Pengaruh Insentif dan Pengembangan Karir terhadap Kepuasan Kerja melalui Kinerja Karyawan sebagai Variable Intervening/Moderating pada AJB Asuransi Bumiputera 1912 Palembang

Abstract

Effect of Incentives and career development to job satisfaction over the performance of the employee as an intervening variable in the Company of AJB Bumiputera 1912. This study aims to identify and analyze the influence of variable incentives and career development directly and indirectly, on the performance and job satisfaction in of AJB Bumiputera 1912 Palembang. Research sample of 120 people conducted a census by using Structural Equation Model (SEM) to analyze the data using LISREL software. The results showed the effect of incentives on job satisfaction of 0.21, while the career development of only 0.13, meaning that incentives have a greater influence on job satisfaction of the career development. The results of calculation of the direct influence of performance, incentives and career development to job satisfaction can be concluded that the performance had the greatest direct influence on job satisfaction (0.26) of the direct influence of incentives and career development, each of which only 0.21 and 0.13. While the indirect effect of incentives and career development to work through performance pepuasan shows that incentives have indirect influence greater (0.06) than in the career development (0.04). To improve job satisfaction in insurance AJB Bumiputera 1912 Palembang, needs to be improved incentives through bonuses, commissions or social security for employees who excel and enhance career development by providing a variety of opportunities to grow.

The Effect of Work Discipline and Knowledge Sharing on Employee Performance Through Work Motivation as an Intervening Variable at Petroleum and Gas Companies in Indonesia

“…Knowledge sharing by employees is a desire to share with each other in work matters and personal matters which will ultimately support their work. This research supports research conducted by Hanum et al (2020), Nurrachman et al (2019), Wang and Wang (2012), Khaerana and Mangiwa (2021), Orlando (2018), Javadi et. al (2012 which state that knowledge sharing has a positive effect on employee performance.…”

“…al (2019), Aeni and Kuswanto (2021) and Anthony (2017) stating that high work discipline will improve employee performance, this is contrary to research conducted by Paoki et. al (2017), Orlando (2018) andRiyanto et. al (2020) which states that discipline has no relationship with performance.…”

“…Meanwhile, the research conducted by Hanum et al (2020), Nurrachman et. al (2019), Wang et.al (2012), Khaerana and Mangiwa (2021), Orlando (2018) and Javadi et.al (2012) states that knowledge sharing has a positive effect on employee performance. The more information shared between workers, the higher the performance of workers.…”

Incentives and Work Ability on Job Satisfaction through Performance

“…Incentives are part of monetary rewards included in direct compensation whose payments are based on the performance of employees of a company (Ardian 2019;Hadiwijaya 2015). These incentives are given to employees to increase morale or work enthusiasm to improve their performance and ultimately increase company or organizational income.…”

“…Employees are entitled to awards for hard work and work performance, either in money, goods or otherwise. That the definition of incentives to motivate employees in the form of material, which is given as a stimulus or a deliberate stimulant to workers to increase labor productivity (Kurniawan 2016).…”