Vol. 5, No. 12, December 2024
E-ISSN: 2723 - 6692
P-ISSN: 2723 - 6595
http://jiss.publikasiindonesia.id/
Journal of Indonesian Social Sciences, Vol. 5, No. 12, December 2024 3203
KEYWORDS
ABSTRACT
work motivation; career
development; organizational
culture; job satisfaction;
regression analysis
The research investigates the factors contributing to employee job
satisfaction at PT BDI, where a survey in 2022 revealed that 57% of
employees were dissatisfied, highlighting issues in work motivation,
career development, and organizational culture. The purpose of this
research is to determine the effect of work motivation, career
development and organizational culture on PT BDI employee job
satisfaction. The research method is a quantitative research method
where obtained sample are 67 PT BDI employees. The sampling
technique is based on saturated sampling using the questionnaire
method. The analysis method uses Multiple Regression Analysis
with the SPSS version 22 program. The conclusion of this study is
that Work Motivation have a positive and significant effect on Job
Satisfaction, Organizational Culture have a positive and significant
effect on Job Satisfaction, meanwhile Career Development has a
positive but not significant effect on PT BDI employee Job
Satisfaction.
Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)
Introduction
Human resources are an important element, without qualified human resources, it will be
difficult for the company to achieve its goals, therefore the company must have qualified human
resources (HR) (Muchtar et al., 2022; Sedyastuti et al., 2021; Wahjoedi, 2021). Job satisfaction has an
important role for organizations, because job satisfaction is a criteria in determining the success of
an organization to meet the needs of its members (Bohórquez et al., 2022; Judge et al., 2020).
PT Bosnet Distribution Indonesia (PT BDI) is a subsidiary of BUMN (PT Telkom) which focuses
on providing FMCG distribution management ecosystem platform solution, so it requires qualified
and loyal human resources. Based on the results of a survey on the level of job satisfaction of PT BDI
employees in June 2022, it was stated that 57% of employees were dissatisfied. This shows that PT
BDI employees tend to have low job satisfaction.
There are several problems of dissatisfaction with the employee satisfaction factors of PT BDI,
namely unclear recruitment policies, workforce planning that is not match with needs, no work
performance appraisal system, no career development policy and inadequate work facilities. From
the five problems, it can be mapped that there are three main factors of employee dissatisfaction,
namely work motivation, career development and organizational culture. These three factors are the
focus of researchers in examining the influence of employee satisfaction levels.
The Influence of Work Motivation, Career Development, and
Organizational Culture on Employee Job Satisfaction at PT. BDI
Amasa Esaf Hendrikus Ndoloe, Elfrida Viesta Napitupulu
Institut Bisnis dan Informatika Kwik Kian Gie, Indonesia
Email: amasa.ndol[email protected], elfridanapitupulu@kwikkiangie.ac.id
Correspondence: amasa.ndoloe@gmail.com
*
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According to Luthans (2019), motivation can provide a drive that is shown to meet certain goals,
if this condition does not occur, it will reduce employee work motivation and will have an impact on
declining employee performance. The work motivation of PT BDI employees shows that operational
work has not been fully supported by important policies regarding workforce regulations and the
availability of work facilities (Mlambo et al., 2021; Zaeni et al., 2023).
A good organization must pay attention to career development in the organization. People who
have more competence are required to get appropriate career development (Kirana et al., 2022;
Rasheed et al., 2020). The career development policy that has not been implemented at PT BDI makes
employees feel less motivated to work because even though they are productive and perform well,
there is no policy that regulates performance appraisals and career development so that there is
ambiguity in the promotion system for employees who have worked well.
Work culture is a social glue that remembers members of the organization. It seems that in
order for different characteristics or personalities between one person and another to be united in an
organizational strength, a social glue is needed (Mahmud, 2021; Nasriandi et al., 2023; Njagi et al.,
2020). Currently, PT BDI is implementing the AKHLAK culture according to the guidelines of the
parent company and the Ministry of SOEs. The socialization program to build an understanding of the
core values of AKHLAK to all employees is carried out through two activities, namely Communication
and Artifacts using media that PT BDI currently has.
Based on the phenomenon of the results of the PT BDI employee job satisfaction survey which
were still not good in 2022 and the existence of a research gap between the three variables of work
motivation, career development and organizational culture on job satisfaction, researchers want to
do further research.
The purpose of this research is expected to produce an analysis of the effect of work motivation,
career development and organizational culture variables on job satisfaction so that factors can be
found that need to be corrected or increased to increase the job satisfaction of PT BDI employees.
Research Methods
This study employs a quantitative research method, which focuses on quantifying relationships
between variables. The approach is descriptive and explanatory, aimed at understanding the
influence of work motivation, career development, and organizational culture on employee job
satisfaction. The type of research is correlational, seeking to determine the strength and direction of
relationships between the independent variables (work motivation, career development,
organizational culture) and the dependent variable (job satisfaction).
The population in this study were 67 employees of PT BDI. In this study, the sampling technique
used was non-probability, a technique used for sampling that does not provide the same opportunity
or chance for each member of the population or each element to be selected as a sample (Sugiyono,
2019). The approach used was saturated sampling or census because the research population was
under 100 people. In this study, the criteria used were PT BDI employees who had an employee
registration number.
The questionnaire was distributed in the form of Google Form to the respondents. Respondents
provided answers based on the Likert method, a value of 5 (the highest value) and the data obtained
was analyzed descriptively and statisticaly using SPSS version 22 program.
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Results and Discussion
In the research, 67 employees were obtained as respondents. Figures 1-5 will explain the
respondent's description:
Figure 1. Composition of Respondents Based on Gender
Figure 2. Composition of Respondents Based on Age
Figure 3. Composition of Respondents Based on Position
Gender
Male
Female
Age
21 - 25 years
26 - 30 years
31 - 35 years
36 - 40 years
40 years above
Position
Officer
GM/Manager
Lead/SPV
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Figure 4. Composition of Respondents Based on Years of Work
Figure 5. Composition of Respondents by Division
Validity Test
Before the questionnaire was distributed, testing was carried out on data n=67. Whether or not
the question items (indicators) are valid is determined based on a comparison between the calculated
r and table r values (for alpha = 5%). Meanwhile, the 5% error level (α) for n=67 or df=65 is 0.2404.
The results of testing the validity of all research variables can be seen as follows:
Table 1. Validity Test Results
r count
r table
Description
Item Num
r count
r table
Description
0,264
0,2404
Valid
MK7
0,173
0,2404
Not Valid
0,173
0,2404
Not Valid
MK8
0,282
0,2404
Valid
0,260
0,2404
Valid
MK9
0,322
0,2404
Valid
0,568
0,2404
Valid
MK10
0,539
0,2404
Valid
0,382
0,2404
Valid
MK11
0,464
0,2404
Valid
0,443
0,2404
Valid
MK12
0,548
0,2404
Valid
0,341
0,2404
Valid
PK4
0,513
0,2404
Valid
0,582
0,2404
Valid
PK5
0,415
0,2404
Valid
0,509
0,2404
Valid
0,475
0,2404
Valid
BO8
0,267
0,2404
Valid
0,554
0,2404
Valid
BO9
0,684
0,2404
Valid
Years of Work
< 3 years
3-5 years
> 5 years
Divisi
Business Operation
Business Support
Corporate Secretary & Planning
Product Management
Service Delivery
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0,279
0,2404
Valid
BO10
0,534
0,2404
Valid
0,619
0,2404
Valid
BO11
0,608
0,2404
Valid
0,600
0,2404
Valid
BO12
0,604
0,2404
Valid
0,670
0,2404
Valid
BO13
0,554
0,2404
Valid
0,466
0,2404
Valid
BO14
0,532
0,2404
Valid
0,521
0,2404
Valid
KK10
0,667
0,2404
Valid
0,321
0,2404
Valid
KK11
0,499
0,2404
Valid
0,622
0,2404
Valid
KK12
0,561
0,2404
Valid
0,654
0,2404
Valid
KK13
0,504
0,2404
Valid
0,494
0,2404
Valid
KK14
0,528
0,2404
Valid
0,495
0,2404
Valid
KK15
0,398
0,2404
Valid
0,384
0,2404
Valid
KK16
0,400
0,2404
Valid
0,357
0,2404
Valid
KK17
0,416
0,2404
Valid
0,678
0,2404
Valid
Table 1 above shows that all items are valid, except for two work motivation items, namely the
indicator of work facilities from the physiological needs dimension and the indicator of harmonious
working relationships between management levels from the social needs dimension.
Descriptive Analysis of Questionnaire Answers
Table 2. Descriptive Analysis of Questionnaire Answers per Variable
MK
PK
BO
KK
N
67
67
67
67
0
0
0
0
Mean
3,82
3,44
3,51
3,88
First, the Work Motivation variable has an average value of 3.82 which is included in the Agree
category. This shows that on average respondents have quite good motivation at work. Second, the
Career Development (PK) variable has an average value of 3.44 which is also included in the Agree
category. This shows that on average respondents agree and need career development in doing their
work. Third, the Organizational Culture (BO) variable has an average value of 3.51 which is also
included in the Agree category. This shows that on average respondents agree and have the opinion
that culture is an important part of the organization. Fourth, the Job Satisfaction (KK) variable has an
average value of 3.88 which is also included in the Agree category. This shows that on average
respondents agree and feel satisfied with their work.
Descriptive Analysis of Average Scores per Questionnaire Indicator
Work Motivation Variable
The results of the processed data for the average score of the Work Motivation variable are as
follows: The highest score with a value of 4.26 is found in the dimension of Need for security, indicator
of Feeling of security from termination of employment, statement item of employee social security
(health insurance) from the Company (MK4). The lowest score with a value of 3.22 is found in the
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Need for Reward dimension, the Reward for Achievement indicator, the statement item that the
Company provides bonuses to employees (MK8).
Career Development Variable
The data processing results for the average score of the Career Development variable are as
follows: The highest score with a value of 4.26 is found in the Work Experience dimension, indicator
of sufficient work period, statement item Knowledge and work experience make it easier to complete
work (PK5). The lowest score with a value of 2.34 is found in the Training dimension, indicator
Frequency of attending frequent training, statement item The office often provides routine training
to employees (PK2).
Organizational Culture Variable
The data processing results for the average score of the Organizational Culture variable are as
follows: The highest score with a value of 4.04 is found in the Involvement dimension, Team
Orientation indicator, statement item Employees have freedom to express opinions (BO2). The lowest
score with a value of 2.31 was found in the Involvement dimension, Capability Development
indicators, statement items. Employees are involved in the process of selecting
company/organization leaders (BO3).
Job Satisfaction Variable
The results of the processed data for the average score of the Job Satisfaction variable are as
follows: The highest score with a value of 4.29 is found in the Colleague dimension, the employee
indicator receives support from co-workers, the statement item Colleagues provide support in
completing work (KK15). Score The lowest with a value of 3.14 is found in the Promotion
Opportunities dimension, the Equality indicator for participating in job position promotions, the
statement item Employee promotions in this company are carried out objectively (KK10).
Multiple Linear Regression Analysis
Model Test (F Test)
Based on the data from table 3 of the f test below, the calculated F value is 195.374 and the
significance value is 0.000, so this regression model can be used to predict the influence of the
variables used for hypothesis testing on the level of significance of their influence on Job Satisfaction.
Table 3. Output F Test Results
ANOVA
a
Model
Sum of Squares
df
Mean Square
F
Sig.
Regression
2075,278
3
691,759
41,596
.000
b
Residual
1047,707
63
16,630
Total
3122,958
66
a. Dependent Variable: Job Satisfaction
b. Predictors: (Constant), Organizational Culture, Career Development, Work Motivation
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Significance Test (t-test)
Table 4. Output t test results
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
(Constant)
12,438
4,901
2,538
0,014
Work Motivation
0,822
0,158
0,521
5,194
0,000
Career
Development
0,177
0,233
0,065
0,759
0,451
Organizational
Culture
0,388
0,103
0,346
3,761
0,000
a. Dependent Variable: Job Satisfaction
In table 4 above, it is known that the significance value obtained is 0.014, so it is smaller than
0.05. Based on these data, the Multiple Linear Regression model equation is obtained in the form:
JS = 12.438 + 0.822 WM + 0.177 CD + 0.388 OC
Information:
JS: Job Satisfaction,
WM: Work Motivation,
CD: Career Development,
OC: Organizational Culture
Based on the results of the statistical t test above, it was found that the Work Motivation
variable has a significant effect on Job Satisfaction with a significance value of 0.000 (smaller than
0.05). Then the Career Development variable does not have a significant effect on Job Satisfaction
because the significance value is 0.451 (greater than 0.05). Furthermore, the Organizational Culture
variable has a significant effect on Job Satisfaction with a significance value of 0.000 (smaller than
0.05).
Coefficient of Determination Test
The results of processing the coefficient of determination show that the R Square value is 0.665,
which means that 66.5% of the variation in Job Satisfaction can be explained by the Work Motivation,
Career Development, and Organizational Culture variables. Meanwhile, the remainder, or 33.5%
(100%—66.5%), is influenced by other variables outside of this research model.
Table 5. Output Coefficient of Determination Test Results
Model Summary
b
Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
1
.815
a
0,665
0,649
4,078
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a. Predictors: (Constant), Organizational Culture, Career Development, Work
Motivation
Conclusion
Based on the overall results of the research analysis and discussion, it can be concluded that:
Work Motivation has a positive and significant influence on the Job Satisfaction of PT BDI employees,
especially the dimensions of the need for security and indicators of feelings of security from
termination of employment, namely employee social security (in the form of health insurance) from
the company, Career Development has an influence which is positive but not significant on the Job
Satisfaction of PT BDI employees, especially the dimensions of work experience and indicators of
sufficient working time, namely knowledge and work experience makes it easier to complete work.
Organizational Culture has a positive and significant influence on the Job satisfaction of PT BDI
employees, especially the dimensions of involvement and indicators of team orientation, namely
employees have freedom to express opinions.
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