[논문]Employee Performance Distributions: Analysis of Motivation, Organizational Learning, Compensation and Organizational Commitment

Astri Ayu PURWATI; William WILLIAM; Muhammad Luthfi HAMZAH; Rosyidi HAMZAH

doi:10.15722/jds.21.04.202304.57

Employee Performance Distributions: Analysis of Motivation, Organizational Learning, Compensation and Organizational Commitment 원문보기

유통과학연구 = Journal of distribution science, v.21 no.4, 2023년, pp.57 - 67

Astri Ayu PURWATI (Faculty of Business, Institut Bisnis dan Teknologi Pelita Indonesia) , William WILLIAM (Faculty of Business, Institut Bisnis dan Teknologi Pelita Indonesia) , Muhammad Luthfi HAMZAH (Faculty of Science and Technology, Universitas Islam Negeri Sultan Syarif Kasim Riau) , Rosyidi HAMZAH (Faculty of Law, Universitas Islam Riau)

Abstract ▼ AI-Helper

Purpose: This study aims to measuring the employee performance distributions of company in using relationship analysis between motivation, organization learning, compensation, and Organizational commitment. Research design and methodology: The study was conducted on 102 employees as a sample. Data were analyzed using Path Analysis in Structural Equation Modeling (SEM) with PLS. Results: the research result has shown that motivation and compensation have a positive significant effect on organizational commitment. While organizational learning has negative and insignificant effect on organizational commitment. Furthermore, motivation, organizational learning and motivation have no significant effect on employee performance distribution and organizational commitment has a positive significant effect on employee performance distribution. Results for mediating effect has obtained where organizational commitment mediates the effect of motivation and compensation on employee performance distribution, but cannot mediate the effect of organizational learning on employee performance distribution. Conclusion: Organizational commitment in this study can make employees feel comfortable and attached to the company so that employees can perform well to achieve company goals. Motivation and compensation are driving factors in improving employee performance distribution and will achieved if employees have good organizational commitment. In this study, organizational learning is not an important factor in improving employee performance distribution.

주제어

표/그림 (9)

그림 Figure 1: Proposed research model
표 Table 1: Analysis of Respondent Demography
표 Table 2: Convergent Validity
표 Table 3: Cross Loading
표 Table 4: Construct Reliability
표 Table 5: Multicollinearity
표 Table 6: R Square
표 Table 7: Direct Effect Hypothesis Result
표 Table 8: Indirect Effect Hypothesis Result

AI 본문요약
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가설 설정

H1: Motivation has a positive and significant effect on organizational commitment.
H2: Motivation has a positive and significant effect on employee performance distribution.
H3: Organizational Learning has a positive and significant effect on organizational commitment.
H4: Organizational Learning has a positive and significant effect on employee performance distribution.

대상 데이터

Before being disseminated to 122 respondents, the research instrument produced in this study was validated for each statement item's validity and appropriateness. As a result, 30 responders were given pilot test questionnaires at this stage.
The population in this study was employees at the BSL Company office with 102 employees. The method used in this sampling is saturated sampling or census, which means that from the existing population, all of them will be used as research samples, which are 102 employees.
The population in this study was employees at the BSL Company office with 102 employees. The method used in this sampling is saturated sampling or census, which means that from the existing population, all of them will be used as research samples, which are 102 employees.

데이터처리

In this study using the SPSS version 21 program for validity and reliability testing, then also using the help of SMART PLS 3 which will test Convergent Validity, Discriminant Validity, Construct Reliability, Multicollinearity Test, Coefficient of Determination Test (R Square), and evaluation of the inner model. to test the dependent construct and the path coefficient value and t-count (t-statistic) for each path to test the significance between constructs in the structural model.

성능/효과

For the more dominant age working at BRL Company is aged 21–25 years with 38 respondents, while those aged > 31 years are 29 respondents, then for ages 26-30 there are 27 respondents and the least is < 20 years with 8 respondents
From the results of the descriptive analysis of respondents' responses to the motivational variable, it can be seen that there are still many employees who are doubtful that working in this company will be able to guarantee their lifetime in the future
2% is influenced by other factors not included in this study. Furthermore, the R Square Adjusted value for the Employee performance distribution variable (Y2) is 0.023 which means that the percentage of the influence of motivation, organizational learning and compensation on employee performance distribution is 2.3% while the remaining 97.7% is influenced by other factors not included in this study.
While organizational learning has no positive or statistically significant influence on organizational commitment. Furthermore, while motivation, organizational learning, and motivation have no significant influence on employee performance distribution, organizational commitment has a favorable and substantial effect. As a result of this direct link, organizational commitment mediates the influence of motivation and reward on employee performance distribution but cannot mediate the effect of organizational learning on employee performance distribution.
Discriminant validity is used to verify that each latent notion is distinct from other factors. If each loading indicator value of a latent variable has a loading value larger than the loading value if it is associated with other latent variables, the model is said to have excellent discriminant validity.
Discriminant validity is used to verify that each latent notion is distinct from other factors. If each loading indicator value of a latent variable has a loading value that is larger than the loading value if it is associated with other latent variables, the model is said to have excellent discriminant validity.
The value of R-Square indicates the level of determination of the exogenous to the endogenous. If the value of R-Square Adjusted is greater, the level of determination will be better.
In the second hypothesis, there is no significant influence between motivation on employee performance distribution. From the results of the descriptive analysis of respondents' responses to the motivational variable, it can be seen that there are still many employees who are doubtful that working in this company will be able to guarantee their lifetime in the future.
In the table 7 and 8, it is found that Hypothesis 1, Hypothesis 5 and Hypothesis 7 are accepted because they have a P-Value below 0.05, which means that motivation has a significant positive effect on organizational commitment, compensation has a significant positive effect on organizational commitment and organizational commitment has a significant positive effect. significant positive on employee performance distribution.
As for the status of employees who dominate at BRL Company is unmarried with 68 respondents and 34 respondents who are married. It can be seen that there are more unmarried employees than married employees, actually in employee recruitment, status is not a barrier for employees to apply for work. And the last one is the employee who has the longest working period of > 11 years with 17 respondents, 17 people for 6-10 years of service, while for the most tenure there are 2-5 years with 38 respondents, and the last < 2 years there are 30 respondents.
Most of the respondents are in productive age, this is because employees aged between 21-25 influence the company's development, both in terms of economy, intelligence and creativity
50 so it can be said to be good. So with this, it can be concluded that all observed variables are valid in measuring the latent variable, and the reliability of the measurement model is also good.
BSL Company is one of the biggest distributor companies in Pekanbaru, Indonesia, to distribute electrical equipment. The average performance of employees in 2016 had the lowest average value, namely with a value of 42.96, while from 2017 to 2019 the average employee performance distribution value fluctuated, some experienced an increase and some decreased, while in 2020 the highest average employee performance score was 67.02 compared to previous years. So, it can be concluded that the performance of employees at this company still has different problems every year.
The results of this study in hypothesis 8 indicate that organizational commitment cannot mediate the effect of organizational learning on employee performance distribution. The implication of the findings of this study is that organizational commitment cannot mediate because employees feel that if they leave this company, they will have no difficulty in finding new jobs and also employees do not support the changes that occur in the company.
The results of this study in hypothesis 8 indicate that organizational commitment cannot mediate the effect of organizational learning on employee performance distribution. The implication of the findings of this study is that organizational commitment cannot mediate because employees feel that if they leave this company, they will have no difficulty in finding new jobs and also employees do not support the changes that occur in the company.
It can be seen from table 3, the loading value of each indicator item on its construct MTV, OL, COM, OC and EP is greater than the other cross loading values. Thus it can be concluded that all constructs or latent variables already have good discriminant validity.
598. this means that the percentage of the influence of motivation, organizational learning and compensation on organizational commitment is 59.8% while the remaining 40.2% is influenced by other factors not included in this study. Furthermore, the R Square Adjusted value for the Employee performance distribution variable (Y2) is 0.

후속연구

This study also has limitations where it is only limited to using the mediating role of organizational commitment variables. For this reason, further researchers are expected to be able to examine other mediating or moderating variables such as the role of technology, information exchange, and others in order to obtain better results in finding models of improving employee performance distribution.

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