The Effect of Career Development and Job Satisfaction on Employee Performance at PT. Pupuk Sriwidjaja Division Operational Unit P-1B Palembang
Handanal,
Badia Perizade, Zunaidah
Faculty of Economics, Sriwijaya University,
Indonesia
E-mail:
[email protected], [email protected], [email protected]
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Keywords |
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ABSTRACT |
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Career
development, job satisfaction, employee performance |
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This research aims to
analyze the influence of career development and job satisfaction on employee
performance at PT. Pupuk Sriwidjaja Palembang. The data collection technique
in the research used a questionnaire with 121 employees at PT. Pupuk
Sriwidjaja Palembang as respondents. Data analysis uses multiple linear
regression with model testing. The research results show that career
development has a positive and significant effect on employee performance at
PT. Pupuk Sriwidjaja Palembang. Job satisfaction has a positive and
significant effect on employee performance at PT. Pupuk Sriwidjaja Palembang. |
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INTRODUCTION
The development of industry continues to
change following the times, both in terms of trade, manufacturing and services,
accompanied by increasingly advanced technological sophistication, making
competition in business increasingly stronger. With so many changes,
organizations must have reliable and professional human resources who are sensitive
to change, so that the organization can maintain its existence in the business
world, otherwise it will automatically be eliminated from the business world.
This is supported by the statement of Erm aya (2001) in Fathoni (2006:10), that
a company or organization will not be able to run or survive if it does not
have supporting components or human resources.
Hasibuan (2016) human resources is the art
of managing the relationships and roles of the workforce so that they are
effective and efficient in helping to realize the goals of the company,
employees and society. According to Yusuf (2016), the definition of human
resources can be divided into two, namely micro and macro. The definition of
human resources at a micro level is individuals who work and are members of a
company or institution and are usually referred to as employees, laborers,
employees, workers, workers and so on. Meanwhile, the macro definition of human
resources is the population of a country who have entered the workforce, both
those who are not yet working and those who are already working. In
organizations, the most important thing is how to utilize existing human
resources. According to Bintoro and Daryanto (2017: 15), "Human resource
management, abbreviated as HRM, is a science or method of managing the
relationships and roles of resources (workforce) owned by individuals
efficiently and effectively and can be used optimally. So that the joint goals
of the company, employees and society can be achieved optimally. "
Employees are a resource owned by the
organization, they must be employed effectively, efficiently and humanely
(Husna Atiqah, 2011). Employees are central figures in organizations and
companies. In order for management activities to run well, the company must
have employees who are knowledgeable and highly skilled and strive to manage
the company as optimally as possible so that employee performance increases.
The performance of a company's employees can increase, one of which can be
influenced by the career development of the employees themselves and how
employees get job satisfaction at the same time.
According to Siagian (2015:68) career
development is personal changes that a person makes to achieve a career plan.
According to Widodo (2015:53) Career development is a series of activities
throughout life that contribute to the exploration, consolidation, success and
fulfillment of a person's career. Where career development is a formal approach
taken by an organization to ensure that people in the organization have the appropriate
qualifications, abilities and experience when needed
Apart from career development, factors
that influence employee performance are employee job satisfaction with the
organization or company. According to Yusuf (2015) job satisfaction is a pleasant
or unpleasant emotional state in which employees view their work. According to
Kaswan (2017) job satisfaction is a driver of employee and organizational
results because job satisfaction is the result of employees' perceptions of how
well their work provides things that are considered important. A person who has
a high level of job satisfaction has positive feelings towards his or her job,
and vice versa, someone who has a high level of job satisfaction. Low job
satisfaction has negative feelings towards one's job.
This research was carried out at PT. Pupuk
Sriwidjaja Palembang, which is located on Jl. Mayor Zen, Palembang 30118, is a
company that was founded as a pioneer producer of urea fertilizer in Indonesia
on December 24 1959 in Palembang, South Sumatra, under the name PT. Pupuk
Sriwidjaja (Persero). Pusri started business operations with the main aim of
implementing and supporting government policies and programs in the economic
and national development sectors, especially in the fertilizer and other
chemical industries. The vision of PT Pupuk Sriwidjaja itself is to become a
superior agro-industrial company in Asia, while its mission includes providing
integrated agribusiness products and solutions, providing added value to
stakeholders in a sustainable manner, and encouraging the achievement of food
independence and national prosperity.
PT. Pupuk Sriwidjaja Palembang Operational
Division has a total of 679 employees. Consisting of 121 P-1B Units, 131 P-III
Units, 142 P-IV Units, 107 P-IIB Units, 44 PV Units, and 134 P-VI Units.
Information P = Factory/Pusri, B = Parts.
Based on research conducted during
preliminary studies and interviews with operational division employees, HR
staff at PT. Pupuk Sriwidjaja Palembang and observations relevant to the
previous background. Several important problems that occur with employees of
the Human Resources Department of PT. Pupuk Sriwidjaja Palembang, such as, the
career development process is not well programmed, still contains nepotism,
employees who have completed undergraduate education have difficulty adjusting
to class. Some employees are incomplete in completing tasks and reports. In
completing tasks and reports, there are still things that do not meet
expectations, task completion times are ineffective, and it is still difficult
for employees to fulfill targets set by the company. Then assignments are given
that are not appropriate because an employee resigns and there is no
replacement, so they are delegated to another employee where the employee is
not in their field or job description and is even outside their educational
background.
Employees need training to improve their
performance. Training is an activity of a company which aims to improve and
develop the attitudes, behavior, skills and knowledge of employees in accordance
with the wishes of the company concerned (Nitisemito, 2004: 86). Training seeks
to fill the gap between job abilities and the abilities required by the job,
where the job can be a current or future job. Because carrying out effective
training can make employees master their jobs well and be able to survive in
tough competition. The following is data on PT. Pupuk Sriwidjaja employees who
took part in training in 2022 based on position level.
Then there is an unfavorable relationship
among co-workers. This was obtained from the results of a job satisfaction
survey conducted on all PT. Pupuk Sriwidjaja employees based on co-worker
dimensions. By giving a questionnaire or employees can directly input it
themselves and it is approved by the PT HR team.
Based on the table above, according to
Afandi (2018), coworkers are one of the factors that influence job
satisfaction. Apart from that, the supervision carried out by PT. Pupuk
Sriwidjaja by monitoring employee attendance and attendance lists with the aim
of improving employee performance itself, is felt to be still not optimal
because the rate of increase in employee attendance levels is relatively slow.
This is because the lack of working hours is caused by employees who are not
there, absent without explanation, sick without notification, and coming and
going home not according to working hours which results in low employee
performance for the company, so that improving attendance performance is still
quite difficult. This condition identifies that employee performance still
needs improvement in terms of time discipline. Which is expected to increase
from current conditions.
The aim of this research is to analyze the
influence of career development and job satisfaction on the performance of PT.
Pupuk Sriwidjaja Palembang employees.
It is hoped that this research can be used
as material for consideration and input into decision making related to career
development, job satisfaction and employee performance at PT. Pupuk Sriwidjaja
Palembang.
Some research previously carried out by:
Siska Fitriani (2013), Siti Untari (2015), I Wayan Mudiharta Utama (2012),
Edrick leonardo (2015), Mamik Eko Supatmi (2013), Putu Yudha (2013), Suprapto
(2014), Mariana Adharianti (2012), Didik Hadiyanto (2012), Mardiani and Dewi
(2015), Dimas Okta Ardiyansah (2016), Untung Sriwidodo and Agus Budi Haryanto
(2013), Endang M (2012), Tsai (2011), Widodo (2014), Lok & Crawford (2004),
Ostroff Cheri (1999), H. Muhammad Arifin (2014), Sultana et al. (2012), Ndulue
et al. (2016), Balozi & Abdullah (2014), Farooq & Khan (2011), Akbar,
M. (2017), Fathia et al. (2018), Mosadeghrad & Ferdosi (2013).
METHODS
The location of the research will be
carried out at PT. Pupuk Sriwidjaja Palembang. In this study the scope of the
problem to be discussed is the influence of career development, job
satisfaction and employee performance at PT. Pupuk Sriwidjaja Palembang. The
population in this research is all employees within the PT. Pupuk Sriwidjaja
Palembang operations division, totaling 679 people.
Table 1
Operations Division employees
|
No |
Operations Department |
Amount |
|
1 |
P-1B |
121 |
|
2 |
P-III |
131 |
|
3 |
P-IV |
142 |
|
4 5 6 |
P-IIB PV P-VI |
107 44 134 |
|
|
Amount |
679 |
Source: Head of HR Section of PT.
Pupuk Sriwidjaja Palembang
��������
The sample in the purposive research was all employees of PT.
Pupuk Sriwidjaja Palembang, P-1B unit operations division, totaling 121 people,
using
a purposive sampling technique. Because
outside of the P1-B unit, most of it consists of non-permanent/contract
employees whose future careers are gone.
Collection technique in this research is written directly to respondents
using a questionnaire. The data obtained will be entered into statistical
tools, namely validity tests, reliability tests and normality tests using the
SPSS version 21.0 statistical program which can provide information on the
level of significance produced between the variables Career Development, Job
Satisfaction and Employee Performance.
RESULTS
A. Instrument
Test
1.
Validity test
Validity tests are carried out to measure whether the
indicators or questionnaires for each variable are valid or not. The test was
carried out by comparing the calculated r and r table using
the SPSS version 25 program. Next, data validity was tested using a two-sided
test with a significance level of 5%.
This validity test was carried out on 121 respondents,
so r table df = n-2 with a significance level of 5%, df =
121 � 2 = 119, then r table = 0.179. The validity level of the
indicator or questionnaire can be determined if r count > r table
= valid and r count < r table = invalid. The
results of the validity test can be seen in full in the table below using the calculated
r and r table Ghozali (2019: 52), as follows:
Table
2
|
Variable |
Items |
r count |
r table |
Information |
|
Career
development (X 1 ) |
Item 1 |
0.235 |
0.179 |
Valid |
|
Item 2 |
0.432 |
0.179 |
Valid |
|
|
Item 3 |
0.415 |
0.179 |
Valid |
|
|
Item 4 |
0.243 |
0.179 |
Valid |
|
|
Item 5 |
0.358 |
0.179 |
Valid |
|
|
Item 6 |
0.510 |
0.179 |
Valid |
|
|
Item 7 |
0.195 |
0.179 |
Valid |
|
|
Item 8 |
0.298 |
0.179 |
Valid |
|
|
Item 9 |
0.373 |
0.179 |
Valid |
|
|
Item 10 |
0.321 |
0.179 |
Valid |
|
|
|
Item 11 |
0.406 |
0.179 |
Valid |
|
|
Item 12 |
0.397 |
0.179 |
Valid |
|
|
Item 13 |
0.256 |
0.179 |
Valid |
|
|
Item 14 |
0.290 |
0.179 |
Valid |
|
|
Item 15 |
0.165 |
0.179 |
Invalid |
|
|
Item 16 |
0.319 |
0.179 |
Valid |
|
|
Item 17 |
0.298 |
0.179 |
Valid |
|
|
Item 18 |
0.577 |
0.179 |
Valid |
|
Job Satisfaction
(X 2 ) |
Item 1 |
0.521 |
0.179 |
Valid |
|
Item 2 |
0.200 |
0.179 |
Valid |
|
|
Item 3 |
0.433 |
0.179 |
Valid |
|
|
Item 4 |
0.203 |
0.179 |
Valid |
|
|
Item 5 |
0.275 |
0.179 |
Valid |
|
|
Item 6 |
0.089 |
0.179 |
Invalid |
|
|
Item 7 |
0.066 |
0.179 |
Invalid |
|
|
Item 8 |
0.129 |
0.179 |
Invalid |
|
|
Item 9 |
0.377 |
0.179 |
Valid |
|
|
|
Items 10 |
0.462 |
0.179 |
Valid |
|
|
Item 11 |
0.138 |
0.179 |
Invalid |
|
|
Item 12 |
0.471 |
0.179 |
Valid |
|
|
Item 13 |
0.222 |
0.179 |
Valid |
|
Employee
performance (Y) |
Item 1 |
0.063 |
0.179 |
Invalid |
|
Item 2 |
0.303 |
0.179 |
Valid |
|
|
Item 3 |
0.410 |
0.179 |
Valid |
|
|
Item 4 |
0.310 |
0.179 |
Valid |
|
|
Item 5 |
0.297 |
0.179 |
Valid |
|
|
Item 6 |
0.202 |
0.179 |
Valid |
|
|
Item 7 |
0.354 |
0.179 |
Valid |
|
|
Item 8 |
0.212 |
0.179 |
Valid |
|
|
Item 9 |
0.193 |
0.179 |
Valid |
|
|
Items 10 |
0.222 |
0.179 |
Valid |
|
|
|
Item 11 |
0.310 |
0.179 |
Valid |
|
|
Item 12 |
0.252 |
0.179 |
Valid |
Source:
SPSS Output Results Version 25, 2022
�� Based on table
3, it is known that the validity test results show the calculated r
value for each variable item of career development, job satisfaction and
employee performance, some of the statement items are declared valid. Career
development variable (X 1) from 18 statement items obtained 17 items
declared valid while item 15 declared invalid. The job satisfaction variable (X
2) from the 13 statement items obtained 9 items which were declared
valid while items 6, 7, 8, and 11 were declared invalid. Employee performance
variable (Y) from 12 statement items, 11 items were declared valid, while item
1 was declared invalid. Therefore, re-testing is carried out by eliminating
invalid ones so that valid results are obtained as follows:
Table 3
Validity Test Results
|
Variable |
Items |
r count |
r table |
Information |
|
Career development ( X1 ) |
Item 1 |
0.235 |
0.179 |
Valid |
|
Item 2 |
0.432 |
0.179 |
Valid |
|
|
Item 3 |
0.415 |
0.179 |
Valid |
|
|
Item 4 |
0.243 |
0.179 |
Valid |
|
|
Item 5 |
0.358 |
0.179 |
Valid |
|
|
Item 6 |
0.510 |
0.179 |
Valid |
|
|
Item 7 |
0.195 |
0.179 |
Valid |
|
|
Item 8 |
0.298 |
0.179 |
Valid |
|
|
Item 9 |
0.373 |
0.179 |
Valid |
|
|
Item 10 |
0.321 |
0.179 |
Valid |
|
|
Item 11 |
0.406 |
0.179 |
Valid |
|
|
Item 12 |
0.397 |
0.179 |
Valid |
|
|
Item 13 |
0.256 |
0.179 |
Valid |
|
|
Item 14 |
0.290 |
0.179 |
Valid |
|
|
Items 15 |
0.319 |
0.179 |
Valid |
|
|
Item 16 |
0.298 |
0.179 |
Valid |
|
|
Item 17 |
0.577 |
0.179 |
Valid |
|
|
Job Satisfaction (X2) |
Item 1 |
0.521 |
0.179 |
Valid |
|
Item 2 |
0.200 |
0.179 |
Valid |
|
|
Item 3 |
0.433 |
0.179 |
Valid |
|
|
Item 4 |
0.203 |
0.179 |
Valid |
|
|
Item 5 |
0.275 |
0.179 |
Valid |
|
|
Item 6 |
0.377 |
0.179 |
Valid |
|
|
Item 7 |
0.462 |
0.179 |
Valid |
|
|
Item 8 |
0.471 |
0.179 |
Valid |
|
|
Item 9 |
0.222 |
0.179 |
Valid |
|
|
Employee Performance (Y) |
Item 1 |
0.303 |
0.179 |
Valid |
|
Item 2 |
0.410 |
0.179 |
Valid |
|
|
Item 3 |
0.310 |
0.179 |
Valid |
|
|
Item 4 |
0.297 |
0.179 |
Valid |
|
|
Item 5 |
0.202 |
0.179 |
Valid |
|
|
Item 6 |
0.354 |
0.179 |
Valid |
|
|
Item 7 |
0.212 |
0.179 |
Valid |
|
|
Item 8 |
0.193 |
0.179 |
Valid |
|
|
Item 9 |
0.222 |
0.179 |
Valid |
|
|
Items 10 |
0.310 |
0.179 |
Valid |
|
|
Item 11 |
0.252 |
0.179 |
Valid |
2.
Reliability Test
Reliability
testing is used to determine the level of reliability of the variables used in
research. As for the
criteria the test
is if the Reliability Coefficient (Alpha)
value is > 0.60 (Cronbach's Alpha > 0.60), then the variables and items
being measured can be trusted.
Or relied on (Ghazali, 201 9:53). The
SPSS Version 25 test results can be seen in table 4.8, namely:
Table 4
|
Variable |
Cronbach's Alpha |
Reability
Standards |
Information |
|
Career
Development (X 1 ) |
0.707 |
0.600 |
Reliable |
|
Job Satisfaction
(X 2 ) |
0.634 |
0.600 |
Reliable |
|
Employee
Performance (Y) |
0.626 |
0.600 |
Reliable |
Source:
SPSS Version 25 Output Results, 2022
Based on table 4, it is known that the Cronbach's Alpha value for all variables
is greater than 0.600, so it can be concluded that the indicators or
questionnaires used for the career development, job satisfaction and employee
performance variables are all said to be reliable and trustworthy as variable
measuring tools.
B. Method Of
Successful Interval (MSI)
Method of
Successive Interval (MSI) analysis is used to convert
ordinal scale data into interval scale. Method
of Successive Interval (MSI) according to Sugiyono (2013:25). MSI testing
in this study uses Microsoft Excel.
C. Classic
assumption test
Before testing multiple linear regression analysis regarding the
research hypothesis, it is necessary to do this first a test of classical assumptions on data.
D. Multiple
Linear Regression
Multiple Linear Regression is used to determine whether there is an influence on career development (X 1)
and Job Satisfaction (X 2) towards Employee
performance (Y) multiple analysis techniques are used. The results of the multiple linear regression test using SPSS Version 25 are as follows:
Table 5
Multiple Linear
Regression Test Results
|
Coefficients a |
|
|||||
|
Model |
Unstandardized Coefficients |
Standardized
Coefficients |
||||
|
B |
std. Error |
Beta |
||||
|
1 |
(Constant) |
40,049 |
4,337 |
|
||
|
Career development |
,183 |
,044 |
,354 |
|||
|
Job satisfaction |
.116 |
,050 |
,196 |
|
||
|
a. Dependent Variable: Work_Performance |
|
|||||
Source:
SPSS Version 25 Output Results, 2022
Based on table 5, a multiple linear regression equation can be made as follows:
Y = 40.049 + 0.183X 1 + 0.116X 2 + e
Based on the multiple linear regression
equation, it is known
that the constant value of the employee performance
variable is 40.049, the coefficient value of the career development
variable is 0.183 and the coefficient value of the job
satisfaction variable is
0.1 16.
E. Correlation
Test (r)
The correlation test (r) aims to determine the relationship
between the independent variable and the dependent variable. The
results of the correlation test using SPSS version 25 are as follows:
Table 6
|
correlations |
||||
|
|
Career
development |
Satisfaction_ Work |
Performance_ Kary |
|
|
Career development |
Pearson Correlation |
1 |
,196 * |
,393 ** |
|
Sig. (2-tailed) |
|
.031 |
.000 |
|
|
N |
121 |
121 |
121 |
|
|
Job satisfaction |
Pearson Correlation |
,196 * |
1 |
,266 ** |
|
Sig. (2-tailed) |
.031 |
|
,003 |
|
|
N |
121 |
121 |
121 |
|
|
Work_Performance |
Pearson Correlation |
,393 ** |
,266 ** |
1 |
|
Sig. (2-tailed) |
.000 |
,003 |
|
|
|
N |
121 |
121 |
121 |
|
|
*. Correlation is significant at the 0.05 level
(2-tailed). |
||||
|
**. Correlation is significant at the 0.01 level
(2-tailed). |
||||
Source: SPSS Version 25 Output Results, 2022
Based on table 6, it is known that the correlation
value of the career development variable with employee performance is 0.393, so
the closeness of the relationship between the two is considered low. The correlation
value of job satisfaction and employee performance is 0.266, so the close
relationship between the two is considered low.
F. Coefficient
of Determination (R 2 )
Coefficient of determination (R
) used
to find out how much contribution the independent variable makes to the
dependent variable. The results of the coefficient of determination
test (R ) can be seen below :
Table 7
Data Determination
Coefficient Test Results
|
Model Summary b |
|||||
|
Model |
R |
R
Square |
Adjusted
R Square |
std.
Error of the Estimate |
|
|
1 |
.437 a |
.391 |
,178 |
.778 |
|
|
a. Predictors: (Constant), Job_Satisfaction,
Career_Development |
|||||
|
b. Dependent Variable: Performance_Kary |
|||||
Source: SPSS Output Results Version 25, 2022
���������������
Based on table 7, the R Square value (the coefficient of determination (R�) is 0.391 means that career development and job satisfaction
contribute 39.1 % to employee performance,
while the remaining 61.9% is explained by other variables not included in the
study, such as leadership attitude, work environment, work discipline, and employee
communication (Hasibuan 2017).
G. t test
The t test is used to test the significance of the
influence between the Career Development variables (X 1) and Job
Satisfaction (X 2) partially
influences the variable (Y), namely
Employee Performance. The t test results can be seen in
table 7, namely :
Table 8
|
Coefficients a |
|
||||
|
Model |
t |
Sig. |
|
||
|
|||||
|
1 |
(Constant) |
9,235 |
.000 |
|
|
|
Career
development |
4,196 |
.000 |
|
|
|
|
Job satisfaction |
2,324 |
,022 |
|
|
|
|
a. Dependent
Variable: Work_Performance |
|
||||
Source: SPSS Version 25 Output Results, 2022
Based on table 8, the results of the t hypothesis test
between the independent variables on the dependent variable are as follows:
1.
Career development has a significant effect on employee
performance at PT. Pusri Division Ops. Unit P-1B. This is because the
probability value of work development is less than 0.05 (0.000 < 0.05). This
means that the first
hypothesis states that career development has a positive and significant
influence on employee
performance at PT. Pusri Division Ops. P-1B units accepted.
2.
Job satisfaction influences employee performance at
PT. Pusri Division Ops. Unit P-1B. This is because the probability value of job
satisfaction is less than 0.05 (0.022 < 0.05). This means that the second hypothesis
states that job satisfaction has
a positive and significant influence on
employee
performance at PT. Pusri Division Ops. P-1B units received.
H. Model
Test (F Test)
The F test is
used to test the significance of the influence of the variables Career
Development (X 1 ) and Job Satisfaction (X 2 ) together on the variable
(Y), namely Employee performance.
Table 9
F Test Results
|
ANOVA a |
||||||
|
Model |
Sum of
Squares |
df |
MeanSquare |
F |
Sig. |
|
|
1 |
Regression |
16,877 |
2 |
8,438 |
13,951 |
,000 b |
|
residual |
71,371 |
118 |
.605 |
|
|
|
|
Total |
88,248 |
120 |
|
|
|
|
|
a. Dependent Variable:
Performance_Kary |
||||||
|
b. Predictors: (Constant),
Job_Satisfaction, Career_Development |
||||||
Source: SPSS Output Results Version 25, 2022
Based on table 9, the results of the F hypothesis test between
the independent variables on the dependent variable are as follows:
Based on the Anova table above, it can be seen that
the value or significance is 0.000 < α = 0.05 , meaning the third hypothesis states that career
development and job satisfaction have
a positive and significant influence on employee
performance. At PT. Pusri Division Ops. P-1B units received, so it can be concluded that Career Development
and Job Satisfaction have
a positive and significant influence on Employee Performance
at PT. Pusri Division Ops. Unit P-1B.
Discussion of Hypothesis Test Results
A. The Effect
of Career Development on Employee Performance (Hypothesis 1)
Career development has an influence on employee
performance at PT. Pusri Division Ops. Unit P-1B. The influence that career
development has on employee performance at PT. Pusri Division Ops. Unit P-1B is
positive because the resulting coefficient value is positive. This means that
career development increases, employee performance at PT. Pusri Division Ops.
P-1B units will board.
Career development is personal improvements that a
person makes to achieve a career plan. Researchers concluded that if career
development is high, employee performance will increase. PT. Pusri Division
Ops. P-1B units have a high level of career development, namely the frequency
of certain skills. This of course can affect employee performance because of
the high level of career development. Based on the discussion above, the first
hypothesis in this research is accepted, which means that the career
development variable has a positive and significant effect on employee
performance at PT. Pusri Division Ops. Unit P-1B. This is in line with the
theory put forward by Andrew J. Dubrin in Anwar Prabu Mangkuranegara (2016:77),
stating that career development is an employee activity that helps employees
plan their future careers in the company so that the company and the employees
concerned can develop themselves to the maximum.
This career development program is one of the
activities that can be carried out by companies, especially the human resources
department, which must be implemented in an integrated manner with other human
resource development activities. Career development, according to Dubrin in
Mangkunegara (2013), is a personnel activity that helps employees plan their
future careers in the company so that the company and the employees concerned
can develop themselves to the maximum. Therefore, one of the company's goals is
to increase profits by prioritizing employee performance which can be greatly
influenced by career development.
B. The
Effect of Job Satisfaction on Employee Performance (Hypothesis 2)
Job satisfaction has an influence on employee
performance at PT. Pusri Division Ops. Unit P-1B. The influence that job
satisfaction has on employee performance at PT. Pusri Division Ops. Unit P-1B
is positive because the resulting coefficient value is positive. This means
that if job satisfaction increases, employee performance at PT. Pusri Division
Ops. P-1B units will board.
The results of this research are in accordance with
and support the research conducted by Organ; Podsakoff; and Mackenzie (20 17 ) referring to
relevant psychology and social organization theories suggest that job
satisfaction includes satisfaction with work, salary, work conditions, and the
treatment of coworkers and supervisors will result in better and more
productive individual performance.
According to Atiqah (2010) job satisfaction has a
significant positive effect on performance. According to Siagian (2011: 295)
job satisfaction is a person's perspective, both positive and negative, about
their work. If the company always implements its career and compensation system
well, there are good relationships between co-workers, the attitude of
superiors who always motivate, and a conducive physical work environment will
result in employees feeling safe and comfortable working. Job satisfaction has
a very big influence on employee performance, because job satisfaction usually
shows a person's potential in carrying out tasks and work to achieve
satisfaction, so whether the employee is satisfied or not is in accordance with
his own abilities. If the leader can develop through education and training,
the employee's performance will increase in achieving organizational goals. The
higher employee job satisfaction, the employee will show their best performance.
Based on
the answers of PT employees. Pusri Division Ops. Unit P-1B for the statement submitted regarding
job satisfaction at PT. Pusri
Division Ops. Unit P-1B,
the average employee stated
agree and
strongly agree. This
means that employees at PT. Pusri Division
Ops. Unit P-1B already
feels satisfied in their work. Leader of PT. Pusri Division Ops. The P-1B unit should provide work that is in
accordance with the worker's field of expertise, wages given are in accordance
with the worker's responsibilities, promotions, supervision from above and also
have good co-workers who can do the work voluntarily without feeling jealous or
indifferent. indifferent.
Thus, the first hypothesis states �Job satisfaction has
a positive and significant effect on employee performance at PT. Pusri Division
Ops. Unit P-1B� is proven and can be declared acceptable. The results
of this research are in line with research conducted by Putu Yudha (2013),
Mariana Adharianti (2012), and Didik Hadiyanto (2012) where the research results
stated that job satisfaction has a positive influence on employee performance.
C. Research
Implications
Based on the
research results it is known that career development and job
satisfaction can affect the performance of employees at PT. Pusri Division Ops.
P-1B units. Thus, PT. Pusri Division Ops. Unit P-1B as the company side should pay attention to the
performance of its employees by providing career development to employees and
increasing employee job satisfaction, because the higher the career development
and job satisfaction, the higher the employee performance.
Although this research has been able to prove
empirically that career development and job satisfaction are factors that can
influence employee performance. However, it is not only career development and
job satisfaction that can affect employee performance. Therefore, further
research is needed on other factors that affect employee performance.
CONCLUSION
Based on the results of this research analysis, it is : (1)
Career development has a positive and significant effect on employee
performance at PT. Pupuk Sriwidjaja Palembang. (2) Job satisfaction has a
positive and significant effect on employee performance at PT. Pupuk Sriwidjaja
Palembang.
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