Siska Andarini, Purbudi Wahyuni, Yuni Siswanti

The Influence of Organizational Justice on Employee Engagement is Mediated by Job Satisfaction at the Yogyakarta College of Aerospace Technology (STTKD)

Introduction

The influence of organizational justice on employee engagement is mediated by job satisfaction at the yogyakarta college of aerospace technology (sttkd). Discover how organizational justice influences employee engagement, mediated by job satisfaction, at STTKD Yogyakarta. A quantitative study analyzing permanent vs. contract employees.

Abstract

This study aims to analyze the effect of Organizational Justice on Employee Engagement Mediated by Job Satisfaction at the Sekolah Tinggi Teknologi Kedirgantaraan (STTKD) Yogyakarta. The type of research used is quantitative research. The population in this study was 159 employees, where the sample used was 114 employees. The data collection method in this study was a questionnaire measured by a Likert scale. The data analysis technique in this research is Path Analysis and Paired Sample Test on Permanent Employees and Contract Employees. The results of this study indicate that 1) There is a positive and significant effect of Organizational Justice variable on employee engagement at the STTKD Yogyakarta. 2) There is a positive and significant effect of Organizational Justice variable on Employee Engagement mediated by Job Satisfaction at the STTKD Yogyakarta. 3) There is a significant difference in employee engagement of permanent employees and non-permanent employees at the STTKD Yogyakarta.

Review

This study presents a relevant investigation into the interplay between organizational justice, job satisfaction, and employee engagement within the specific context of an aerospace technology college. The clear objective to analyze the direct and mediated effects, alongside a comparison between different employee categories, highlights a practical focus for organizational improvement. The quantitative approach, employing a questionnaire-based Likert scale and a substantial sample size of 114 employees from a population of 159, suggests a robust attempt to gather empirical data. The findings, particularly the positive and significant effect of organizational justice on engagement, both directly and through job satisfaction, are consistent with established organizational behavior theories and offer valuable insights for the STTKD Yogyakarta. However, the abstract raises some methodological questions that warrant closer examination. The use of a "Paired Sample Test on Permanent Employees and Contract Employees" for comparison is unconventional and potentially misapplied. Typically, comparing two independent groups like permanent versus contract employees would necessitate an independent samples t-test. A paired samples test is appropriate when comparing the same individuals under two different conditions or matched pairs, which does not appear to be the case here. Further, while path analysis is a suitable technique for testing mediation, the abstract does not specify the dimensions of organizational justice or job satisfaction being considered, which limits the precision of interpreting the findings. The reliance solely on self-reported questionnaire data also introduces the potential for common method bias, which ideally would be acknowledged or addressed in the full paper. Despite these methodological points, the study's conclusions reinforce critical relationships: that fair treatment (organizational justice) is a significant precursor to employee engagement, and that job satisfaction plays a crucial mediating role in this dynamic. The finding of a significant difference in employee engagement between permanent and non-permanent employees is also important, suggesting distinct challenges or opportunities for different employee cohorts within the institution. From a practical standpoint, the research provides actionable intelligence for STTKD Yogyakarta's management, emphasizing the importance of fostering a just organizational environment and prioritizing employee satisfaction to cultivate a more engaged workforce. Future research could benefit from exploring these dynamics in multiple institutions or employing qualitative methods to delve deeper into the *why* behind the observed differences in employee engagement.

Full Text

Comments

You need to be logged in to post a comment.