TY VL IS SN DO AU PY Y1 T2 PB SP EP Y2

The mediation effect of job satisfaction and organizational commitment on the organizational learning
TI
effect of the employee performance
International
Journal of
10.1108 Hendri, 2019 Emerald 2023
Productivity
JOUR 68 7 1741-0401 /IJPPM- Muhammad 2019 /01 Publishing 1208 1234 /11
and
05-2018-0174 Irfani /01 Limited /30
Performance
Management
Purpose The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction,
the effect of organizational learning on the employees’ organizational commitment, the effect of the
organizational learning on employees’ performance, the effect of job satisfaction on the employees’
performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited
Liability Company) in West Kalimantan. Design/methodology/approach The population in this research refers
to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the
employees are from class III‒IV (population of access). The size of the sample is determined by using the
partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with
five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees.
The sampling method used is proportional random sampling technique, which is based on work area (three
AB
working areas: Head Office, West Kalimantan I District and West Kalimantan District II). Findings Learning
organization has a significant and positive effect on job satisfaction and organizational commitment, but it has
no significant effect on the employee performance. Job satisfaction and organizational commitment have a
significant effect on employee performance. Originality/value The phenomenon that existed in PTPN XIII
(Limited Liability Company) and referring from various previous research results, the study regarding
employee performance was conducted using organizational learning variable as an exogenous variable and
using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996)
revealed that the relationship between organizational learning and performance is not very close. It is necessary
to have other variables that can reinforce the relationship and to determine the extent to which the
organizational learning can contribute to the improvement of the performance.
UR https://doi.org/10.1108/IJPPM-05-2018-0174