Vol. 5, No. 4, April 2024
E-ISSN: 2723 – 6692
P-ISSN: 2723 – 6595
http://jiss.publikasiindonesia.id/
Journal of Indonesian Social Sciences, Vol. 5, No. 4, April 2024 687
The Effect of Motivation and Job Satisfaction
on the Performance of MSME Credit Account Officer Employees
at Bank BJB
Muhammad Adhitya Mulyadi, Neneng Hayati
Sekolah Tinggi Ilmu Ekonomi (STIE) Ekuitas, Bandung, Indonesia
Email: adhity.muhammad35@gmail.com
Correspondence: adhity.muhammad35@gmail.com
*
KEYWORDS
ABSTRACT
Motivation; Job Satisfaction;
Employee Performance
This research aims to determine the impact of work motivation and
job satisfaction partially and simultaneously on the performance of
AO Kredit UMKM employees at bank bjb. The research method
applied in this study is descriptive verification research. The total
research sample was 152 people. This research was carried out in
several ways, namely: interviews, questionnaires, observation. Data
analysis was used with descriptive analysis, Classical Assumption
Test and hypothesis testing which included the t test and f test. The
results of the analysis show that the partial influence of work
motivation on the performance of AO Credit MSMEs at bank bjb is
32.5%. The partial influence of job satisfaction on the performance
of AO Credit MSMEs at bank bjb is 42.8%. The magnitude of the
influence of work motivation and job satisfaction on the
performance of AO Credit UMKM employees at bank bjb
simultaneously is 75.3%.
Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)
1. Introduction
The role of human resources (HR) is very vital in the success of a company. In fact, even though
other aspects such as capital, work methods, and technology have been maximized, a company will
not reach its maximum potential without strong support from HR. The importance of the role of
human resources (HR) demands that companies must pay attention to employees so that they can
carry out their duties effectively and feel job satisfaction for the achievements they achieve. One form
of attention that companies can give to create job satisfaction for employees is to provide appropriate
and appropriate motivation to them.
The existence of a close relationship between motivation, employee performance, and job
satisfaction is a reality. When employees have high motivation, this can increase their morale and
have an impact on creating optimal performance. An employee's performance will reach an optimal
level when they have adequate skills, are motivated by salaries or wages as agreed, and have
expectations for a better future related to compensation. The existence of this expectation is a
motivation driver for employees to carry out tasks with good performance.
Bank BJB is one of the national commercial banks that distributes productive loans to MSME
actors. The distribution of MSME Division Loans is carried out in all branch offices of bank bjb where
in each branch there is an Account Officer in charge of finding prospective debtors who need this
credit. MSME Division loans are productive loans relied on by bank bjb in terms of interest income.
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Nevertheless, credit achievement conditions, both on a consolidated basis and achievement of targets
per branch, have actually decreased in recent periods. This is attached in Table 1.1.
Table 1. Development of MSME Loans Bank BJB
Source: BSC bank bjb data, data processed (2023)
Based on Table 1, it can be seen that although the achievement of total loans of the MSME
Division on average reached 104.44%, the amount decreased with an average decrease of 1% each
period. When viewed from the achievement of MSME loans per branch office, in the last 2-3 years on
average only 69% of branch offices have succeeded in achieving the targets that have been set. In fact,
this achievement has decreased by an average of 4% every period. Table 1 above when contained in
the graph can be seen in Figure 1 below.
Figure 1. Graph of Credit Development of Bank BJB's MSME Division for 2021-2022
Based on Table 1. It can be seen that although the achievement of total loans of the MSME
Division on average reached 104.44%, the amount decreased with an average decrease of 1% each
period. When viewed from the achievement of MSME loans per branch office, in the last 2-3 years on
average only 69% of branch offices have succeeded in achieving the targets that have been set. In fact,
this achievement has decreased by an average of 4% every period. Table 1.1 above when contained
in the graph can be seen in Figure 1. next.
The above conditions reflect that the condition of MSME credit achievement is not optimal. It
also reflects performance Account Officer MSME loans at Branch Offices that have not been
maximized. As explained by Silaen, et al (2020) that the company's performance or productivity is
directly related to human resources. The increase in productivity is directly connected to the
performance of employees, who are the main human assets in the company. Thus, it is important to
analyze what causes employee performance is not optimal (Diamantidis & Chatzoglou, 2019).
Periode Maret 2021 Juni 2021 Sep-21 Des 2021 Maret 2022 Juni 2022 Sep-22 Des 2022 Maret 2023 Rata-rata
Total Kredit 105.30% 100.00% 98.30% 105.20% 108.90% 112.33% 104.52% 106.95% 99.29% 104.44%
Growth -5.00% -2.00% 7.00% 4.00% 3.00% -8.00% 2.00% -8.00% -1.00%
Jml KC Achieve 81.54% 55.38% 30.61% 74.58% 98.31% 96.61% 67.80% 81.36% 50.00% 69.00%
Growth -26.16% -24.77% 43.97% 23.73% -1.70% -28.81% 13.56% -31.36% -4.00%
0,00%
20,00%
40,00%
60,00%
80,00%
100,00%
120,00%
GRAFIK PERKEMBANGAN KREDIT DIV UMKM
Total Kredit
Jml KC Achieve
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The author conducted a pre-survey of 30 people from 243 Account Officer employees to find
out the condition of their performance, the results of the survey were entered into 5 criteria. The
author conducted a pre-survey of 30 (three) MSME credit Account Officers at Branch Offices to find
out their performance conditions. From the data obtained, it was concluded that based on the results
of the initial survey to 30 (thirty) respondents, the performance condition of AO MSME Loans was in
the fairly low category. The lowest statement is the third statement about the inability of employees
to achieve work targets. The decline in performance among others comes from the non-achievement
of work targets, there are still many problematic debtors that have not been resolved either by way
of collection or settlement of collateral.
Mangkunegara (2012) explained that motivation comes from the attitude of an employee
towards the work situation he faces. Motivation is a condition that encourages employees in a
directed manner to achieve their performance. Meanwhile, Robbins and Judge (2012) explained that
if an employee feels satisfaction in his work, he will try his best with the ability he has to complete his
tasks. As a result, his productivity and work will increase significantly.
Researchers conducted a pre-survey on the work motivation of MSME Credit Offiicer Account
employees at bank bjb to determine the general condition of work motivation. The results showed
that the condition in general of the work motivation of AO MSMEs Bank BJB based on the initial survey
was included in the fairly low category, especially in point 3 which stated that employees felt when
they achieved or exceeded targets, rewards or rewards were not appropriate, it was confirmed that
the bonuses obtained by employees from the company were not comparable to the achievements or
performance that had been carried out so far.
Researchers conducted a pre-survey on employee job satisfaction of MSME credit Account Offiicer
employees at bank bjb to find out the general condition of employee job satisfaction. The survey
results show that the condition of job satisfaction of Bank BJB's MSME AO employees based on the
initial survey is included in the fairly low category, especially in point 8 which states that employee
promotions at bank bjb's workplace have not been carried out optimally objectively, this can be seen
in the phenomenon of many AOs who are in the same grade position even though they have worked
for many years.
Supporting this research, the author sees and studies previous research to maintain the
authenticity and uniqueness of the research. The first research is Wulansari (2020). The results
showed that work motivation has a positive and significant influence on employee performance. The
research equation uses variables of motivation and employee performance, data analysis techniques
both use linear regression analysis. The difference in research did not use job satisfaction variables.
Next is Arda (2017). The results showed that job satisfaction had a positive and significant influence
on employee performance, the equation used variables of employee satisfaction and performance,
data analysis techniques both used linear regression analysis. The difference is that it does not use
work motivation variables.
Based on the background, there are several problems that are reflected in the decline in the
achievement of the MSME Division Credit target between periods. Based on the results of a pre-survey
that has been conducted on 30 employees of 243 employees of Bank BJB's MSME credit Account
Officer, it was found that the decline in performance was quite low due to the inability of employees
to achieve work targets caused by the large number of debtors who had problems and had not been
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resolved properly. Broadly speaking, the work motivation of Bank BJB MSME credit Account Officer
employees is included in the fairly low category, this is because employees feel that the bonuses
obtained are not comparable to the achievements or performance that has been done.
The job satisfaction of Bank BJB MSME credit Account Officer employees is also included in
the fairly low category because many state that employee promotions at work have not been carried
out objectively so that many Bank BJB MSME credit Account Officer employees are in the same grade
position even though they have worked for a long time. Thus, this study aims to determine the impact
of work motivation and job satisfaction partially and simultaneously on the performance of MSME
Credit AO employees at bank bjb. The results of this study are expected to provide useful information
for the community, especially for employees, related to the motivational strategies implemented by
the company. Thus, it is expected that employees can improve their performance and achieve better
job satisfaction.
2. Materials and Methods
The research method applied in this study is verifiative descriptive research. By referring to the
problems listed in the title of the study, researchers chose to use associative quantitative research
designs. This research was conducted over a period of six months at bank bjb which is located at Jalan
Naripan No. 12-14 Bandung City. The research population is all employees of MSME Credit Account
Officers at bank bjb which amounts to 243 people. The sampling technique in this study is clustered
sampling, where samples are obtained from each Regional Office of bank BJB. In this study, the
number of samples was determined using the Slovin method with a predetermined error rate of 5%.
From the calculation, the number of research samples was obtained as many as 152 people. This
research was conducted through several ways, namely: interviews, questionnaires, observations. The
operationalization of the variables used is work motivation (X1) with achievement indicators;
recognition of performance; responsibility; opportunities to advance; Challenging work. Then job
satisfaction (X2) with indicators of salary, job, co-workers, promotion opportunities, supervision.
Then finally employee performance (Y) with indicators of work quality, quantity of work, punctuality,
effectiveness, commitment. Data analysis is used with descriptive analysis, Classical Assumption Test
and Hypothesis Test which includes t test and f test.
3. Results and Discussions
Validitas
In this study, with a total sample of 152, the r value of the table was 0.1593. If the r value
calculated from the sample is greater than the r value of the table, then the variable is considered
valid. Here are the validity test results of each variable:
Table 2 Work Motivation Validity Test Results
Item
R table
Satisfaction
MK 1
0,1593
Valid
MK 2
0,1593
Valid
MK 3
0,1593
Valid
MK 4
0,1593
Valid
MK 5
0,1593
Valid
MK 6
0,1593
Valid
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MK 7
0,1593
Valid
MK 8
0,1593
Valid
MK 9
0,1593
Valid
MK 10
0,1593
Valid
Source: Data Processing Results (2023)
After testing the validity of the work motivation questionnaire, it was found that each
statement item in the variable had a value greater than r calculated, which was above 0.1593. This
value is the limit that has been set to validate the research questionnaire item. Therefore, it can be
concluded that questionnaires for work motivation variables have been proven valid and can be used
to measure research variables.
Table 3 Job Satisfaction Validity Test Results
Item
R table
Satisfaction
KK 1
0,1593
Valid
KK 2
0,1593
Valid
KK 3
0,1593
Valid
KK 4
0,1593
Valid
KK 5
0,1593
Valid
KK 6
0,1593
Valid
KK 7
0,1593
Valid
KK 8
0,1593
Valid
KK 9
0,1593
Valid
KK 10
0,1593
Valid
Source : Data Processing Results (2023)
After testing the validity of the job satisfaction questionnaire, it was found that each statement
item in the variable had a value that exceeded the calculated r, which was above 0.1593. This value is
the limit that has been set to validate questionnaire items in the study. Thus, it can be concluded that
the questionnaire items for job satisfaction variables are proven valid and can be used to measure
research variables.
Table 4 Performance Validity Test Results
Item
R table
Satisfaction
K 1
0,1593
Valid
K 2
0,1593
Valid
K 3
0,1593
Valid
K 4
0,1593
Valid
K 5
0,1593
Valid
K 6
0,1593
Valid
K 7
0,1593
Valid
K 8
0,1593
Valid
K 9
0,1593
Valid
K 10
0,1593
Valid
Source: Data Processing Results (2020)
After testing the validity of the questionnaire regarding performance, each statement in the variable
gets a value that exceeds the calculated r, which exceeds 0.1593 which is the limit value that has been
set to validate the questionnaire items in this study. Based on these results, it can be concluded that
the questionnaire items for performance variables proved valid and feasible to be used to measure
the variables in this study.
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Reliability
The reliability test results were performed using Cronbach Alpha statistics. When the Cronbach Alpha
value exceeds 0.6, a variable can be considered as reliable (Ghozali, 2018).
Table 5 Instrument Reliability Test Results
Variable
Crobach's Alpha
Number of items
Results
Work motivation
0,942
10
Reliable
Job satisfaction
0,950
10
Reliable
Performance
0,965
10
Reliable
Source: Data Processing Results (2023)
Based on the data listed in Table 5, it can be seen that each variable has a Cronbach Alpha value
that exceeds 0.60. Therefore, it can be concluded that the measuring instruments used in this study
can be considered as reliable or trustworthy.
Recapitulation of respondents' responses regarding work motivation variables
Table 6 displays a summary of the average respondents' responses to the work motivation
questionnaire.
Table 6 Average Recapitulation of Work Motivation Variable Answers (X1)
No
Item
STS
TS
KS
S
SS
Total
Nilai
Category
Performance
1
My performance is used as a
reference for evaluation by
colleagues.
0
13
41
83
15
536
Tall
2
I hope to have a good
reputation in my work.
0
6
81
23
42
557
Tall
Responsibility
3
The company provides
freedom in carrying out duties,
even though it is supervised by
managers or supervisors.
0
55
44
20
33
487
Enough
4
I feel less satisfied when the
work is not finished.
0
66
31
24
31
476
Enough
Recognition of performance
5
I get an award or recognition
from the company when I
manage to work well and
achieve or exceed the targets
that have been set.
0
61
47
22
22
461
Enough
6
The boss acknowledges and
appreciates the
accomplishments that you
have accomplished in carrying
out the work program.
12
46
43
18
33
470
Enough
Opportunity to progress
7
The compensation system
where I work is considered
quite adequate.
1
30
67
30
24
502
Enough
8
There are interesting career
opportunities in my workplace,
1
35
68
26
22
489
Enough
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which is one of the motivating
factors for me to work.
Challenging work
9
In this company, I can develop
my abilities and skills through
the work I do.
0
31
65
22
34
515
Enough
10
I consider this job as a
challenge that motivates me to
learn and improve my ability to
master the task well.
0
0
64
66
22
566
Tall
Average
507.9
Enough
Source: Data Processing Results (2023)
Based on Table 6 above, it was obtained that the working motivation condition of Bank BJB's
AO MSME employees was in "Sufficient" condition, this is because the average score obtained was
507.9 which based on Table 3 was in that criteria.
Statements about overall performance are in the high category. The first statement is that the
results of the work are used as a reference for evaluation by colleagues, including in the high category,
and knowledge sharing between colleagues has gone well. The desire to achieve good achievements
is also high, employees already have the motivation to excel and develop to pursue from the job.
Statement of responsibility to obtain sufficient category, The first item is that the company
gives employees flexibility in working included in the sufficient category, many employees who still
feel supervised by managers or supervisors are afraid of being wrong so that it becomes one of the
pressures that reduce motivation, even though when not too strictly supervised, employees feel they
can be creative as creative as possible to achieve target goals. The second statement about employees
feeling unsatisfied if the work has not been completed, is included in the sufficient category, there are
still many employees who do not have good motivation to be responsible for completing the work
properly and tend to refuse to take extra time to complete their work because they are tired enough
with the targets that need to be completed.
Acknowledgment of performance that has 2 item statements. The first item is that the
company provides rewards if employees work well or achieve targets, including in the category of
enough and quite a lot who give answers that disagree, this is because the rewards from the company
are still lacking because the provision of rewards is still general, namely at quarterly and annual bonus
moments and is not specific to certain work units or bonus rewards when reaching or exceeding of
the target. Leaders recognize the results of employee work, including in the sufficient category, there
are still many employees who feel a lack of recognition for the achievement of AO employee
performance or achievement which causes quite low employee motivation.
The opportunity to advance falls into the category is sufficient. The first item is the
appropriate salary system, included in the sufficient category even though there are still quite a lot of
people who give answers that do not agree. This is because currently, there is no distinction regarding
employee performance incentives between the business and support fields. In fact, in terms of
challenges and abilities, business fields such as the position of Account Officer require skills that are
more honed than supporting fields, such as frontliners or back offices. In addition, AO employees are
also responsible for the management of their debtors, of course, this requires greater responsibility.
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The second item, namely the potential for interesting career development, is included in the sufficient
category, and there are still quite a lot of answers that disagree. This is because AO's career path is
considered long because of the wide scope of grades for AO which is equated with the support work
unit , and feels that assessment for career development is still subjective and not objective, so the
chances of advancement are getting smaller and smaller from around 31% who have worked for more
than 10 years but their careers are still AO employees.
The latter indicator is challenging work consisting of 2 statement items. The first item related
to work can make skills can develop into sufficient categories, this means that the abilities and skills
possessed by AO are still not optimal, as well as education and training materials are quite
monotonous. Meanwhile, the second item related to work can make learning to master work included
in the high category. This is because respondents view the job as an AO MSME as a job that has many
challenges, because starting from finding prospective debtors, taking care of the administration of the
completeness of credit applications, the approval process for credit applications, disbursements, until
the credit is paid off, continues to be in the responsibility of AO. In addition, the large number of
accounts makes AO's focus split.
Recapitulation of respondents' responses regarding job satisfaction variables
Table 7 shows a recapitulation of respondents' responses to job satisfaction variables.
Table 7
Recapitulation of Average Answers to Job Satisfaction Variables (X2)
No
Item
STS
TS
KS
S
SS
Total
Nilai
Category
Salary
1
I find my work very interesting because it involves a
wide variety of diverse and challenging tasks.
0
0
56
72
24
576
Satisfied
2
The amount and type of benefits I receive are
considered to be proportional to the risk of the work I
do.
1
52
62
19
18
457
Less
satisfied
3
The job I carry out is in accordance with the capacity
and expertise I have.
0
1
79
54
18
545
Satisfied
4
The work I do is in line with my preferences and
abilities.
0
41
53
43
14
488
Less
satisfied
Work record
5
I joined colleagues in line and there was relatively no
conflict
0
2
72
61
17
549
Satisfied
6
A warm and mutually supportive relationship
between colleagues has been well established.
0
0
66
62
24
566
Satisfied
Promotion opportunities
7
The promotion policy in my work environment has
been carried out in accordance with applicable
regulations.
7
32
68
30
15
470
Less
satisfied
8
Promotion opportunities are always available and
possible to achieve
0
0
66
62
24
566
Less
satisfied
Supervisi
9
Supervisor gives clear instructions
0
24
74
33
21
507
Less
satisfied
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10
The superiors in the vertical of discipline are very
strict
1
46
49
33
23
487
Less
satisfied
Average
511.1
Less
satisfied
Based on Table 7 above, it was found that the condition of Job Satisfaction of Bank BJB's AO
MSME employees was in a condition of "Less Satisfied", this is because the average score obtained
was 511.1 which based on Table 3.2 was in these criteria. The indicator with the smallest average in
the job satisfaction variable is the Promotion Opportunity indicator.
The salary indicator has 4 statement items. The first item regarding work that is considered
interesting and a wide variety of tasks, is included in the satisfied category. This is because the variety
of AO jobs that are many, ranging from finding prospective debtors, taking care of the administration
of the completeness of credit applications, the approval process for credit applications,
disbursements, until the credit is paid off, continues to be in the responsibility of AO. The second item,
which is the size and type of allowance received is appropriate, is included in the category of less
satisfied. This is because currently, there is no distinction regarding employee performance
incentives between the business and support fields. In fact, in terms of challenges and abilities,
business fields such as the position of Account Officer require skills that are more honed than
supporting fields, such as frontliners or back offices. In addition, AO employees are also responsible
for the management of their debtors, of course, this requires greater responsibility. The third
indicator is the task given according to ability, including the satisfied category. This means AO feels
capable of doing his job. The last item, which is work that is in accordance with the wishes and skills,
is included in the category of less satisfied. Many AOs want to move to other work units that match
their educational background and interests.
The co-worker indicator has 2 statement items. The first item of employees joining colleagues
who are in line, including the category of satisfied. This means relatively no significant conflict with
colleagues. The second item is a well-developed institutional atmosphere, including the category of
satisfied. This means that employees are quite satisfied with good institutions and make them
comfortable working.
The promotional opportunity item has 2 statement items. The first item of the promotion
policy has complied with the regulations, included in the category of dissatisfied. This is because
there are still employees who are promoted long enough even though job performance is always in
the good category. The second item is promotional opportunities that are always available, including
in the category of dissatisfied. This is because there are still quite a lot of employees who are still in
the same position.
The supervision item has 2 statement items. The first item of supervision provides clear
direction, including in the category of less satisfied. Often AOs feel stuck about work decisions and
confused about where to consult and feel reluctant to consult with supervision for fear of being
mistaken about AOs who cannot work. The second item is that superiors in enforcing discipline are
very firm, including in the category of dissatisfaction. This is because there are still violations of AO
compliance that are not sanctioned such as being late for work or work not meeting the set time
target.
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Recapitulation of respondents' responses regarding employee performance variables
In Table 4.8 below, a recapitulation of the average answers of respondents giving responses
to the Employee Performance questionnaire is presented.
Table 8 Recapitulation of Average Employee Performance Answers (Y)
No
Item
STS
TS
KS
S
SS
Total
Nilai
Category
Quality of Work
1
My performance has met the
standards set by the company.
0
53
50
29
20
427
Not good
2
I am always striving to improve the
quality of my work.
0
0
73
52
27
562
Good
Working quantity
3
In every period, I always managed to
reach or even exceed the target
number of credits set.
0
39
69
28
16
477
Not good
4
In each period, I was able to achieve
the credit quality targets set
0
44
67
224
17
470
Not good
Time tightness
5
I can ensure that my work is
completed on time and produces
perfect results.
0
0
99
36
17
526
Good
6
Within the stipulated time, I always
complete the job well according to
my responsibilities.
0
0
79
52
21
550
Good
Effectiveness
7
Currently, I have a good
understanding in my line of work.
0
33
68
32
19
493
Not good
8
I have a very skilled ability in
carrying out my duties well.
0
39
59
34
20
491
Not good
Challenging work
9
I am consistent in completing the
tasks I am responsible for, even if
they are challenging, and always try
to meet the deadlines set.
0
0
74
59
19
553
Good
10
I am always committed to the
achievement and completion of my
work
0
0
75
53
24
557
Good
Average
515.1
Not good
Based on Table 48 above, it was found that the performance condition of Bank BJB's AO MSME
Employees was in "Poor" condition, this was because the average score obtained was 515.1 which
based on Table 3.2 was in these criteria. The indicator with the smallest average in the performance
variable is the Quantity of Work.
The quality indicator of work has 2 statement items. The first item that the quality of
employee work has met the standards is included in the category of not good. This is because in the
audit findings, there are still files that do not meet the provisions so that it can cause the assessment
standards and quality of employee work to be lacking. The second item, AO, is trying to improve the
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quality of work, including in the good category. This means that employees always try to improve the
quality of work for example holding sharing sessions, exchanging ideas during the credit committee
or after the credit committee.
The indicator of the quantity of work has 2 statement items. The first item is that AO always
meets work targets in every period, including in the category of not good. This is consistent with the
data in chapter 1 that only a few branch offices are able to meet the target. Likewise, the second item,
namely credit quality, is characterized by NPL levels that have not reached the target, this is felt
because AO feels that the target given is not in accordance with what they can do, this can be a further
concern to make training more intense in order to improve AO's skills in handling problems and
pursuing targets.
The effectiveness indicator has 2 statement items. The first item that AO mastered the current
field of work falls into the category of less good. This happens because there are still many AOs who
are not skilled in carrying out their duties, so it can be a further concern to hold a sharing season or
training camp.
The commitment indicator has 2 statement items. The first item that AO always completes his
work falls into the good category. This means that AO's work is relatively always completed either at
the debtor's rejection decision or entered at a later stage. The second item is that the AO is always
committed to the achievement and completion of the work, this is reflected in the indicators in the
Individual Scorecard (ISC).
Classical Assumption Test Results
Normality Test Results
The normality test can be seen on the Normal Probability Plot graph as shown in figure 4.1.
Figure 2 Normal P-Plot Graph
Based on the figure in Figure 2 above, it can be seen that the pattern of data distribution tends to
follow diagonal lines, indicating the possibility that the data is close to the normal distribution.
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Multicollinearity Test
The results of the multicollinearity test can be found in the Coefficients table, as listed in Table
9 below.
Table 9 Table Coefficients
Model
Unstandardized
Coefficients
Standardized
Coeficient
t
say
Correlations
Collinearity
Statistics
B
Std. Error
Beta
Zero-
order
partial
Part
Tolerance
BRI
GHT
(Constant)
.065
.129
5.105
.000
X1
.416
.084
.393
4.958
.000
.827
.376
.202
.265
3.187
X2
.515
.080
.507
6.399
.000
.844
.464
.261
.265
3.777
Source: SPSS 2023 data processing
From the data listed in Table 9, it can be seen that the value of Variance Inflation Factor (VIF)
for each variable is below 5 (five). This indicates that there is no multicollinearity between the
research variables.
Heteroscedasticity Test Results
The heteroscedasticity test can be seen in the Scatterplot Table as shown in Figure 4.2 below.
From the data visualization in Figure 3 it can be seen that the data points are scattered around
the number 0 (zero) on the Y axis and do not form a consistent pattern. Therefore, it can be concluded
that there is no heteroscedasticity in the research data.
Calculation of Multiple Linear Regression Analysis Results
The calculation results using multiple linear regression analysis techniques include the
coefficient of determination and the resulting regression model.
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Coefficient of Determination
The Model Summary table displays the coefficient of determination which indicates how much
variability the dependent variable can explain by its independent variable.
Tabel 10 Model Summary
Model
R
R
Square
Adjusted R
Square
Std. Error
of the
Estimate
Change Statistics
Durbin-
Watson
R Square
Change
F
Change
dff
Df2
Sig F
Change
1
.867a
.753
.749
.38609
.753
226.514
2
149
.000
1.525
Source: SPSS 2023 data processing
The R Square value in the table above shows that 75.3% of employee performance variability
can be explained by the variables of work motivation and job satisfaction. The rest, about 24.7%, was
explained by other factors not included in the model. These factors can be both extrinsic and intrinsic
factors. Suparyadi (2015) explained that the "energy" that exists in humans consists of creation,
feelings and charities that always respond to every stimulus that comes from outside the human self.
These factors include compensation, work stress, organizational culture, technology, events, and
others.
Multiple Linear Regression Model
Before testing the multiple linear regression model, the author first tested the feasibility of
the regression model using the ANOVA table as shown below.
Table 11 ANOVA Table
Model
Sum of
Squares
df
Mean Square
F
Say.
Regression
67.530
2
33.765
226.514
.000b
Residual
22.210
149
.149
Total
89.740
151
Source: SPSS 2023 data processing
The Anova table above illustrates the probability or significance of the regression model. In
calculating Anova to test the feasibility of a regression model, the desired probability is less than 0.05.
From the results of the ANOVA Test in Table 11 above, a probability value (sig) of 0.000 is obtained.
Because the probability number is < 0.05, it can be concluded that this regression model is feasible to
be used to predict Employee Performance variables. Based on these results, the next step is to
calculate the coefficients of the multiple linear regression model for each variable obtained in the
Coefficients table.
Table 12 Coefficients Variable
Model
Unstandardize
d Coefficients
Standardi
zed
Coeficient
t
say
Correlations
Collinearity
Statistics
B
Std.
Error
Beta
Zero-
order
par
tial
Par
t
Toler
ance
BRIG
HT
(Constant)
.065
.129
5.105
.00
0
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X1
.416
.084
.393
4.958
.00
0
.827
.37
6
.20
2
.265
3.18
7
X2
.515
.080
.507
6.399
.00
0
.844
.46
4
.26
1
.265
3.77
7
Table Coefficients It refers to multiple linear regression modeling that involves determining
constants and coefficients for each independent variable.
Based on Table 4.13 above, the regression equation formed is:
Y = 0,416 X1 + 0,515 X2 + 0,065 + e
Where
And = Employee Performance
X1
= Work Motivation
X2 = Job Satisfaction
The Magnitude of the Influence of Each Variable (Effective Contribution / SE)
Large calculations referring to the impact of each independent variable (motivation and job
satisfaction) on the dependent variable (performance) can be calculated by first summarizing the
magnitude of the correlation, the beta coefficient to which the result will be compared with its
coefficient of determination contained in Table 13 below.
Table 13 Correlation Magnitude, Beta Coefficient and Variable Determination
No
Variable
Koefisien
Regresi
Correlation
Coefficient
Coefficient of
Determination
1
Work Motivation
0.393
0.827
75.30%
2
Job Satisfaction
0.507
0.844
Thus, using Table 13 can be calculated magnitude It refers to the relative impact of each
variable, known as the Effective Contribution (SE), on the variable under study.
1. The magnitude of the influence of Work Motivation (X1) on Performance (Y):
SE(x1) = 0.393 x 0.827 x 100% = 32,5%
2. The magnitude of the effect of Job Satisfaction (X
2
) on Performance (Y):
SE(x2) = 0.507 x 0.844 x 100% = 42,8%
3. From points 1 and 2 above, when added together, the result must be equal to the coefficient
of determination
From (C1) + From (C2) = 32,5% + 42,8% = 75,3%
Based on the results of the calculation above, it can be concluded that the variable Work
Motivation (X
1
) has an influence of 32.5% on Performance (Y), while the variable Job Satisfaction (X
2
)
has an influence of 42.8% on Performance (Y). This shows that Job Satisfaction (X
2
) has a more
dominant influence on Performance (Y) compared to Work Motivation (X
1
). The total effect is 75.3%
or equal to the coefficient of determination.
Hypothesis Test Results
Partial Test
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Partial regression coefficient testing is carried out through a t test. The results of these tests can be
seen in Table 9.
1. The hypothesis test regarding the effect of Work Motivation on Employee Performance shows
that the significance value (sig) of the Work Motivation variable (X1) is 0.000, as seen in Table
9. This value is below the value of 0.05 (<0.05), indicating that partially, Work Motivation has
a significant influence on Employee Performance. Thus, it can be concluded that the
alternative hypothesis (H1) is acceptable.
2. The hypothesis test regarding the effect of Job Satisfaction on Employee Performance shows
that the significance value (sig) of the Job Satisfaction variable (X2) is 0.000, as seen in Table
9. This value is below the value of 0.05 (<0.05), indicating that partially, Job Satisfaction has a
significant influence on Employee Performance. Thus, it can be concluded that the alternative
hypothesis (H2) is acceptable.
Simultaneous Test (F Test)
The F test or regression coefficient test together is used to evaluate whether the independent
variables together have a significant influence on the dependent variable, as described by Gujarati
(2009). In this case, fit criteria are selected which include:
H0 : b1,..., b5 = 0
(simultaneously there was no significant influence between variables)
H1 : B1,..., B5 ≠ 0
(simultaneously there is a significant influence between variables)
Based on the results of the F test listed in Table 11 ANOVA, the sig value obtained is 0.000,
which is smaller than the α value (0.05). Therefore, H0 is rejected and H1 is accepted. This indicates
that there is simultaneously a significant influence between the variables of Work Motivation and Job
Satisfaction on Employee Performance.
Based on the results of research and data analysis, it is proven that the variable Work
Motivation (X1) has a positive and significant influence on the variable Employee Performance (Y).
This finding is in accordance with the theory expressed by Suprapto et al. (2018), which emphasizes
that performance does not arise spontaneously, but is influenced by various factors. One important
factor is motivation, which is the internal drive that drives individuals to achieve certain goals. Jauhar
(2018) also emphasized that motivation is a crucial aspect that must be considered in the work
environment, because motivated employees tend to be more productive and dedicated. This will have
a positive impact on the overall performance of the company. This finding is also consistent with
previous research conducted by Wulansari (2020) and Widhianingrum (2017).
Based on the results of the questionnaire distribution, there are several things that still need
to be improved so that the motivation of AO MSME employees increases. One of them is about
rewards. Currently, the rewards given are still limited to the achievements of AO employees on an
annual basis through the BJB Better Award program. In fact, small moments of achievement are also
expected to be given to AO employees, for example the best achievement every month or quarter, the
best NPL decline, and the largest credit outstanding growth (percentage), to the highest number of
debtors. Although the nominal appreciation can be packaged smaller, the appreciation for each
appreciation needs to be done so that AO employees are more motivated towards more realistic
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achievements and frequent frequency so as to increase the chances of each AO employee. This also
has an impact on the sense of responsibility of AO employees towards work that is considered lacking.
The composition of AO MSME employees at Bank BJB is mostly filled by generation Z and
millennials. HR consultants on the SHRM website through their research found that almost half (43
percent) of Millennials and 78 percent of the youngest workers surveyed (Gen Z) plan to resign from
their jobs within the next two years. Researchers interviewed 632 people for the survey in April 2019.
The survey was sponsored by daVinci Payments, a payroll technology company. The study found that
giving financial recognition to the two youngest generations in the workplace, even in small ways,
would give those workers a greater sense of personal satisfaction and help improve employee
retention.
Although some employers may perceive these young workers as disloyal or unmotivated, the
reality is they can be turned into an organization's most enthusiastic and valuable resource when they
are rewarded for their work and rewarded in the slightest right way. The willingness of young people
to stay in their current jobs despite being given small rewards that are mostly contributed to daily
living expenses shows that millennial and generation Z employees are shouldering an increasing
financial burden (Dollinger, 2023).
Based on data analysis, it can be seen that the variable Job Satisfaction (X2) has a positive and
significant impact on Employee Performance (Y). This is consistent with the theory proposed by
Mathis and Jackson (2009), which emphasizes that job satisfaction has an important role in improving
employee performance and achieving organizational goals. Handoko (2016) also describes job
satisfaction as an emotional feeling that affects a person's view of his work. When employees are
satisfied with their work, they tend to perform better. This finding is also in line with previous
research by Siregar et al. (2020) and Arda (2017).
Winata (2016) explained that employee job satisfaction has an impact on company
performance. When employees are satisfied with their work, the company tends to perform better
and experience positive growth. Conversely, if employees are not satisfied with their work, this can
result in poor company performance. This is due to the contribution of each employee to the quality
of their work, which in turn affects the overall growth of the company.
The condition of job satisfaction that occurs in AO MSME employees of Bank BJB is included
in the fairly low category. Some indicators that cause low job satisfaction of AO employees are salary
and promotion opportunities. The reality in the field, salaries and incentives provided by companies
to business units, in this case AO employees as the spearhead of MSME credit marketing, are not
distinguished from support units. In fact, the risks of work are obviously different. When viewed from
the career path in other banks, to be able to fill the managerial position level at a bank, a person must
have been placed in a marketing / marketing position, and the position has different incentives from
the support unit.
The majority of AO employees belong to the category of Gen Z and millennials, at their
productive age more have needs that must be met. Because, the average from this age just has a family,
installments of houses or vehicles, and some become the sandwich generation. But in the reality of
their careers, they have just stepped into a career in the world of work, which means that the grade
of work obtained is still relatively low. Thus, this generation will be much more literate about the
salary earned.
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Another thing is the chance of promotion, which is felt to be the smaller the chance. In fact,
with the greater opportunity for promotion, along with this, the salary obtained by employees also
increases. Currently, promotion opportunities for supporting units and business units are no
different. In fact, if these opportunities are given more opportunities for business work units, it
remains logical. This is because the business unit also contributes a lot to the achievement of bank
profits. Another thing to note is the promotion indicators that need to be clarified and the openness
of access to promotion submissions. So, employees can do a self-assessment why they have not been
or deserve to be promoted. Siswanto (2020) explained that promotion aims to increase employee
motivation and performance. Promotions given to high-achieving employees are expected to increase
their morale, so it is expected to increase the overall productivity of the company.
Based on the F test, it has been observed that Motivation and Job Satisfaction have a significant
influence on employee performance at AO MSMEs Bank BJB Motivation and job satisfaction are
related elements and function to improve employee performance, by having good motivation,
employees can be eager to complete targets or pursue achievements that must be pursued, and
employees who are satisfied with their work usually have better performance than those who are not
satisfied.
This means, if employee work motivation has achieved good results, and employee job
satisfaction has been met, then employees will be encouraged to be more productive and perform
well. Good work motivation gives rise to enthusiasm or encouragement of work. On the other hand,
employees who are satisfied with their work both in terms of salary and promotion opportunities,
therefore, this will result in improved performance and positive growth for the company because
employees are encouraged to increasingly provide achievements for themselves and the company.
4. Conclusion
From the results of the research and discussion that has been carried out, several conclusions
can be drawn: The condition of work motivation AO MSME loans at bank bjb are included in the
sufficient category; Job satisfaction conditions AO MSME loans at bank BJB are included in the
category of dissatisfied; The performance condition of AO MSME Loans at bank BJB is included in the
unfavorable category; The influence of work motivation on the performance of AO MSME Loans at
bank BJB partially is 32.5%. The effect of job satisfaction on the performance of AO MSME loans at
bank BJB partially is 42.8%. The influence of work motivation and job satisfaction on the performance
of AO Kredit UMKM employees at bank BJB simultaneously is 75.3%.
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