Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 02.
NO.
01 JUNE 2023
THE EFFECT OF QUALITY OF WORK LIFE AND JOB
SATISFACTION ON EMPLOYEE PERFORMANCE IN PT.
TASPEN
(PERSERO) KCU BANDUNG
Dewi Yuliati Indah1.
Zelina Damayanti2 Universitas Pasundan1,2 dewiyuliatiindah@unpas.
id1, zelinadamayanti@gmail.
ABSTRACT
The phenomenon that occurs in employees of PT.
Taspen Main Branch Office Bandung is decreasing employee performance, so it does not reach its work target.
The research aims to identify and analyze, .
quality of work life 2.
) job satisfaction .
employee performance, .
the magnitude of the influence of quality of work life and job satisfaction on employee performance either simultaneously or partially.
, the population in this study were 49 employees, and the sample was saturated.
Data collection techniques used are observation, interviews and questionnaires.
The data analysis methods used are validity and reliability tests, multiple linear regression analysis, multiple correlation analysis, and the coefficient of determination.
Based on the results of the analysis, simultaneously the effect of quality of work life and job satisfaction on performance is positive and significant.
While the results of the partial analysis, the job satisfaction variable has the most dominant influence value compared to the quality of work life variable.
Keywords: quality of work life, job satisfaction, employee performance work life is an employee's perception of the INTRODUCTION All potential human resources affect the organization's efforts in achieving its goals.
Human resources are one of the most important factors that cannot even be separated from an organization, both agencies and companies.
An organization is expected to be able to provide a good quality of work state of well-being both physically and mentally at work (Cascio, 2.
Creating a good quality of work life has the aim of creating a work climate that can encourage employees to increase their enthusiasm for work in order to achieve optimal work results and aims to meet the needs of employees by providing facilities and infrastructure.
life, then this will have an impact on employee job satisfaction which will end in In Table 1 is a recapitulation of the ranking of employee performance appraisals of PT.
better employee performance.
Quality of Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
NO.
02 December 2022 Taspen (Perser.
KCUs throughout Indonesia 98,762 in the B category, then in second in 2021, as follows:
place, namely PT.
Taspen (Perser.
KCU Jakarta with a score of 86,443 in the category Table 1 B, then in the third rank, namely PT.
Taspen (Perser.
KCU Surabaya with a score of Recapitulation of the ranking of employee 85,387 with category B, in fourth place, performance appraisals of PT.
Taspen namely PT.
Taspen (Perser.
KCU Medan (Perser.
KCU throughout Indonesia in with a score of 81,140 with category B, ranked fifth, namely PT.
Taspen (Perser.
KCU
Achievem
Targ
Taspe ents (%) Categ et
(%)
Makas 98,762 KCU Semarang with a score of 78,827 with category C, then ranked sixth, namely PT.
Taspen (Perser.
KCU Bandung with a score
002 with category C, which means that its performance has not been optimal and has not reached the target of A predicate or very Jakart
86,443
85,387
81,140
78,827
75,022
good, so what is expected by the company.
Surab Furthermore, in Table 2 is the achievement of Meda Semar Bandu PT.
(Perser.
KCU Bandung, as follows:
Source: PT.
Taspen (Perser.
KCU Jakarta Pusat Based on Table 1.
1 the data shows that PT.
Taspen (Perser.
KCU in the first rank and got the highest score was PT.
Taspen (Perser.
KCU Makassar with a score of Taspen Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
NO.
02 December 2022 Table 2 direct interviews and direct observations, also asked for secondary data and primary Employee Performance Achievement PT.
data from the company to the head of Taspen (Perser.
KCU Bandung
Yea Achieveme Catego
nts (%)) 93,011 personnel, the results of the pre-survey
revealed that employee performance had Target
decreased, so that their work targets were not (%) distributed presurvey questionnaires to 30
86,023
Bandung the results of a pre-survey on the condition of the factors that are thought to 80,312 affect the performance of the employees of employees of PT.
Taspen (Perser.
KCU Furthermore.
PT.
Taspen (Perser.
KCU Bandung, that of 75,022 all the factors that allegedly affect the performance of the employees of PT.
Taspen Period 2018-2021 (Perser.
KCU Bandung, which has the lowest score is on the quality of work life Source: PT Taspen (Perser.
KCU Bandung variable with an average score of 2.
38 and 2 shows that job satisfaction variable with an average employee performance fluctuates and has not score of 2.
This means that the quality of met the target achievement.
As from 2018 to work life and job satisfaction variables are 2020, the achievement of the fluctuating suspected to be the cause of the performance category from B to C, then the achievement of PT.
Taspen (Perser.
KCU Bandung has in 2019 to 2020 experienced the sharpest problems, then to add information and data decline from category B- to category C.
Even about the variables that are suspected to be from 2020 to 2021 it still reached category C.
the cause of the performance of the This shows the achievement of employee employees of PT.
Taspen (Perser.
KCU performance has not yet reached the Bandung has problems.
Based on Table expected target.
Through a preliminary survey at PT.
Taspen (Perser.
KCU Bandung, namely by Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
NO.
02 December 2022
METHOD
work >15 years years as many as 26 people or The method used in this research is respondents' responses to the variable quality descriptive and verification method.
The of work life characteristics is 3.
70, this means population is 49 employees and the sample that the quality of work life at PT.
Taspen used is a saturated sample as many as 49 (Perser.
KCU Bandung, is in the good employees at PT.
Taspen (Perser.
KCU job satisfaction is in the good Bandung.
This refers to the average score of This means that the job satisfaction of Furthermore, to make it easier to The employees at PT.
Taspen (Perser.
KCU Bandung is good, and the performance at PT.
variables developed into indicators that are Taspen (Perser.
KCU Bandung is in the poor used as question items or statements that will This refers to the average score be used in making questionnaires such as the showing an average score of 3.
data collection technique using field research (Field Researc.
to obtain primary data also The results of the variable quality of work life using library research.
(Library Researc.
(X.
, measured by 7 statement items and the Furthermore, the analytical technique used is job satisfaction variable (X.
are measured multiple linear regression analysis.
by 15 statement items and the performance variable (Y) is measured by 6 statement
RESULTS
items, all results are more than 0.
3 and The results of the study through the declared valid .
Likewise, the results of the distribution of questionnaires with the reliability test of quality of work life (X.
and characteristics of the respondents, where the characteristics of the respondents are known performance variable (Y) all results are more by gender, the dominant gender is female as 7 and are declared reliable.
(X.
many as 25 people or 51%, the age of Multiple employees is dominated by 31-40 years as mathematically expressed in the form of the many as 22 people or 44.
9%, then the level of following equation:
education is dominated by bachelor's degree as many as 24 people or 49%, and the length
Y = 0,745 0,262X1 0,736X2 A
of work is dominated by employees who Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
NO.
02 December 2022 Constant = 0.
745 means that the satisfaction on employee performance at PT.
employee's performance process is worth Taspen If the variable X1 .
uality of work Simultaneously the quality of work life and lif.
X2 .
ob satisfactio.
does not affect job satisfaction affect the performance of the variable Y .
mployee performanc.
or employees at PT.
Taspen (Perser.
KCU all independent variables are 0, then Bandung.
1%, this can be interpreted employee performance will increase by that together the variables of quality of work life and job satisfaction have a significant The value of the X1 variable, namely the influence on employee performance, this is quality of work life has a regression reinforced by research from Kermansaraviet coefficient of 0.
262, meaning that if the .
which states that quality of work life quality of work life has increased, then and job satisfaction have a significant the performance will increase by 0.
influence on employee performance.
(Perser.
KCU Bandung.
The value of the X2 variable, namely job satisfaction, has a regression coefficient of 736, meaning that if job satisfaction has increased, then performance will increase Another characteristics and emotional equotients on employee performance is researcher Hans Pruijt .
which states that there is an influence of quality of work life and job Furthermore, the magnitude of the double satisfaction on employee performance.
correlation between quality of work life and job satisfaction together on employee performance The correlation value is positive, as coefficient of determination (R.
the results obtained show the coefficient of determination (R.
quality of work life and job satisfaction on employee performance is 0.
Furthermore.
Pamungkas .
states that the quality of work life and job satisfaction have a significant and positive influence on employee performance.
Furthermore, partially the results of the regression coefficient of quality of work life (X.
are positive at 26.
0%, this means that DISCUSSION changes in quality of work life are in line with Based on the results of the calculation employee performance values.
The of the results of the regression analysis results obtained mean that the better the conducted, quality of work life and job quality of work life, the better the employee's Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
NO.
02 December 2022 contribution of influence given by 40.
1% and conducted by Lumbantoruan .
, which the influence given by the variable quality of states that the results of this study are the work life of 26.
This is reinforced by quality of work life has a positive and research from Titik Nurbiyati .
which significant effect on performance and has a states that job satisfaction has a partial effect unidirectional relationship.
The study was on employee performance.
Furthermore, it is conducted by Ni Luh Putu Surya Asitiani supported by research from Aketch .
, .
that there is an effect of quality of that the results of the study state that there is work life on employee performance.
a positive and significant influence on job satisfaction on employee performance.
And Permana .
which states that the research from Syamsiatul Cahyaningrum quality of work life has a positive and .
states that partially there is a positive significant effect on performance, also and significant influence of job satisfaction research from Arifin .
that the quality of on employee performance.
work life has a positive and significant effect on employee performance.
Indra Kurniawan's CONCLUSION research .
reveals the results of his Based on the results of the study, it can be research, namely the quality of work life has concluded as follows:
a positive and significant effect on employee Based on the research above, in an effort to improve employee performance, (Perser.
KCU Bandung is in good companies are expected to pay attention to the quality of work life of their employees.
contributes to the influence of employee calculations, it is known that from the two independent variables analyzed, it is seen that Employee performance at PT.
Taspen (Perser.
KCU Bandung is in good performance by 40.
Based on these Job satisfaction at PT.
Taspen (Perser.
KCU Bandung is in good category.
Furthermore, job satisfaction (X.
Quality of work life at PT.
Taspen Simultaneously quality of work life and performance at PT.
Taspen (Perser.
influence on employee performance at PT.
KCU Bandung amounted to 66.
1% while Taspen (Perser.
KCU Bandung, with the partially the quality of work life has an Journal of Business and Management Inaba (JBMI) E-ISSN 2829-5331.
P-ISSN 2829-6559 VOLUME 01.
NO.
02 December 2022 effect on employee performance.
by 26% Ahmad.
Ing & Bujang.
between selected Factors of Job Satisfaction and Job Performance Among Workers at Palm Oil Industries.
Journal Business And Economics Management.
Vol.
Arifin 2017 Analisis kualitas kehidupan kerja, kinerja dan kepuasan kerja pada CV Duta Senenan Jepara.
Jurnal Economia.
Vol.
8 No.
Titik Nurbiyati 2015.
Pengaruh Quality Of Work Life Kinerja Karyawan dengan Disiplin Kerja dan Kepuasan Kerja Sebagai variabel Intervening.
Jurnal Siasat Bisnis Vol.
No.
Lumbantoruan.
Pengaruh Kualitas Kehidupan Kerja Kepuasan Kerja Dan Komitmen Karyawan Terhadap Kinerja Karyawan Dan Perilaku Kewarganegaraan Sebagai Variabel Interverning (Studi Pada PT.
Perindustrian Dan Perdagangan Crumb Rubber Pekanbar.
Journal FEKON Vol 2 No 1.
Meltareza.
, & Permana.
PENGARUH MOTIVASI KERJA,
DISIPLIN
KERJA,
DAN
LINGKUNGAN KERJA FISIK
TERHADAP
KINERJA
KARYAWAN HOTEL PURI
KHATULISTIWA
BANDUNG.
JURNAL
PARIWISATA VOKASI, 3.
, 37Ae Diambil https://jurnal.
id/jvp/arti cle/view/37 Ni Luh Putu Surya Asitiani .
Pengaruh Quality of Work Life terhadap Kinerja dan Kepuasan smaller than job satisfaction which gives an effect of 40.
REFERENCES