Alexander R.mundus Ama Sanga BB, Syamsul Hadi, Eko Yulianto

Pengaruh Komitmen Organisasi, Motivasi Intrinsik, dan Kepuasan Kerja Terhadap Kinerja Karyawan di PT Teknologi Internasional Nusantara Yogyakarta

Introduction

Pengaruh komitmen organisasi, motivasi intrinsik, dan kepuasan kerja terhadap kinerja karyawan di pt teknologi internasional nusantara yogyakarta. Temukan bagaimana komitmen organisasi, motivasi intrinsik, dan kepuasan kerja memengaruhi kinerja karyawan PT TIN Yogyakarta. Studi ini menemukan kepuasan kerja berdampak signifikan.

Abstract

Penelitian ini bertujuan untuk menganalisis pengaruh komitmen organisasi, motivasi intrinsik, dan kepuasan kerja terhadap kinerja karyawan pada PT Teknologi Internasional Nusantara Yogyakarta. Permasalahan yang dihadapi perusahaan meliputi tingginya tingkat absensi, rendahnya loyalitas, dan motivasi kerja karyawan yang cenderung menurun. Penelitian ini menggunakan pendekatan kuantitatif dengan metode kausal komparatif. Sampel penelitian berjumlah 75 responden, ditentukan dengan teknik simple random sampling dari total populasi sebanyak 172 karyawan. Pengumpulan data dilakukan melalui penyebaran kuesioner dengan skala Likert dan dianalisis secara statistik menggunakan uji hipotesis. Hasil analisis menunjukkan bahwa komitmen organisasi dan motivasi intrinsik tidak berpengaruh signifikan terhadap kinerja karyawan, ditunjukkan oleh nilai p-value masing-masing sebesar 0,635 dan 0,988. Hal ini mengindikasikan bahwa meskipun karyawan memiliki loyalitas dan dorongan internal, hal tersebut belum cukup untuk mendorong peningkatan kinerja secara langsung. Sebaliknya, kepuasan kerja terbukti berpengaruh positif dan signifikan terhadap kinerja karyawan dengan nilai p-value sebesar 0,000. Faktor-faktor seperti tantangan dalam pekerjaan, kenyamanan kerja tim, dan lingkungan kerja yang kondusif berkontribusi besar terhadap meningkatnya kinerja.

Review

This study, titled "Pengaruh Komitmen Organisasi, Motivasi Intrinsik, dan Kepuasan Kerja Terhadap Kinerja Karyawan di PT Teknologi Internasional Nusantara Yogyakarta," addresses a pertinent issue within organizational management: understanding factors influencing employee performance. The stated objective is to analyze the impact of organizational commitment, intrinsic motivation, and job satisfaction on employee performance at PT Teknologi Internasional Nusantara Yogyakarta, a timely investigation given the company's reported challenges of high absenteeism, low loyalty, and declining employee motivation. Employing a quantitative, causal-comparative approach, the research collected data from 75 employees using simple random sampling from a total population of 172, utilizing a Likert scale questionnaire, and analyzing it through statistical hypothesis testing. The findings present a mixed picture, with some noteworthy and potentially counterintuitive results. Specifically, the study indicates that both organizational commitment (p-value 0.635) and intrinsic motivation (p-value 0.988) do not significantly influence employee performance. This outcome is particularly surprising, as both variables are widely theorized and empirically supported as crucial drivers of performance in much of the human resource literature. Conversely, job satisfaction emerged as a significant positive predictor of employee performance (p-value 0.000). The abstract elaborates that elements such as job challenges, team comfort, and a conducive work environment are strong contributors to enhanced performance, suggesting that the experiential quality of work significantly outweighs employees' underlying loyalty or self-driven motivation in this specific context. While the study effectively highlights the critical role of job satisfaction for PT Teknologi Internasional Nusantara Yogyakarta, the non-significant findings for organizational commitment and intrinsic motivation warrant further critical examination. It would be beneficial for the authors to delve deeper into the potential reasons behind these unexpected results. This could involve exploring mediating or moderating variables not included in the current model, considering potential contextual factors unique to the company, or examining the validity and reliability of the specific measures used for commitment and motivation within this cultural setting. Future research could benefit from a mixed-methods approach, perhaps incorporating qualitative interviews to gain a richer understanding of employee perceptions regarding their commitment and intrinsic drive and why these might not translate directly into performance. Practically, the significant finding on job satisfaction offers a clear actionable path for the company to improve performance by focusing on enhancing job design, fostering a positive team dynamic, and optimizing the work environment.

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