPLS (default) makes loose
assumptions, enabling the T-statistic to increase because it only applies a
loading score measure that has a direct relationship between latent variables
and indicators (Abdillah, 2014, p. 209).
d. Draw the Path Diagram
After developing the model and defining the algorithm analysis and resampling
methods, the next stage is to build a path diagram using Falk and Miller's
(1992) nomogram reticular action modeling (RAM) approach which are a
circle is drawn on theoretical constructions that show latent variables, a box is
drawn around all observed variables or indicators, a single arrow represents the
asymmetric relationship, and double arrows represent symmetrical
relationships.
e. Model Evaluation
The model was ready to be estimated and the overall results reviewed
after constructing the path diagram. The model can be evaluated by assessing
the results of the measurement model by testing the latent construct's validity
44
and reliability, then continuing on to the structural model and testing the
significance to test the effect between constructs or variables.
45
the outer model, namely Convergent Validity, Discriminant Validity, and
Composite Reliability (Ghozali, 2014).
a. Convergent Validity
Convergent Validity is a sub-type of construct validity. Convergent
validity takes two measures that are supposed to be measuring the same
construct and shows that they are related. (StatisticHowTo, 2015). The
empirical evaluation of formative measurement models in PLS-SEM
requires convergent validity analysis. The amount to which a measure
connects to other measures of the same phenomenon is known as
convergent validity (Hair et al., 2017a). Convergent validity describes that
a set of indicators represent a single latent variable and that the underlying
variable underpins the set of indicators. Unidimensionality, which may be
stated using the average variance extracted, can be used to explain this
representation which is average variance extracted (AVE). At least 0.5 is
the AVE value. This value indicates approved convergent validity, which
suggests that on average, one latent variable can explain more than half of
the variation in its indicators (Ghozali, 2016).
The outer loadings or loading factor, as well as the Average
Variance Extracted, may be used to measure convergent validity (AVE). A
loading factor limit of 0.70 is commonly utilized in research. When the
value of outer loadings > 0.70 and the Average Variance Extracted (AVE)
value is > 0.50, an indicator may be said to have convergent validity and a
high level of validity (Chin & Todd, 1995). For example, each indicator in
the study variable has an outer loadings value more than 0.70, indicating
that all indicators have convergent validity and a high value. For each
study variable, the Average Variance Extracted (AVE) value is more than
0.50. As a result, it's important to note that all of the research variables
have strong convergent validity (Sekaran & Bougie, 2016).
b. Discriminant Validity
46
Discriminant validity is sometimes erroneously referred to as
divergent validity. Discriminant validity occurs where constructs that are
expected not to relate do not, such that it is possible to discriminate
between these constructs. (ChangingMinds.org, 2016). Discriminant
validity is used to verify that each latent model notion is distinct from
other variables. Validity process is performed to see how accurate a
measuring instrument is in performing its measurement function (Ghozali,
2016) Discriminant validity testing may be assessed in SMART-PLS using
the Fornell-Larcker criterion and cross loading. Discriminant validity is
shown to be useful in the Fornell-Larcker criterion test if the root of the
AVE in the construct is higher than the correlation of the construct with
other latent variables, and the cross-loading test must show a higher
indicator value of each construct compared to indicators in other
constructs (Sekaran & Bougie, 2016).
c. Composite Validity
In PLS-SEM, to measure the reliability of a construct with
reflexive indicators can be done in two ways, namely by Cronbach Alpha
and Composite Reliability which is often referred to as Dillon-Goldstein's.
The use of Cronbach alpha in the reliability test construct will give a lower
value (underestimate) so it is better to use Composite Reliability.
According Ghozali (2013) reliability of composite results will indicate if a
satisfactory score above 0.7. Although the value of 0.6 is still accepted
(Heir et al, 2008)
Table 3.4.
Measurement of Outer Model
Validity and Parameter Rule of Thumb
Reliability
Convergent Loading Factor 1. 0,7 for
Validity Confirmatory
Research
47
2. >0,60 for
Exploratory
Research
Average Variance >0,50 Confirmatory
Extracted (AVE) Research and
Explanatory Research
Communality >0,50 Confirmatory
Research and
Explanatory Research
Discriminant Cross Loading >0,70 for every variable
Validity Square root AVE and AVE Square Root >
Correlation between Correlation between
Latent Constructs Latent Constructs
Reliability Cronbach Alpha 1. 0.70 for
Confirmatory
Research
2. > 0.60 is still
acceptable for
Explanatory
Research
Composite Reliability 1 > 0.70 for
Confirmatory
Research
2 > 0.60- 0.70 is still
acceptable for
Explanatory
Research
Source: (Ghozali dan Latan, 2015)
48
a. Effect Size f2
Changes in the value of R2 can be used to determine if the exogenous
latent variable has a substantive effect on the endogenous variable (Ghozali,
2014), which is measured by Effect Size f2 and represented as follows:
2 2
R included−R excluded
f =
2
2
1−R included
Where R2included and R2excluded is the R2 value of the endogenous
latent variable obtained when the exogenous variable is incorporated or
removed from the model. Cohen (1988) advised that same f2 value of 0.02 has
a slight impact; 0.15 has a moderate effect, and 0.35 has a significant impact
at the structural level (Chin, 1998) in Ghozali (2014).
b. Stone-Geisser Test (Q2)
The PLS model is evaluated by looking at the Q2 predictive
relevance, which indicates how effectively the observed values are generated
by the model, as well as the parameter estimates, in addition to the size of the
R2 value. A Q2 value greater than 0 indicates that the model is predictively
relevant, whereas a value less than 0 shows that it is not have predictive
relevance (Ghozali, 2014).
∑ ED
D
Q2 = 1-
∑ OD
D
- D = omission distance
- E = the sum of squares of prediction error
- O = the sum of square errors using the mean for prediction
c. Goodness of Fit (Gof) index Test
The Goodness of Fit (GoF) index, which was founded by Tenenhaus,
et al (2004), was used to validate the model as a whole. This index was
created to assess measurement and structural models, as well as to provide a
basic measurement for the model's overall prediction (Ghozali, 2014).
49
- The model mean of R2 is shown by the striped R2.
GoF value ranges from 0 to 1, with an indicated communality value of
0.50 and the value of R square. The value 0.10 is specified to the small GoF
level, 0.25 to the medium GoF level, and 0.36 to the large GoF level (Cohen,
1988) in Ghozali (2014).
Table 3.5.
Measurement of Inner Model
Criteria Minimum Value
R-Square 0.67 show strong, 0.33 show moderate,
and 0.19 indicate weak model (Chin et al,
1998)
0.75 show strong, 0.50 indicates
moderate and 0.25 indicates weak.
Effect Size of f2 0,02 show small, 0,15 show moderate
and 0,35 big
Q2 predictive relevance Q2 > 0 indicates that the model has
predictive relevance and if Q2 < 0
indicates that the model lacks predictive
relevance
0,02, 0,25 dan 0,35 (weak, moderate,
strong)
Significance (one-tailed) T-value 1.28 (significance level = 10%),
1.65 (significance level = 5%) and 2.33
(significance level =1%)
Significance (two-tailed) T-value 1,65 (significance level= 10%)
1,96 (significance level=5%) and 2,58
(significance level=1%).
Source: (Ghozali dan Latan, 2015)
50
3.7.4. Hypothesis Testing
Statistically hypothesis is interpreted as a statement about the state of the
population (parameters) which will be verifiable based on data obtained from a
sample of researchers (statistic). It declared a state population estimates through
sample data. Hypothesis testing using full model analysis Structural Equation
Modeling (SEM) with smartPLS. Along with predicting the model, the entire
SEM model with PLS also explains whether or not there is a link between latent
variables. The following is the connection derived from path analysis of all latent
variables in PLS in this study which are the connection between indicators and
latent variables is specified by the outer model, the connection between latent
variables is specified by the inner model, and the case value of the latent variable
may be approximated using a weight relation.
The value of the t-table one tail test obtained in this research was 1.645 for
a significance of 0.05, which was used to make the decision on whether or not to
accept the hypothesis in this study. The t-table value is also used as the cut-off
value for approving or rejecting the provided hypothesis:
1. The value of each indicator's outer weight and its significance value. In the
one-tailed test, the recommended weight value is above and the t-statistic is
above the t-table value of 1.645 for α = 0.05.
2. Determine the value of the inner weight of the latent variable relationship. In
the one-tailed test, the relationship's weight value must be positive with a t-
statistic value above the t-table value of 1.645 for α = 0.05.
3. If the weight value of the relationship between latent variables indicates the
direction with the t-statistic value above the t-table value of 1.645 for α = 0.05,
the research hypothesis is accepted: If the weight value of the relationship
between variables has a t-statistic value less than the t-table value for α = 0.05,
the research hypothesis is rejected.
51
Mediation effect analysis is the process to identify, explain and understand
a known relationship by exploring the underlying mechanism by which one
variable influences another variable through a mediator or intervening variable
(Cohen J, 2003). There are two types of effect such as:
1. Direct effect is a pathway from the independent variable to the outcome while
controlling for the mediator.
2. Indirect effect describes the pathway from the independent variable to the
outcome through the mediator.
According to Baron and Kenny (1986), the role of variables as mediators
occurs when:
1. Variations in the independent variables are able to explain significantly the
variations in the mediator variable.
2. Variations in the mediator variable are able to explain significantly the
variation in the dependent variable.
3. When the mediator variable is controlled, the relationship between
independent variables and dependent variables is not or significant.
There are two models of mediation involved in this analysis composed as
follows:
1. Full mediation: occur when independent variable is no longer significant when
mediator is controlled.
2. Partial mediation: means that the mediator only mediates part of the effect of
the intervention on the outcome. Partial mediation implies that there is not only
a significant relationship between the mediator and the dependent variable, but
also some direct relationship between the independent and dependent variable.
52
CHAPTER IV
RESULT AND DISCUSSION
53
Table 4.2
Respondent Based on Age
Age Number of Number of Respondent
Respondent in Percentage
21-30 36 34.3%
31-40 49 46.6%
41-50 19 18.1%
51-60 1 0.95%
Total 105 100%
Source: Primary data processed (2022)
Based on the Table 4.2 above, it is known that the majority of
respondents are in the age of 31 to 40 years old that are as much as 49 respondents
or 46.6%. Respondents in the age within 21 to 30 years old are 36 respondents or
34.3%, respondents in the age 41 to 50 years old are 19 respondents or 18.1%, and
respondent in the age within 51 to 60 years old are 1 respondent or 0.95%.
54
Source: Primary data processed (2022)
Based on the Table 4.3 above which show the respondents based on
division, it is know that the majority of respondents is production which are 31
respondents or 29.5%. While respondents of operational are 21 respondents or
20%. On the other hand, respondents of marketing are 17 respondents or 16.2%,
respondents of human resources are 15 respondents or 14.3%, respondents of
finance are 13 respondents or 12.4%. Followed by respondents of accountant are 8
respondents or 7.6%.
55
Table 4.4
The respondent towards Work Discipline
No. Indicator SD D N A SA Total Mean Description
1 2 3 4 5 (std dev)
1 I arrived on time 0 0 10 43 52 105 4.4 Very High
according to 0 0 30 172 260 462 (0.656)
company regulations
Based on Table 4.4 above the Mean of respondent’s assessment is 4.35 and
it belongs to Strongly agree category. While the lowest mean in the table is 4.3
which belong to Strongly agree category, and the highest mean is 4.4 which
56
belong to Strongly agree category, therefore it can be concluded that Work
Discipline in PT Buana Cahaya Abadi Mandiri has high assessment.
57
4.1.2.3. Job Satisfaction (Z)
The respondent’s assessment regarding Job Satisfaction can be seen as
follows:
Table 4.6
The respondent towards Job Satisfaction
No. Indicator SD D SLD N SLA Total Mean Description
1 2 3 4 5 (std dev)
1 I am happy with my 0 0 12 47 46 105 4.324 Very High
work itself because it is 0 0 36 188 230 454 (0.669)
in accordance with
hope
Total 21.686
Mean 4.337
Source: Primary data processed (2022)
58
Based on Table 4.6 above the Mean of respondent’s assessment is 4.337
and it belongs to strongly agree category. While the lowest mean in the table is
4.2 which belong to strongly agree category, and the highest mean is 4.4 which
belong to strongly agree category, therefore it can be concluded that Job
Satisfaction in PT Buana Cahaya Abadi Mandiri has high assessment.
Table 4.7
The respondent towards Employee Performance
No. Indicator SD D SLD N SLA Total Mean Description
1 2 3 4 5 (std dev)
1 Employees are able to 0 0 13 41 51 105 4.362 Very High
complete the work 0 0 39 164 255 458 (0.692)
according to the
standards set company
for 8 hours
59
4 Employees come to 0 0 12 33 60 105 4.457 Very High
work early so they are 0 0 36 132 300 468 (0.69)
ready to work when
work hours start (half
hour before shift starts)
Total 21.876
Mean 4.375
Source: Primary data processed (2022)
Based on Table 4.7 above the Mean of respondent’s assessment is 4.375
and it belongs to strongly agree category. While the lowest mean in the table is
4.3 which belong to strongly agree category, and the highest mean is 4.4 which
belong to strongly agree category, therefore it can be concluded that Employee
performance in PT Buana Cahaya Abadi Mandiri has high assessment.
60
consistency of the unknown. This research evaluation is conducted using
Evaluation of Measurement (Outer) Model, Reliability Test and Structural (Inner)
Model is used.
61
Satisfaction Performance
D1 0.789
D2 0.734
D3 0.787
D4 0.785
M1 0.789
M2 0.783
M3 0.810
JS1 0.757
JS2 0.760
JS3 0.763
JS4 0.819
JS5 0.740
EP1 0.807
EP2 0.775
EP3 0.734
EP4 0.805
EP5 0.776
Source: Primary data processed (2022)
As we can see from the Table 4.8 above that all of the outer loading
value is more than 0.7 therefore the variables are valid because all of them had
pass the requirement.
62
than all loading of other constructs with condition that the cut-off value of factor
loading is higher than 0.70.
Table 4.9
Outer Loading Test Result
(X1) Work (X2) Work (Z) Job (Y) Employee
Discipline Motivation Satisfaction Performance
D1 0.789 0.591 0.619 0.662
D2 0.734 0.622 0.634 0.623
D3 0.787 0.612 0.662 0.605
D4 0.785 0.677 0.686 0.626
M1 0.628 0.789 0.680 0.697
M2 0.633 0.783 0.648 0.662
M3 0.666 0.810 0.636 0.625
JS1 0.596 0.592 0.726 0.664
JS2 0.614 0.648 0.648 0.626
JS3 0.592 0.651 0.757 0.640
JS4 0.692 0.700 0.760 0.659
JS5 0.623 0.599 0.763 0.617
EP1 0.667 0.684 0.639 0.807
EP2 0.693 0.661 0.641 0.775
EP3 0.642 0.639 0.584 0.734
EP4 0.681 0.674 0.726 0.805
EP5 0.585 0.552 0.648 0.776
Source: Primary data processed (2022)
From the table 4.9 above, the latent contract that predicts a block
indicator is higher than the indicator in the other blocks. Another way to evaluate
the discriminant validity is to look at the value of the square root of the Average
Variance Extracted (AVE), the recommended value is equal to or above 0.5 and if
AVE below 0.5 means error variance exceeds the explained variance. Here are the
results of the AVE:
Table 4.10
Average Variance Extracted (AVE) Test Result
63
Average Variance Extracted (AVE)
Work Discipline (X1) 0.599
Work Motivation (X2) 0.631
Employee Performance (Y) 0.608
Source: Primary data processed (2022)
From the table 4.10 above, the AVE test result shown that all of the
variables AVE value passes the requirement because all of the AVE value is more
than 0.5. This mean that it shows that the construct can explains more than half of
the variance of its indicators (Fornell & Larcker 1981).
64
From the Table 4.11 above, the reliability test result shown that all of the
value of Cronbach’s Alpha and Composite Reliability pass the requirement that is
> 0,7 where it means that the construct has a high reliability.
4.1.3.3.1. R-Square
R-square are the coefficient of determination in a statistical measure of
how close the data is to the regression line installed. This is also known as the
coefficient of determination, or the coefficient of determination for multiple
regression. The coefficient of determination is very simple to define. The
percentage of variation in the response variable described by the linear model.
According to Chin and Newsted (1999) stated that the result of 0.67 and above for
endogenous latent variables in the structural model shows that the effect of
independent variables (influencing) on dependent variables (influenced) is in the
good category. Meanwhile, if the result is 0.00- 0.199 very low, 0.20- 0.399 low,
0.40- 0.599 Medium, 0.60- 0.799 strong and 0.80 – 1.00 very strong
65
Figure 4.1 R-Square Test Result
Source: Primary data processed (2022)
The results of the PLS R-Squares represent the total variance of the
constructs described by the model. The greater the number of the R-Square the
better the model was generated. From the figure above, the R-Square test result
has shown that the R-Square value of Job Satisfaction 0,751 the value can be
categorized as strong category, while the value of 0,790 in Employee Performance
can be categorized as strong category.
66
Figure 4.2 Bootstrapping Output
Source: Primary data processed (2022)
The hypothesis test in this study was conducted by looking at the value of
the T-statistics and the value of p-values. According Roger B. Davis, Kenneth
(2006) criteria for acceptance or rejection of the hypothesis when the T-Statistics
are greater than T-table which is 1.96 (significance level = 5%) and p-value is
smaller than 0.05.
Table 4.12
T-Statistics and P-value Test Result
Original Sample Standard T Statistics (| P Values Conclusion
Sample (O) Mean (M) Deviation O/STDEV|)
(STDEV)
(X1) Work Discipline - Supported
> (Y) Employee 0.379 0.363 0.083 4.594 0.000
Performance
(X2) Work Motivation Supported
-> (Y) Employee 0.398 0.404 0.100 3.986 0.000
Performance
67
(X1) Work Discipline - Supported
0.269 0.263 0.089 3.021 0.003
> (Z) Job Satisfaction
(X2) Work Motivation Supported
0.512 0.509 0.098 5.235 0.000
-> (Z) Job Satisfaction
(Z) Job Satisfaction -> Supported
(Y) Employee 0.299 0.323 0.089 3.365 0.001
Performance
Source: Primary Sourcing Data (2022)
Based on Table 4.12 above we will conclude the hypothesis is significant
or not significant if the p-value of the hypothesis is below the alpha score of 5%
or 0,05. The hypothesis will be supported if the p-value less or same as 0,05, the
hypothesis won’t be supported if the p-value is more than 0.05.
4.1.3.3.2.1. Hypothesis 1
H1: Work Discipline has a significant influence on Employee Performance
According to the table 4.12 it shows that Work Discipline has positive
and significant influence to Employee Performance is proven. The p-value for H1
is 0.000 which is smaller than 0.05. Thus, it can be concluded H1: Work
Discipline has a significant influence on Employee Performance is supported.
4.1.3.3.2.2. Hypothesis 2
H2: Work Motivation has a significant influence on Employee Performance
According to the table 4.12 it shows that Motivation has positive and
significant influence to Employee Performance is proven. The p-value for H2 is
0.000 which is smaller than 0.05. Thus, it can be concluded Motivation has a
significant influence on Employee Performance is supported.
4.1.3.3.2.3. Hypothesis 3
H3: Work Discipline has a significant influence on Job Satisfaction.
According to the table 4.12 it shows that Work Discipline has positive and
significant influence to Job Satisfaction is proven. The p-value for H3 is 0.003
68
which is smaller than 0.05. Thus, H3: Work Discipline has a significant influence
on Job Satisfaction is supported.
4.1.3.3.2.4. Hypothesis 4
H4: Work Motivation has a significant influence on Job Satisfaction.
According to the table 4.12 it shows that Motivation has positive and
significant influence to Job Satisfaction is proven. The p-value for H3 is 0.000
which is smaller than 0.05. Thus, H4: Motivation has a significant influence on
Job Satisfaction is supported.
4.1.3.3.2.5. Hypothesis 5
H5: Job Satisfaction has a significant influence on Employee Performance
According to the table 4.12 it shows that Job Satisfaction has positive and
significant influence to Employee Performance is proven. The P-value for H5 is
0.001 which is smaller than 0.05. Thus, H5: Job Satisfaction has a significant
influence on Employee Performance is supported.
69
(O) (STDEV)
(X1) Work Discipline - 0.124 0.123 0.050 2.468 0.014
> (Z) Job Satisfaction -
> (Y) Employee
Performance
(X2) Work Motivation - 0.155 0.155 0.053 2.935 0.003
> (Z) Job Satisfaction -
> (Y) Employee
Performance
4.2. Discussion
70
The purpose of this study is to examine the relationship between Work
Discipline and Motivation on Employee Performance, with Job Satisfaction as an
intervening role. Furthermore, SEM PLS 3.3 was used in this study to analyze the
data collected from questionnaires. The data was gathered using e-questionnaires
filled by employee of PT Buana Cahaya Abadi Mandiri. The questionnaires were
used to collect and analyze data from 105 respondents.
According to the analysis test in this study, there are five hypotheses
were supported. As a result, the relationship that occurs between variables in this
study will be discussed in this point with references to the hypothesis that was
raise and tested in the previous points.
4.2.1 Work Discipline and Employee Performance
Work Discipline (X1) and Employee Performance (Y) has a relationship
with P-value 0.000 which lower than 0.05. The value of original sample is 0.374,
it indicates the relationship between Work Discipline and Employee Performance
is supported. This result also supported from previous research by Safitri (2013)
who found that Work Discipline has a significant influence on Employee
Performance. Also based on previous findings from Chusminah (2019), Work
Discipline and employee performance have a strong correlation because work
discipline have a positive and significant influence.
Work Discipline is proven to have an important role in improving
performance of employee. Discipline in the workplace is an important factor that
must be owned by an employee who want to achieve their best performance. This
is related to the theory that stated by Mangkunegara and Waris (2015), that work
discipline can be in the form of: work on time, including obedience in carrying
out the tasks assigned to him. Nowadays, most companies really need employees
who are disciplined in their work. The company hopes to recruit employee who
have high morale, comply with the rules set by the company, and able to take
advantage of company facilities well so that they can compete well in nationally,
regionally and internationally. In addition, with high work discipline, an employee
will be expert at their work that has been done and will achieve maximum
performance.
71
4.2.2 Work Motivation and Employee Performance
Work Motivation (X2) and Employee Performance (Y) has a relationship
with P-value 0,003 which lower than 0.05. The value of original sample is 0.267,
it indicates the relationship between Motivation and Employee Performance is
supported. This result is supported from previous research by Pratama (2014)
which state that motivation has a positive and significant influence on
performance improvements. According to Augustinus and Halim (2021) that there
is a positive and significant relationship between motivation and employee
performance.
This research is related to theory by Abdurrahman (2019) that motivation
is an important aspect to predict the work performance of an employee. Besides,
according to Nizam and Shah (2015), motivation is the process that stimulates
performance, which results in stimulating people to make an action and achieve a
desired performance. It is therefore the process of causing employees to act which
by reflecting behavior, maintaining the development of behavior, and directing
behavior. Thus, motivation is the internal feeling that makes employees feel
energized to act in specific a behavior. Rivai (2004, 2008, 2011) also states that
motivation is a series of attitudes and values that influence individuals to achieve
high employee performance. Besides, the results of this study are in line with
research conducted by Larasati and Gilang (2014) states that the work motivation
influence employee performance because the greater the motivation given by the
company, the bigger it will be the quality of the performance produced by the
employee.
72
job satisfaction as the intervening. According to Dewi and Tri (2019) also indicate
that work discipline has a positive and significant effect on job satisfaction and
meaning that the better the work discipline, the better the job satisfaction of
employees.
According to Demak & Pengemanan (2014) disciplinary processes are
critical tools for achieving management success, such as employee stability,
employee turnover, and increased effective productivity. If an employee can
follow all of the company's rules and respond positively, it will have a
psychological influence on enhancing job satisfaction. As a result, disciplinary
procedures must be adequately enforced, notably by delivering objectively applied
disciplinary punishments that are acceptable to all employees. Furthermore, work
discipline has an impact on job satisfaction; therefore, management should
improve employee work discipline because, according to Rivai (2013), discipline
is a tool used by managers to communicate with employees so that they are
willing to change their behavior and as an effort to increase awareness and
willingness to follow a company's rules and norms. Furthermore, individual
attitudes influence behavior, and contentment, work involvement, and loyalty to
the organization all influence attitude. Employee involvement in the organization
is an attitude that must be demonstrated by having a strong dedication to work and
participating in the creation or consideration of work plans. Thus, employee
discipline is a healthy attitude that must be appropriate within an organization as a
whole so that it forms a positive attitude that is widely adopted, firm, and
consistent by its members or employees to achieve organizational goals.
73
stated that the variable motivation has a positive and significant influence on job
satisfaction. According to Nazah (2021) also stated that motivation directly has a
positive and significant influence on job satisfaction.
The results of this study support previous research which states that good
motivation can provide a sense of satisfaction at work (Abdul, 2019), (Pattiruhu,
2020), (Martin, 2020). This also means that when employees often get motivation
from company to do a good job it will improve the quality and desired job
satisfaction, because the level of motivation from the employee will determine the
level of job satisfaction itself. According to Djamaludin (2009) stated that the
variable work motivation has a positive and significant influence on job
satisfaction because motivation is the driving force behind a person in carrying
out an activity in order to get the desired result best, if employees have high
motivation, it also impacts to the high job satisfaction as well. In this research, it
is necessary to raise employee work motivation so that employees can increase the
job satisfaction and achieve the best performance for the company.
74
attitude withdraw from the environment social. For example, by taking attitude of
quitting the company, likes to be absent, and other behaviors that tend to be avoid
organizational activities. Forms of aggressive behavior, for example sabotage,
intentionally make mistakes at work, or against superiors. According to Tentama
(2015), Rosita and Yuniati (2016), job satisfaction has significant and positive
effect on employee performance, if job satisfaction increases then employee
performance significantly increased. According to Gibson (2008), one factor that
affects performance employee is a factor of variable psychology such as job
satisfaction, this is a feeling of pleasure or joy or the feeling of liking someone
before and after doing a job.
75
CHAPTER V
CONCLUSION AND RECOMMENDATION
5.1. Conclusion
Based on the research that was conducted and evaluated, the author came up with
the following concluded research final results:
1) The relationship between Work Discipline (X1) and Employee Performance
(Y) is supported. This result supported from previous research by Chusminah
(2019), Work Discipline and employee performance have a strong correlation
because work discipline have a positive and significant influence.
2) The relationship between Work Motivation (X2) and Employee Performance is
supported. This result supported from previous research by Augustinus and
Halim (2021) that there is a positive and significant relationship between
motivation and employee performance.
3) The relationship between Work Discipline (X1) and Job Satisfaction (Z) is
supported. This result supported from previous research by Dewi and Tri
(2019) also indicate that work discipline has a positive and significant effect on
job satisfaction and meaning that the better the work discipline, the better the
job satisfaction of employees.
4) The relationship between Work Motivation (X2) and Job Satisfaction (Z) is
supported. This result supported from previous research by Nazah (2021)
stated that motivation directly has a positive and significant influence on job
satisfaction.
5) The relationship between Job Satisfaction (Z) and Employee Performance (Y)
is supported. This result supported from previous research by by Alwi and
Suhendra (2019) stated that job satisfaction has a positive effect on to
employee performance.
5.2. Recommendation
5.2.1. For Firms
As the result of study analysis, it shown that Work Discipline, Motivation,
and Job Satisfaction are influencing Employee Performance. PT Buana Cahaya
76
Abadi Mandiri should have put more attention to maintain their employee by
considering employee’s Job Satisfaction. The company also should to increase the
rules in order to maintain the employee to always discipline. On the other hand,
the company must always give support to increase the motivation of the
employee.
5.2.2. For Academy
For the academy, the researcher hope that the findings help the learning
process as well as the application of science, especially those related to Human
Resources Management.
5.2.3. For Future Researchers
For future research the author suggest that the researcher can use a larger
sample size and variety than this study, so that it can be used to depict a more
precise situation and be properly analyzed. The author suggests that for the next
researcher to perform a research based on current events or phenomena. For future
research, the author suggests that the variables of the model be expanded for the
next researcher because there are many other variables that could influence the
employee performance.
5.3. Limitations
During the process of analysis of this study, the author found some
limitation or weakness of this study. One of them is the limitation when many of
the respondents are hard to answer the questioners via online because they do not
really understand how to answer it with their phone because most of the
respondents never answer questioners via online.
77
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disiplin-kerja-dan-komunikasi-o.pdf
Deni, Victor P.K., Sjendry. (2019). Analysis of the Effect of Job Satisfaction,
Work Motivation and Work Discipline on Employee Performance at
the Manado Branch of the State Printing Public Company of the
Republic of Indonesia. Jurnal EMBA, 7 (1), 841 – 850.
75
Djamaludin, Musa. (2009). The Effect of Organizational Commitment,
Career Development, Work Motivation and Individual Characteristics
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(2).
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Environment on Employee Performance (Study on Employees of LPP
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Koesmono, H. T. (2005). The Influence of Organization Culture towards
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Pawirosumarto., S., & Muchtar, M. (2017). Factors Affecting Employee
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78
APPENDIXES
Appendix 1. Research Questioner
KUISIONER PERTANYAAN
IDENTITAS RESPONDEN
Nama :
Usia :
Divisi :
1. Work Discipline
No Question STS TS N S SS
. 1 2 3 4 5
1 I arrived on time
according to company
regulations
79
assigned tasks.
2. Motivation
No Question STS TS N S SS
. 1 2 3 4 5
1 Outstanding
employees need to be
rewarded
Need closeness to the
leader for good work
2 I carry out work
according to work
procedures set by the
company.
3 Need closeness to the
leader for good work
3. Job Satisfaction
No Question STS TS N S SS
. 1 2 3 4 5
1 I am happy with my
work itself because it
is in accordance with
hope
80
then, I will be
promoted in the
company
4. Employee Performance
No Question STS TS N S SS
. 1 2 3 4 5
1 Employees are able to
complete the work
according to the
standards set
company for 8 hours
2 In order to maintain
quality customer
service, I always carry
out the 3S (Senyum,
Salam, Sapa)
3 Employees think
quickly, carefully in
solving work
81
problems.
4 Employees come to
work early so they are
ready to work when
work hours start (half
hour before shift
starts)
Appendix 2. Results
6) Work Discipline
D1 D2 D3 D4
1 5 5 5 4
2 4 5 4 5
3 5 5 5 5
4 5 4 5 5
5 5 4 4 4
6 5 5 5 4
7 5 5 5 4
8 4 5 5 5
9 4 4 3 3
10 4 4 5 5
11 3 4 4 4
12 5 5 5 4
13 4 4 5 4
14 5 5 5 4
15 5 5 4 5
16 5 5 5 5
17 3 3 4 4
18 5 5 4 5
82
19 5 5 4 5
20 5 5 5 4
21 5 5 4 5
22 4 4 4 5
23 3 3 4 3
24 4 4 5 4
25 5 4 4 5
26 5 4 4 5
27 5 4 4 5
28 4 4 3 4
29 4 4 3 4
30 4 3 4 3
31 5 5 5 5
32 5 5 4 5
33 5 4 5 5
34 5 4 5 4
35 4 4 3 3
36 5 4 5 5
37 3 4 3 3
38 3 3 4 4
39 4 3 4 3
40 5 4 5 5
41 4 5 4 4
42 5 4 5 4
43 4 5 4 5
44 4 5 5 4
45 4 5 4 4
46 4 5 4 5
47 4 5 5 5
48 4 5 4 5
49 4 4 3 3
50 4 5 4 4
51 5 5 5 4
52 5 5 4 4
53 5 5 5 4
54 4 4 5 5
55 5 4 5 5
56 5 5 5 4
57 5 4 5 5
58 5 5 5 5
59 5 5 4 5
60 4 5 5 4
83
61 3 4 4 4
62 5 4 5 5
63 5 4 5 5
64 5 5 4 5
65 4 3 4 3
66 5 5 5 5
67 5 5 5 5
68 4 5 4 5
69 3 3 3 4
70 5 5 5 4
71 3 3 3 3
72 4 5 5 5
73 4 5 4 4
74 4 5 5 4
75 4 3 3 3
76 4 4 3 3
77 5 4 5 5
78 5 5 5 5
79 4 4 5 5
80 5 4 4 4
81 4 4 5 4
82 4 3 3 4
83 4 5 5 5
84 4 4 4 3
85 4 3 3 3
86 4 5 4 4
87 3 4 3 4
88 3 4 4 4
89 5 5 5 5
90 4 4 3 3
91 4 5 4 4
92 5 5 5 5
93 5 4 5 5
94 4 3 3 4
95 5 5 4 4
96 4 4 4 5
97 4 5 5 4
98 5 5 4 5
99 5 5 4 5
100 5 4 5 5
101 4 4 4 5
102 5 4 5 5
84
103 5 4 5 4
104 5 5 4 4
105 5 4 5 5
7) Motivation
M1 M2 M3
1 4 5 5
2 5 4 4
3 5 4 5
4 4 5 5
5 5 5 5
6 4 4 4
7 5 4 5
8 5 4 5
9 3 3 4
10 5 5 5
11 4 3 3
12 5 5 4
13 5 4 5
14 5 4 4
15 4 5 4
16 5 4 5
17 4 3 3
18 5 5 5
19 4 5 4
20 4 5 4
21 5 5 5
22 5 5 5
23 3 4 4
24 5 4 4
25 4 4 5
26 5 5 4
27 5 4 4
28 3 4 3
29 3 4 3
30 3 3 3
31 5 4 5
32 5 4 4
33 5 4 5
34 5 5 4
35 4 4 3
36 5 4 5
85
37 3 3 4
38 3 4 4
39 4 4 3
40 5 4 5
41 5 5 4
42 5 5 4
43 5 5 5
44 5 5 5
45 5 4 4
46 5 5 5
47 5 5 4
48 5 5 5
49 3 4 3
50 5 4 4
51 4 5 5
52 4 5 5
53 4 5 5
54 5 4 5
55 5 5 5
56 5 4 3
57 5 5 5
58 4 4 5
59 5 5 4
60 5 5 4
61 4 3 4
62 5 4 5
63 4 5 5
64 5 5 5
65 4 3 3
66 5 5 5
67 5 4 5
68 5 4 5
69 4 3 3
70 4 5 5
71 4 4 4
72 5 5 5
73 5 5 4
74 4 5 5
75 4 3 4
76 4 3 4
77 5 5 5
78 4 5 5
86
79 5 4 4
80 5 4 5
81 5 5 4
82 4 3 4
83 4 5 5
84 4 4 3
85 3 4 4
86 5 5 4
87 3 4 3
88 4 3 3
89 4 5 5
90 4 4 3
91 5 4 5
92 5 5 4
93 4 5 4
94 3 4 3
95 5 5 5
96 5 5 4
97 5 4 4
98 5 5 5
99 5 5 5
100 5 4 4
101 4 4 5
102 4 5 5
103 4 4 4
104 5 4 5
105 5 5 4
3. Job Satisfaction
JS1 JS2 JS3 JS4 JS5
1 4 5 5 4 5
2 4 4 4 4 4
3 4 5 4 5 4
4 5 5 5 4 4
5 5 5 5 5 5
6 5 4 4 4 4
7 4 5 5 4 5
8 5 5 5 5 4
9 4 3 3 3 4
10 4 4 5 5 4
11 3 3 3 3 4
12 4 5 5 5 4
87
13 4 5 4 4 4
14 5 5 5 5 4
15 4 5 5 5 5
16 5 4 4 5 5
17 3 3 3 3 4
18 5 4 5 4 5
19 4 5 4 5 4
20 5 4 4 5 4
21 4 5 4 5 4
22 5 5 5 5 5
23 3 4 3 3 4
24 4 5 5 4 4
25 4 5 4 5 4
26 4 5 5 5 4
27 5 4 5 5 4
28 4 3 4 3 4
29 4 4 3 3 4
30 4 3 3 4 4
31 5 5 4 5 4
32 5 4 4 5 5
33 4 5 5 4 5
34 4 5 5 4 5
35 4 4 5 4 4
36 5 4 5 5 4
37 3 4 3 3 3
38 4 3 4 3 3
39 3 4 3 4 4
40 4 5 4 5 4
41 5 4 5 4 4
42 5 5 4 5 5
43 5 4 5 5 4
44 4 5 5 5 4
45 5 5 4 5 4
46 5 5 4 5 5
47 5 4 5 5 5
48 4 5 4 4 5
49 4 3 4 4 4
50 4 4 5 5 4
51 5 4 5 5 4
52 4 5 5 4 5
53 4 4 5 4 5
54 5 5 5 5 5
88
55 5 5 5 4 5
56 5 5 5 5 5
57 4 4 5 4 4
58 4 5 5 5 5
59 4 5 4 5 4
60 4 5 5 5 4
61 3 3 3 4 3
62 4 5 5 5 4
63 5 4 5 5 4
64 4 4 4 5 5
65 4 4 3 3 3
66 5 4 4 5 5
67 4 5 5 5 5
68 5 4 4 5 5
69 3 3 4 4 3
70 4 4 5 4 5
71 3 4 3 4 3
72 4 4 4 5 4
73 5 4 5 5 5
74 5 5 4 4 5
75 3 4 4 3 3
76 4 4 3 3 4
77 5 5 4 4 4
78 4 4 4 4 4
79 5 5 4 5 4
80 5 4 5 5 4
81 5 5 4 5 5
82 4 4 3 4 4
83 5 5 4 5 5
84 3 3 4 3 4
85 4 4 4 3 3
86 5 4 5 4 5
87 3 4 4 4 3
88 4 4 3 3 3
89 5 5 5 4 5
90 4 4 4 3 3
91 5 5 5 4 5
92 5 5 5 5 5
93 5 5 4 4 5
94 3 3 4 3 3
95 5 5 5 5 5
96 5 5 5 5 5
89
97 4 5 4 4 4
98 5 5 5 5 4
99 5 5 5 5 5
100 4 5 4 5 5
101 5 5 4 5 4
102 4 5 5 5 5
103 5 5 5 4 5
104 5 5 4 5 5
105 5 5 4 4 4
4. Employee Performance
EP1 EP2 EP3 EP4 EP5
1 5 5 4 4 4
2 4 5 4 4 4
3 4 5 5 5 4
4 5 5 4 4 4
5 4 5 5 4 5
6 4 4 4 4 5
7 5 5 5 4 4
8 5 5 5 5 5
9 4 4 3 3 4
10 5 4 4 5 5
11 3 4 4 4 5
12 5 4 5 4 5
13 5 4 4 5 4
14 4 4 4 5 5
15 5 5 5 5 5
16 5 5 5 5 5
17 4 3 4 4 3
18 5 5 5 5 5
19 4 5 4 5 4
20 5 5 5 5 5
21 5 5 5 5 5
22 4 5 5 5 4
23 3 3 3 4 3
24 5 5 4 5 5
25 4 4 5 4 4
26 4 4 5 5 4
27 5 5 4 5 5
28 3 3 4 4 4
29 3 4 4 3 4
30 3 3 4 3 4
90
31 5 5 4 5 5
32 4 5 4 5 4
33 5 5 5 5 5
34 4 5 4 5 4
35 4 3 3 4 4
36 5 5 4 5 4
37 4 4 4 3 3
38 3 4 4 3 4
39 4 3 3 4 4
40 4 4 5 4 4
41 5 5 5 5 5
42 4 4 5 5 4
43 5 5 5 5 4
44 4 4 5 5 4
45 4 5 5 5 4
46 5 4 5 5 5
47 4 5 4 5 4
48 5 5 4 5 5
49 4 3 4 4 3
50 4 5 5 4 4
51 4 5 4 5 5
52 5 5 5 5 5
53 4 4 4 5 4
54 5 5 4 5 5
55 5 4 5 4 5
56 4 5 4 5 5
57 5 5 5 5 5
58 5 4 5 5 5
59 4 5 4 5 4
60 5 4 5 5 5
61 4 3 3 3 3
62 5 5 4 5 4
63 5 5 4 5 5
64 5 4 5 5 4
65 4 4 3 3 4
66 5 4 5 4 4
67 4 5 4 4 4
68 5 4 5 5 5
69 3 3 3 4 3
70 5 5 5 4 5
71 3 4 4 3 3
72 5 5 5 4 4
91
73 5 4 4 5 5
74 4 5 4 4 5
75 4 3 3 3 4
76 3 4 3 3 3
77 5 5 5 5 5
78 4 5 5 5 4
79 5 4 5 5 5
80 5 5 5 5 4
81 5 5 4 5 5
82 3 3 4 4 4
83 5 4 5 5 4
84 4 3 4 4 3
85 3 4 3 3 4
86 5 5 4 5 5
87 4 3 3 4 3
88 3 4 4 3 3
89 4 5 5 5 4
90 3 4 3 4 4
91 4 5 5 5 5
92 5 5 5 5 5
93 5 5 5 5 5
94 4 3 4 4 3
95 5 4 4 4 5
96 4 4 4 5 5
97 5 5 5 4 5
98 4 5 5 5 4
99 5 5 4 4 5
100 5 4 4 5 5
101 4 5 5 5 5
102 5 5 5 4 5
103 5 5 4 5 5
104 5 4 5 5 4
105 5 5 4 5 5
92
Research Result
Outer Loading Test Result
(X1) Work (X2) (Z) Job (Y) Employee
Discipline Motivation Satisfaction Performance
D1 0.789
D2 0.734
D3 0.787
D4 0.785
M1 0.789
M2 0.783
M3 0.810
JS1 0.757
JS2 0.760
JS3 0.763
JS4 0.819
JS5 0.740
EP1 0.807
EP2 0.775
EP3 0.734
EP4 0.805
EP5 0.776
93
M3 0.666 0.810 0.636 0.625
JS1 0.596 0.592 0.726 0.664
JS2 0.614 0.648 0.648 0.626
JS3 0.592 0.651 0.757 0.640
JS4 0.692 0.700 0.760 0.659
JS5 0.623 0.599 0.763 0.617
EP1 0.667 0.684 0.639 0.807
EP2 0.693 0.661 0.641 0.775
EP3 0.642 0.639 0.584 0.734
EP4 0.681 0.674 0.726 0.805
EP5 0.585 0.552 0.648 0.776
94
R-Square Test Result
Bootstrapping Output
95
T-Statistics and P-value Test Result
Original Sample Standard T Statistics (| P Values Conclusion
Sample (O) Mean (M) Deviation O/STDEV|)
(STDEV)
(X1) Work Discipline - Supported
> (Y) Employee 0.379 0.363 0.083 4.594 0.000
Performance
(X2) Motivation -> (Y) Supported
Employee 0.398 0.404 0.100 3.986 0.000
Performance
(X1) Work Discipline - Supported
0.269 0.263 0.089 3.021 0.003
> (Z) Job Satisfaction
(X2) Motivation -> (Z) Supported
0.512 0.509 0.098 5.235 0.000
Job Satisfaction
(Z) Job Satisfaction -> Supported
(Y) Employee 0.299 0.323 0.089 3.365 0.001
Performance
96