The Effect of Compensation and Motivation on Job Satisfaction and Employee Performance at SMK Medika Samarinda

Abstract

The purpose of this study is to determine the effect of compensation, motivation, job satisfaction, variables on employee performance, and the effect of job satisfaction variables on the performance of employees of SMK Medika Samarinda. The design of this research is explanatory research. This type of research is descriptive research. The method used to collect data in this study is a survey method. The population of this study was 52 employees. In the sample taken by the author using the census method, because the number of subjects is narrow and the author uses a total of 52 employees as a sample. This study uses the Structural Equation Modeling-Partial Least Square (SEM-PLS) approach to analyze data. The results of research on factors that affect job satisfaction and employee performance are as follows: 1) compensation has a significant negative effect on job satisfaction, 2) motivation has a significant positive effect on job satisfaction, 3) compensation has no significant positive effect on employee performance, 4) motivation Not significant positive effect on employee performance, 5) job satisfaction has a significant positive effect on employee performance. As for the indirect effect, the compensation results did not have a significant negative effect on employee performance through job satisfaction as an intervening variable, and motivation had a significant positive effect on employee performance through job satisfaction as an intervening variable. SMK Medika Samarinda in terms of increasing job satisfaction and employee performance needs to pay attention to the variables examined in work activities at school, based on research only job satisfaction has a significant effect on employee performance. This shows that job satisfaction of employees of SMK Medika Samarinda can affect employees at work.

Work Motivation as a Mediating Variable between Human Resources Competence and Organizational Climate against Job Satisfaction at the Yapen Islands Resort Police

“…Furthermore, the fifth hypothesis which states that there is a positive and significant influence between work motivation and job satisfaction is accepted (t-statistic = 3,493; p <0.05). These results are in line with research conducted by Rosalia et al (2020), Carvalho et al (2020), and Sohail et al (2014). The higher the work motivation of the police officers at the Yapen Islands Police, the higher their job satisfaction.…”

“…The results of research conducted by Rosalia et al (2020), Carvalho et al (2020), Pratomo and Warokka (2013), dan Sohail et al (2014) prove that there is a positive influence between work motivation and job satisfaction. A person can feel job satisfaction when he has high motivation, skilled, and satisfied workforce (Saleem et al, 2010).…”

Analyzing the Antecedents and Consequences of Teacher Job Satisfaction in the Digital 4.0 Era

“…The first exogenous variable measurement, namely principal supervision using 3 research-oriented items (Rifaldi & Roesminingsih, 2014); (Al-Mahdy et al, 2016). Then the measurement of the second exogenous variable, compensation, uses 5 research-oriented items (Kumar, 2016); (Rosalia et al, 2020). Overall, the operational definitions of the research variables (See Table 1) and the framework (See Figure 1) of this research can be explained as follows.…”

“…Compensation is believed to be one of the needs that affect motivation, affecting teacher job satisfaction (Pepra-mensah et al, 2017). Any good compensation aims to attract, motivate and retain good ones to achieve organizational goals (Rosalia et al, 2020). So it can be said that the better the compensation received, the better the level of teacher job satisfaction will be.…”

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“…dengan adanya analisis word maka bisa dijadikan model atau bagaimana cara mengambil sebuah keputusan di sebuah organisasi, dengan adanya empat hal yang ada di dalam adil sesuatu tersebut maka data akan bisa diolah secara lebih komprehensif sehingga bisa menentukan hal-hal strategis yang akan diambil oleh sebuah perusahan yang akan bisa mengubah pesan itu menjadi perusahaan yang luar biasa dan akan bisa berpengaruh ke depannya, sehingga hal-hal yang mendasari dalam pengambilan keputusan dapat diambil keputusan secara sepihak, namun berdasarkan data dan data tersebut bisa dipertanggungjawabkan sehingga tidak ada yang mengambil keputusan dengan sepihak (Kadir, 2006). Matriks IE bisa dibedakan menjadi tiga tahapan yang dapat diimplementasikan kedalam tiga posisi-posisi, yang pertama adalah bagaimana menentukan bagian-bagian yang akan tumbuh dan berkembang di dalam suatu perusahaan yang sangat menentukan strategi dari pasar pengembangan produk dan lain-lain (Hankir, 2020), pada bagian kedua bisa dilihat bagaimana cara mempertahankan dari bagian-bagian tersebut agar bisa bertahan di pasar bagaimana meningkatkan penjualannya bagaimana membuat sebuah produk bisa dikenal di pasar (Rosalia et al, 2020), dan yang ketiga adalah bagaimana kita mengambil keuntungan dari sebuah bagian yang telah kita buat kita pertahankan dan kita kembangkan oleh karena itu dengan adanya tiga bagian ini maka akan bisa mendapatkan sesuatu hal yang maksimal (Putra & Pembangunan, 2020).…”