Journal of Science Education and Management Business (JOSEAMB) Vol.
No.
3, tahun 2025, hlm.
ISSN: 2828-3031
THE EFFECT OF WORK EXPERIENCE.
WORK
ENVIRONMENT.
AND WORKLOAD ON EMPLOYEE
PRODUCTIVITY THROUGH WORK DISCIPLINE AT THE
BMCKTR (BINA MARGA.
CIPTA KARYA
AND TATA RUANG) OFFICE OF WEST SUMATERA
PROVINCE
Anggella Chandini1.
Zefriyenni2.
Lusiana3 Program Studi Magister Manajemen.
Universitas Putra Indonesia AuYPTKAy Padang Program Studi Magister Manajemen.
Universitas Putra Indonesia AuYPTKAy Padang Program Studi Magister Manajemen.
Universitas Putra Indonesia AuYPTKAy Padang Corresponding Email: anggellachandini11@gmail.
Info article ABSTRAK Article history:
Abstract.
The purpose of this study is to determine the extent to which work experience, work environment, and workload affect employee productivity through work discipline at the BMCKTR (Bina Marga.
Cipta Karya, and Tata Ruan.
Office of West Sumatera Province.
The research method used is a quantitative approach with an associative design.
Data collection techniques included observation, interviews, and questionnaires.
The research sample consisted of 76 employees selected using non-probability sampling with random sampling.
Data analysis was conducted using Structural Equation Modeling (SEM) with Partial Least Square (PLS).
The research results indicate that: Work Experience has a positive and significant effect on Work Discipline.
Work Environment has a positive and significant effect on Work Discipline.
Workload has a positive but insignificant effect on Work Discipline.
Work Experience has a positive but insignificant effect on Productivity, and Work Environment has a positive and significant effect on Productivity.
Workload has a positive but insignificant effect on Productivity, while Work Discipline has a positive and significant effect on Productivity.
On the other hand.
Work Discipline can mediate the relationship between Work Experience and Work Environment on Productivity, but Work Discipline cannot mediate the relationship between Workload and Productivity.
Summit 19 September 2025 Revision 30 September 2025 Accepted 22 oktober 2025 Publish Online 30 Okt 2025 Keywords:
Productivity.
Work Experience.
Work Environment.
Workload.
Work Discipline.
Abstrak.
Tujuan dari penelitian ini adalah untuk mengetahui seberapa besar Pengaruh Pengalaman Kerja.
Lingkungan Kerja, dan Beban Kerja Terhadap Produktivitas Pegawai Melalui Disiplin Kerja Pada Dinas BMCKTR (Bina Marga.
Cipta Karya dan Tata Ruan.
Provinsi Sumatera Barat.
Metode penelitian yang digunakan adalah pendekatan kuantitatif dengan desain Teknik pengumpulan data penelitian ini menggunakan observasi, wawancara, dan kuesioner.
Sampel penelitian terdiri dari 76 pegawai yang diambil memalui teknik non probability sampling dengan penarikan Random Sampling.
Analisis data dilakukan menggunakan Structural Equation Modeling (SEM) dengan menggunakan Partial Least Square (PLS).
Hasil Penelitian menunjukkan bahwa: Pengalaman Kerja berpengaruh positif dan signifikan terhadap Disiplin Kerja.
Lingkungan Kerja berpengaruh positif dan signifikan terhadap Disiplin Kerja.
Beban Kerja berpengaruh positif dan tidak signifikan terhadap Disiplin Kerja.
Pengalaman Kerja berpengaruh positif dan tidak signifikan terhadap Produktivitas.
Lingkungan Kerja berpengaruh positif dan signifikan terhadap produktivitas.
Beban Kerja berpengaruh positif dan tidak signifikan terhadap Produktivitas.
Disiplin Kerja berpengaruh positif dan signifikan terhadap Produktivitas.
Di sisi lain.
Disiplin Kerja mampu memediasi Pengalaman Kerja dan Lingkungan Kerja terhadap Homepage jurnal: https://rcf-indonesia.
org/jurnal/index.
php/JOSEAMB/index JOSEAMB
ISSN: 2828-3031
Produktivitas, namun Disiplin Kerja tidak mampu memediasi Beban Kerja terhadap Produktivitas.
Ini adalah artikel akses terbuka di bawah lisensi CC BY-SA.
INTRODUCTION
Human resources play a very important role in determining the success of an organization or company, because people are valuable assets that require special attention.
Therefore, as the company's main asset, human resources must be managed optimally.
Good management aims to ensure that human resources can contribute maximally to increasing employee productivity while supporting the achievement of organizational goals.
To achieve this, effective management is needed to manage human resources systematically, planned, and efficiently.
Productivity can be defined as the ratio between output that can be measured in terms of physical form and value and the measured labor input.
Every company strives to continuously improve the productivity of its employees, because human resources are a key element in the success of an organization (Rahmansyah, 2.
Defined by (Rahmawati Br.
Lubis, 2.
, productivity is a comparison between the results achieved and factors such as job roles, time, and regulations governing individual working hours.
In this context, increasing employee productivity must consider various influencing factors, including employee demands and needs.
One important factor contributing to increased productivity is work experience.
In the employee placement process, managers need to consider various factors that affect the sustainability of the company.
One important aspect that must be considered is work experience.
(Rahmawati Br.
Lubis, 2.
, states that work experience includes the knowledge, skills, and abilities that employees have in carrying out their responsibilities in their previous jobs.
Meanwhile, (Siregar et al.
, 2.
, defines work experience as the competence or expertise that employees have in carrying out their responsibilities.
Level of work experience, work environment, and workload are some of the many factors that play a role in increasing employee productivity.
This statement emphasizes that efforts to increase employee productivity require attention to various influencing factors, including meeting employee needs and providing a conducive work environment to support employees in working to their full potential and achieving their best results.
The work environment consists of all elements, including facilities, infrastructure, and conditions surrounding employees while performing their duties, which can affect their effectiveness in completing their work (Sunarto, 2.
According to (Santoso, 2.
, the work environment encompasses all aspects that have the potential to influence organizational performance.
Creating a conducive work environment cannot be achieved instantly, but requires focused efforts from the To that end, companies need to provide adequate motivation and support to employees so that they are encouraged to perform their duties optimally, thereby having a positive impact on improving the overall productivity of the organization.
As defined by the Minister of Home Affairs, workload is the amount of work that must be completed by an individual or organizational unit, calculated based on the product of the volume of work and the predetermined standard time.
A mismatch between an individual's abilities and the demands of the job can have different consequences: if an individual's capacity exceeds the demands of the job, it can lead to boredom.
conversely, if an individual's capacity is below the required standard, it can lead to excessive fatigue (Fatkhuri et al.
, 2.
Meanwhile, (Riwukore et al.
, 2.
argue that there is a significant relationship between workload and employee performance, where high workloads tend to have a negative impact on performance.
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Discipline reflects employees' obedience and respect for the rules and policies established by the company (Zysman, 2.
Work discipline can be interpreted as a form of obedience, respect, and appreciation for the applicable rules, both written and unwritten.
This attitude reflects a willingness to comply with established rules and a readiness to accept consequences or sanctions in the event of a violation of regulations or authority (Rivaldo, 2.
Efforts to create employee job satisfaction can be observed through the following employee performance realizations and achievements:
Table 1.
Annual Performance Report of the West Sumatera Provincial BMCKTR Office for 2023
STRATEGIC
PERFORMANCE
OBJECTIVES
INDICATORS
PLAN
REALIZATION
Increased Organizational Performance Accountability Performance Score
Accountability Improved Organizational Level of satisfaction with the Service Quality Organization's services Improved Road Stability Increased Coverage of Proper Drinking Water
Increased Coverage of Proper Sanitation Improved Quality and Quantity of Strategic Buildings Realization of Good and Sustainable Spatial
Planning Road stability ratio
Access to clean drinking water
Access to proper sanitation Percentage buildings constructed Percentage of development plans that are in line with the Provincial Spatial
Plan
(RTRW)
Source: BMCKTR Office of West Sumatera Province 2023 Based on Table 1, it can be seen that of the 7 indicators at the West Sumatera Provincial Office of Highways.
Public Works, and Spatial Planning in 2023, there are 2 indicators whose achievements did not meet the targets, namely: Performance Accountability Score with a performance realization of 61,59% and Road Stability Ratio of 67,99%.
The assessment of the West Sumatera Provincial Public Works.
Creative Works, and Spatial Planning Agency in 2023 is one of the materials used to measure the performance of the Provincial Government in accordance with the existing Performance Targets.
Based on the phenomena observed in this study and the problems identified previously, the author is interested in conducting research with the title AuThe Effect of Work Experience.
Work Environment, and Workload on Employee Productivity Through Work Discipline at the BMCKTR (Bina Marga.
Cipta Karya dan Tata Ruan.
Office of West Sumatera ProvinceAy.
LITERATURE REVIEW
Productivity Productivity can be defined as the level of efficiency in carrying out work related to the production of goods and services.
The concept of productivity focuses on the optimal use of resources in the production process.
(Rahmawati Br.
Lubis, 2.
, states that productivity is a comparison between the results achieved and factors such as work roles, time, and regulations governing individual working hours.
Work role in this context refers to the effective and efficient use of resources to achieve maximum results.
The following are the dimensions of productivity according to (Trisnawaty, 2.
Effectiveness Efficiency JOSEAMB Vol.
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Tahun 2025
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ISSN: 2828-3031
Work Experience According to (Siregar et al.
, 2.
, work experience is the competence or expertise possessed by employees in carrying out their responsibilities.
Individuals with work experience tend to perform better than those who are new to the workforce, as they have learned from various activities and problems that arise during work.
The following are the dimensions of work experience according to (Indriati, 2.
Length of service Level of knowledge and skills possessed Mastery of work and equipment Work Environment The work environment includes all facilities available in the work area, including equipment and materials that can affect employees in carrying out their assigned tasks.
This aims to create a pleasant, safe, and comfortable atmosphere for employees (Rahmansyah, 2.
The following are the dimensions of the work environment according to (Trisnawaty, 2.
Physical work environment Psychological or non-physical work environment Workload According to (Trisnawaty, 2.
, workload is a condition at work that includes a description of tasks that must be completed within a certain period of time.
The work capacity of each employee varies and is greatly influenced by skill level, physical fitness, age, and the physical characteristics of the individual concerned.
The following are the dimensions of workload according to (Santoso, 2.
Targets that must be achieved Work conditions Use of standard working time Work Discipline According to (Irwan, 2.
, work discipline is the mental attitude of individuals or groups that reflects compliance with the systems and rules established by the organization.
This discipline is closely related to motivation, intelligence, and employee compliance, which collectively contribute to increased work The following are the dimensions of work discipline according to (Saputra, 2.
Dimension of effective time Dimension of responsibility in work and tasks Dimension of attendance RESEARCH METHOD Type of Research This research uses a quantitative approach by collecting numerical data, which is then processed and analyzed using statistical techniques to test the formulated hypothesis.
The research design applied is descriptive quantitative, with the aim of describing conditions or phenomena that occur objectively based on numerical data.
The stages of research include data collection, calculation, and interpretation of the results obtained.
Population and Sample The population is the area of generalization consisting of objects or subjects that have certain qualities and characteristics determined by the researcher to be studied and then conclusions drawn.
The population in this study was 309 employees of the West Sumatera Provincial Office of Bina Marga.
Cipta Karya and Tata Ruang.
The research sample consisted of 76 employees selected through non-probability sampling using random sampling.
In this study, the margin of error was 10%.
1 Ne2 1 309 .
ISSN: 2828-3031
n = 75,55 rounded to 76 This study obtained a sample of 76 people from a population of 309 employees at the West Sumatera Provincial Office of Bina Marga.
Cipta Karya and Tata Ruang.
RESULTS AND DISCUSSION
Outer Model Testing (Measurement Mode.
Indicators can be considered to meet the criteria for good convergent validity if they have an outer loading value greater than 0,5.
The following figure presents the outer loading values of each indicator for each research variable as follows:
Figure 1.
Outer Loading Results Before Elimination Based on the results processed in the SmartPLS application, there were several statement values below 0,5, so all invalid statements or those below 0,5 were eliminated.
The statements that were eliminated were (X1.
X2.
X3.
Figure 2.
Outer Loadings After Elimination Average Variance Extracted (AVE) Testing The validity criteria of a construct or variable can also be assessed through the Average Variance Extracted (AVE) assessment of each construct or variable.
A construct is said to have high validity if its value is above 0,50.
The following are the Average Variance Extracted values presented in Table 2:
JOSEAMB Vol.
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Table 2.
Average Variance Extracted (AVE) Values Variable Average Variance Extracted (AVE) Productivity (Y) 0,726 Work Experience (X.
0,574 Work Environment (X.
0,565 Workload (X.
0,682 Work Discipline (Z) 0,593 Source: SmartPLS processing results, 2025 Reliability Testing A construct value is considered reliable if it provides a composite reliability value and Cronbach's alpha > 0,70.
The reliability test results are presented in Table 3:
Table 3.
Nilai Reliabilitas CronbachAos Construct (Variabl.
Alpha Composite Reliability Productivity (Y) 0,905 0,929 Work Experience (X.
0,814 0,870 Work Environment (X.
0,803 0,864 Workload (X.
0,875 0,913 Work Discipline (Z) 0,868 0,896 Source: SmartPLS processing results, 2025 Keterangan Reliable Reliablel Reliable Reliable Reliable Inner Model Testing (Structural Mode.
Figure 3.
Structural/Inner Model The following is the R-Square estimate in Table 4:
Table 4.
Evaluation of R Square Values Variable R Square Produktivitas (Y) 0,690 Disiplin Kerja (Z) 0,469 Source: SmartPLS processing results, 2025 R Square Adjusted 0,673 0,447 Hypothesis Testing Hypothesis testing in this study can be assessed based on the t-statistic or t-count value compared to the t-table value of 1,96 at an alpha level of 5%.
If the t-statistic/calculated t-value < ttable 1,96 at alpha 5%, then H0 is rejected, and if the t-statistic/calculated t-value > t-table 1,96 at alpha 5%, then Ha is accepted.
The following is the SmartPLS output, which illustrates the estimation output for structural model testing in Table 5:
Direct Relationship
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Table 5.
Result For Inner Weight Original Sample Standart Sample (O) Mean (M) Deviation (STDEV) Work Experience (X.
=> 0,274 Work Discipline (Z) Work Environment (X.
=> 0,371 Work Discipline (Z) Workload (X.
=> Work
0,203
Discipline (Z) Work Experience (X.
=> - 0,031 Productivity (Y) Work Environment (X.
=> 0,325 Productivity (Y) Workload (X.
- 0,077
Productivity (Y) Work Discipline (Z) => 0,649 Productivity (Y) Source: SmartPLS processing results, 2025 T-Statistic P-Values 0,270 0,089 3,070 0,002 0,381 0,103 3,588 0,000 0,209 0,119 1,703 0,089 -0,022 0,071 0,443 0,658 0,318 0,089 3,674 0,000 -0,079 0,083 0,930 0,353 0,658 0,064 10,129 0,000 Path Analysis Based on the results of data testing using the Smart PLS program tool, the path analysis results can be seen in the following table:
Indirect Relationship Table 6.
Result Path Analysis Original Sample Standart Sample (O) Mean (M) Deviation (STDEV) Work Experience (X.
=> 0,178 0,177 Work Discipline (Z) => Productivity (Y) Work Environment (X.
=> 0,251 0,241 Work Discipline (Z) => Productivity (Y) Workload (X.
=> Work
0,132
0,138
Discipline (Z) => Productivity (Y) Source: Results of SmartPLS Inner Model Testing, 2025 T-Statistic (O/STDE P-Values 0,059 3,019 0,003 0,073 3,320 0,001 0,082 1,611 0,108 Based on the t-statistic or t-count value path diagram, it is useful to assess whether the hypothesis is accepted or rejected by comparing the t-statistic or t-count value with the t-table at 1,96 .
t a 5% error rat.
The following are the test results and discussion of each hypothesis:
The Effect of Work Experience on Work Discipline Testing the data using the SmartPLS program tool found a Work Experience coefficient value 070, which is the magnitude of the influence of this construct on Work Discipline.
Next, to assess whether this hypothesis is accepted or rejected, a comparison is made between the tstatistic or t-count value and the t-table value of 1.
96 at an alpha of 5%.
Where the t-statistic value > t-table 1.
96 at alpha 5% or 3.
070 > 1.
96 with a p-value of 0.
002 < 0.
05, the hypothesis can be accepted or H0 rejected and H1 accepted.
In other words, there is a significant positive influence of Work Experience on Work Discipline.
JOSEAMB Vol.
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ISSN: 2828-3031
The Effect of Work Environment on Work Discipline Testing the data using the SmartPLS program tool found a Work Environment coefficient value of 3.
588, which is the magnitude of the influence of this construct on Work Discipline.
Furthermore, to assess whether this hypothesis is accepted or rejected, a comparison is made between the t-statistic or t-count value and the t-table 1.
96 at alpha 5%.
Where the t-statistic value > t-table 1.
96 at alpha 5% or 3.
588 > 1.
96 with a p-value of 0.
000 < 0.
05, the hypothesis can be accepted or H0 rejected and H2 accepted.
In other words, there is a significant positive influence of the Work Environment on Work Discipline.
The Influence of Workload on Work Discipline Testing the data using the SmartPLS program tool found a Workload coefficient value of 703, which is the magnitude of the influence of this construct on Work Discipline.
Furthermore, to assess whether this hypothesis is accepted or rejected, a comparison is made between the t-statistic or t-count value and the t-table 1.
96 at alpha 5%.
Where the t-statistic value > t-table 1.
96 at alpha 5% or 1.
703 < 1.
96 with a p-value of 0.
089 > 0.
05, therefore H0 is accepted and H3 is rejected.
In other words, there is a positive but insignificant effect of Workload on Work Discipline.
The Effect of Work Experience on Productivity Testing the data using the SmartPLS program tool found a work experience coefficient value 443, which is the magnitude of the influence of this construct on productivity.
Furthermore, to assess whether this hypothesis is accepted or rejected, a comparison was made between the t-statistic or t-count value and the t-table value of 1.
96 at an alpha of 5%.
Where the t-statistic value > t-table 1.
96 at alpha 5% or 0.
443 < 1.
96 with a p-value of 0.
658 > 0.
therefore H0 is accepted and H4 is rejected, in other words, there is a positive but insignificant effect of Work Experience on Productivity.
The Effect of Work Environment on Productivity Testing the data using the SmartPLS program tool found a Work Environment coefficient value of 3.
674, which is the magnitude of the influence of this construct on Productivity.
Next, to assess whether this hypothesis is accepted or rejected, a comparison is made between the tstatistic or t-count value and the t-table 1.
96 at alpha 5%.
Where the t-statistic value > t-table 96 at alpha 5% or 3.
674 > 1.
96 with a p-value of 0.
000 < 0.
05, the hypothesis can be accepted or H0 rejected and H5 accepted.
In other words, there is a significant positive influence of the Work Environment on Productivity.
The Influence of Workload on Productivity Testing the data using the SmartPLS program tool found a Workload coefficient value of 930, which is the magnitude of the influence of this construct on Productivity.
Furthermore, to assess whether this hypothesis is accepted or rejected, a comparison is made between the tstatistic or t-count value and the t-table 1.
96 at alpha 5%.
Where the t-statistic value > t-table 96 at alpha 5% or 0.
930 < 1.
96 with a p-value of 0.
353 > 0.
05, therefore H0 is accepted and H6 is rejected.
In other words, there is a positive but insignificant effect of Workload.
The Effect of Work Discipline on Productivity Testing the data using the SmartPLS program tool found a Work Discipline coefficient value 129, which is the magnitude of the effect this construct has on Productivity.
Next, to assess whether this hypothesis is accepted or rejected, a comparison is made between the tstatistic or t-count value and the t-table value of 1.
96 at an alpha of 5%.
Where the t-statistic value > t-table 1.
96 at alpha 5% or 10.
129 > 1.
96 with a p-value of 0.
000 < 0.
05, the hypothesis can be accepted or H0 rejected and H7 accepted.
In other words, there is a significant positive influence of Work Discipline on Productivity.
Work Discipline mediates Work Experience on Productivity Testing the data using the SmartPLS program tool found a Work Experience coefficient value 019, which is the magnitude of the influence this construct has on Productivity through Work Discipline.
Furthermore, to assess whether this hypothesis is accepted or rejected, a comparison is made between the t-statistic or t-count value and the t-table 1.
96 at an alpha of Where the t-statistic value > t-table 1.
96 at alpha 5% or 3.
019 > 1.
96 with a p-value of 003 < 0.
05, the hypothesis can be accepted or H0 rejected and H8 accepted.
In other words, there is a significant positive influence of Work Experience on Productivity through Work Discipline.
Work Discipline mediates Work Environment on Productivity Testing the data using the SmartPLS program tool found a Work Environment coefficient value of 3.
320, which is the magnitude of the influence this construct has on Productivity through Work Discipline.
Furthermore, to assess whether this hypothesis is accepted or rejected, a comparison is made between the t-statistic or t-count value and the t-table 1.
96 at alpha 5%.
Where the t-statistic value > t-table 1.
96 at alpha 5% or 3.
320 > 1.
96 with a p-value 001 < 0.
05, the hypothesis can be accepted or H0 rejected and H9 accepted.
In other words, there is a significant positive influence of the Work Environment on Productivity through Work Discipline.
Work Discipline mediates Workload on Productivity Testing the data using the SmartPLS program tool found a Workload coefficient value of 611, which is the magnitude of the influence of this construct on Productivity through Work Discipline.
Furthermore, to assess whether this hypothesis is accepted or rejected, a comparison is made between the t-statistic or t-count value and the t-table 1.
96 at alpha 5%.
Where the t-statistic value > t-table 1.
96 at alpha 5% or 1.
611 < 1.
96 with a p-value of 0.
> 0.
05, therefore H0 is accepted and H10 is rejected.
In other words, there is a positive but insignificant effect of Workload on Productivity through Work Discipline.
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CONCLUSION
Based on the analysis and discussion, several conclusions can be drawn as follows:
There is a significant influence between Work Experience and Work Discipline.
There is a significant influence between Work Environment and Work Discipline.
There is no significant influence between Workload and Work Discipline.
There is no significant influence between Work Experience and Productivity.
There is a significant influence between Work Environment and Productivity.
There is no significant influence between Workload and Productivity.
There is a significant influence between Work Discipline and Productivity.
Work Discipline mediates Work Experience on Productivity Work Discipline mediates Work Environment on Productivity Work Discipline does not mediate Workload on Productivity BIBLIOGRAPHY