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Eduvest – Journal of Universal Studies
Volume 2 Number 10, October, 2022
p- ISSN 2775-3735 - e-ISSN 2775-3727
THE EFFECT OF WORK ENVIRONMENT ON EMPLOYEE
PERFORMANCE THROUGH MOTIVATION AND JOB
SATISFACTION AS INTERVENING VARIABLES ON
PERMANENT EMPLOYEES
Dinar Agus Sara
1,
Agung Wahyu Handaru
2,
Osly Usman
3
Universitas Negeri Jakarta, Indonesia
Email: [email protected], [email protected]c.id, oslyusman@unj.ac.id
ABSTRACT
The issue is that employees' expectations of the organization
in terms of rewards in the form of pay, benefits, and
development to keep up with the flow of progress are still
insufficient, and employees have a longer extension time. The
purpose of this study is to investigate the impact of the work
environment on employee performance using motivation and
job satisfaction as intervening variables. The Partial Least
Square (PLS) method will be used to analyze the data used to
test this research. Previous research which has similarities with
this study in terms of the number of variables and the presence
of intervening variables is one of the basic references.
Researchers chose to use the PLS method that the work
environment has significant effect on motivation and the
hypothesis is accepted, the work environment has a significant
effect on job satisfaction and the hypothesis is accepted,
motivation has a significant effect on employee performance
and the hypothesis is rejected, job satisfaction has not
significant effect on employee performance and the hypothesis
is rejected, and the work environment has a significant effect
on employee performance and the acceptance hypothesis, and
through research indirectly results that the work environment
has not significant effect on employee performance through
Eduvest – Journal of Universal Studies
Volume 2 Number 10, October, 2022
2007
motivation and the hypothesis is rejected, and the work
environment has not significant effect on employee
performance through employee satisfaction and the
hypothesis is rejected, is expected to have a dominant
influence so that every employee has the awareness to
cultivate a good attitude in the work environment. According
to the research, substantial motivation is required, such as
providing staff promotions, to boost employee happiness and
performance in the organization.
KEYWORDS
Work Environment, Employee Performance, Motivation,
Job Satisfaction
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International
INTRODUCTION
PT. ASABRI (Persero) has a work environment that is not yet current and
still appears old-fashioned, with cubical workstations that are stiff and a lack of
open space that causes employees to become easily bored to work there. The work
environment is the social, physical, and psychological life in the firm that impacts
the activities and productivity of employees, and it is an important aspect that can
raise or reduce employee performance in addition to the environment in which
people work. As a result, one of the factors influencing employee productivity and
morale is the work environment (Owoyele, 2017).
Indicators of an employee's level of performance can be used to reflect the
success of human resource development in a corporation (Bilan et al., 2020).
Performance is an essential component of every organization, in this case the
Company (Mikalef et al., 2019). In English, performance refers to a work
achievement that an employee has actually achieved while carrying out his
obligations (Razak et al., 2018). In the context of performance management, is a
work achievement based on the quantity and quality achieved in carrying out an
employee's activities and responsibilities. As a result, in this scenario, the causality
between human resources is that employees have a strong link with performance.
Improving the quality of the work environment on the performance of
employees owned by PT. Asabri is better, the factors that affect employee
performance are motivation and job satisfaction. Having the drive to continue to
provide the best for the company will create a good opportunity for the company to
move forward. Employees in every company have a desire to advance in a position
that now wants to be better in every aspect. A promotion is a process of increasing
the position or position held by employees, by carrying out promotional activities
on a regular basis to employees who have the potential to provide good motivation.
The existence of periodic promotions will affect the increase in salary, status,
responsibilities, and rights granted. At PT ASABRI (Persero) has problems related
to promotional activities for employees, so there are many possibilities that the
I Putu Wirayudi Aditama, I Gede Iwan Sudipa, Christina Purnama Yanti
The Effect Of Work Environment On Employee Performance Through
Motivation And Job Satisfaction As Intervening Variables On Permanent
Employees
2008
motivation of employees decreases. The problems faced by employees such as
promotions that are carried out for too long can make employees less productive in
doing work.
A good firm management will enhance work motivation for its employees
in order to establish a positive work environment for employees in order to provide
employee comfort and security in the company, and a rise in employee performance
can be shown through employee job satisfaction surveys. The organization
performs an Employee Satisfaction Survey as part of the assessment and measuring
process. Companies should conduct employee satisfaction surveys. Employees play
a significant part in a company's Human Resources (HR) because their development
affects the company's development. As a result, organizations should perform
employee satisfaction surveys on a regular basis to determine their degree of
satisfaction in the workplace. Employee satisfaction has a significant impact on
work productivity.
Employee satisfaction surveys, often known as internal customer
satisfaction surveys, will examine satisfaction with one aspect of a service supplied
by another. For example, suppose you work in the marketing department. You want
to launch a promotion, but you can't since the finance department never distributes
funds.
According to the final report of the PT. ASABRI (Persero) 2018 employee
satisfaction survey, the value of Employee Satisfaction was classified as the
smallest, amounting to 74.18 percent, while the other two measurements reached
more than 80 percent, to be precise Job Satisfaction 81 percent and PT ASABRI
(Persero) Values 81.88 percent. And both of these ideals are perfectly acceptable.
The high difference in values between Employee Satisfaction Values and Job
Satisfaction indicates that employees' attitudes at work, whether alone or in a team,
are deemed positive, including the ability to solve problems and the application of
the values espoused by PT ASABRI (Persero).
Thus, the motivation and work environment factors influence employee
performance whether it runs effectively, efficiently, and competitively and can be
seen from job satisfaction as a measure for companies to determine next steps
(Kuranchie-Mensah & Amponsah-Tawiah, 2016). The condition of employees can
be seen from employee job satisfaction that comes from motivational factors and
the work environment, if the company has employees who have good conditions
and are in a healthy environment, it can improve employee performance, if the
actual conditions are not good, in terms of motivation and The work environment
will certainly affect the decline in the performance of company employees.
Observing the existing exposure, the author will examine whether the
company's management improves employee performance by increasing motivation
and providing a good work environment for employees at work in order to provide
optimal service and good employee satisfaction. By providing motivation and an
optimal work environment will it be able to improve the performance of PT
ASABRI (Persero) employees in carrying out their functions and responsibilities as
well as the measurement results of performance satisfaction have good results. Then
the author will examine more deeply about "The Influence of the Work
Eduvest – Journal of Universal Studies
Volume 2 Number 10, October, 2022
2009
Environment on Employee Performance Through Motivation and Job Satisfaction
as Intervening Variables for Permanent Employees at Staff Level at the Head Office
PT ASABRI (Persero)”. Permanent employees at the staff level of PT ASABRI
(Persero) have an important role for their personal development because employee
growth affects the development of the company (Astrida et al., 2018). The
company's steps are determined to develop employee behavior so that employee
performance becomes more effective, efficient, and competitive which will be
related to HR management in the company.
RESEARCH METHOD
Employees at State-Owned Enterprises (BUMN) Social Insurance Deposits,
namely PT ASABRI (Persero) Head Office located at ASABRI Building Jl. Major
General Sutoyo No. 11 RT.03/RW.09, Cawang, Kec. Kramat Jati, East Jakarta City,
comprise the population of this study. The researcher restricts the sample
population to permanent employees at the staff level at the PT ASABRI (Persero)
Head Office, with as many as 17 Work Units (Divisions) and a total of 219
employees. Ghozali (in Rinaldi & Santoso, 2018) suggests that the sample size
estimation method using Maximum Likehood (MC) uses a sample of 100 to 200.
Maximum Likehood requires a minimum of 5 respondents for each observed
variable in the model, whereas WLS requires a minimum of 10 respondents for each
observed variable. The number of indicators in this study is 201 (question items),
and using the maximum likelihood estimate, the required sample size is at least
42x5 = 210 respondents. In this study, Nonprobability Sampling with Purposive
Sampling was used as the sampling technique. Purposive sampling requires
researchers to develop criteria that are tailored to the research objectives (Mohd-
Azlan et al., 2022). The following criteria were established for the research sample:
1) The sample consisted of Telecommunication X employees; 2) The sample
included both permanent and non-permanent Telecommunication X employees.
RESULT AND DISCUSSION
4.1 Validity Test Results
The validity test has a purpose to determine the accuracy of each item or
item (Erlangga, 2022). As an experiment on the instrument test, the instrument test
is the parameter of all variables in the study using a questionnaire or questionnaire,
conveying to the respondent in order to testify to the feelings and assumptions
experienced, but on a small scale (Mize & Manago, 2022). The instrument test must
prioritize the principles, among others, namely valid and reliable.
In testing the instrument, some of the data used in the validity test were 30
respondents who were samples from the research population (Miner et al., 2012).
This concept is supported by the opinion (Effendi & Singarimbun, 1995) assuming
that the minimum number of questionnaire trials is 30 respondents. With a
minimum number of 30 people, the distribution of values will be closer to the
normal curve (Rahman et al., 2020). The samples used in this instrument test are
customers at PT. ASABRI (Persero) a total of 30 respondents (Ikbal et al., 2020).
I Putu Wirayudi Aditama, I Gede Iwan Sudipa, Christina Purnama Yanti
The Effect Of Work Environment On Employee Performance Through
Motivation And Job Satisfaction As Intervening Variables On Permanent
Employees
2010
After that the data is processed using SmartPLS 3.0. The calculation of the
validity test is based on a comparison between r-count and r-table, in this research
instrument test compares the value of r-count with r-table for a significance level
of 5% of degree of freedom (df) = n-2. If r count > r table then the question or
indicator is declared valid, and vice versa if r count < r table then the question of an
indicator is declared invalid (Watung & Ilat, 2016). In this study, it was found that
the r-table was 0.361 with 30 respondents. The results of the validity of the variables
that have been processed using SmartPLS 3.0 can be shown in table 4.1 as follows:
Table 1. Validity Test Results
Employee Performance
Job Statisfaction
Motivation
Work Enviroment
JSX1
0.882
JSX10
0.848
JSX11
0.871
JSX12
0.887
JSX2
0.890
JSX3
0.869
JSX4
0.871
JSX5
0.883
JSX6
0.853
JSX7
0.856
JSX8
0.877
JSX9
0.874
KX1
0.884
Eduvest – Journal of Universal Studies
Volume 2 Number 10, October, 2022
2011
KX2
0.845
KX3
0.876
KX4
0.837
KX5
0.858
KX6
0.882
KX7
0.876
KX8
0.866
MX1
0.886
MX2
0.868
MX3
0.889
MX4
0.888
MX5
0.874
MX6
0.879
MX7
0.880
MX8
0.873
WX1
0.731
WX2
0.814
WX3
0.870
WX4
0.868
WX5
0.829
I Putu Wirayudi Aditama, I Gede Iwan Sudipa, Christina Purnama Yanti
The Effect Of Work Environment On Employee Performance Through
Motivation And Job Satisfaction As Intervening Variables On Permanent
Employees
2012
WX6
0.864
WX7
0.851
WX8
0.826
Table 2. Work Environment Variable Validity Test Results
Outer Loading
Kesimpulan
WX1
0.731
Valid
WX2
0.814
Valid
WX3
0.870
Valid
WX4
0.868
Valid
WX5
0.829
Valid
WX6
0.864
Valid
WX7
0.851
Valid
WX8
0.826
Valid
The validity test results revealed that some of the r-count values r-table
(0.361). This demonstrates that some work environment variable items have been
declared invalid (Ramli, 2019). As a result, in order to support the accuracy of the
instrument test, several aspects of indicators that are not valid must be eliminated.
The validity test results revealed that some of the r-count values r-table
(0.361). This demonstrates that some work environment variable items have been
declared invalid (Flora, 2020). As a result, in order to support the accuracy of the
instrument test, several aspects of indicators that are not valid must be eliminated
(Pakurár et al., 2019).
Eduvest – Journal of Universal Studies
Volume 2 Number 10, October, 2022
2013
4.2 Reality Test (Composite Realibility)
Cronchbach's Alpha test is used to measure the internal consistency
reliability of multiple item scales with the provision that the value must be > 0.70.
Reliability assessment can also be done by observing Composite Reliability which
is a statistical technique to test the real value of the variable provided that the
reliability value of Composite Reliability is always higher than the Cronchbach's
Alpha value as follows.
SmartPLS output results for composite reliability values can be shown in the
following table:
Table 3. Convergent Validity
Cronbach's Alpha
Composite Reliability
Work Enviroment
0.952
0.960
Motivation
0.971
0.974
Job Statisfaction
0.958
0.965
Employee Performance
0.936
0.948
I Putu Wirayudi Aditama, I Gede Iwan Sudipa, Christina Purnama Yanti
The Effect Of Work Environment On Employee Performance Through
Motivation And Job Satisfaction As Intervening Variables On Permanent
Employees
2014
4.3 Intervening Test
4.3.1 Direct Effect
Work Enviroment -> Motivation
The original sample value is 0.940 and the t-statistic is 85.814.
This result is stated to be a significant t-statistic, because >1.96 with a p-
value below 0.05 or 5%, which is indicated by a P-Value 0.000 value less
than 0.05, meaning that the relationship has a significant effect.
The work environment has a positive and significant effect on
motivation.
Work Enviroment -> Job Statisfaction
The original sample value is 0.949 and the t-statistic is 108.675.
This result is stated to be a significant t-statistic, because >1.96 with a p-
value below 0.05 or 5%, which is indicated by a P-Value 0.000 value less
than 0.05, meaning that the relationship has a significant effect.
The work environment has a positive and significant effect on job
satisfaction.
Motivation -> Employee Performance
The original sample value is 0.279 and the t-statistic is 0.799. This
result is stated that the t-statistic is not significant, because <1.96 with a p-
value above 0.05 or 5% which is indicated by a P-Value value of 0.424
more than 0.05 meaning the relationship is not significant.
Motivation has a positive and not significant effect on employee
performance
Job Statisfaction -> Employee Performance
The original sample value is 0.644 and the t-statistic is 1.733. This
result is stated that the t-statistic is not significant, because <1.96 with a p-
value above 0.05 or 5%, which is indicated by a P-Value value of 0.083
more than 0.05, meaning that the relationship is not significant.
Job satisfaction has a positive and not significant effect on
employee performance.
Original
Sample
(O)
Sample
Mean
(M)
Standard
Deviation
(STDEV)
T Statistics
(|O/STDEV|)
P
Values
Work Enviroment -
> Motivation
0.940
0.940
0.011
85.814
0.000
Work Enviroment -
> Job Statisfaction
0.949
0.949
0.009
108.675
0.000
Motivation ->
Employee
Performance
0.279
0.289
0.349
0.799
0.424
Job Statisfaction ->
Employee
Performance
0.644
0.670
0.371
1.733
0.083
Work Enviroment -
> Employee
Performance
-0.763
-0.789
0.307
2.489
0.013
Eduvest – Journal of Universal Studies
Volume 2 Number 10, October, 2022
2015
Work Enviroment -> Employee Performance
The original sample value is -0.763 and the t-statistic is 2.489. This
result is stated that the t-statistic is significant, because >1.96 with a p-
value below 0.05 or 5%, which is indicated by a P-Value value of 0.013
which is smaller than 0.05, meaning that the relationship has a significant
effect.
The work environment has a positive and significant effect on
employee performance.
4.3.2 Indirect Effect
Table 5. Indirect Effect
Work Enviroment -> Motivation -> Employee Performance
The original sample value is 0.262 and the t-statistic is 0.796. This
result is stated that the t-statistic is not significant, because <1.96 with a p-
value above 0.05 or 5% which is indicated by a P-Value value of 0.427 more
than 0.05 meaning that the relationship is not significant.
The work environment has a positive and not significant effect on
employee performance through motivation
Work Enviroment -> Job Statisfaction -> Employee Performance
The original sample value is 0.611 and the t-statistic is 1.729. This
result is stated that the t-statistic is not significant, because <1.96 with a p-
value above 0.05 or 5% which is indicated by a P-Value value of 0.084 more
than 0.05 means that the relationship is not significant.
The work environment has a positive and not significant effect on
employee performance through job satisfaction (Pawirosumarto et al.,
2017).
CONCLUSION
Based on the findings of the research and discussion, the following
conclusions can be drawn. Based on the results of research through hypothesis
testing, it can be explained that the work environment has a significant direct effect
on motivation and it can be concluded that the work environment has a significant
effect on employee motivation and the first hypothesis is accepted. Based on the
results of research through hypothesis testing, it can be explained that the work
environment has a significant direct effect on job satisfaction and it can be
concluded that the work environment has a significant influence on job satisfaction
Original
Sample
(O)
Sample
Mean
(M)
Standard
Deviation
(STDEV)
T Statistics
(|O/STDEV|)
P
Values
Work Enviroment ->
Motivation ->
Employee
Performance
0.262
0.272
0.329
0.796
0.427
Work Enviroment ->
Job Statisfaction ->
Employee
Performance
0.611
0.636
0.353
1.729
0.084
I Putu Wirayudi Aditama, I Gede Iwan Sudipa, Christina Purnama Yanti
The Effect Of Work Environment On Employee Performance Through
Motivation And Job Satisfaction As Intervening Variables On Permanent
Employees
2016
and the second hypothesis is accepted. Based on the results of research through
hypothesis testing, it can be explained that motivation has a direct but not significant
effect on employee performance and it can be concluded that work motivation has
an effect but is not significant on the performance of employees and the third
hypothesis is rejected. Based on the results of research through hypothesis testing,
it can be explained that job satisfaction has a direct but not significant effect on
employee performance and it can be concluded that job satisfaction has an
insignificant effect on the performance of employees and the fourth hypothesis is
rejected. Based on the results of research through hypothesis testing, it can be
explained that the work environment has a direct effect on employee performance
and it can be concluded that the work environment has a significant impact on
employee performance and the fifth hypothesis is accepted. Based on the results of
research through hypothesis testing, it can be explained that the work environment
has an indirect but not significant effect on employee performance through
motivation and it can be concluded that the work environment has an effect but is
not significant on employee performance through motivation and the sixth
hypothesis is rejected. Based on the results of research through hypothesis testing,
it can be explained that the work environment indirectly has a positive but not
significant effect on employee performance through job satisfaction and it can be
concluded that the work environment has an effect but is not significant on
employee performance through employee satisfaction and the seventh hypothesis
is rejected.
The result of the research showed that, it can be explained that the work
environment has a positive effect on motivation. Good employee relations with co-
workers, enable employees to work better with the recognition of colleagues in the
work environment as motivation for PT Asabri (Persero) employees. The work
environment has a positive effect on job satisfaction. The work environment has a
good relationship between fellow employees and superiors, which has an impact on
employee satisfaction. PT Asabri (Persero) has a harmonious atmosphere in
carrying out responsibilities for the tasks received. PT ASABRI (Persero).
Motivation has a positive effect on employee performance. This can be influenced
by permanent employees at the staff level which has the potential to do difficult
jobs in order to obtain high positions so that employees have high motivation and
do not affect employee performance. Job satisfaction has a positive effect on
employee performance. Analyzing the situation of employees, it can be seen that
every employee in the company has a good bond with all co-workers who help and
support each other. Judging from this by the employee satisfaction with the bonds
of fellow co-workers who help each other so that it does not affect employee
performance. The work environment has a positive effect on employee
performance. Comfortable and clean workplace facilities and buildings can make
employees feel that this can support the quality of the work they do so that employee
performance can be influenced by a good work environment.
The work environment has a positive effect on employee performance
through motivation. Based on the results of hypothesis testing, the coefficient value
of the indirect influence of the work environment on employee performance is
lower than the coefficient value of the direct influence of the work environment on
Eduvest – Journal of Universal Studies
Volume 2 Number 10, October, 2022
2017
employee performance. The work environment has a positive effect on employee
performance through job satisfaction. Based on the results of hypothesis testing, the
coefficient value of the indirect influence of the work environment on employee
performance is lower than the coefficient value of the direct influence of the work
environment on employee performance. Based on the analysis of the results of
research in the field, the company is expected to improve ventilation and lighting
conditions in the employee's work environment. improve promotion of employees
who are competent and able to complete difficult jobs to build employee
motivation, build bonds between employees to achieve job satisfaction for
employees, and improve time discipline in employee working hours to develop
company employee performance.
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