Kepuasan Kerja Sebagai Variabel Intervening dalam Hubungan Pengembangan Organisasi, Komitmen Organisasi, dan Motivasi Kerja terhadap Kinerja
Studi Kasus Perguruan Tinggi Al-Washliyah
DOI:
https://doi.org/10.55606/jumbiku.v6i2.7652Keywords:
Discriminant Validity, Employee Performance, Job Satisfaction, Organizational Governance, Work MotivationAbstract
This study examines the influence of Organizational Development (X1), Organizational Commitment (X2), and Work Motivation (X3) on Employee Performance (Y), with Job Satisfaction (M) as an intervening variable, based on 125 respondents. Prior to hypothesis testing, a discriminant validity check revealed a Heterotrait-Monotrait Ratio (HTMT) between X1 and X2 of 0.951—exceeding the 0.90 threshold—prompting a follow-up Exploratory Factor Analysis (EFA) that confirmed X1 and X2 empirically form a single factor (KMO = 0.938; the first factor explained 73.46% of variance). Based on this finding, X1 and X2 were merged into a composite construct, Organizational Governance and Engagement (X12), and the final model tested the influence of X12 and Work Motivation (X3) on Performance through Job Satisfaction. Hierarchical regression-based path analysis with 5,000-resample bootstrapping showed that X12 (β = 0.314; p < 0.001) and X3 (β = 0.510; p < 0.001) each had significant direct effects on Performance, and Job Satisfaction partially mediated the effect of Work Motivation on Performance (indirect effect = 0.105; 95% CI [0.015, 0.208]), but did not mediate the effect of X12. The final model explained 85.1% of the variance in Performance (R² = 0.851). This study underscores the importance of testing discriminant validity prior to interpreting structural models and recommends simultaneously strengthening organizational governance and work motivation as a strategy for improving employee performance.
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