International Journal of Social Science (IJSS) Vol.
5 Issue.
3 Oktober 2025, pp: 273-282 ISSN: 2798-3463 (Printe.
| 2798-4079 (Onlin.
DOI: https://doi.
org/10.
53625/ijss.
EMPLOYEE PERFORMANCE MANAGEMENT STRATEGY
THROUGH JOB SATISFACTION MODERATED BY WORK
MOTIVATION IN THE ASSOCIATION OF INDONESIAN
SHOPPING CENTER MANAGERS IN EAST JAVA
Awan Indrawan1.
Nur Sayidah2.
Sri Handini3
1,2,3
Department of Management Doctoral Program.
Universitas Dr.
Soetomo.
Surabaya Email: 1awanindrawan@gmail.
com, 2nur.
sayidah@unitomo.
id, 3srihandini@unitomo.
Article Info Article history:
Received Jul 26, 2025 Revised Aug 12, 2025 Accepted Aug 29, 2025 Keywords:
Employee Performance Job Satisfaction Motivation Association of Indonesia Shopping Center Manager ABSTRACT The purpose of this study is to analyze the influence of Organizational Commitment.
Organizational Culture.
Work Environment.
Incentives.
Awards, and Leadership Style on Employee Performance through Job Satisfaction and moderated by Work Motivation.
This study uses a quantitative approach with a causal research type.
The study population is all permanent employees at the Indonesian Shopping Center Management Association East Java, totaling 318 people.
The sampling method uses Purposive Sampling and Slovin techniques so that a sample of 177 permanent employees at the Indonesian Shopping Center Management Association East Java is obtained.
The data collection method uses a Questionnaire with SEM Partial Least Square data analysis techniques.
The results of the study prove that Organizational Commitment.
Organizational Culture.
Work Environment, and Leadership Style have a significant positive effect on Employee Performance.
However.
Incentives and Awards do not have a significant positive effect on Employee Performance.
Job Satisfaction is able to significantly mediate the relationship between Organizational Culture.
Incentives, and Awards on Employee Performance.
However.
Job Satisfaction was unable to significantly mediate the positive relationship between Organizational Commitment.
Work Environment, and Leadership Style on Employee Performance.
Work Motivation was unable to significantly moderate the positive relationship between Job Satisfaction and Employee Performance.
This is an open access article under the CC BY-SA license.
Corresponding Author:
Awan Indrawan Department of Management Doctoral Program.
Universitas Dr.
Soetomo Semolowaru Road.
No.
Sukolilo Distric.
Surabaya City, 60118.
Indonesia.
Email: awanindrawan@gmail.
INTRODUCTION
A crucial factor in any company is its human resources (HR).
The crucial role of HR determines the success or failure of a company.
Therefore, high-quality HR is essential to achieve the company's goals of increasing Achieving these goals also depends on the performance of its employees.
Employee performance is a key factor in determining individual task accomplishment, which can lead to organizational performance .
Performance is the willingness of a person or group of people to carry out activities or perfect them according to their responsibilities with the expected results .
Improving employee performance is a crucial factor in achieving organizational goals, namely to gain significant profits.
Effective employee performance management plays a vital role in ensuring that employees work efficiently and productively.
The Indonesian Shopping Center Management Association (APPBI) of East Java is a a.
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5 Issue.
3 October 2025, pp: 273-282 ISSN: 2798-3463 (Printe.
| 2798-4079 (Onlin.
non-profit organization whose members are shopping center managers/owners throughout Indonesia.
The goal of APPBI is to collaboratively build relationships between members, the government, and other parties related to shopping centers through communication and cooperation in order to achieve economic success and national The research object selected in APPBI is the existence of employee performance issues in each existing In efforts to improve employee performance, there are several influencing factors such as organizational commitment, organizational culture, work environment, incentives, rewards, leadership style, job satisfaction, and work motivation.
To improve employee performance, management needs to pay attention to the aspect of job satisfaction.
Job satisfaction is a positive and optimistic emotional state related to the assessment of work results and work experiences .
Job satisfaction refers to an individual's satisfaction with their job, including aspects such as recognition, rewards, the work environment, and career development opportunities.
Carvalho's research also shows that job satisfaction significantly influences employee performance .
However, this differs from Romadhani's research which states that job satisfaction has no significant effect on employee performance .
Organizational commitment is the extent to which employees believe in and accept the goals of the organization, and wish to remain with the organization or even leave the company in the end, which is reflected in absenteeism and employee turnover rates .
Yunianto & Lathifah's research proves that there is a significant relationship between organizational commitment and employee performanc .
This differs from research by Surohmat & Yuniar which states that organizational commitment does not have a significant effect on employee performance .
Organizational culture is a pattern of shared beliefs, behaviors, assumptions, and values.
Organizational culture shapes the way members of an organization behave and interact and influences their performance.
In turn, it is hoped that this organizational culture will be able to create an environment that is conducive to improving individual and organizational performance .
Suwandi's research also stated that organizational culture has a significant impact on employees in the Environmental Service environment .
This is different from Ferdian & Alya's research which proves that organizational culture has no effect on employee performance .
The work environment is a very important part in employees carrying out work activities .
Yani's research shows that the work environment has a positive and significant relationship with performance .
This is different from research conducted by Warongan which showed that the work environment did not have a significant effect on performance .
Incentives are means in the form of material, which are given as a stimulus or encouragement intentionally to workers so that they develop a great enthusiasm to increase their work productivity in the organization .
The higher the incentives a company provides to employees, the higher the job satisfaction and performance of the employees, allowing them to meet their living needs.
Oktaria & Rinto's research also found that incentives influence employee performance at the Honda Utama Putra Dealership in Pangkalan Bun .
This differs from Fatmawati's study which stated that incentives do not have a significant effect on performance .
Awards are a form of appreciation for efforts to obtain professional workers in accordance with job demands.
Balanced development is required, namely an effort to plan, organize, use and maintain workers so that they are able to carry out tasks effectively and efficiently .
Rewards don't have to be monetary, but can also be praise, certificates, cups, trophies, badges, stars, honorary badges, promotions, higher positions, or promotions to lead an area.
Hukubun's research indicates that rewards have a significant positive effect on employee performance .
However, this is not in line with Aviantoro's research which proves that awards have a positive but insignificant effect on employee performanc .
Leadership style is a leader's way of moving and directing his subordinates to take targeted actions to support goal achievement .
Hermawati's research states that leadership style and work discipline have a significant influence on employee performance at PT.
Fa Antares Medika Ae BSD City .
This differs from the study by Mardiani & Yon which stated that leadership style does not have a significant effect on employee performance .
In addition to the direct relationship, there is also an indirect influence, namely the moderation of work motivation on the relationship between job satisfaction and employee performance.
Work motivation is a conscious effort to influence a person's behavior so that they are moved to take action to achieve a specific result or goal .
Larosa's research states that there is a very strong relationship between employee job satisfaction and employee performance at the PTSP of the West Jakarta Mayor's office, which is moderated by work motivation .
Based on the above problems, it is known that there are still inconsistencies in the research results from each previous study, so this study will prove the relationship between these variables.
In addition, the results of field observations indicate that there is an influence of Organizational Commitment.
Organizational Culture.
Work Environment.
Incentives.
Awards and Leadership Style on Employee Performance and Job Satisfaction among employees of the Indonesian Shopping Center Management Association (APPBI) East Java.
The purpose of this study a.
Journal homepage: https://bajangjournal.
com/index.
php/IJSS International Journal of Social Science (IJSS) Vol.
5 Issue.
3 Oktober 2025, pp: 273-282 ISSN: 2798-3463 (Printe.
| 2798-4079 (Onlin.
DOI: https://doi.
org/10.
53625/ijss.
is to analyze the influence of Organizational Commitment.
Organizational Culture.
Work Environment.
Incentives.
Awards and Leadership Style on Employee Performance through Job Satisfaction and Work Motivation Moderation.
RESEARCH METHOD
The approach used by the researcher is a quantitative method, namely research that uses research data in the form of numbers and analysis using statistics .
Meanwhile, the type of research used is causal research which analyzes causal relationships .
The population in this study were all permanent employees at 5 Shopping Centers that are members of the Indonesian Shopping Center Management Association (APPBI) East Java and according to the criteria there were 196 people.
The reason for determining the research population at 5 Shopping Centers was due to the Performance problems in the 5 Companies so that they became the focus of the research discussion.
The research sample determination technique used Purposive Sampling technique where the sample determination with certain criteria was that they had worked at an APPBI Member Mall for at least 1 year, understood the work process in the Mall and had the status of a permanent employee.
Then to determine the number of samples using the Slovin formula so that the research sample was obtained, namely 177 permanent employees at the Indonesian Shopping Center Management Association (APPBI) East Java.
The data collection method was through distributing questionnaires which will be analyzed using SEM Partial Least Square analysis.
RESULTS AND ANALYSIS
Convergent Validity Table 1.
Convergent Validity Original Variable Item P-Values Sample X1.
1 0,868
Organizational Commitment (X.
X1.
2 0,841
X1.
3 0,926
X2.
1 0,713
X2.
2 0,784
X2.
3 0,679
Organizational Culture (X.
X2.
4 0,680
X2.
5 0,839
X2.
6 0,757
X2.
7 0,775
X3.
1 0,779
X3.
2 0,772
X3.
3 0,787
X3.
4 0,814
X3.
5 0,788
X3.
6 0,681
Work Environment (X.
0,000 X3.
7 0,810
X3.
1 0,737
X3.
2 0,720
X3.
3 0,783
X3.
4 0,691
X3.
5 0,772
X4.
1 0,879
X4.
2 0,902
Incentive (X.
X4.
3 0,870
X5.
1 0,757
Reward (X.
0,000 X5.
2 0,688
X5.
3 0,768
Note Valid Valid Valid Valid Valid a.
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Variable Item X5.
X5.
X5.
X6.
X6.
X6.
X6.
X6.
Leadership Style (X.
Job Satisfaction (Z) Work Motivation (M) Employee Performance (Y) Job Satisfaction (Z) * Work Motivation (M) Z*M Original P-Values Sample 0,837 0,810 0,794 0,795 0,765 0,772 0,634 0,638 0,825 0,912 0,891 0,830 0,815 0,815 0,835 0,779 0,739 0,828 0,746 0,773 0,747 0,845 0,765 0,797 0,836 1,581 Note Valid Valid Valid Valid Valid All indicators in each variable are declared valid as research measuring tools because all have convergent validity values above 0.
Discriminant Validity Table 2.
Discriminant Validity Variable Average Variance Extracted (AVE) Organizational Commitment (X.
0,772 Organizational Culture (X.
0,561 Work Environment (X.
0,581 Incentive (X.
0,782 Reward (X.
0,604 Leadership Style (X.
0,524 Job Satisfaction (Z) 0,748 Work Motivation (M) 0,627 Employee Performance (Y) Z*M 0,639 1,000 a.
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5 Issue.
3 Oktober 2025, pp: 273-282 ISSN: 2798-3463 (Printe.
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DOI: https://doi.
org/10.
53625/ijss.
The AVE value results for the indicator block that measures can be stated to have a good discriminant validity value because the AVE value is > 0.
Reliability Test Table 3.
Reliability Test Cronbach Alpha Variable Composite Reliability Organizational Commitment (X.
0,910 0,853 Organizational Culture (X.
0,899 0,870 Work Environment (X.
0,943 0,934 Incentive (X.
0,915 0,860 Reward (X.
0,901 0,868 Leadership Style (X.
0,845 0,770 Job Satisfaction (Z) 0,922 0,887 Work Motivation (M) 0,931 0,915 Employee Performance (Y) Z*M 0,898 1,000 0,858 1,000 Based on the table above, it can be seen that the composite reliability and Cronbach alpha values of all research variables are > 0.
70 so they are declared reliable.
Regression Equation Figure 1.
Measurement Model PLS Based on the image above, it is known that Job Satisfaction (Z) is influenced by the variables of Organizational Commitment (X.
Organizational Culture (X.
Work Environment (X.
Incentives (X.
Awards (X.
, and Leadership Style (X.
In addition, the Employee Performance Variable (M) is influenced by the variables of Organizational Commitment (X.
Organizational Culture (X.
Work Environment (X.
Incentives (X.
Awards (X.
Leadership Style (X.
Job Satisfaction (Z) and Moderation of Work Motivation on Job Satisfaction (Z*M).
The following is the structural equation of the relationship:
Z = 0,106 X1 0,363 X2 - 0,098 X3 0,492 X4 0,416 X5 Ae 0,132 X6
Y = 0,171 X1 Ae 0,168 X2 0,251 X3 0,006 X4 0,156 X5 0,184 X6
0,316 Z 0,027 Z*M
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R-Square Changes in the R-Square value can be used to assess the influence of certain independent latent variables on the dependent latent variable to determine whether they have a substantive influence.
For endogenous latent variables in a structural model that have an R2 result of 0.
75 indicates a "strong" model, an R2 of 0.
50 indicates a "moderate" model, and an R2 of 0.
25 indicates a "weak" model.
Table 4.
R-Square Variabel R-Square Job Satisfaction (Z) 0,733 Employee Performance (Y) 0,768 Based on the results of the R-Square value test above, it can be interpreted that the variables of Organizational Commitment (X.
Organizational Culture (X.
Work Environment (X.
Incentives (X.
Awards (X.
and Leadership Style (X.
which influence the Job Satisfaction variable (Z) have an R2 value of 0.
733 which indicates that the model is AuModerateAy.
The variables of Organizational Commitment (X.
Organizational Culture (X.
Work Environment (X.
Incentives (X.
Awards (X.
Leadership Style (X.
and Job Satisfaction (Z) which influence Employee Performance (Y) have an R2 value of 0.
768 which indicates that the model is AuStrongAy.
Hypothesis Test Table 4.
Hypothesis Test
Original Hypothesis Variable Relationship
T Statistics P Value Results Sample H10
H11
H12
H13
H14
Organizational Commitment (X.
-> Job Satisfaction (Z) Organizational Culture (X.
> Job Satisfaction (Z) Work Environment (X.
-> Job Satisfaction (Z) Incentives (X.
-> Job Satisfaction (Z) Rewards (X.
-> Job Satisfaction (Z) Leadership Style (X.
-> Job Satisfaction (Z) Organizational Commitment (X.
Employee Performance (Y) Organizational Culture (X.
> Employee Performance (Y) Work Environment (X.
-> Employee Performance (Y) Incentives (X.
-> Employee Performance (Y) Rewards (X.
-> Employee Performance (Y) Leadership Style (X.
-> Employee Performance (Y) Job Satisfaction (Z) -> Employee Performance (Y) Z*M Employee Performance (Y) 0,106 1,251 0,212 0,363 4,954 0,000 -0,098 0,764 0,445 0,492 5,755 0,000 0,416 4,111 0,000 -0,132 1,557 0,120 0,171 2,500 0,013 -0,168 2,197 0,029 0,251 2,581 0,010 0,006 0,002 0,999
0,156
1,560
0,119
0,184
2,160
0,031
0,316
3,105
0,002
0,027
0,820
0,413
Not significant Significant Not significant Significant Significant Not significant Significant Significant Not significant Significant Not significant Significant Not significant Not significant Discussion .
The Influence of Organizational Commitment on Job Satisfaction Based on the research results, it was found that Organizational Commitment did not have a significant effect on Job Satisfaction, because it had a T-statistic value of 1.
251, which means it was smaller than 1.
This is in accordance with Ponumbol's research which stated that Organizational Commitment did not have a significant effect on job a.
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5 Issue.
3 Oktober 2025, pp: 273-282 ISSN: 2798-3463 (Printe.
| 2798-4079 (Onlin.
DOI: https://doi.
org/10.
53625/ijss.
satisfaction at PT.
Shield on Service Indonesia Manado Branch .
The insignificant influence between Organizational Commitment and Job Satisfaction of APPBI East Java Employees is caused by the attitude of employees who only care about themselves and do not have the desire to make the organization better.
The Influence of Organizational Culture on Job Satisfaction Based on the research results, it was found that Organizational Culture has a significant effect on Job Satisfaction, because the T-statistic value is 4.
954, which is greater than 1.
This is in accordance with the research of Ellys & Mei, which found a significant positive influence between Organizational Culture and Job Satisfaction.
The Influence of Work Environment on Job Satisfaction Based on the research results, it was found that the work environment has no significant effect on job satisfaction, because the T-statistic value is 0.
764, which is smaller than 1.
The research results are in line with Nurandini's research which stated that the work environment does not have a negative effect on job satisfaction .
The negative relationship between work environment and job satisfaction is caused by overly comfortable work environments, which prevent competition and challenges for employees to work and develop themselves.
This leads to employees' job satisfaction and the desire to improve their quality of life being unfulfilled.
The Influence of Incentives on Job Satisfaction Based on the research results, it was found that incentives have a significant effect on job satisfaction, because the T-statistic value is 5.
755, which is greater than 1.
The research results are in line with Fahriah's research, where incentives have a significant effect on job satisfaction.
The Influence of Rewards on Job Satisfaction Based on the research results, it was found that awards have a significant effect on job satisfaction, because the T-statistic value is 4.
111, which is greater than 1.
The research results are in line with Yuni & Muhammad's research, which proves that awards have a significant effect on job satisfaction.
The Influence of Leadership Style on Job Satisfaction Based on the research results, it was found that leadership style does not have a significant effect on job satisfaction, because the T-statistic value is 1.
557, which is smaller than 1.
The research results are in line with the research of Pally & Epsilandri which stated that leadership style has a negative and insignificant effect on job satisfaction .
The negative influence between leadership style and job satisfaction is caused by employees' feelings of dependence on their leaders' direction.
Employees become lazy and unable to solve problems independently, resulting in reduced job satisfaction.
The Influence of Organizational Commitment on Employee Performance Based on the research results, it was found that Organizational Commitment has a significant effect on Employee Performance, as it has a T-statistic value of 2.
500, which is greater than 1.
This is in line with Suharto's research, which also proves that Organizational Commitment has a direct effect on Employee Performance.
The Influence of Organizational Culture on Employee Performance Based on the research results, it was found that Organizational Culture has a significant effect on Employee Performance, because it has a T-statistic value of 2.
197, which means it is greater than 1.
The negative influence between Organizational Culture and Employee Performance is caused by the presence of employees who do not care about the values that exist in the organization.
This is accordance with Suwandi's which states that organizational culture has a significant impact on employee performance in the Environmental Service environment.
The Influence of Work Environment on Employee Performance Based on the research results, it was found that the work environment has a significant effect on employee performance, because it has a T-statistic value of 2.
581, which means it is greater than 1.
This is in accordance with the research of Widiana & Heryanda which showed that the work environment has a positive and significant relationship with employee performance.
The Influence of Incentives on Employee Performance Based on the research results, it was found that incentives do not have a significant effect on employee performance, because it has a statistical T value of 0.
002, which means it is smaller than 1.
The research results are in line with Fatmawati who stated that incentives do not have a significant effect on employee performance .
The insignificant relationship between incentives and employee performance at the Indonesian Shopping Center Management Association (APPBI) East Java in Surabaya is due to poor incentive management where the provision of incentives is considered less objective because it does not look at the employee's performance that has been carried a.
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| 2798-4079 (Onlin.
The Influence of Awards on Employee Performance Based on the research results, it was found that awards do not have a significant effect on employee performance, because it has a statistical T value of 1.
560, which means it is smaller than 1.
The research results are in line with Aviantoro, which proves that awards have a positive but insignificant effect on employee performance .
The insignificant relationship between Awards and Employee Performance at the Indonesian Shopping Center Management Association (APPBI) East Java in Surabaya is due to the absence of awards given by the company to employees who have worked for more than 5 years.
The Influence of Leadership Style on Employee Performance Based on the research results, it was found that Leadership Style has a significant effect on Employee Performance, because it has a statistical T value of 2.
160 which means it is greater than 1.
This is in accordance with Batubara's research which shows that Directive Leadership Style has a significant effect on employee performance in the Procurement Department of PT Inalum (Perser.
The Influence of Job Satisfaction on Employee Performance Based on the research results, it was found that Job Satisfaction had a significant effect on Employee Performance, because it had a statistical T value of 3.
105, which means it was greater than 1.
This is in accordance with Mubarok's study which stated that Job Satisfaction had a significant effect on Employee Performance .
The Influence of Job Satisfaction on Employee Performance is Moderated by Work Motivation Based on the research results, it was found that Job Satisfaction does not have a significant effect on Employee Performance moderated by Work Motivation, because it has a T-statistic value of 0.
820 which means it is smaller than Therefore.
Employee Performance cannot be influenced by Job Satisfaction and Work Motivation Moderation.
The results of this study are in line with Apdiar's research which states that Work Motivation does not moderate the relationship between job satisfaction variables and employee performance at PT.
Pinus Merah Abadi Metro Branch .
CONCLUSION
Based on the results of the research analysis and discussion, the research conclusion is that Organizational Commitment.
Organizational Culture.
Work Environment, and Leadership Style have a significant positive effect on Employee Performance.
However.
Incentives and Awards do not have a significant positive effect on Employee Performance.
Job Satisfaction is able to significantly mediate the relationship between Organizational Culture.
Incentives, and Awards on Employee Performance.
However.
Job Satisfaction is not able to significantly mediate the relationship between Organizational Commitment.
Work Environment, and Leadership Style on Employee Performance.
Work Motivation is not able to significantly moderate the relationship between Job Satisfaction and Employee Performance.
ACKNOWLEDGEMENTS
Thank you to all parties who helped complete this research until it was finished.
REFERENCES