Abstract
The study investigates by empirical methods the effect of motivation, leadership, and organizational culture on job satisfaction, and employee performance at Wahana Resources Ltd North Seram District, Central Maluku Regency, Indonesia. This examination intends to be a critical review for academics researching the field of human resources management (HRM). The study’s sample consisted of 155 employees who were selected using the Proportionate Stratified Random Sampling method. At the same time, data were collected using a questionnaire and then analyzed using the Structural Equation Modeling on Amos. The results of data analysis showed that work motivation and organizational culture had a positive and significant effect on performance, but did not significantly influence employee job satisfaction. While leadership has a substantial impact on employee job satisfaction, it does not affect performance. The results of testing the coefficient of determination show that job satisfaction is influenced for 57.4% by motivation, leadership, and culture variables, while employee performance variables are influenced for 73.5% by motivation, leadership, culture, and job satisfaction variables. Other factors outside this study influence the rest. Motivation, leadership, and organizational culture of employees need to be improved to increase job satisfaction. Invariably, if employee job satisfaction increases, employee performance will also increase.
Introduction
Human resources need to be managed professionally to create a balance between the needs of employees, the demands and capabilities of the company’s organization, and the importance of quality human resources for the progress of the company (Mappamiring et al., 2020). This balance is the company’s primary key to developing productively and achieving the company’s goals. Therefore, employees are expected to work productively and professionally. There is the realization that the survival and growth of a company are determined by the strength of money or capital and determined by the success of managing human resources (Arfah & Aditya, 2019; Nurhilalia et al., 2019; Firman et al., 2020).
The management in question is that the company must be able to equate the perceptions or perspectives of employees and leaders to achieve company goals such as through the determination of a right working mentality with high dedication and loyalty to their work, providing guidance, direction, motivation and proper working coordination from a leader to his subordinates. Creating employee job satisfaction is not easy because job satisfaction can only be created if there is continuity between work motivation, leadership, and the organizational culture of the company that can be accommodated well and accepted by all employees. Organizational performance depends on individual performance or, in other words, its production will contribute to organizational performance (Akob et al., 2020; Haerani et al., 2020; Nguyen et al., 2019), It means that corporate members’ behavior, both individually and in groups, provides power over organizational performance because motivation will affect organizational performance.
Chen et al. (2012) stated that understanding motivation, both existing within employees and from the environment, will help improve performance. In this case, a manager needs to direct motivation by creating an organizational climate through the formation of work culture or corporate culture, so that employees feel encouraged to work harder to achieve a high level of performance. Every employee in work must have hopes or needs, including the need to get rewards, including internal factors such as self-esteem, achievement, as well as external factors such as recognition and attention. The success and performance of a person in a field of work are determined by the level of competence and professionalism in the area occupied, but if the success of the performance without the presence or lack of attention and recognition will affect the decreased motivation, the effect on job satisfaction decreases.
Some previous research (e.g., Thanh et al., 2020; Nguyen et al., 2019; Suong et al., 2019; Yang & Kim, 2018) show that leadership has a vital effect on organizational activities. Leadership is needed to improve the company’s competitiveness on an ongoing basis. Leadership is a process by which a person can become a leader through continuous activities to influence followers to achieve the organization’s or company’s goals. Besides, the leadership is less sensitive to what is desired by subordinates. Some employees who have never experienced rotation or mutation for a relatively long time have an impact on job satisfaction. Employees who are already in the comfort zone cause a lack of creative ideas and may be lazy to move to other parts of the company. Leadership that is suitable for subordinates will significantly affect their performance, namely, by experiencing job satisfaction for them so that employees carrying out their work will feel more secure and protected.
Another element that is continuously being created in the corporate environment is the organizational culture. Organizational culture is a habit that applies to an organization. Each organization has different patterns and customs. Organizational culture is a set of underlying assumptions and beliefs held by the organization’s employees, then developed and passed down to overcome external adaptation and internal integration problems (Limaj & Bernroider, 2019; Miller, 2006). Therefore, employee dissatisfaction with the organization or company as a whole will have an impact on their dissatisfaction in dealing with their work and will undoubtedly affect their performance. Objectively, this study examines the interrelationship of the variables presented in this section empirically, as illustrated in Figure 1. This study is expected to be a reference for stakeholders and a critical review for academics in the HRM field.
Source: https://doi:10.13106/jafeb.2020.vol7.no8.577
Question 1 (20 Marks)
Assess the research design utilised in the study by PAAIS, M. and PATTIRUHU, J. R. (2020). What are the principal elements of this design, and how do they enhance the overall effectiveness and validity of the research findings?
Question 2 (20 Marks)
Examine the concepts of validity and reliability within the context of the research conducted by PAAIS, M. and PATTIRUHU,
J. R. (2020). How did the authors ensure that their measurement instruments demonstrated both validity and reliability in the study?
Question 3 (20 Marks)
Consider the ethical considerations necessary when conducting research involving human subjects, as emphasised in the study. Discuss the specific ethical guidelines researchers adhere to in order to safeguard participants’ rights and well-being throughout the research process.
Question 4 (20 Marks)
Distinguish between ratio and interval data measurements, providing examples of each type from the research conducted by PAAIS, M. and PATTIRUHU, J. R. (2020). How do these different measurement scales influence the analysis and interpretation of the research findings?
Question 5 (20 Marks)
Conduct a critical assessment of the measurement instruments employed in the research to evaluate motivation, leadership, organizational culture, satisfaction, and employee performance. In what ways did the authors validate these instruments to ensure their appropriateness for accurately measuring the intended constructs?
Answers to Above Questions on Information Technology Management
Answer 1: The research design utilised in the study by PAAIS, M. and PATTIRUHU, J. R. (2020) is
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