Corporate Ownership & Control / Volume 13, Issue 2, Winter 2016, Continued – 2

THE RELATIONSHIP BETWEEN EMPLOYEE

ENGAGEMENT, JOB MOTIVATION, AND JOB
SATISFACTION TOWARDS THE EMPLOYEE
PERFORMANCE
Hotner Tampubolon*
* Lecturer, Faculty of Economics, Indonesian Christian University

Abstract
The performance of government officers determine the quality of public service which is delivered
to the society as the customer. The study is aimed at finding out the relationship between
employee engagement, job motivation, and job satisfaction toward the employee performances at
Export and Import Department of Indonesia Ministry of Trade (Jakarta). Total respondent are 90
persons who work at the department by using probability sampling approach through simple
random sampling for data collection.

Keywords: Employee Engagement, Job Motivation, Job Satisfaction, Employee Performance

1. BACKGROUND responsibility in this area. Aim to provide and to

support the needs of both local and international
Nowadays the growing of cross national trade has companies in terms of policy, regulation, guidance,
been increased rapidly, this situation occurs because and administration processes that facilitate
of the globalization of economics in all around the export/import business activities.
world. Today, not just the company or organization The business player in export and import
today use qualified employees as a tool for strategic industry has experienced the quality of service
partner in the business, the governments also engage delivered by the government officer at export and
the same strategy. Organizations know & realize that import department. This is the micromanagement
employees are the major assets and they have to be section of the government to support export/import
smart enough to manage this great assets. It is process by partnering with the businessmen as a
essential that the employees perform together as a supporting knowledge provider. Although the
collective unit and contribute equally towards the employees at the department have been tried to
realization of a common goal. Highly effective as well conduct a good performance, but feedback reveals
as highly efficient of performances are required in the that it still could not meet the businessman
intense competition among the organization. expectation. The gap between businessman
Theoritically, to achieve and maintain expectation and the perception of employee service
sustainability of economic growth of a country, it performances influenced not only the performances
need sustainability of productivity. Export / import is of export and import activities in Jakarta but also
considered as a factor that can support sustainability influenced in larger context which is the national
of productivity. Exports have been an engine of export and import performances. Therefore it is
economic growth in Indonesia in the last 10 years. important to identify the factors that influence the
That’s way the government priorities. Today, the effectiveness of employee performances.
macroeconomic shifts in Indonesia will affect some
industries more than others and will generally help 2. LITERATURE REVIEW
export and harm imports. Exporters will enjoy the
weaker Rupiah, by gaining larger profit exporting Employee engagement is today seen as a powerful
their products. Based on the government of Jokowi’s source of competitive advantage in the turbulent
(indonesian president of 2014 – 2019) strategy, in his times. A study on drivers of engagement by Mani
campaign, Jokowi said he would instruct Indonesian (2011) predicted four drivers, namely employee
ambassadors to also serve as marketing men for welfare, empowerment, employee growth and
Indonesian products abroad. If exports remaining interpersonal relationships. Bhatla (2011), in a study
weak, a wide current account deficit could persist in of employee engagement and its effects on employee
the coming years. performance with respect to Indian banks has
That’s why boosting export will help the goal of identified organisational culture and organisational
president Jokowi to mobilize government revenues to communication as prominent driver. Indian banks
meet the projected income. Export and import has identified organisational culture and
department at Ministry of Trade has the organisational communication as prominent driver.

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Significant attention has been given to linkage of motivates one person may not motivate another and
employee engagement to financial results of certainly such what motivates one do not necessarily
organisations. Several studies observe that employee remain static over time. For example, it has been
engagement initially results in greater employee argued that as income increases money becomes less
performance, which further leads to enhanced of a motivator, or when employees get older,
organizational performance, in terms of (Tower interesting work becomes more of a motivator
Perrin, 2006; Gallup, 2006). (Kovach, 1987).
Bedarkar & Pandita (2014) states that employees Job satisfaction is a multidimensional construct
are the key assets to any organization and if they are the conceptualization and measurement of which has
not given the right space and time to make a perfect long been of interest in the industrial and
blend of work and fun at workplace, then the sense organisational psychology literatures (Bodur, 2002)
of dis-engagement sets in the employees. where according to (Bowling and Hammond, 2008), it
Organization and employees are both dependent on has been the most widely studied topic. Job
each other to fulfil their goals and objectives. satisfaction defined as an attitude reflecting a person
Therefore, employee engagement should not be a s feelings toward his or her job or job setting at
one-time exercise but it should be integrated in the particular point in time (Schermerhon et al, 2012).
culture of the company. Employee engagement Hoppock (1935) defined job satisfaction as
should be a continuous process of learning, combination of psychological, physiological and
improvement and action. Thus, organizations today environmental circumstances; it could cause a person
should actively look forward to fulfil employee`s say “I am satisfied with my job”. According to this
expectations and thus, create an impact on the definition, job satisfaction is influenced by many
performance of employee, which directly affects the external factors such as: working environment,
organization’s performance. physiological, etc.
A study by Robertson-Smith and Markwick Daft and Marcic (2013) define job satisfaction as
(2009) points out that engagement provides a positive attitude toward ones job.
employees with an opportunity to invest themselves Job satisfaction refers to one’s feelings or
in their work and also creates a sense of self efficacy. condition of mind according to the nature of work.
Research on theconsequences of employee Job satisfaction could be inclined by various
engagement indicates that engagement may result in factors such as kind of organization Policies,
positive health and positive feelings towards work Supervision, Administration, salary and quality of
and organisation. Gallup (2006) reported improved life. However it is concluded in research (Porter, 1962;
health and well-being in engaged employees. Smith, Hulin, Kendall 1969) that job satisfaction
Engagement may lead to mindfulness, intrinsic illustrates it is the difference between what people
motivation, creativity, authenticity, non-defensive expect from the job and what they get in actual. Job
communication, ethical behavior. Employee satisfaction is also visualized as an in general ranking
engagement is the emotional commitment that the or as the summation of numerous isolated
employee has to the organization and its goals. This dimensions of job distinctiveness (Stamps &
emotional commitment means engaged employees Peidmont 1986; Mueller & McCloskey 1990; Traynor
actually care about their work and their company. & Wade 1993).
They don’t work just for a salary, or just for Performance means the effectiveness of
promotion, but work for the organization’s goals. employees activities that make a payment to
When employees care - when they are engaged - organizational goals (McCloy, Campbell, & Cudeck,
they use discretionary effort (Kevin Kruse, 2012). 1994; cf. Motowidlo, 2003). The employee
There are increasing claims in management performance refers to the working productivity or
literature that engagement is needed for high-level working effectiveness. Robin (1998) evaluated
organizational performance and productivity. For effectiveness through two points of view; first is the
example the findings of many research works like quantity achievement and second is the quality
(Harter et al., 2002[4]; Schaufeli and Bakker, 2004[5]; achievement. Lussier (1997) proposed the methods to
Xanthopoulou et al., 2007[6]; Fernandez., 2007[7]; increase employee performances: first is involving
Bakker et al., 2007[8]; Hewitt Associates., 2004[9]; the employees into the entire working process;
Hallberg et al., 2007[10]; Lewicka, 2011[25] and Saks, second is identifying the success factors; third is
2006[11]) agrees that employee engagement could be establishing the working standard and regulation;
a strong factor for organizational performance and fourth is setting working priority; and finally is
success, as it seems to have a significant potential to supervising and motivating the employees. Employee
affect employee retention, their loyalty and performance can be effected by some conditions like
productivity, and also with some link to customer job satisfaction, working environment, motivation
satisfaction, organizational reputation and the overall and stresses (Kakkos et al., 2010).
stakeholder value (Andrew & Sofian, 2012).
To succeed in any goals set, organisations need 3. RESEARCH MODEL
motivated employees, too; motivated employees are
more productive and help organizations to survive Based on figure 1, the proposed research framework,
and prosper (Smith, 1994). In this context, the notion can be seen that there are three independent
of motivation can be described as a psychological variables; they are employee engagement (X1), job
process that gives behaviour purpose and direction motivation (X2), and job satisfaction (X3). Those three
(Kreitner, 1995). It is actually one of the variables are hypothesized in influencing the
management’s key tasks to constantly motivate their dependent variable which is the employee
employees, something difficult at times, as what performance (Y)

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Figure 1. Proposed research framework

has high job motivation.

4. METHODOLOGY Job satisfaction (X3) is measured by three
indicators (Donelly et al, 1992); they are job
This research is used quantitative research approach description (X3.1), working condition (X3.2), and
and corelational research type, according to Noor teamwork (X3.3). The result of descriptive analysis
(2011), corelational study is the study to measure the showed that the total mean is (3,91); while the value
relationship between two or more variables. In this of mean for (X3.1) is (4,08), (X3.2) is (4,31), and (X3.3) is
research the variables are employee engagement, job (3,92). This result revealed that the employee at
motivation, job satisfaction, and employee Export and Import Department, the Indonesian
performances. The population for this research is the Ministry of Trade has high job satisfaction.
employee at export and import department, the Employee performance (Y) is measured by three
Indonesian ministry of trade in 2015, which was a indicators (Simamora, 2004); they are working
total number of 145 people. In this study, a sample quantity (Y1.1), working quality (y1.2), and working time
size of 145 people was selected using simple random (Y1.3). The result of descriptive analysis showed that
sampling. Among which the questionnaires were the total mean is (4,23); while the value of mean for
distributed, 90 questionnaires were returned (Y1.1) is (4,44), (Y1.2) is (4,33), and (Y1.3) is (3,92). This
(response rate 62,06 %). result revealed that the employee at Export and
Import Department, the Indonesian Ministry of Trade
has high employee performance.
5. FINDINGS
5.2 Analysis of Partial Linear Regression
5.1 Descriptive Analysis
The statement for hypothesis-1 is that The employee
A questionnaire survey was used to collect data on
enggagement influenced employee performance. The
the variables. Part A of the questionnaire captured
result from partial linear regression showed that the
the respondents’ demography such as age, gender,
formula Y = 88,3 + 0,92X1, The pearson product
work experience, position and was analyzed using the
moment correlation is 0,504; the t-test significance is
descriptive. Part B consisted questions each of the
applied for hypothesis testing with the degree of
variables (both independent variables and the
freedom (n=2). The result showed t-statistic is 5,47
dependent variable). The sample of the current study
and t-table is 1,67 (α = 0.05) which means that there
consisted of 75 % male employee and 25 % female
is significant influence of employee engagement
employee. The majority of the employee were
towards employee performances. Therefore the
married (86 %) and the average age was more than 41
hypothesis 1 is accepted.
years (83%).
The statement for hypothesis-2 is that The job
Employee engagement (X1) is measured by two
motivation influenced employee performance. The
indicators (Andrew and Sofian, 2012); they are job
result from partial linear regression showed that the
engagement (X1.1) and organization engagement (X1.2).
formula Y = 92,41 + 0,90X2, The pearson product
The result of
moment correlation is 0,576; the t-test significance is
descriptive analysis showed that the total mean is
applied for hypothesis testing with the degree of
(4,07); while the value of mean for (X1.1) is (4,11) and
freedom (n=2). The result showed t-statistic is 6,65
for (X1.2) is (4,03). This result revealed that the
and t-table is 1,67 (α = 0.05) which means that there
employee at Export and Import Department, the
Indonesian Ministry of Trade has high employee is significant influence of job motivation towards
engagement. employee performances. Therefore the hypothesis 2
Job motivation (X2) is measured by three is accepted.
indicators (Kakos and Trivellas, 2010); they are The statement for hypothesis-3 is that The job
existance (X2.1), relatedness (X2.2), and growth needs satisfaction influenced employee performance. The
(X2.3). The result of descriptive analysis showed that result from partial linear regression showed that the
the total mean is (4,09); while the value of mean for formula Y = 56,91 + 0,50X3, The pearson product
(X2.1) is (3,82), (X2.2) is (4,31), and (X2.3) is (4,13). This moment correlation is 0,597; the t-test significance is
result revealed that the employee at Export and applied for hypothesis testing with the degree of
Import Department, the Indonesian Ministry of Trade freedom (n=2). The result showed t-statistic is 5,58

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and t-table is 1,67 (α = 0.05) which means that there 7. RESEARCH LIMITATION
is significant influence of job satisfaction towards
employee performances. Therefore the hypothesis 3 There are some limitations of this research; firstly,
is accepted. this research is conducted in public institution in
which the employee behavior may be different
5.3 Analysis of Simultaneous Linear Regression compared to the behavior at private commercial
institution. Therefore the conclusion of this research
After conducting partial linear regression to identify can be generalized in all kind of institutions.
the influence of each independent variables toward Secondly, the sample is taken from one spesific
the dependent variable then the next step is to verify working department / division; this may lead
those three hypotheses by implementing different employee behavior compare to other
simultaneous linear regression analysis. The result working department. Thirdly, the coefficient of
from this analysis showed the formula Y = 50,71 + determination showed that there were other
0,47X1 + 0,60X2 + 0,31X3. In addition F-test significane independent variables which may influence the
is applied for hypotheses testing; the result showed employee performances. For further research, the
f-statistic is 41,70 and f-table is 2,72 (α = 0.05) which researchers need to add more independent variables
means that the entire independent variables instead of those three variables (employee
(employee engagement, job motivation, and job engagement, job motivation, and job satisfaction).
satisfaction) significantly influenced the dependent Next, the future research need to compare the
variable (employee performance). Therefore this employee behavior between the public and private
analysis verified that all hypothesesare accepted. instituion in order to give more comprehensive
Moreover to identify the correlation between the understanding regarding the strategy to improve
independent variables then the analysis of correlation employee performance.
coeficient (R) is applied; the result showed that the
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