Kontigensi: Jurnal Ilmu Manajemen Vol 13.
No.
June 2025, pp.
ISSN 2088-4877
DRIVERS OF ACHIEVEMENT AND CAREER GROWTH IN INDONESIAN
MNCs Denok Sunarsi Universitas Pamulang.
Tangerang Selatan.
Banten.
Indonesia denoksunarsi@unpam.
DOI: https://doi.
org/10.
56457/jimk.
Received: June 01, 2025 Accepted: June 22, 2025 Published: June 30, 2025 Abstract The aim of this research was to determine the influence of knowledge management, management information systems and organizational culture on work performance and its impact on employee career development in multinational companies in Indonesia.
This research uses a type of quantitative research with a survey approach with the method used is proportional random sampling, with a sample of 395 employees of multinational companies in Indonesia.
The data analysis technique for this research uses PLS software version 3.
0 (Partial Least Squar.
with the research results showing that .
knowledge management has no significant effect on work performance with at statistic of 0.
005 < 1.
966 and a P-value of 0.
996, .
the Management information system has a positive and significant effect on work performance with at statistics of 3.
121 > 1.
966 and a P- value of 0.
organizational culture has a positive and significant effect on work performance with at statistical value of 5.
259 > 1.
966 and a P-value of 0.
000, and .
work performance has a significant positive effect on employee career development with at statistical value of 710 > 1.
966 and P -value of 0.
Keywords: Knowledge Management.
Management Information Systems, organizational Culture.
Work Performance, and Employee Career Development.
INTRODUCTION
Multinational companies are large companies that are generally based in various industrial countries and have offices in various other countries, and their expansion is in various developing Multinational companies have business in various countries by having subsidiaries that are not only within the multinational companies, they must also have sophisticated and capable In this study, researchers used 4 multinational companies in Indonesia, namely PT.
Fast Food Indonesia.
TBk (FAST) / KFC.
PT.
GoTo Gojek Tokopedia (GOTO) / Gojek.
PT.
Goodyear Indonesia.
Tbk (GDYR) / Goodyear and PT.
Garudafood Putra Putri Jaya.
Tbk (GOOD).
In order to run a company well, good HR management, knowledge management and a good information system are needed to support running a multinational company, so that employees can increase their work performance and develop their careers.
Knowledge Management is one of the strategies set by companies to be able to compete globally.
Knowledge knowledge and increase business Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Success factors in business units and knowledge are the main keys to success for business development, knowledge management (KM) has become the focus of most organizations (Othman.
Ismail.
Yahya, & Ahmad.
One of the obstacles to employee career development, especially in multinational companies, is that employees still have low management Training and education as well as seminars are needed so that employees have good knowledge multinational businesses.
In the rapidly developing digital era, various types of organizations, from companies, are starting to rely on management information systems as they help make tasks easier, make better decisions and achieve long-term So human resources or employees in multinational companies must understand and understand the importance of management information Implementing a management information system in a company is management is good and provides benefits for the company in determining its business strategy.
The process of collecting information must be a continuous process according to a certain system, which leads the information system as a necessary tool decisions considering the development of the organization (Kohlegger & Ploder, 2.
Human resource management in multinational companies involves more arrangements, such as expatriate issues, one of which is about Cultural differences between countries certainly vary as well as employee abilities, such as the inability of employees to adapt to Organizational culture is a work guideline, so every employee is required to adapt to this culture (Sesariza, 2.
Based on the phenomena and problems above, researchers are interested in conducting research entitled "The Influence of Knowledge Management.
Management Information Systems.
Organizational Culture on Work Performance and Their Impact on Employee Career Development in Multinational Companies in Indonesia".
Knowledge Management (KM) is a process that plays a critical role within organizational structure to enhance value through reuse and innovation.
Atiku .
KM involves knowledge using the experience and actions that a company has taken to ensure the continuity of organizational This coordination is essential to leveraging the knowledge that the organization possesses, which allows it to make informed decisions and foster Sopiyan .
emphasizes that KM is a process aimed at helping companies identify, select, organize, disseminate, and send important information and expertise, which form part of the organizational memory embedded within structured This helps in the smooth flow of decision-making within the organization.
In addition.
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Rizqi et al.
point out that KM concerns the processes of human activity related to knowledge, although it does not specifically address the various types of knowledge or their relative importance in an organization.
Based on these definitions.
Knowledge Management can be understood as a organization to store, manage, and utilize data, skills, and information in a manner that supports decision-making and task execution.
KM offers substantial benefits to organizations by improving individual competencies, enhancing processes, facilitating product development, and boosting organizational performance.
Bataineh .
outlines that KM supports four core areas: people, process, product, and organizational Regarding people.
KM provides learning opportunities for employees, enhancing their ability to adapt to market and technological By facilitating easier access to updated knowledge.
KM allows employees to be more responsive to changes and learn from external sources, even from organizations that do not implement KM strategies.
Moreover.
KM enables employees to find solutions to problems they have faced in the past.
In terms of processes.
KM enhances organizational efficiency by identifying optimal processes and acquiring and accessing valuable It also supports the creation of innovative solutions, which is essential for organizational growth and competitive advantage.
On the product side.
KM aids organizations in developing new products that offer greater value compared to previous It also streamlines the process of accessing and combining knowledge, helping to avoid inefficiencies in As for organizational performance.
KM has both direct and indirect impacts.
Directly, it enables organizations to create innovative products that contribute to profitability, while indirectly, it allows organizations to better utilize tangible and intangible resources, positioning them ahead of Davidson and Voss .
propose that the key indicators for measuring the effectiveness of KM include the use of knowledge, knowledge sharing, knowledge reflection, and knowledge These dimensions are critical in assessing how knowledge is utilized and managed within an organization, ensuring that knowledge flows effectively and contributes to organizational goals.
Management Information System Management Information Systems (MIS) are systems designed to capture, store, and manage data within an organization, subsequently providing valuable information that supports management in decision-making.
Sana .
defines it.
MIS is a system that collects data from different parts of an organization, stores it, and processes it into meaningful information for These systems are essential as they provide the necessary tools for decision-makers, ensuring that data is available for operational, tactical, and strategic decisions.
Yapant .
also underscores that MIS is designed to support various levels of management by providing critical information required for decision-making processes.
Farizy .
elaborates further, describing MIS as a management support system that processes data and generates reports based on predefined Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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computer-based requests.
These reports serve as the basis for managerial decisions, either periodically or as needed, to support organizational MIS systems possess distinct characteristics that support various levels of management within an Sutabri .
explains that MIS assist managers at operational and control levels while also providing tools for senior management to engage in long-term planning.
MIS is highly reliant on the organizationAos data and the flow of information across Furthermore, careful planning is required to ensure that MIS is adaptable and scalable to meet future organizational needs.
DeLone and McLean .
s cited in Lutfi, 2.
identify several important dimensions for evaluating the quality of MIS.
These include system quality, information quality, service quality, system user interests, and system user System quality refers to the overall performance of the hardware and software components of the MIS, focusing on how effectively the system meets the needs of its users.
Information quality, on the other hand, refers to the accuracy, relevance, and timeliness of the information produced by the Service quality relates to the support and assistance provided to users of the system by the personnel responsible for maintaining it.
System user interests refer to how well users engage with and utilize the information system, while system user satisfaction measures the degree to which users are content with their experience of using the system.
Organizational culture refers to the set of shared assumptions, values, beliefs, and behaviors that shape how members of an organization interact with one another and with the external Purnomo .
defines organizational culture as a set of assumptions that a group holds, which guides how it feels, thinks, and reacts to Organizational culture serves as a foundation for solving both external and internal problems, and it is passed down to new members of the organization as the accepted way to understand, think, and behave in relation to these issues (Gutterman, 2.
Ketprapakorn .
adds that organizational culture represents a belief system and set of norms that help an organization adapt to external changes while ensuring organizational culture is a framework that differentiates one group from another by shaping behaviors and guiding actions.
Mingaleva .
identifies several elements that make up organizational culture, including the value system .
ore value.
, the business environment, heroes or pioneers within the organization, cultural networks, ritual patterns of beliefs and behaviors, the role of management, management systems and procedures, and codes of These elements collectively define how an organization operates and how it interacts with both internal members and external stakeholders.
Tsui .
outlines several dimensions of organizational culture, which include innovation and risktaking, attention to detail, results orientation, people orientation, and team orientation.
These dimensions provide a framework for understanding how an organization behaves, how it makes decisions, and how it interacts with both its employees and the wider Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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A culture that emphasizes innovation and risk-taking, for example, creatively and take bold steps toward achieving organizational goals.
Work performance refers to an individualAos ability to effectively carry out their assigned tasks, including both the quality and quantity of their work.
Haki .
defines work performance as the level of skill and ability an individual demonstrates in completing their tasks, reflecting their capacity to meet job requirements.
Wahyudi .
explains that work performance is the achievement of results by an individual or group in the course of performing their duties.
Similarly.
Maryani .
defines work performance as the result of work in terms of both quality and quantity, achieved by an employee in accordance with their responsibilities.
Thus, work performance is the output that an individual produces based on their skills, knowledge, and abilities.
The process of assessing job performance, known as performance appraisal, plays a crucial role in improving organizational effectiveness.
Sunyoto .
outlines several benefits of work performance appraisals, including the improvement of work adjustments, and placement decisions.
Appraisals provide valuable feedback to employees, helping them to enhance their skills and address any deficiencies.
Additionally, performance appraisals serve as a basis for making decisions regarding promotions, transfers, or demotions, while also identifying areas where employees may require further training and development.
Sihombing .
suggests that job performance can be evaluated through several dimensions, including work results, job knowledge, initiative, mental skills, attitude, and time and These dimensions are key indicators of an individualAos contributions to the Career development is the process of enhancing an individualAos skills and abilities to achieve their career goals within an organization.
Muchtadin .
defines career development as the ongoing process of increasing individual work abilities to reach desired career objectives.
Career development activities help employees plan and manage their career paths, fostering growth both for the individual and the organization (Guan.
Deng, & Zhou, 2.
Bambang Wahyudi .
adds that career development is tied to an individualAos aspirations for upward mobility and career progression, rewarding their contributions and achievements within the organization.
Career development objectives focus on improving work productivity, reducing damage and accidents, enhancing service quality, boosting employee morale, providing better career opportunities, and ensuring effective leadership (Sitorus et al.
, 2.
These objectives are aimed at improving the overall functioning of the organization while ensuring that employees are satisfied with their roles and are given opportunities for growth.
Curado .
identifies several key dimensions of career development, including capacity enhancement, job satisfaction, and employee attitudes and Capacity enhancement refers to improving an employeeAos ability to handle various assignments, while job satisfaction involves the fulfillment of Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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personal and professional needs through work.
Employee attitudes and behaviors guide individuals toward achieving career success, with a focus on strong competitive values and continuous learning.
Knowledge Management.
Management Information Systems.
Organizational Culture.
Work Performance, and Employee Career Development are interconnected components that play a pivotal role in driving organizational These elements contribute to the overall effectiveness of an knowledge is well managed, decisions are based on accurate information, employees are motivated, and career development is supported.
METHODS
This quantitative research uses a descriptive and associative approach.
This research was conducted to analyze management, management information systems and organizational culture on work performance and its impact on employee career development in multinational companies in Indonesia.
The data collection method for this research uses a survey research method.
The data analysis technique for this research uses Structural Equation Modeling (SEM) The population and sample in this research Multinational Companies in Indonesia.
The technique used in this research is the probability proportional random sampling method multinational company has the same opportunity to be selected as a member of the sample.
Population refers to an entire community of individuals, incidents, or other things that researchers might use to draw conclusions (Sekaran.
Uma and Bougie, 2.
The population is used for decision making or hypothesis The population in this study are companies in Indonesia, and the following is the number of employees of 4 multinational companies in Indonesia in 2023 as follows:
Table 1 Number of Employees Multinational Company Name Number of PT.
Fast Food Indonesia.
TBk (FAST) / KFC PT.
Garudafood Putra Putri Jaya.
Tbk (GOOD) PT.
Goodyear Indonesia.
Tbk (GDYR) / Goodyear PT.
GoTo Gojek Tokopedia (GOTO) / Gojek Number of employees 35,548 Source: Annual Report 2023, data processed So the population in this study was entire population.
If the sample size 35,548 employees of multinational does not accurately represent the population, the results of the research According to Sugiyono .
, a cannot be generalized to the entire sample is a part of the population that In this study, the represents the characteristics of the 35,548 Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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To determine the sample size for the research, the Slovin Population formula .
s cited in Riduwan, 2005:.
was used.
The formula is as follows:
n = N / .
Where:
A n is the number of samples A d is the precision level, which is 95% or sig.
= 0.
A N is the total population A 1 is a constant Using this formula, the calculation for the sample size is as follows:
n = 35,548 / .
35,548 * .
n = 35,548 / 89.
n = 395.
Therefore, the sample size used in this research is 395 employees.
Data plays a crucial role in the research process as it provides the necessary information about the research object.
Bungin .
defines data as information that is collected and analyzed to provide insights into the research problem.
this study, the sources of data are divided into two categories: primary and secondary.
Primary data sources refer to data that is directly collected from the source, observed, and recorded for the first According to Bungin .
, primary data is original data that is collected directly from the subject under In contrast, secondary data refers to data that is not collected firsthand but rather obtained indirectly from second Secondary data is used to support the primary data and is adjusted to meet the researcher's needs.
For data collection, a questionnaire method was used in this study.
questionnaire is a data collection technique that involves distributing a list of questions to respondents to gather their responses.
This method is widely used in research as it allows the researcher to collect data efficiently from a large number of participants.
In terms of data analysis techniques, this research utilizes Partial Least Squares (PLS) software version PLS is a type of structural equation modeling (SEM) that is based on It is used to simultaneously test both the measurement and structural models.
The measurement model, also known as the outer model, is used to test the validity and reliability of the research instrument.
Validity tests in this research include convergent validity and discriminant validity.
Convergent validity is assessed by examining the correlation between the item scores and the construct scores.
the correlation is higher than 0.
70, the item is considered valid.
However, for early-stage research, items with outer loading values between 0.
5 and 0.
6 are considered acceptable.
Ghozali .
also discusses the use of discriminant validity, which is assessed by comparing the square root of the average variance extracted (AVE) value.
The recommended threshold for AVE is greater than 0.
The formula for calculating AVE is:
AVE = iA / .
A ivar(A.
) Additionally.
Ghozali .
recommends that the composite reliability value should be above 0.
6 for the research instrument to be considered reliable.
The structural model, or inner model, is used to predict causal relationships between latent variables.
The evaluation of the structural model involves looking at the RA value, which represents the percentage of variance explained by the model for the dependent variable.
The RA value is Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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assessed using the Stone-Geisser QSquare Test (Ghozali, 2015:.
The equation model used in this research is:
N = O A
In this equation, represents the vector of endogenous .
latent variables.
A is the vector of residual variables, and is the inner residual variable.
Each dependent latent variable is modeled as a function of the latent variables and residual variables.
If the RA value is greater than 0.
2, it indicates that the latent predictor has a significant influence on the structural This research also includes a structural model, which visually demonstrates the relationships between the latent variables and their impact on the dependent variable.
The model provides a clearer understanding of how various factors influence the outcome of the research.
To summarize, the sample size for this research was determined using the Slovin formula, which resulted in a sample size of 395 employees.
The data sources used were primary and secondary, with questionnaires serving as the data collection method.
Data analysis was conducted using PLS software to test both the measurement and structural models, ensuring the validity and reliability of the research instrument and the accuracy of the causal relationships identified in the structural model Figure 1.
Research Model Hypothesis testing (, , and ) hypothesis support can be used by was carried out using the bootstrap comparing the t table and t statistic resampling method developed by values through the following decision Geisser & Stone (Ghozali, 2.
making criteria:
According to Jogiyanto and Abdillah .
the significance measure of Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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If t statistic > t table and p value < sig 05, it means Ha is accepted.
Ho is .
If t statistic O t table and p values Ou 05 means Ha is rejected.
Ho is RESULTS Outer Model Analysis Testing the measurement model .
uter mode.
is used to determine the specifications of the relationship between latent variables and their manifest variables.
This test includes validity and reliability.
Convergent Validity According to Ghozali .
a correlation can be said to meet convergent validity if it has a loading value of > 0.
The output shows that the loading factor provides a value above the recommended value, namely 0.
However, at the research scale development stage, a loading of 0.
60 is still acceptable.
So that the indicators used in this research have met convergent validity.
The structural model in this research is shown in the following figure:
Figure 2 Outer Model.
Algorithm Testing Table 2 Outer Loading Knowledge Managemen
BO1
BO2
BO3
BO4
BO5
Managemen Culture t information Organizatio System_ Work Performanc Employee Career Development Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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KM1
KM2
KM3
KM4
PK1
PK2
PK3
PK4
PK5
PKK
PKK
PKK
SIM1
SIM2
SIM3
SIM4
SIM5
Source: Smart PLS Program Output.
0, 2024
Based on the data in table 2, the the research scale development stage, a loading of 0.
60 is still acceptable.
loadingThe lowest result of the outer these results show that the model meets model test in this research was 0.
698 in the assumption of convergent validity PKK3/Employee Career because the lowest outer loading value Development dimension.
Referring to 698 > 0.
Construct Validity and Reliabilit the previously determined outer loading limit, namely 0.
7, however, at Table 3 Construct Validity and Reliability Average Variance Cronbach's Composite Extracted Alpha Reliability (AVE) Knowledge Management Management information System_ Culture Organization Work Performance Employee Career Development_ Source: Smart PLS Program Output.
0, 2024
From the data presented in Table the five variables is 0.
750, which 3, it is evident that the lowest Average pertains to the employee career Variance Extracted (AVE) value among development variable.
This result is Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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significant as it demonstrates that all five research variables have satisfied the assumptions of discriminant validity, given that the lowest AVE value exceeds the threshold of 0.
Discriminant validity ensures that each construct is distinct and measures a unique concept, which is crucial for the validity of the research findings.
In addition to AVE, the study also assessed the reliability of the constructs using Cronbach's alpha and composite The Cronbach's alpha value reported is 827, and the lowest composite reliability value is 0.
899, both corresponding to the employee career development variable.
These values are well above the accepted threshold of 0.
indicating that all variables meet the assumptions for construct reliability.
High reliability values suggest that the measurement scales used in the study are consistent and dependable in capturing the intended constructs.
The findings from these statistical tests underscore the robustness of the measurement instruments used in the The high AVE values across all variables confirm that the constructs meaning that the items within each construct are well correlated and underlying concept.
Similarly, the high values for Cronbach's alpha and composite reliability indicate that the constructs are measured reliably, with internal consistency among the items.
The reliability and validity of the constructs are critical in ensuring the integrity and credibility of the research For instance, the AVE value of 750 for the employee career development variable signifies that the majority of the variance in the observed items is explained by the underlying construct, minimizing the risk of measurement error.
This is particularly important in behavioral and social sciences research, where constructs like career development are often complex and multifaceted.
Furthermore.
Cronbach's alpha value of 0.
827 and composite reliability value of 0.
899 for the employee career development variable indicate a high level of internal This implies that the items used to measure career development are reliably capturing the same underlying concept, providing confidence in the robustness of the data.
Reliable constructs are essential for drawing valid conclusions and making accurate predictions based on the research The results also have practical implications for the implementation of knowledge management.
MIS, and organizational culture strategies in multinational companies.
For example, the high reliability and validity of the constructs related to work performance and career development suggest that these measures can be effectively used to evaluate the impact of various Companies can leverage these reliable measures to assess the efficacy of their initiatives and make data-driven performance and career progression.
In summary, the data from Table 3 demonstrate that all five research variables have met the necessary criteria for discriminant validity and construct The lowest AVE value of 750, along with the lowest Cronbach's alpha and composite reliability values 827 and 0.
899 respectively, provide strong evidence of the robustness and Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Inner Model Testing After testing the outer model, it is These findings enhance the necessary to evaluate the final structural credibility of the research and support equation model .
nner mode.
The the validity of the conclusions drawn inner model test for this research was from the data.
Multinational companies carried out by looking at the path can use these validated constructs to coefficient and R square values as inform their strategic initiatives and drive improvements in employee performance and career development.
Table 4 R Square R Square R Square Adjusted Work Performance Employee Career Development_ Source: Smart PLS Program Output.
0, author processed data in 2024 Based on table 4 above, it shows variables, while the R Square value for that the valueR Squarefor the work the employee career development performance variable it is 0.
This variable is 0.
This result explains gain explains that the percentage of that the percentage of employee career work performance is 98.
This means development is 81.
This means that that the management knowledge variable, management information system variable, and organizational development by 81.
7% and the variable influence 3% is influenced by other performance by 98.
1% and the 9% is influenced by other Table 5 Inner Model test results Original Sample Standard Statistics P Sample Mean Deviation (|O/STDEV|) Values (O) (M) (STDEV) Knowledge Management -> Work Performance Management information System -> 3,121 Work Performance Culture Organization 0.
5,259
0,000
> Work Performance Work Performance -> Employee Career
81,710
0,000
Development Source: Smart PLS Program Output.
0, author processed data in 2024 Based on table 5 above, the results of the evaluation of the structural coefficientcan be described as follows:
equation model of the relationship .
Path coefficientHypothesis 1 is that variable on work performance is - Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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This value shows that there is an influence of -1% .
001 x 100%).
This result also means that less effective knowledge management will reduce work performance.
The path coefficient value in hypothesis 2 was obtained at 0.
This value shows that the management information system has an influence of 53.
6% .
100%) on work performance.
This result also means that the better the management information system implemented, the higher the work .
The path coefficient value in hypothesis 3 was obtained at 0.
This value shows that organizational culture has an influence of 46.
461 x 100%) on work performance.
This result also means that the better the organizational culture, the better the work performance.
The path coefficient value in hypothesis 4 was obtained at 0.
This value shows that work performance has an influence of 4% .
904 x 100%) on employee career development.
This result also means that the better the work enthusiasm for employee career Hypothesis Testing This research has 4 hypotheses as research questions that have been formulated and need to be tested for Hypothesis testing in this study uses the t test, namely by comparing the statistical t value obtained from the bootstrapping test with the critical limit of the t table value of 1.
966 at a significance level of 5% .
The results of this research hypothesis test are presented as follows:
Figure Inner Model.
Bootstrapping Testing Source: Data processed by the Author, 2024 Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Table 6 Direct Effect Test esults Original Sample Standard
T Statistics Sample Mean Deviation (|O/STDEV|) (O) (M) (STDEV) Values Note
Knowledge Management 996 Rejected Work
Performance Management System
3,121
002 Accepted Work Performance Culture Organization 5,259 0,000 Accepted Work Performance Work Performance > Employee 81,710 0,000 Accepted Career Development Source: Smart PLS Program Output.
0, author processed data in 2024 Based on the PLS output 6% .
536 x 100%).
The t statistic .
ootstrapping tes.
presented in Table value of 3.
121 > t table 1.
966 and P-value 6, it can be explained that:
002 < 0.
05 proves that hypothesis 2 in Hypothesis 1: From the original this study is accepted.
sample value of -0.
001, the t statistic Hypothesis 3: From the original value is sample value of 0.
461, the t statistic 005 < 1.
966 and the P-value is value is These results prove that 259 > 1.
966 and the P-value is knowledge management has no These results prove that significant effect on work performance organizational culture has a positive with a relationship value of -1% .
and significant effect on work 100%).
The t statistic value of 0.
005 < t performance with a relationship value 966 and P-value 0.
996 > 0.
1% .
461 x 100%).
The t statistic proves that hypothesis 1 in this study is value of 5.
259 > t table 1.
966 and P-value 000 < 0.
05 proves that hypothesis 3 Hypothesis 2: From the original in this study is accepted.
sample value of 0.
536, the t statistic Hypothesis 4: From the original value is sample value of 0.
904, the t statistic 121 > 1.
966 and the P-value is value is 81.
710 > 1.
966 and the P-value is These results prove that These results prove that work management information systems have performance has a positive and a positive and significant effect on work significant effect on employee career performance with a relationship value development with a relationship value Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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4% .
904 x 100%).
The t statistic value of 81.
710 > t table 1.
966 and Pvalue of 0.
000 < 0.
05 proves that hypothesis 4 in this study is accepted.
DISCUSSION