Corresponding Author: Abdul
Hakim
E-mail: abdulhakimalpalembangi@gmail.com
INTRODUCTION
Human resources are a
central factor in managing an organization. Competent human resources with good
performance can support organizational success. On the other hand, incompetent
and underperforming human resources are a competitive problem that can put the
company at a loss. Achieving the goals of an organization requires human resources as system
managers. For this system to work, its management must pay attention to several
important aspects such as leadership, motivation, competence, work environment,
performance and other aspects. This will make human resource management an important indicator of
achieving organizational goals effectively and efficiently.
The first component of organizational
architecture, human resource management (HRM), is a process by which an
institution selects, develops and motivates people to achieve its mission.
Human resources (HR) is the basic capital of a company or organization. A
company's size and ups and downs are determined mainly by the condition of the
human resources in the place concerned. Suppose a company or organization wants
to progress. In that case, it must strive for its human resources to perform
according to the company's or organization's expectations and goals. Employee
performance in a company is influenced by many factors, including the work
environment, job descriptions and responsibilities, vision, mission and
organizational culture, communication systems and how leaders work, training
and self-development, and bonuses and incentives.
If utilized effectively and efficiently,
potential human resources will be useful to support the company's movement (Wee, 2018). It is proven that companies that survive
have reliable human resources and good performance. As said, one of the most
important factors that can determine an organization's success or failure is
the human resource factor (Agustini,
2019).
Job satisfaction is the overall result of
the degree of liking or dislikes for various aspects of work (Siregar,
2015). The degree of job satisfaction can have
positive or negative impacts. When the degree of employee satisfaction
increases, it will increase productivity, work performance, reduce absenteeism
and labor turnover. High job satisfaction shows that it greatly influences
positive and dynamic working conditions, thus providing real benefits for both
the organization and the employees (Dengo et
al., 2023).
Employees who are satisfied with their
work can be seen from the completion of tasks on time, employees are more
proactive in coordinating with other fields related to their work, getting the
opportunity to be promoted is an opportunity that gets when employees show good
work progress at work, people who are satisfied with their work will make work
as a priority, takes precedence over personal interests that are not related to
work, for example finishing work first before hanging out casually enjoying coffee
with other employees. His work can meet the needs that are fulfilled by
economic needs with a salary. At least some positive variables that influence
job satisfaction, namely the type of work itself, salary or pay, opportunities
for promotion, and relationships with superiors and co-workers, can be
fulfilled properly so that satisfaction will impact organizational commitment.
Most existing ministries have undergone
various changes, including merging, separating, and changing names, either
temporarily or permanently. The Ministry of Manpower (Kemnaker) is no
exception. The history of the Ministry of Manpower began when the preparatory
committee for Indonesian independence established the number of ministries on
August 19, 1945. Initially, no specific ministry dealt with labor issues, and
all tasks and functions related to labor issues were still under the Ministry
of Social Affairs.
It was only on July 3, 1947, that a
Ministry of Labor was established, and through Government Regulation Number 3 of
1947, dated July 25, 1947, the main tasks of the Ministry of Labor were
established. Social affairs duties to the Ministry of Labor and Social Affairs.
In the government of the United Republic
of Indonesia (RIS), the organization of the Ministry of Labor no longer covered
social affairs and its organizational structure was based on the Regulation of
the Minister of Labor No. 1 of 1950 after the United Republic of Indonesia was
dissolved, the organizational structure of the Ministry of Labor was refined
again by Regulation of the Ministry of Labor No. 1 of 1951. This regulation has
begun to show the completeness of the organizational structure of the Ministry
of Labor which includes the organizational structure of the Ministry of Labor
which includes the organizational structure down to the regional level with
clear job descriptions.
The naming of the Ministry of Manpower and
Transmigration (Kemnakertrans) continued to be used during the Gotong Royong,
United Indonesia and United Indonesia II cabinets, only since the Working
Cabinet in 2014. The Ministry of Manpower and Transmigration changed its name
to the Ministry of Manpower of the Republic of Indonesia or Kemnaker.
Organizational commitment is the nature of
the relationship between individuals and work organizations, where individuals
have self-confidence in the values and goals of the work organization, there is
a willingness to use their efforts seriously for the benefit of the work
organization and have a strong desire to remain part of the work organization (Yanto &
Jaenab, 2020). In this case, the individual identifies
himself with a particular organization where the individual works and hopes to
become a member of the work organization to participate in realizing the goals
of the work organization. Organizational commitment is a state or a level where
employees believe and accept company goals and will remain in the company (Rahmawati
& Juwita, 2019). Employee commitment to a company or
organization is very important; when employees are committed, they will be
willing to carry out the company's interests compared to their interests.
Several studies have found that
organizational commitment is still lacking in several organizations, especially
in government organizations, as evidenced by the results of previous research,
which showed that the organizational commitment of Civil Servants at the East
Kalimantan Provincial Forestry Service still has 34% which is categorized as
low (Kurnia, 2013). In addition, there are also Civil
Servants of the Population and Civil Registration Office of the City of Bekasi
who have been dismissed from their positions due to their involvement in some
violations of the code of ethics (Ruslan,
2013), as well as employees who commit
disciplinary action by not coming to work for 40-60 consecutive days. Apart
from organizational commitment, organizational culture can also foster
organizational commitment. According to Cartwright, culture is a strong determinant
of people's beliefs, attitudes and behavior, and its influence can be measured
through how people are motivated to respond to their cultural environment (Wibowo,
2014). On that basis, Cartwright defines
culture as an organized collection of people who share the same goals, beliefs
and values and can be measured in terms of their influence on motivation.
The research gap in this study is the discovery of differences between the
results of previous studies regarding the effect of intrinsic motivation,
non-physical work environment and organizational culture on organizational
commitment. Some research results show different results related to the
influence of the relationship between these variables.
Table 1. Previous Research
|
Research
Gaps
|
Previous
Research Results
|
|
There needs to be more
consistency in the research results on the effect of intrinsic motivation on organizational
commitment.
|
·
Intrinsic motivation has a positive and significant effect on
organizational commitment (Rahmat Triadi et al., 2019)
·
Intrinsic motivation harms organizational commitment (Rahayu
& Irfan, 2021)
|
|
There needs to be more consistency
in the research results on the influence of the non-physical work environment
on organizational commitment.
|
·
The non-physical work environment positively and significantly
affects organizational commitment (Syahrida Hafni, 2018).
·
The non-physical work environment harms organizational
commitment (Indah Puspita, 2020)
|
|
There needs to be more
consistency in the research results on the influence of organizational
culture on organizational commitment.
|
·
Organizational culture has a positive and significant effect on
organizational commitment (Pudji & Sugito Efendi, 2022)
·
Organizational culture harms organizational commitment
(Nurcahya, 2019)
|
After looking at previous studies
of several variables used in the study, showing research gaps in Table1, which
were inconsistent (inconsistency) in research results that still showed mixed
results, to get more accurate and up-to-date research results, the researcher
was interested in doing more research. Continue to return to the Head Office of
the Ministry of Manpower of the Republic of Indonesia with data following
current conditions. In this research, development was carried out from the
variables studied, the research object, and the year of research.
In addition, in this study,
researchers chose and observed job satisfaction as an intervening variable to
renew research that has been done a lot because job satisfaction is often said
to influence organizational commitment. Job satisfaction includes several
things, such as satisfaction with salary and wages, colleagues, and working
conditions. When someone is satisfied, they will tend to be more loyal and
maintain a positive attitude towards their work, which affects employee
commitment to the organization. Therefore, the amount of job satisfaction will
also affect the amount of organizational commitment.
After conducting interviews with the HR department at the RI
KEMNAKER Head Office, it was found that the organizational commitment of
Non-Civil Servants at the RI KEMNAKER Head Office had decreased. This was
reinforced by VAT entry and exit data which had increased from 2020 to 2022 as
follows:
Table 2. VAT Turnover Data at the
RI Ministry of Manpower Headquarters
|
Year
|
Number of
employees
|
Turnover
(%)
|
|
At the
beginning of the year
|
Enter
|
Go out
|
End of
year
|
|
2020
|
452
|
23
|
37
|
438
|
3.15
|
|
2021
|
438
|
16
|
26
|
428
|
2.31
|
|
2022
|
428
|
19
|
31
|
416
|
2.84
|
Source: HR,
RI Ministry of Manpower (2022)
Based on tTable2, the percentage
of the VAT turnover rate at the RI KEMNAKER Head Office has increased from 2020
to 2022. Most of the PPNPNs that have been issued have worked for approximately
five years. Based on the results of interviews with HR, several reasons for
PPNPN leaving the institution were obtained, namely because they had been
accepted to work at another company, PPNPN felt that there was no award given
to him, PPNPN's achievements had decreased, and he felt that his career was not
developing. In addition, there were complaints from PPNPN regarding relations
with leaders who needed to be more supportive in carrying out work, especially
regarding decision-making.
The researchers also interviewed
ten non-government employees at the Indonesian Ministry of Manpower
Headquarters on January 17, 2023. The results showed that employees felt they
did not have a bond with their current organization by interpreting the organization
as a place to make money. Employees also said they were not afraid if they lost
their jobs because they felt that outside the RI Ministry of Manpower, there
was still much work. In addition, the employee says that if offered another job
that is better than his current one, the employee is willing to leave the
agency. In addition, employees also say that the reason employees stay in the
organization is based on needs that need to be fulfilled and not because they
feel they have a debt of gratitude to their organization employees say that
continuing to stay in the organization is not mandatory, employees may leave
what organization if the employee wants it. Based on the existing explanations,
the researcher indicated that VAT at the RI KEMNAKER Head Office needed more
organizational commitment.
The results of another interview
from researchers on VAT at the Head Office of the Ministry of Manpower of the
Republic of Indonesia, namely, the problem related to organizational commitment
is the lack of employees' sense of belonging to the organization. Employee
involvement in an organization shows a person's strong desire to continue
working for an organization or company, but according to information provided
by the HR division at the Ministry of Manpower RI Head Office, employees are
not involved in various decision-making or policies, so this causes a sense of
belonging (sense of ownership). Employee belonging to the organization needs to
be higher.
Research related to organizational
commitment still needs to be developed further because even though in previous
studies it was said that organizational commitment in several companies and
organizations had shown a high level, as was obtained from Wahyuadianto's
research (2010) respondents who had a moderate level of commitment were 55% at
a strong level of 27% and a weak level of 18%. There still needs to be more
individuals who have aspects of organizational commitment; the same is the case
with organizational commitment in the government environment.
In this globalization era, the
government of the Republic of Indonesia and its people are required to be able
to compete with other developed countries. Therefore, individuals within the
organization that carry out the governance structure must have the same goals
as the Republic of Indonesia. Employees with low commitment will hinder the
achievement of organizational goals because employees will tend to prioritize
their interests rather than the interests of the organization. Other opinions
also say that employees with high commitment will positively impact the
organization, such as increasing productivity, quality of work, job
satisfaction, and reducing delays in arriving at the office. This statement
shows that high organizational commitment to employees is very important (Muis et al., 2018).
Based on the background above,
this study aims to determine and analyze the Influence of Intrinsic Motivation,
Non-Physical Work Environment and Organizational Culture on Job Satisfaction
and their impact on the Organizational Commitment of Government Employees Non
Civil Servants at the RI Ministry of Manpower Headquarters. It is hoped that
this research can make employees at the Office of the Ministry of Manpower of
the Republic of Indonesia, the public and users of this research understand the
benefits and importance of the role of intrinsic motivation, non-physical work
environment, organizational culture, job satisfaction and organizational commitment
so that the goals are quickly achieved as which are expected.
METHODS
The method used in
this study is quantitative. The types of data used in this research are primary
and secondary. The population used in this study were
Government Employees, Non-Civil Servants at the head office of the Ministry of
Manpower of the Republic of Indonesia, totaling 416 employees. The sample in
this study is a Non-Civil Servant Government Employee (PPNPN) at the Office of
the Ministry of Manpower of the Republic of Indonesia. This study used data
collection techniques using a questionnaire in the form of a questionnaire.
This study uses analytical techniques, namely descriptive analysis and
inferential analysis.
RESULTS AND DISCUSSION
Evaluation of SEM Assumptions
Data normality test
Univariate normality in multivariate was evaluated using the AMOS 22
program; if kurtosis and skewness values were obtained at intervals of -2.58 to
2.58, it could be concluded that the data were normally distributed. The data normality test can be seen as
follows:
Table 3. Assessment of
normality (Group number 1)
|
Variables
|
min
|
max
|
skew
|
cr
|
kurtosis
|
cr
|
|
BO4
|
2,000
|
4,000
|
-.228
|
-1,130
|
-.604
|
-1,499
|
|
BO3
|
2,000
|
4,000
|
.034
|
.171
|
-.142
|
-.353
|
|
BO2
|
2,000
|
4,000
|
003
|
013
|
-.235
|
-.584
|
|
BO1
|
2,000
|
4,000
|
.241
|
1,197
|
.556
|
1,381
|
|
KO3
|
2,000
|
4,000
|
005
|
.025
|
-.108
|
-.268
|
|
KO2
|
2,000
|
4,000
|
.122
|
.604
|
.383
|
.952
|
|
KO1
|
2,000
|
4,000
|
.073
|
.364
|
.179
|
.445
|
|
KK5
|
2,000
|
4,000
|
.217
|
1,077
|
.184
|
.458
|
|
KK4
|
2,000
|
4,000
|
093
|
.463
|
.322
|
.800
|
|
KK3
|
2,000
|
4,000
|
.035
|
.175
|
.281
|
.697
|
|
KK2
|
2,000
|
4,000
|
.090
|
.446
|
.495
|
1,228
|
|
KK1
|
2,000
|
4,000
|
.206
|
1,023
|
.592
|
1,470
|
|
LK5
|
2,000
|
4,000
|
.214
|
1,064
|
.381
|
.947
|
|
LK4
|
2,000
|
4,000
|
.265
|
1.316
|
.753
|
1870
|
|
LK3
|
2,000
|
4,000
|
.250
|
1,240
|
.338
|
.839
|
|
LK2
|
2,000
|
4,000
|
.112
|
.554
|
.306
|
.760
|
|
LK1
|
2,000
|
4,000
|
.498
|
2,472
|
.593
|
1,472
|
|
MI3
|
2,000
|
4,000
|
.098
|
.486
|
.674
|
1673
|
|
MI2
|
2,000
|
4,000
|
040
|
.199
|
061
|
.152
|
|
MI1
|
2,000
|
4,000
|
.308
|
1,531
|
.366
|
.910
|
|
Multivariate
|
|
|
|
|
12,276
|
2,517
|
Source: AMOS Calculation Results,
2023
Table 3 obtained mark skewness And kurtosis in the
range of -2.58 up to you 2.58. Moreover, the car value in the
multivariate is 2.517, in the range of ±2.58, so the research data is normally
distributed and can be analyzed using structural equation modeling (SEM).
Evaluation of Outliers
Table 4.
Mahalanobis d-squared
|
Observation
number
|
Mahalanobis
d-squared
|
p1
|
p2
|
|
26
|
33,235
|
032
|
.992
|
|
146
|
32,629
|
.037
|
.975
|
|
102
|
32,578
|
038
|
.919
|
|
136
|
31,863
|
045
|
.902
|
|
147
|
31,691
|
047
|
.825
|
|
9
|
31,186
|
053
|
.798
|
|
66
|
30,674
|
.060
|
.785
|
|
129
|
30,261
|
.066
|
.763
|
|
73
|
30,209
|
.067
|
.657
|
|
19
|
30,188
|
.067
|
.533
|
|
16
|
30.155
|
.067
|
.413
|
|
86
|
30,112
|
068
|
.308
|
|
101
|
30,095
|
068
|
.213
|
|
74
|
29,905
|
071
|
.173
|
|
67
|
29,418
|
080
|
.204
|
|
46
|
29.115
|
086
|
.198
|
|
125
|
28,481
|
.098
|
.289
|
|
82
|
28,150
|
.106
|
.304
|
|
98
|
27,974
|
.110
|
.273
|
|
148
|
27,904
|
.112
|
.215
|
|
18
|
27,785
|
.115
|
.179
|
|
121
|
27,732
|
.116
|
.133
|
|
94
|
27,721
|
.116
|
.090
|
|
135
|
27,581
|
.120
|
076
|
|
133
|
27,456
|
.123
|
062
|
|
20
|
27013
|
.135
|
095
|
|
141
|
26,774
|
.142
|
099
|
|
144
|
26,725
|
.143
|
.073
|
|
40
|
25,787
|
.173
|
.259
|
|
107
|
25,721
|
.175
|
.218
|
|
68
|
25,492
|
.183
|
.233
|
|
8
|
25,379
|
.187
|
.211
|
|
43
|
25,302
|
.190
|
.179
|
|
113
|
25,274
|
.191
|
.139
|
|
4
|
25,236
|
.193
|
.107
|
|
90
|
24,907
|
.205
|
.147
|
|
120
|
24,858
|
.207
|
.118
|
|
3
|
24,803
|
.209
|
095
|
|
44
|
24,528
|
.220
|
.121
|
|
80
|
24,357
|
.227
|
.125
|
|
38
|
24,249
|
.232
|
.114
|
|
21
|
24,021
|
.241
|
.135
|
|
91
|
24,021
|
.241
|
099
|
|
114
|
23,614
|
.260
|
.170
|
|
2
|
23,577
|
.261
|
.139
|
|
110
|
23,399
|
.270
|
.150
|
|
106
|
23,318
|
.273
|
.134
|
|
79
|
23,262
|
.276
|
.112
|
|
111
|
23,235
|
.277
|
087
|
|
61
|
23,026
|
.288
|
.105
|
|
65
|
22,928
|
.292
|
.097
|
|
122
|
22,922
|
.293
|
071
|
|
57
|
22,670
|
.305
|
.097
|
|
78
|
22,245
|
.327
|
.188
|
|
42
|
22,230
|
.328
|
.150
|
|
145
|
22,197
|
.330
|
.122
|
|
55
|
22.102
|
.335
|
.115
|
|
62
|
22,092
|
.336
|
087
|
|
6
|
21,861
|
.348
|
.115
|
|
83
|
21,846
|
.349
|
089
|
|
137
|
21,751
|
.354
|
083
|
|
47
|
21,751
|
.354
|
061
|
|
99
|
21,751
|
.354
|
043
|
Source: AMOS Calculation Results, 2023
Based on
tTable4, it can be seen that there are no Mahalanobies values above 45.315 (maximum distance of 33.235), so it can be
concluded that there are no outliers in the research data used.
Hypothesis
test
Hypothesis
testing was carried out to determine whether or not the independent variables
affected the dependent variable. The hypothesis is accepted if the CR value is above 1.96 and the
probability value (P) <0.05. The results of hypothesis testing can be seen
in the table below.
Table 5. Regression
Weights: (Group number 1 - Default model)
|
|
|
Estimates
|
SE
|
CR
|
P
|
Label
|
|
job
satisfaction
|
<---
|
Intrinsic motivation
|
.678
|
.320
|
2.119
|
.034
|
par_14
|
|
job
satisfaction
|
<---
|
Non physical
work environment
|
.368
|
.145
|
2,540
|
011
|
par_15
|
|
job
satisfaction
|
<---
|
organizational
culture
|
.205
|
081
|
2,523
|
012
|
par_16
|
|
organizational
commitment
|
<---
|
Intrinsic motivation
|
.911
|
.459
|
1985
|
047
|
par_17
|
|
organizational
commitment
|
<---
|
Non physical
work environment
|
.170
|
.196
|
.869
|
.385
|
par_18
|
|
organizational
commitment
|
<---
|
organizational
culture
|
.102
|
.106
|
.957
|
.339
|
par_19
|
|
organizational
commitment
|
<---
|
job
satisfaction
|
.603
|
.172
|
3,514
|
***
|
par_20
|
Source: AMOS Calculation Results,
2023
For Testing
Hypotheses 7, 8, and 9 were tested using the mediation test (Sobel Test). The
Sobel test determines whether the independent variable has an indirect effect
on the dependent variable through the intervening variable. In addition, the
Sobel test is used to test the ability of intervening variables to become
mediators in the research framework model. If the t count value > t table
value, it can be concluded that there is a mediating effect. By using the Sobel test formula in the
chapter, the following results are obtained:
Table 6. Sobel test
|
Track
|
Connection
|
Path
Coefficient
|
Indirect
influence
|
Standard
Error
|
tcount
|
ttable
|
Conclusion
|
|
Direct
|
Indirect
|
|
a
|
b
|
ab
|
sa
|
sb
|
Sat
|
|
MI-KK-KO
|
MI
|
-
|
KK
|
0.234
|
|
0.104
|
0.320
|
|
0.047
|
2,21
|
1.98
|
Significant
|
|
KK
|
-
|
KO
|
|
0.445
|
|
|
0.172
|
|
|
|
|
|
LK-KK-KO
|
LK
|
-
|
KK
|
0.315
|
|
0.140
|
0.145
|
|
0.068
|
2.05
|
1.98
|
Significant
|
|
KK
|
-
|
KO
|
|
0.445
|
|
|
0.172
|
|
|
|
|
|
BO-KK-KO
|
BO
|
-
|
KK
|
0.263
|
|
0.117
|
0.081
|
|
0.038
|
3.07
|
1.98
|
Significant
|
|
KK
|
-
|
KO
|
|
0.445
|
|
|
0.172
|
|
|
|
|
Source: Data processed from AMOS 2023 calculation results
Based on
the hypothesis test above, the following shows the recapitulation of the
results of the research hypothesis test, which can be seen in the following
table:
Table 7. Recapitulation of Hypothesis Testing Results
|
hypothesis
|
Accepted/Rejected
|
Information
|
|
Intrinsic motivation positively and
significantly affects PPNPN job satisfaction at the RI Ministry of Manpower's head office.
|
Accepted
|
CR value of 2.119 and a significance value of 0.034.
|
|
the non-physical work environment positively and significantly affects
PPNPN job satisfaction at the RI Ministry of Manpower's head office.
|
Accepted
|
CR value of 2.540 and a significance value of 0.011.
|
|
Organizational culture positively and significantly affects PPNPN job
satisfaction at the RI Ministry of Manpower Headquarters.
|
Accepted
|
CR value of 2.523 and a significance value of 0.012.
|
|
Intrinsic motivation directly has a positive and significant effect on
the organizational commitment of PPNPN at the Head Office of the Ministry of
Manpower of the Republic of Indonesia.
|
Accepted
|
CR value of 1.985 and a significance value of 0.047.
|
|
the non-physical work environment directly has a positive and significant
effect on the organizational commitment of PPNPN at the RI Ministry of
Manpower's head office
|
Rejected
|
CR value of 0.869 and a significance value of 0.385.
|
|
Organizational culture directly has a positive and significant effect on
the organizational commitment of PPNPN at the Head Office of the Ministry of
Manpower of the Republic of Indonesia
|
Rejected
|
CR value of 0.957 and a significance value of 0.339.
|
|
Intrinsic motivation indirectly has a significant effect on the organizational
commitment of PPNPN at the KEMNAKER RI head office through job satisfaction
|
Accepted
|
t count value of 2.21 (greater than 1.98)
|
|
the non-physical work environment indirectly significantly affects the
organizational commitment of PPNPN at the KEMNAKER RI head office through job
satisfaction.
|
Accepted
|
t count value of 2.05 (greater than 1.98)
|
|
Organizational culture indirectly has a significant effect on the
organizational commitment of PPNPN at the KEMNAKER RI head office through job
satisfaction
|
Accepted
|
t count value of 3.07 (greater than 1.98)
|
|
Job satisfaction directly has
a positive and significant effect on the organizational commitment of
PPNPN at the Head Office of the Ministry of Manpower of the Republic of
Indonesia.
|
Accepted
|
the CR value is 3.514, and the significance value is *** (0.000).
|
Source: Processed data, 2023
Intrinsic
motivation directly has a positive and significant effect on job satisfaction.
The results of data analysis in this study show that intrinsic
motivation directly has a positive and significant influence on PPNPN job
satisfaction at the RI Ministry of Manpower's headquarters. Intrinsic
motivation refers to internal drives from the individual, such as personal
satisfaction, personal achievement, self-development, and a sense of
responsibility toward work. Job satisfaction is the positive feelings
experienced by individuals regarding their work, including aspects such as the
work environment, recognition, rewards, development opportunities, and
work-life balance.
In this study, the analysis results show that intrinsic
motivation positively and significantly influences PPNPN job satisfaction at
the RI Ministry of Manpower's headquarters. This can be interpreted that the
higher the intrinsic motivation PPNPN feels, the higher the level of job
satisfaction.
The results of this study align with previous research
concluded that motivation has a positive and significant effect on the job
satisfaction of Bank BTN employees at the Jakarta Kuningan branch office (Sugiyono &
Rahajeng, 2022). This is also in line with previous research, which
states that there is a positive and significant effect of intrinsic motivation
on the job satisfaction of the Bantul Population and Registration Service
Employees (Khazamah et al., 2021). These findings provide information that increasing
PPNPN's intrinsic motivation by building good relations with co-workers can
encourage employees to be enthusiastic in facing task challenges increasing job
satisfaction, increasing creativity and loyalty and increasing agencies so that
PPNPN can be more professional in providing services.
The non-physical work environment directly positively and significantly
affects job satisfaction.
The results of data analysis in this study show that the
non-physical work environment directly has a positive and significant influence
on PPNPN job satisfaction at the RI Ministry of Manpower's headquarters. These
findings indicate that the non-physical work environment employees feel
positively and significantly influences job satisfaction at the Ministry of
Manpower RI head office.
The non-physical work environment includes organizational
policies, internal communication, work culture, recognition and appreciation,
organizational fairness, supervisor support, and career development
opportunities. A good work environment, in this case, is expected to increase
PPNPN job satisfaction.
The analysis results show that the non-physical work
environment positively and significantly influences PPNPN job satisfaction at
the RI Ministry of Manpower's head office. This means that factors such as fair
policies, effective communication, positive work culture, adequate recognition
and appreciation, supervisor support, and good career development opportunities
collectively contribute to job satisfaction in PPNPN.
These findings imply that the management of the Ministry
of Manpower of the Republic of Indonesia needs to pay attention to and improve
the non-physical work environment in order to support PPNPN job satisfaction.
Implement fair and transparent policies to ensure employees feel treated fairly
and have equal opportunities. Improve internal communication by holding regular
meetings, providing effective communication channels, and providing
constructive feedback. Build a positive work culture by promoting collaboration,
team support and recognition of individual and team achievements. Provide
appropriate training and career development to help PPNPNs improve their skills
and achieve their career goals. Provide adequate supervisor support and
guidance, including constructive feedback and clear directions. These findings
support the results of previous research, which concluded that the non-physical
work environment affects employee job satisfaction at PT. PLN (Persero) in the
South Sumatra Region (Rivalita & Ferdian,
2020).
Organizational culture has a direct and significant positive effect on job
satisfaction.
The results of data analysis in this study show that
organizational culture directly has a positive and significant influence on
PPNPN job satisfaction at the RI Ministry of Manpower Headquarters. The results
of this study indicate that an organizational culture that has a clear mission,
and consistent values, involve employees in decision-making, and encourages
adaptability, can contribute positively to employee job satisfaction.
Organizational culture, as measured by indicators of
mission, consistency, involvement, and adaptability, has a positive and
significant effect on job satisfaction. The study results show that these
factors are interrelated with employee job satisfaction. Research shows that
when employees feel connected to the organization's mission and believe that
their work has meaning and contributes significantly to achieving that mission,
they tend to have higher levels of job satisfaction. In this study, it was found
that the consistency of organizational culture has a positive influence on job
satisfaction. This study's results align with previous research
which concluded that organizational culture had a positive and significant
effect on job satisfaction (Sugiyono &
Rahajeng, 2022).
Intrinsic motivation directly has a positive and significant effect on
organizational commitment.
The results of data analysis in this study indicate that
intrinsic motivation directly has a positive and significant influence on the
organizational commitment of PPNPN at the RI Ministry of Manpower's
headquarters. This means the higher the intrinsic motivation PPNPNs feel, the
higher their commitment to the organization.
High intrinsic motivation tends to affect strong
organizational commitment. Encouraging the form of motivation in the company
will increase employees' commitment to continue working at the company. This is
in line with previous research, which found an effect of work motivation on
organizational commitment (Rumangkit &
Haholongan, 2019). This means that the better the work motivation, the
higher the employee's commitment.
The non-physical work environment has a positive but insignificant effect
on organizational commitment.
The results of data analysis in this study indicate that
the non-physical work environment directly has a positive but not significant
effect on the organizational commitment of PPNPN at the RI Ministry of Manpower
Headquarters.
The study results show a positive but insignificant
effect between the non-physical work environment and the organizational
commitment of PPNPN, indicating a weaker effect or high data variability.
Although there is a positive effect, this cannot be said to be a statistically
significant effect. Further research may be needed with a larger sample or a
different context to evaluate the in-depth impact of the non-physical work
environment.
Even though the influence of the non-physical work
environment is not statistically significant on the organizational commitment
of PPNPN at the KEMNAKER RI head office, attention to these factors is still
important. Organizational management can pay attention to aspects of the
non-physical work environment to build a positive culture, increase supportive
management policies, and strengthen effective leadership. These efforts can
help create a more fulfilling work experience and increase organizational commitment.
The results of this study are different from previous
studies, which found that the work environment has a significant effect on the
job satisfaction of PLTGU Muara Tawar Project employees. (Marcelia et al., 2022) . However, these results align with other studies that
conclude that the work environment has a positive but insignificant effect on
organizational commitment (Rumoning, 2018).
Organizational culture directly has no significant positive effect on
organizational commitment.
The
results of the data analysis in this study indicate that organizational culture
directly has a positive but not significant effect on the organizational
commitment of PPNPN at the Head Office of the Ministry of Manpower of the
Republic of Indonesia. Although the research results show that organizational
culture has a positive but insignificant effect on organizational commitment,
this indicates that other factors or interactions with other factors may play a
more dominant role in shaping organizational commitment.
The finding that organizational culture has a positive
but insignificant effect on organizational commitment indicates an effect, but
it cannot be considered a statistically consistent effect. Although individuals
may have positive perceptions of organizational culture, other factors such as
job satisfaction, motivation, and work environment may dominate organizational
commitment.
This study's results align with previous research, which
concluded that organizational culture has a positive and insignificant effect
on the organizational commitment of Padang Panjang City Government Employees (Nurhaida, 2019). However, these findings differ from previous studies,
which state that organizational culture has an influence and is significant on
employees' organizational commitment in the South Jakarta DGT Office (Endarsih & Efendi,
2022).
Intrinsic motivation indirectly positively and significantly affects
organizational commitment through job satisfaction.
Furthermore, the study results show that intrinsic
motivation indirectly positively affects PPNPN organizational commitment at the
Ministry of Manpower RI head office through job satisfaction.
Research shows that intrinsic motivation can affect
organizational commitment through job satisfaction. If PPNPNs at the KEMNAKER
RI head office feel intrinsically satisfied with their work, this can increase
their job satisfaction. High job satisfaction then acts as a mediating
mechanism that links intrinsic motivation with organizational commitment. That
is, high job satisfaction is a factor that influences the organizational
commitment of PPNPNs at the KEMNAKER RI head office, which arises from their
intrinsic motivation.
The non-physical work environment
indirectly positively and significantly affects organizational commitment
through job satisfaction.
The results showed
that the non-physical work environment indirectly had a significant positive
effect on the organizational commitment of PPNPN at the KEMNAKER RI head office
through job satisfaction. A positive work environment, such as a supportive organizational
culture, fair management policies, and effective leadership, can create work
experiences that meet individual needs and expectations. This can increase job
satisfaction, which in turn will contribute to stronger organizational
commitment.
Organizational culture indirectly
positively and significantly affects organizational commitment through job
satisfaction.
The results showed that
organizational culture indirectly had a significant positive effect on the
organizational commitment of PPNPN at the KEMNAKER RI head office through job
satisfaction.
The results of this
study indicate that job satisfaction is a mediator between organizational
culture and organizational commitment. This means that positive organizational
culture influences PPNPN job satisfaction levels, contributing to higher levels
of commitment to the organization. An organizational culture that encourages
involvement, support and appreciation of VAT tends to create higher job
satisfaction. This study shows that organizational culture influences
organizational commitment through job satisfaction. Good organizational culture
creates a work environment that meets the needs and expectations of PPNPN,
thereby increasing job satisfaction and commitment to the organization.
This finding aligns with
the previous conclusion that organizational culture has an influence and is
significant on the organizational commitment of employees in the South Jakarta
DGT Office, showing job satisfaction as a variable of intervening (Nurhaida, 2019).
Job satisfaction has a direct
positive and significant effect on organizational commitment.
The results of the data analysis
in this study indicate that job satisfaction directly has a positive and
significant influence on the organizational commitment of PPNPN at the RI
Ministry of Manpower Headquarters. Several factors can explain the positive
relationship between job satisfaction and organizational commitment. When
individuals feel satisfied with their jobs, they tend to have a more positive
attitude toward their organization. Job satisfaction can create a stronger
attachment to the organization, increase motivation to contribute, and
strengthen loyalty. This study's results align with research conducted by Pudji
and Sugito Efendi (2022), which concluded that job satisfaction has a
significant and significant effect on employee organizational commitment in
South Jakarta DGT Office.
CONCLUSION
The conclusions of the research on the ten
hypotheses are as follows: 1) Intrinsic motivation has a positive and
significant influence on PPNPN job satisfaction at the RI Ministry of
Manpower's headquarters. The higher the intrinsic motivation, the higher the
level of job satisfaction. 2) The non-physical work environment positively and
significantly influences PPNPN job satisfaction at the RI Ministry of
Manpower's head office. Good internal communication and constructive feedback
can increase job satisfaction. 3) Organizational culture positively and
significantly influences PPNPN job satisfaction at the KEMNAKER RI head office.
An organizational culture that is clear, consistent, involves VAT and
encourages adaptability contributes positively to employee job satisfaction. 4)
Intrinsic motivation has a positive and significant influence on the
organizational commitment of PPNPN at the head office of the Ministry of
Manpower of the Republic of Indonesia. High intrinsic motivation can also
increase attachment, loyalty, and active participation in achieving
organizational goals. 5) The non-physical work environment has a positive but
insignificant influence on the organizational commitment of PPNPN at the RI
Ministry of Manpower's head office. 6) Organizational culture has a positive
but insignificant influence on the organizational commitment of PPNPN at the
KEMNAKER RI head office. 7) Intrinsic motivation has a positive and significant
effect on the organizational commitment of PPNPN at the KEMNAKER RI head office
through job satisfaction. 8) The non-physical work environment has a positive
and significant effect on the organizational commitment of PPNPN at the
KEMNAKER RI head office through job satisfaction. 9) Organizational culture has
a positive and significant effect on the organizational commitment of PPNPN at
the KEMNAKER RI head office through job satisfaction. 10) Job satisfaction has
a positive and significant influence on the organizational commitment of PPNPN
at the head office of the Ministry of Manpower of the Republic of Indonesia.
Job satisfaction can create a stronger attachment to the organization, increase
motivation to contribute, and strengthen loyalty to the RI Ministry of
Manpower.
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