�Volume 4, No. 5 Mei 2023
p-ISSN 2722-7782 | e-ISSN 2722-5356
DOI: https://doi.org/
THE EFFECT OF MOTIVATION, COMPENSATION, AND
JOB SATISFACTION ON EMPLOYEE PERFORMANCE AT PT. BANK ANZ INDONESIA
Shofi Sasmita,
Beureukat, Adam Nurkholik, Kumba Digdowiseiso*
Faculty of
Economics and Business, National University, Jakarta
Email : [email protected],
[email protected], [email protected],
[email protected]*
Abstract:
This study aims to determine and analyze the effect of motivation,
compensation, and job satisfaction on employee performance at PT. ANZ Bank
Indonesia. This type of research data uses descriptive quantitative methods and
uses primary data in the form of a questionnaire to 80 respondents in a closed
manner at PT. ANZ Bank Indonesia. The data analysis technique uses inferential
analysis with multiple linear regression and uses the Statistical Product and
Service Solution (SPSS) version 25 program. The results of smultiple linear
regression analysis show that the motivation variable (X1) has no positive and
insignificant effect on employee performance, compensation (X2) has a positive
and significant effect on employee performance, and job satisfaction (X3) has a
positive and significant effect on employee performance. From the results of
this study, it is expected that PT. Bank ANZ Indonesia can maintain and
evaluate deficiencies in Compensation, Motivation, and Work Discipline that can
improve Employee Performance.
Keywords: Motivation, Compensation, and Job Satisfaction
INTRODUCTION
In this era of globalization, agencies
are required to improve the quality of products, services, costs, and reliable
and professional human resources. Organizations must also have a good strategy
in order to survive with competition between organizations in this era of
globalization. This refers to the human resources themselves must have good
performance to compete with other companies as strong competitors. For an
organization that can satisfy its employees, it has its own advantages because
employees will feel that their performance is good and will continue to improve
overall performance in the future.
Broadly speaking, human resources are
important assets for companies that are indispensable to help move their
companies well, of course, balanced with human resources that have good quality
to support the success of the vision and mission, as well as the goals of a
company. This is supported by the opinion of Werther and Davis in Sutrisno
(2017: 4), human resources are employees who are equipped with skills and
resilience in achieving organizational goals. Organizations need human
resources to achieve the vision, mission, and goals of the company together.
Therefore, a company must have quality, competent, highly dedicated and
professional human resources.
In every organization must have its
own standards in determining the performance appraisal of its employees
(performance appraisal). Overall performance appraisal is carried out by an
organization, especially to find out how employees behave in carrying out their
work related to the determination of compensation, training and development,
career planning and development, employee motivation and promotion. This is as
stated by Widodo (2015: 130), performance appraisal is an assessment of a person's level
of performance compared to predetermined performance standards, as a
consideration in determining promotion, compensation, the need for training or
development, or for dismissal of someone. According to Siagian
(2012: 286) explained that motivation is the driving force that causes a member
of an organization to be willing and willing to carry out various kinds of
activities that are his responsibility and carry out his obligations.
According to Nawawi in Hannoum & Basyir (2020), compensation is an award or
reward given to employees with their contribution in achieving organizational
targets based on their performance. Meanwhile, according to Priansa
(2014), compensation is a reward or recompense provided by the organization to
employees, because these employees have contributed energy and thoughts for the
progress of the organization to achieve the goals that have been set.
According to Herzberg (in Muhammad Busro 2018: 101) job satisfaction means being a positive
feeling of an assessment of the results obtained with the expected results. Job
satisfaction is a person's positive attitude towards his work that arises based
on an assessment of the work product produced. Meanwhile, according to Priansa (2018), job satisfaction is the feeling of every
worker towards his work, whether happy or unhappy as a result of workers'
relationships with their work environment or a perception of mental attitudes,
and a result in assessing workers for their work.
Judging from the various things above
that PT. Bank ANZ Indonesia realizes that human resource management is a very
important factor in company activities and the company needs qualified
employees to support all company operational activities. One way for companies
to get quality employees is by providing motivation, compensation and job
satisfaction results for the performance of these employees.
Therefore, researchers are interested
in reviewing employee performance at PT. Bank ANZ Indonesia. Employee
performance is an attraction to be researched, because with good performance
measurement will be able to contribute ideas to improve employee performance.
Success in carrying out tasks in a company will be designed by employees
themselves with the knowledge of the leadership. Thus
the employees of PT. Bank ANZ Indonesia can measure its ability and then
combine it with its work so that it will produce better performance. It does
not mean that there will be a minimization of job targets.
According to researcher Rahadian Fernanda (2016) in his journal compensation, job
satisfaction, work motivation and leadership style have a positive effect on
employee performance. The results of this study show that compensation, job satisfaction,
work motivation and leadership style positively affect employee performance.
According to researcher Dini Fitrianasari, et al
(2013) in the journal compensation is very important for employees in an effort
to improve employee performance both directly and indirectly. The results of
this study show that compensation is very important and affects employee
performance.
According to the next researcher,
Addina Fitriyani (2019) stated that there is a
positive and significant influence between compensation and job satisfaction on
employee performance. The results of this study show that compensation and job
satisfaction have a positive and significant effect on employee performance.
Based on the background description of
the problem above, the main problems faced by this study are as follows: 1)
Does motivation have a positive and significant effect on the performance of
PT. Bank ANZ Indonesia? 2) Whether compensation has a positive and significant
effect on the performance of PT. Bank ANZ Indonesia? 3) Whether job
satisfaction has a positive and significant effect on the performance of PT.
Bank ANZ Indonesia?
Research Objectives 1) To determine
and analyze the influence of motivation on the performance of PT. Bank ANZ
Indonesia. 2) To determine and analyze the effect of compensation on the
performance of PT. Bank ANZ Indonesia. 3) To find out and analyze the effect of
job satisfaction on the performance of PT. Bank ANZ Indonesia. The results of the research are
expected to be used as advice and consideration for companies in improving
employee performance effectively and efficiently. The results of this study are
expected to be a source of reference, especially in the fields of motivation,
compensation, and job satisfaction in future research on the same topic.
RESEARCH METHODS
The object
used in this study is employee performance as a dependent variable influenced
by motivation, compensation, and job satisfaction as independent variables.
This research was conducted at PT. Bank ANZ Indonesia located at WTC 3, Level
31, Jl. Jenderal Sudirman, RT.8/RW.3, Kuningan, Karet, South Jakarta City. The reason researchers
conduct research in taking this research object is as a source of data and
reference to find out whether the object of research on the independent
variable has an effect or not affects the dependent variable on PT. Bank ANZ
Indonesia.
The data
source used in this study is an internal data source. Internal data sources are
data sources obtained from within the company or organization where the
research is conducted. In this study, the source of internal data is employees
of PT. Bank ANZ Indonesia. Internal data in the form of company history and
development, data and description of research results.
Primary data
is data obtained directly from the results of respondents' responses to
questionnaires distributed using the Likert Scale. In this study, the primary
data used were sourced from respondents who were employees of PT. Bank ANZ Indonesia,
which consists of respondents' identities, respondents' responses to
motivation, compensation, job satisfaction and employee performance. Secondary
data is data that is not self-researched. Secondary data is used to complete
the required data such as the number of employees, history and development, as
well as the vision and mission of the company PT. Bank ANZ Indonesia.
According to Sugiyono (2016: 80) said that population is a generalized
area consisting of, objects or subjects that have certain qualities and
characteristics determined by researchers to be studied and then drawn
conclusions. The population used in this study is employees of PT. Bank ANZ
Indonesia with 100 people.
According to Sugiyono (2016: 81) said that the sample is part of the
number and characteristics by the population. If the population is large, and
it is impossible for the researcher to study everything in the population, for
example due to budget, energy, and time constraints, then the researcher can
use samples taken from that population. What is found from such samples, the
conclusions can be applied to the population. From the existing population, the
minimum sample size is obtained using the slovin
formula with a significant rate of 5%.
Based on the
calculation of the slovin formula above, the number
of samples in the study was 80 respondents. This sampling uses Probability
Sampling and Random Sampling methods. According to Sugiyono
(2014: 82) Probability Sampling, namely the sampling technique used in this
study is the Simple Random Sampling technique. The definition of Simple Random
Sampling according to Sugiyono (2014: 82) is a
technique of taking sample members from a population that is carried out
randomly without paying attention to the strata in that population. In this
study the technique used was Purposive Sampling.
In this
study, the data collection technique used was by questionnaire. According to Sugiyono (2014), questionnaire is a statistical data
collection technique carried out by giving a set of written questions or
questions to respondents to answer. The questionnaire will use a Likert scale
consisting of several questions related to Motivation, Compensation, Job
Satisfaction and Employee Performance consisting of 5 statements from
"Strongly Agree" to "Strongly Disagree" with each answer
weighted with a value.
RESULTS AND DISCUSSION
A. Characteristics Responden
1. Respondent's Gender
The results of
research on 100 employees or samples who work at PT. Bank ANZ Indonesia, known
the number and percentage regarding the gender of respondents. Based on table
4.2 above, it can be said that the number of respondents with female sex was 69
people with a percentage of 86.25%, and the number of respondents with male
gender was 11 people with a percentage of 13.75%.
2. Usia
Respond
It can be said
that the number of respondents aged 20-30 years is 71 people with a percentage
of 88.75%, the number of respondents with the age of 31-40 years is 4 people
with a percentage of 5%, the number of respondents with the age of 41-50 years
is 5 people with a percentage of 6.25%, and the number of respondents with the
age of ≥50 years is 0 people with a percentage of 0%.
3. Last Level of Education
It can be said
that the number of respondents with the last education of junior high school
was 2 people with a percentage of 2.5%, the number of respondents with the last
education of high school was 50 people with a percentage of 62.5%, the number
of respondents with the last education of D3 was 1 person with a percentage of
1.25%, and the number of respondents with the last education of S1 was 27
people with a percentage of 33.75%.
4. Long Work
It can be said
that the number of respondents with a length of work of ≤5 years was 10
people with a percentage of 12.5%, the number of respondents with a length of
working 5-10 years was 68 people with a percentage of 85%, the number of
respondents working for 11-15 years was 0 people with a percentage of 0%, and
the number of respondents with a length of working ≥15 years was 2 people
with a percentage of 2.5%.
5. Employee Status
It can be said
that the number of respondents with permanent employee status was 29 people
with a percentage of 36.255%, and the number of respondents with non-permanent
employee status was 51 people with a percentage of 63.75%.
6. Employee Salaries
Based on table
4.7 above, it can be said that the number of respondents with employee salaries
of IDR 1,000,000 � IDR 2,500,000 is 30 people with a percentage of 37.5%, the
number of respondents with employee salaries of IDR 2,500,000 � IDR 5,000,000
is 30 people with a percentage of 37.5%, the number of respondents with
employee salaries of IDR 5,000,000 � IDR 7,500,000 is 14 people with a
percentage of 17.5%, and the number of respondents with employee salaries of
IDR 7,500,000 � IDR 10,000,000 is 6 people with percentage 7.5%.
B. Complete Results of Research Estimates
1. Descriptive Analysis Method
a. Descriptive Analysis
The results of
this descriptive test are to determine the total average value (mean) and overall on each variable. Where these variables are independent
variables Motivation (X1), Compensation (X2), and Job Satisfaction (X3). While
the dependent variable is Employee Performance (Y).
1) Motivation (X1)
The results of
respondents' assessment of motivation variables were obtained with the lowest
total average gain with value
3.96 on behavioral indicators and
highest total average gain with value
4.41 in the business indicator and the
overall total average gain of 4.29.
2) Compensation (X2)
Respondents
obtained the results of respondents' assessment of compensation variables with
the lowest total average gain with a value of 3.75 on the salary indicator and
the highest total average gain with a value of 4.31 on the benefits indicator
and an overall total average gain of 4.17.
3) Work Satisfaction (X3)
Respondents
obtained the results of respondents' assessment of compensation variables with
the lowest total average gain with a value of 3.95 on the reward indicator and
the highest total average gain with a value of 4.38 on the co-worker indicator
and an overall total average gain of 4.20.
4) Employee Performance (Y)
The results of
respondents' assessment of compensation variables were obtained with the lowest
total average gain with a value of 4.08 on the timeliness indicator and the
highest total average gain with a value of 4.18 on the quantity indicator and
the overall total average gain of 4.11.
2. Inferential Analysis Methods
a. Double Linear Regression Analysis
Multiple linear
regression analysis is used to determine the effect of Motivation (X1),
Compensation (X2), and Job Satisfaction (X3) as independent variables on
Employee Performance (Y) as the dependent variable. In the calculation of
multiple linear regression coefficients using the program SPSS ver 25.
From the equation
shows the result that:
1) The value of
the motivation regression coefficient in the regression equation is 0.058 and
the significant level is 0.608 so that it can be interpreted that every
increase in motivation by one unit, employee performance will increase by 0.608
if the assumptions of other independent variables are considered constant.
2) The value of
the compensation regression coefficient in the regression equation is 0.307 and
the significant level is 0.017 so that it can be interpreted that for every
one-unit increase in compensation, employee performance will increase by 0.307
if the assumptions of other independent variables are considered constant.
3) The value of
the job satisfaction regression coefficient in the regression equation is 0.482
and a significant level of 0.000 so that it can be interpreted that every
increase in motivation by one unit, employee performance will increase by 0.482
if the assumptions of other independent variables are considered constant.
3. Test Instruments
a. Uji Validitas
In this study,
validity and reliability tests were conducted on a sample of 80 respondent
employees. Proof of validity test can be seen from the test conducted by
correlating the individual score of each statement with the total score of the
variable. The criteria used to determine whether or not the statements in this
study are valid or not are as follows:
a. Significance level of 5% or 0.05
b. Degree of fredoom (df = n-2), 80-2 = 78
obtained rTABEL = 0.2172
c. If the
calculation < rTABEL (at a significant level of 5%
or 0.05, it can be said that the questionnaire statement item is invalid.
d. If the calculation
> rTABEL (at a significant level of 5% or 0.05,
then it can be said that the questionnaire statement item is valid.
b. Reliability Test
Reliability tests
are used to test whether the results of the questionnaire are reliable or not.
A questionnaire is said to be reliable if a person's answers to statements are
consistent or stable over time. Reliability is measured using Cronbach Alpha. If
the Cronbach Alpha value > 0.6, then the research results are declared
reliable and if the Cronbach Alpha value is < 0.6, then the research results
are declared unreliable. It can be said that each question or indicator on the
questionnaire in the measurement of all variables both independent variables
have a Cronbach's Alpha value of motivation of 0.776, compensation of 0.773,
job satisfaction of 0.776 and the dependent variable has a Cronbach's Alpha
value of employee performance of 0.776. So it can be
concluded that all indicators are declared reliable or have met the reliability
requirements, because they have an alpha value of more than 0.6.
4.Classical Assumption Test
a. Normality Test
The normality
test is used to test whether in a regression model, the two variables
(independent or dependent) have a normal or at least close to normal
distribution. The normality test is performed with the Komogorov-Smirnov
one-sample test. If the value is above 5% (0.05), then the data of the variable
in question are normally distributed. that value Asymp.
Sig. (2-tailed) of 0.053 which means that all variables, both independent and
dependent variables used in this test, are declared normally distributed
because of their significance of 0.053 > 0.05.
b. Multicolonicity
Test
The multicolonicity test is useful to find out whether the
proposed regression model has found a strong correlation between independent
variables. If there is a strong correlation, there is a multicolonicity
problem that must be addressed. Test criteria in the multicolonarity
test include:
1) If the VIF value < 10 tolerance > 0.1
then multicolonicity does not occur.
2) If the VIF
value > 10 tolerance < 0.1 then multicolonicity
occurs.
It can be seen
that independent variables include motivation has a Variance Inflation Factor
(VIF) value of 2.511 < 10 and a tolerance value of 0.398 > 0.1,
compensation has a Variance Inflation Factor (VIF) value of 3.195 < 10 and a
tolerance value of 0.313 > 0.1, and job satisfaction has a Variance
Inflation Factor (VIF) value of 2.605 < 10 and a tolerance value of 0.384
> 0.1. So it can be concluded that the regression
model is stated not to occur multicolonicity.
c. Autocorrelation Test
Autocorrelation
tests are used to determine whether in the regression model there is an
inequality between the variance of residual from one observation to another.
The method used is the Durbin-Waston test (DW Test), if DW is located between
DU and 4-DU then there will be no autocorrelation, but if Pw < DL or 4-DL
then autocorrelation will occur, if this test has autocorrelation, it is
necessary to strive so that autocorrelation does not occur. It can be known
that the value of Durbin Watson (DW) is 2,134 where the number of free
variables is 3 with a sample of 80 respondents. So that a dL value of 1.5600
and a dU value of 1.7153 are obtained. In Durbin
Watson's calculation, the value is between DU and 4-DU, namely dU < dW < 4-dU = 1.7153
< 2.134 < 2.2847. So it can be concluded that
this multiple linear regression model does not occur autocorrelation.
d. Heteroscedasticity Test
The heterokedasticity test aims to test whether in the
regression model there is an inequality of variance from the residual of one
observer to another. If the variance from residual one observer to another is
fixed, then it is called homokedasticity and if
different it is called heteroscedasticity. A good regression model is a
homoscedasticity regression model or heteroscedasticity because this data
collects data representing various measures.
Ghozali
(2013: 142) one way to detect the presence or absence of heteroscedasticity is
to perform a Glacier test. It can be seen that testing heteroscedasticity on
independent variables, namely motivation has a significance of 0.357 > 0.05,
compensation has a significance of 0.191 > 0.05, and job satisfaction has a
significance of 0.805 > 0.05 using the Glejser
Test, then the results obtained in this regression model are stated that
heteroscedasticity does not occur.
5. Test Model Eligibility
a. Test F
This F test is
used to find out that in this model the independent variable is able to explain
the dependent variable. And to see whether the analyzed model has a high level
of model feasibility, namely the variables used by the model to explain the
analyzed phenomenon (Ferdinand, 2013: 300). ANova
test, which is a test to see how all independent variables together affect the
dependent variable. it can be known that the calculated F value is 41.687 with
a significant level of 0.000. From the table can be obtained with the value of
sig. 0.000 < 0.05, so it can be concluded that the independent variables of
motivation, compensation, and job satisfaction together have a significant
influence on the dependent variable of employee performance.
2) R2 Coefficient of Determination Test
The R2
coefficient of determination test essentially measures how far the model is
able to explain the variation of the dependent variable. The value of the
coefficient of determination is between zero and one. A small value of the R2
coefficient means that the ability of independent variables to explain the
variation of the dependent variable is very limited. A value close to one means
that the independent variables provide almost all the information needed to
predict the variation of the dependent variable. The higher the Adjusted R
Square value, the better the independent variable will explain its dependent
variable.
It can be known
that the Adjusted R Square value of 0.607 or 60.7% shows that the dependent
variable of employee performance is influenced by independent variables, namely
motivation, compensation, and job satisfaction. While the rest of the
calculation of 39.3% is influenced by many factors from other variables that
were not fully studied in this study.
6. Hypothesis Testing (T Test)
The T test is one
of the test tools that includes a difference test, because this T test is used
to determine the presence / absence of differences between the means of two
samples. To find out if there is a partial relationship between the independent
variable and the dependent variable in question. In this case, by looking at
the T test, it can be known that each independent variable is partially
independent of the dependent variable, the T test is used.
1) Hypothesis
testing on Motivation (X1) on Employee Performance (Y) obtained a calculated t
value of 0.515 < t table 1.991 and a sig. value of 0.608 > 0.05. So it can be concluded that H0 is accepted and Ha is
rejected, meaning that Motivation does not have a positive and insignificant
effect on Employee Performance at PT. ANZ Bank Indonesia.
2) Hypothesis testing on Compensation (X2) on
Employee Performance (Y) obtained a calculated t value of 2,434 > t table
1,991 and a sig value. 0.017 < 0.05. So it can be concluded that H0 is
rejected and Ha is accepted, meaning that compensation has a positive and
significant effect on Employee Performance at PT. Bank ANZ Indonesia.
3) Hypothesis
testing on Job Satisfaction (X3) on Employee Performance (Y) obtained a calculated t value of
4.236 > t table 1.991 and a sig. value of 0.000 < 0.05. So it can be concluded that H0 is rejected and Ha is
accepted, meaning that job satisfaction has a positive and significant effect
on Employee Performance at PT. ANZ Bank Indonesia.
C. The Effect of Motivation on Employee
Performance at PT. Bank ANZ Indonesia
Based on the
above research on testing the T Test hypothesis, it was found that motivation
did not have a positive and insignificant effect on the performance of PT. Bank
ANZ Indonesia. The results of this analysis were obtained through several tests
and the results of testing the T Test hypothesis with a calculated t value of
0.515 <
t Table 1.991 and significant values of 0.608 > 0.05. This positive effect
does not mean that the company does not provide motivation for PT. Bank ANZ
Indonesia, the less it also affects its performance.
From the results
of respondents' answers to questionnaires that have been given by researchers
get an average result of 4.29. This means that most respondents expressed
agreement in their assessment. These results show that the statement of the
Motivation questionnaire (X1) within the PT. Bank ANZ Indonesia is good enough. Motivation is the
provision of driving force that creates a person's work excitement so that they
want to work together, work effectively and are integrated with all their
efforts to achieve satisfaction. The results of this study are reinforced by
the results of Nur Hasmalawati's (2018) research that
motivation does not have a positive and insignificant effect on employee
performance.
D. The Effect of Compensation on
Employee Performance at PT. Bank ANZ Indonesia
Based on the
above research on testing the T Test hypothesis, it was found that compensation
had a positive and significant effect on the performance of PT. Bank ANZ
Indonesia. The results of this analysis were obtained through several tests and
the results of testing the T Test hypothesis with a calculated t value of 2,434 > T Table
1.991 and significant values of 0.017 < 0.05. This positive influence means
that the company provides the compensation desired by PT. Bank ANZ Indonesia,
the greater the opportunity for employees to improve their performance. From
the results of respondents' answers to questionnaires that have been given by
researchers get an average result of 4.17. This means that most respondents
expressed agreement in their assessment. These results show that the statement
of the Compensation questionnaire (X2) within PT. Bank ANZ Indonesia is good
enough.
Compensation is
all income in the form of money, direct or indirect goods that employees
receive in return for services rendered to the company. The establishment of an
effective compensation system is an important part of human resource management
because it helps attract and retain talented jobs. In addition, the company's
compensation system has an impact on strategic performance.
The results of this study are
reinforced by the results of Addina Fitriyani's
research (2019) that Compensation has a positive and significant effect on
Employee Performance.
E. The Effect of Job Satisfaction on
Employee Performance at PT. Bank ANZ Indonesia
Based on the
above research on testing the T Test hypothesis, it was found that Job
Satisfaction had a positive and significant effect on the Performance of PT.
Bank ANZ Indonesia. The results of this analysis were obtained through several
tests and the results of testing the T Test hypothesis with a calculated t
value of 4,236 > t Table
1.991 and significant values of 0.000 < 0.05. This positive influence means
that the company provides job satisfaction obtained by PT. Bank ANZ Indonesia,
the greater the opportunity for employees to improve their performance.
From the results
of respondents' answers to questionnaires that have been given by researchers
get an average result of 4.20. This means that most respondents expressed
agreement in their assessment. These results show that the statement of the Job
Satisfaction questionnaire (X3) within PT. Bank ANZ Indonesia is good enough.
Job satisfaction is one of the most important elements in organizations. This
is because job satisfaction can affect work behavior such as lazy, diligent,
productive, etc., or have a relationship with several types of behavior that
are very important in organizations. The results of this study are strengthened by
the results of Moch's research. Alfiansyah (2021)
that Job Satisfaction has a positive and significant effect on Employee
Performance.
CONCLUSION
Conclusion as follows: The results of
the hypothesis test that have been analyzed show that motivation does not have
a positive and insignificant effect on employee performance. This means that
Motivation at PT. Bank ANZ Indonesia has not fully affected Employee
Performance. The results of the hypothesis test that have been analyzed show
that compensation has a positive and significant effect on employee
performance. This means that Compensation at PT. Bank ANZ Indonesia has fully
influenced Employee Performance. The results of the hypothesis test that have
been analyzed show that Job Satisfaction has a positive and significant effect
on Employee Performance. This means that Job Satisfaction at PT. Bank ANZ
Indonesia has fully influenced Employee Performance.
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