ANALYSIS OF EMPLOYEE JOB SATISFACTION TOWARDS THE ...

ANALYSIS OF EMPLOYEE JOB SATISFACTION TOWARDS

THE MANAGEMENT SYSTEM IN DR. ISKAK TULUNGAGUNG

REGIONAL HOSPITAL IN 2020

Supriyanto Director of Dr.IskakTulungagung Regional Hospital

E-mail: [email protected]

ABSTRACT

Dalam sebuah organisasi kepuasan kerja secara menyeluruh merupakan hal yang penting. Kepuasan

pegawai ini merupakan suatu prasyarat untuk meningkatkan produktifitas, tanggung jawab, kualitas,

loyalitas dan pelayanan kepada pelanggan. Untuk menciptakan kondisi demikian, diperlukan adanya

usaha-usaha untuk meningkatkan kualitas dan kepuasan kerja bagi setiap pegawai. Ini dimungkinkan

bila terwujudnya peningkatan motivasi kerja pegawai secara optimal. Penelitian ini bertujuan untuk

Mengukur tingkat kepuasan karyawan RSUD Dr. Iskak Tulungagung, untuk masukan bagi pihak

manajemen untuk melakukan perbaikan dan peningkatan kualitas kerja karyawan ditinjau

berdasarkan harapan karyawan. Penelitian ini menggunakan metode observasional deskriptif dengan

rancangan cross-sectional. Menggunakan kuisioner Penilaian Aspek Job Description Index (JDI).

Subjek penelitian adalah seluruh pegawai di seluruh unit yang ada di rumah sakit sebanyak 800

sampel. Hasil penelitian menunjukkan kepuasan pegawai 80% menyatakan puas, 19% cukup dan 1%

kurang. Variabel komponen kepuasan pegawai yang paling baik respon positifnya terkait sistem

pendelegasian (98%) dan variabel yang paling rendah tingkat kepuasannya adalah tentang

kesejahteraan / gaji (46%). Untuk hasil statistik menggunakan SEM didapatkan hasil bahwa urutan

indikator yang paling mempengaruhi kepuasan pegawai adalah jaminan kerja, administrasi rumah

sakit, kesejahteraan, benefits, peningkatan, pengakuan, kondisi kerja, pengembangan, hubungan

antar pribadi, kebijakan pimpinan, team work, prestasi, planning dan sistem pendelegasian. Sehingga

dibutuhkan pemantauan kualitas pelayanan dengan program kegiatan Penilaian Kinerja Pegawai

mulai dari evaluasi perencanaan organisasi, sistem mekanisme prosedur, sumber daya manusia,

sarana dan prasarana pelayanan, serta capaian produktivitas kinerja penyelenggara pelayanan.

Kata kunci: kepuasan kerja, kinerja, motivasi, pegawai

ABSTRACT

In an organization, overall job satisfaction is important. Employee satisfaction is a prerequisite for

increasing productivity, responsibility, quality, loyalty and service to customers. To create such

conditions, efforts are needed to improve the quality and job satisfaction of each employee. This is

possible if the realization of an optimal increase in employee motivation. This study aims to measure

the level of employee satisfaction in dr.Iskak Tulungagun Regional Hospital, to give input for

management to make improvements, and to improve the quality of employee work in terms of

employee expectations. This study used a descriptive observational method with a cross-sectional

design, of which data collection instrument used was the Job Description Index (JDI) Aspect

Assessment questionnaire. The research subjects were all employees in all units in the hospital as

many as 800 samples. The results showed that 80% of employees stated that they were satisfied, 19%

stated that they were satisfied enough, and 1% stated that they were less satisfied. The variable

component of employee satisfaction with the best positive response was related to the delegation

system (98%) and the variable with the lowest level of satisfaction was welfare/salary (46%). Based

on statistical results using SEM, the results showed that the order of indicators that most influence

employee satisfaction was job security, hospital administration, welfare, benefits, improvement,

mailto:[email protected]

recognition, working environment, development, interpersonal relationships, leadership policies,

teamwork, achievement, planning, and delegation system. Thus, it is necessary to monitor the quality

of service with the Employee Performance Appraisal activity program starting from evaluating

organizational planning, system procedure mechanisms, human resources, service facilities and

infrastructure, and the achievement of productivity performance of service providers.

Keywords: job satisfaction, performance, motivation, employees

INTRODUCTION

The sustainability of a hospital

depends on its ability to respond to customer

needs through excellent customer service. It is

important to improve the service quality,

especially in this era, in which intense

competition among hospitals exists. To

achieve a great customer service, it is

necessary to increase good performance in the

hospital. A good performance is the

responsibility of all health workers in the

hospital, especially those who directly interact

with patients or customers.

Employee satisfaction surveys are

often used to assess employee perceptions of

hospital policies. The results of the surveys are

considered employee feedback on current

policies. Furthermore, management policies

will be formulated based on the feedback for

the next period (Adayana, 2015).

This study aims to examine employee

satisfaction towards the management system

based on the Job Description Index (JDI)

indicators to analyze the level of employee

satisfaction towards the management system

at dr.Iskak Tulungagung Regional Hospital,

and to analyze the level of employee

satisfaction compositely towards the

management system at dr. Iskak Tulungagung

Regional Hospital.

LITERATURE REVIEW

Job Satisfaction

According to Suwarno and Donni

Juni Priansa (2011: 263), “job satisfaction is

how individuals feel about their work

resulting from the individual’s attitude

towards various aspects contained in the

work.” Wibowo (2011: 501) proposed a

similar understanding, who stated that “job

satisfaction is the degree of positivity or

negativity one’s feelings about various aspects

of work tasks, workplace, and relationships

with fellow workers”.

Measurement of job satisfaction can

be done using Job Descriptive Index (JDI).

According to Luthans (Husein Umar 2010:

38) there are five indicators, namely:

1. Salary

2. Workload

3. Promotion

4. Supervision

5. Colleagues

Factors that Influence Job Satisfaction

According to Nursalam (2009), the

factors that influence job satisfaction are:

1. Motivation

Rowland (2010) states that the

manager's function of increasing staff

job satisfaction is based on

motivational factors which include

belief that the salary received is

sufficient; having the necessary

knowledge, skills and values,

feedback; opportunity to try,

performance instrument for

promotion, teamwork, and increase

income.

2. Environment

Environmental factors that play an

essential role in supporting work

motivation to achieve job satisfaction

include communication, growth

potential, individual wisdom,

wages/salaries, and a conducive

working environment.

3. Manager Role

The role is defined as a series of

habitual behaviours that arise because

of a certain position. A person’s

personality also greatly influences

how the role must be carried out.

METHOD

This study used a descriptive method

with a cross-sectional design to measure

employee satisfaction with their work and

employees’ perceptions of the environment

and culture of the institution. Primary data

were collected using a questionnaire directly

filled out by the respondents (self-

administered questionnaire). The type of

questionnaire selected in this survey is a

Likert scale. Likert scale has several

advantages, like being easy to understand and

apply. Furthermore, respondents understand

quickly how to use a Likert scale. It is also

appropriate to be involved in a survey by

letter, telephone, or personal interview.

In this study, before conducting

statistical tests, the validity and reliability of

the data were tested. Meanwhile, the statistical

test used several methods, namely the

univariate test that analyzes the characteristics

of the respondents using descriptive and

frequency analysis assisted by the SPSS

program, which was also used for measuring

employee satisfaction indicators. The

multivariate test used SEM analysis with CFA

model using Amos program.

Location and Time

This research was conducted in the dr.

Isaac Tulungagung Regional Hospital. The

time of the study was carried out for one

month on weekdays, namely in October -

November 2020.

Data Types and Data Sources

The data used in this study were

primary and secondary. Primary data were

obtained through a survey with a

questionnaire that the respondent filled out as

a research instrument. Meanwhile, the

secondary data were obtained from dr.Iskak

Tulungagung Regional Hospital, which was

about employee data per work unit.

Population

The population was a generalization

area consisting of objects/subjects with certain

qualities and characteristics determined by the

researcher. The data will be studied and used

to draw conclusions (Djamaan, A., Syahrul,

L., & B, 2013). The population in this study

included all employees who worked at

dr.Iskak Tulungagung Regional Hospital,

which were 1,476 people.

Sample

The sample is part of the population

taken in a certain way, where measurements

were made (Djamaan, A., Syahrul, L., & B,

2013). The inclusion and exclusion criteria in

this study are as follows:

1. Inclusion Criteria

Staff on duty Willing to be interviewed.

2. Exclusion Criteria

Staff who were absent due to sickness

Staff who took a study leave

The number of respondents of this study was

800 people. The sample for this study was

taken using the probability sampling method

(random method) with proportionate stratified

random sampling technique because the

population has members/elements that are not

homogeneous and stratified proportionally.

Research Variable

Based on the Aspect Assessment of

the Job Description Index (JDI), the elements

of employee satisfaction are determined,

namely:

1. Planning

2. Welfare/Salary

3. Achievement

4. Improvement

5. Delegation System

6. Working Environment

7. Job Security

8. Acknowledgment

9. Interpersonal Relationship

10. Teamwork

11. Hospital Administration

12. Leader’s Policy

13. Benefit

In this survey, in addition to using the Aspect

Assessment of the Job Description Index

(JDI) as the main indicator, the researcher also

added internal aspect indicators that include:

1. Respondents' opinion regarding the

management system of dr.Isaac

Tulungagung Regional Hospital.

2. Respondents' opinion about service

management on service

development.

RESULTS AND DISCUSSION

Respondent Identity

Based on the results of this study, it was found

that:

No Characteristics N %

1. Age

a. 21 - 44 Years 692 86.5

b. 45 - 59 Years 100 12.5

c. >60 Years 8 0.9

2. Sex

a. Male 247 30.9

b. Female 553 69.1

3. Education

a. Elementary

School 3 0.4

b. Junior High

School 1 0.1

c. Senior High

School 104 13.0

d. Diploma degree 394 49.3

e. Bachelor’s degree 285 35.6

f. > Master’s degree 13 1.6

4. Years of Service

a. < 1 Year 6 0.8

b. 1 – 5 Years 329 41.1

c. 6 – 10 Years 240 30.0

d. 11 – 15 Years 103 12.9

e. 16 – 20 Years 60 7.5

f. > 20 Years 62 7.8

5. Position

a. Managerial 10 1.3

b. Staff 623 77.9

c. Non-Staff 167 20.9

6. Status of Employment

a. Civil Servant 257 32.1

b. Contract 543 67.9

1. Age

Based on the survey results, it can be

seen that the majority of employees who are

respondents in this satisfaction survey were in

the age range of 21-44 years, which was

86.5%, and the least was those in the lowest

age group, which was >60 years.

2. Sex Based on the survey results, it can be

seen that the majority of respondents in this

satisfaction survey were female (69%), and

the remaining 30.9% were male.

Several theories state that there is an

influence between sex and job satisfaction, but

there are also those that state that there is no

relation between both of them. According to

Gibson in Sulistyarini (2013:109), it can be

said that in general, there is no significant

difference between sex and job satisfaction.

3. Education

Based on the survey results, it was

shown that the majority of employees who

become respondents have the educational

background of Diploma as many as 394

respondents (49.3%). The other highest with a

slight difference is Bachelor level with a

percentage of 35.6%.

4. Years of Service Based on the survey results, it was

shown that most employees have been

working at dr.Iskak Tulungagung Regional

Hospital for 1-5 years with a percentage of

41%.

Usually, at the beginning of work,

employees tend to feel satisfied with their

work. This fact is because new workers are

enthusiastic about challenges at work and

learning new skills. However, after several

years of work, they usually experience a

decrease in job satisfaction. This fact is

because they feel stagnant, no progress, and

no development. However, after six or seven

years of work, the level of job satisfaction

usually will increase again. This condition

happens because individuals feel they already

have a lot of experience and knowledge about

their work and are able to adapt to their

workload and work environment.

5. Position


shown that the majority of employees served

as staff (77.9%), which was 623 respondents.

The percentage of non-staff positions was

21% or 167 respondents, while the least

served as managerial (13%), 10 respondents.

6. Employment Status Based on the survey results, it was

shown that the majority of employees were

contract employees (68%), which was 543

respondents. Meanwhile, the percentage of

employees whose status was civil servant was

32%, or 257 respondents.

Characteristics of Employee Satisfaction

Component Variables

Indicators Good Enough Less

Planning 714 89% 83 10% 3 1%

Welfare/Salary 365 46% 379 47% 56 7%

Achievement 705 88% 90 11% 5 1%

Improvement 581 73% 219 27% 0 0

Development 624 78% 176 22% 0 0

Delegation System 780 98% 14 2% 6 0

Working Environment

702 88% 94 12% 4 0

Job Security 624 78% 176 22% 0 0

Acknowledgement 604 76% 191 24% 0 0

Interpersonal Relationship

750 94% 44 5% 5 1%

Teamwork 702 88% 93 12% 5 0

Hospital Administration

600 75% 187 23% 13 2%

Leader’s Policy 677 85% 115 14% 8 1%

Benefit 498 62% 285 36% 17 2%

The average of satisfaction

638 80% 153 19% 9 1%


shown that the average percentage of

satisfaction of employees at dr. Iskak

Tulungagung Regional Hospital in the

‘satisfied’ category reached 80%, ‘satisfied

enough’ was 19%, and ‘not satisfied’ was 1%.

It means that the level of employee

satisfaction is good because it has exceeded

more than 75%, and it was just 1% of

employees who feel dissatisfied because there

were several that they think have not been

fulfilled.

Based on the indicators for measuring

employee satisfaction, it was shown that all

indicators have the highest graph in the ‘good’

category, with a positive answer percentage of

75%-100%. The highest graph indicator was

‘delegation system’, with a percentage of 98%

that covered the accuracy of the position of

employees according to their expertise.

Meanwhile, for the lowest indicator, the graph

showed ‘benefit’, including the satisfaction of

allowance provided by the hospital, the

number of holidays, and the application for

sick leave.

1. Service Planning

The survey results showed that in the

service planning indicator, the most positive

response values were on how far employees

know and understand the hospital's vision.

2. Welfare/Salary

In the welfare indicator, a question

about salary with the most positive response

values is about paying salaries to employees

on time.

Satisfaction of the salary received

depends on the perception of the employee.

The compensation received by employees that

match or even exceed what they perceive will

lead to a sense of satisfaction in employees to

improve the performance they have achieved

at this time (Sunyoto, 2012).

3. Achievement

The survey results obtained for the

Employee Achievement indicator who

received the highest positive response value

was a sense of appreciation for their current

work at dr. Iskak Tulungagung Regional

Hospital. When reviewing the answers given

by respondents to the two statements, it can be

concluded that this sense of pride arises due to

the fact that by being part of a hospital,

employees feel that they are part of efforts to

save patients in Indonesia.

The work done has a significant effect

on the job satisfaction of hospital employees.

Previous research concluded that the factors

that have a significant influence include the

work itself. They cite the motivation theory of

McGregor, which suggests that employees

need to view their work as a natural job so that

they can accept and even take responsibility

and seek challenges in their work.

4. Improvement

The survey results showed that the

indicator of job improvement with the most

positive responses was that employees were

given opportunities for job promotions based

on their performance.

5. Development


most positive response values were in the

elements of training provided by the hospital

as needed by employees in performance

development indicators.


In the indicator of the delegation

system, the highest percentage was in the

statement that employees at dr.Iskak Regional

Hospital were working based on the field of

each employee.


Indicators of working conditions that

have a positive response are in the element of

employee satisfaction with the work

environment conditions in the hospital. All

employees are always required to work better

and have good work quality. To achieve this

goal, companies must pay more attention to

things that motivate employees to perform

well, namely by making employees feel

comfortable with the work environment and

using appropriate communication. Thus, it is

hoped that this will be able to grow employee

job satisfaction so that employees will have

good performance.

8. Job Security


employee job security indicator with the most

positive response values was in the employee

element getting security and safety guarantees

at work.

Labor social security is one of the

beneficial factors in terms of the workforce.

Meanwhile, the practical factors in company

survival include facilities and equipment,

technology, and the quality and quantity of

goods and services produced, which are

reflected in work productivity.

9. Acknowledgment

In the indicator of employee

performance acknowledgment with the most

positive response values was in an element of

the statement that every employee does not get

punished when they made a mistake.

This finding is similar to Sarwar and

Abugre, who said that job satisfaction is close

to the reward system. The higher the

perception of the award given, the higher the

job satisfaction.



indicator of employee interpersonal

relationship that got the most positive

response values was in the statement element

that every employee has a good relationship

with co-workers.

11. Teamwork

The indicator of cooperation

(teamwork) that gets the most positive

response values was in the statement that

every time there is work that must be

completed immediately, they will work

together.


The hospital administration indicator

that received the most positive responses was

leave licensing procedures for easy

employees. Various studies state that a leave

has a good impact on employees.


Indicators of leadership policies that

get the most positive responses are in the

element that superiors notify their employees

if work needs improvement. The relationship

between employees and leadership is very

important in increasing work productivity.

14. Benefits

The survey results show that the

indicator of benefits (benefits) that get the

most positive responses is in the element of

employee satisfaction with the sick leave

policy given by the hospital.

Assessment to the Management of the

Director of dr.Iskak Regional Hospital

Employees who have experienced

both pleasant and unpleasant experiences

while working at dr. Iskak Tulungagung

Regional Hospital were also asked for

information about their suggestions to prevent

unpleasant experiences from recurring and

pay attention to things that were already good.

The following table shows the types of

suggestions and the percentage of employee

suggestions so that unpleasant experiences do

not repeat themselves while working at

dr.Iskak Tulungagung Regional Hospital.

No Characteristics of Director Management

1 Being able to achieve every plan prepared to

increase work effectiveness.

2 Lack of transparency related to finances,

especially in the ER.

3 Should prioritize employee rights.

4 Not close to the workers in the field.

5 Management has been well organized,

facilitating dr.Iskak Hospital members

6 Salary is often not paid on time.

7 Should pay more attention to the welfare and

health of all hospital employees.

8 Management should be able to motivate

better service.

9 Management is not very good, and please fix

it, especially for lower-level employees/staff.

10 There should be more innovations for the

progress of the hospital.

11 Management policies change too often.

12 Less professional.

13 Management should take sides and embrace

the staff.

14 Management should be a source of

information, including important information

in decision-making.

15 Management plays a more important role in

hospital operational activities, so the team

must be solid.

No Characteristics of Director Management

16 Management is not well coordinated.

17 The service and achievement is good.

18 Management plays a more important role in

hospital operational activities, so the team

must be solid.

19 Should continually improve the reputation of

the hospital.

20 Management strongly supports the

development of service programs.

21 Career paths & promotions are less open.

22 Management must be improved, especially in

terms of honesty.

23 Management bureaucracy or the procurement

of consumables are too complicated.

24 Should pay more attention to the staff as well

as their rights.

25 Many things need to be improved regarding

employee welfare.

26 Management strongly supports the

development of service programs.

Assessment of Management

Services on Service Development

Based on the assessment results of

several indicators, the composite value of

satisfaction with the Management System in

dr.Iskak Tulungagung Regional Hospital was

counted. The following table shows the

percentage of employee ratings of dr. Iskak

Tulungagung Regional Hospital regarding the

composite employee satisfaction assessment

of the Management System at dr. Iskak


No Assessment of Management Services on

Service Development

1 Management can be well organized and

structural.

2 Employees are given training on services

to support the development of services

in hospitals, especially emergency

rooms.

3 It is necessary to go directly to see the

conditions in the field.

4 Patient care has greatly improved patient

safety and satisfaction.

5 Always pay attention to and fulfill

service needs in intensive care rooms.

6 In the future, services must be more

sophisticated to match the hospital's


Service Development

image as an international standard

hospital.

7 It is not very good, the rules change

quickly and are unclear.

8 Management has a good program but

sometimes it can't be implemented in the

service because of the lack of human

resources/employees, especially in

pharmacies, so the workload is high, and

the risk of error is high as well.

9 The more innovations made, the more

performance improvements should be

made.


Service Development

10 Management services greatly affect the

development of services; if the

management services are good, the

services will also be good.

11 The management has been good because

it is always motivated to make the

hospital better.

12 Management is very supportive anytime

some units need facilities/infrastructure.

13 Hospital services to continually be

improved to become excellent service.

Analisis Statistik

The first-order measurement (one-

stage) is carried out because the latent

variables studied are measured based on

observable indicators (can be measured

directly). Based on the estimated value

generated, it can be seen from the figure that

there is one construct, namely employee

satisfaction with 14 manifest variables. Then

indicators can be arranged from the most

important or the most influential to the lowest

as indicators that affect employee

satisfaction.:

1. Job Security


3. Welfare

4. Benefits

5. Improvement

6. Acknowledgment


8. Development



11. Teamwork

12. Achievement

13. Planning


CONCLUSION


most dominant indicators affecting employee

satisfaction form a construct at dr. Iskak

Tulungagung Regional Hospital are Job

Security, hospital administration, welfare,

benefits, improvement, acknowledgment,

working environment, development,

interpersonal relationship, policies,

teamwork, achievement, planning, and

delegation system.

1. Employee satisfaction at dr. Iskak

Tulungagung Regional Hospital got an

80% good response, which means that

employee satisfaction at this hospital is

quite high because dissatisfaction is only

1%. The other 1% gives a quite

satisfactory response of 19%.

2. The highest employee satisfaction is

satisfaction on the dimensions of the

delegation system, which received a good

response of 98%.

3. The lowest employee satisfaction is in the

welfare dimension, namely the salary that

only gets a good response of 46% and a

less response of 7%, which means this

should be a concern for dr. Isaac


Based on the respondents’

suggestions/input, it can be concluded as

follows: 1. The salary for contract workers is

adjusted to the services they perform.

2. Improving facilities and infrastructure in

work units, especially at registration.

3. Employee welfare must be considered.

4. Welfare is inversely proportional to the

services provided.

5. The satisfaction of service recipients

must be further improved.

6. Employees in the future can get

education and welfare.

7. We hope that with the development of

the hospital as a referral hospital and the

provision of nursing services in the

emergency room, it will increase, not

decrease, the services.

SUGGESTIONS

1. It is necessary to have consistency in the

implementation of the survey every year;

thus, it can be seen that there is a continual

improvement from the services of the


This needs to be done to ascertain whether

improvements have been made to the

service elements that most respondents feel

are lacking.

2. In an effort to monitor service quality, one

of the programs and activities that can also

be planned in addition to implementing the

Employee Satisfaction Survey is that

dr.Iskak Tulungagung Regional Hospital

can hold a program for Employee

Performance Assessment. Thus, through

this activity, the fulfillment of all

mandatory components or indicators for

public service providers in providing

services to internal and external

management of dr.Iskak Tulungagung

Regional Hospital can be known, starting

from evaluating organizational planning,

procedural mechanism systems, human

resources, service facilities and

infrastructure, and the achievement of

service provider performance productivity.

3. Review the Minimum Service Standards

Report (SPM) because it is not following

the demands for speed of service so that

SPM information is more effective.

4. There is a need for clarity of SOP to reduce

file submission errors in the Service Sub-

Section.

5. Conducting policy review and policy

socialization at dr.Iskak Tulungagung

Regional Hospital.

6. Reviewing employee remuneration at


7. Improve the coordination system both

within work units and between work units

in dr.Iskak Tulungagung Regional

Hospital.

8. Improving tidiness and safety in the

workplace at dr.Iskak Tulungagung

Regional Hospital.

9. Improving the quality of infrastructure at


10. Overall, there is a need for a performance-

based work program.

11. It is necessary to evaluate the flow of

communication and coordination from the

structure and employees in inpatient care

because some management policies often

conflict in service.

12. Evaluation of the reward system. Awards

can be a form of acknowledgment from the

leader of the employees’ work success. It

can increase employee motivation or

encourage them to reach achievement,

which comes from the employees’

willingness.

13. There is a need for regular evaluations of

job satisfaction indicators of which

negative responses are still a lot to improve

and consider.

BIBLIOGRAPHY

Adayana. (2015). Measuring and Managing

Automotive Employee Turnover.

Journal of Management, 2, 3–5.

Agus Dwi Nugroho, Kunartinah (2012).

Analisis Pengaruh Kompensasi Dan

Pengembangan Karier Terhadap

Kepuasan Kerja Dengan Mediasi

Motivasi Kerja. Program Studi

Manajemen Universitas Stikubank.

Semarang.

Ahmad Solikhan, Emmita Devi Hari Putri,

Upaya Meningkatkan Pelayanan

Restoran Dalam Melayani Tamu Di

Jogjakarta Plaza Hotel, Jurnal Khasanah

Ilmu Vol 5, No 1 (2014)

Ajzen, 2011. Job Satisfaction, effort, and

Performance: A reasoned action

perspective. Contemporary Economics 5

(4) 32-43.

Alrubaiee, Laith and Nahla Al Nazer. 2010.

Investigate the Impact of Relationship

Marketing Orientation on Customer

Loyalty: The Customer's Perspective.

International Journal of Marketing

Studies, Vol. 2, No. 1, pp. 155-174.

Amstrong, M., and Murlish, H. (2003).

Reward Management, fourth Edition

buku kedua. Kogan Page.

Andri, Seno, Eka Afnan Troena, Idrus, dan

Djumahir. 2011. Pengaruh Gaya

Kepemimpinan, Budaya Organisasi,

Motivasi, Program Diklat terhadap

Kinerja dan Kepuasan Kerja Pegawai

pada PT. Telkom Tbk Pekanbaru. Jurnal

Aplikasi Manajemen, Vol. 9 No. 4, Juli

2011. Hal 1.

Ayu, N., Pitasari, A., & Perdhana, M. S.

(2018). KEPUASAN KERJA

KARYAWAN : STUDI LITERATUR. 7.

Badriyah, Mila. (2015). Manajemen Sumber

Daya Manusia. Bandung : Pustaka Setia.

Basir, N.M. & Wahjono, S. I. (2014). The

Effectiveness of Training Towards Job

Satisfaction with Job Performance as a

Mediating Variable at Agricultural

Agency: Evidence from Malaysia.

Balance Economics, Bussiness,

Management and Accounting Journal,

10, 51–62.

Briliana, Vita. 2013. Pengaruh Kepuasan,

Komitmen, Manfaat Sosial dan Special

Treatment Benefits Terhadap Loyalitas

Pelanggan. Jurnal Bisnis dan Akuntansi,

Vol. 15, No. 1, pp. 57-64.

Dampaknya, D. A. N., Kinerja, T., & Kanwil,

P. (2018). FAKTOR-FAKTOR YANG

MEMPENGARUHI KEPUASAN

KERJA. 2(1), 123–134.

Davis Keith, W. F. (2011). Perilaku Dalam

Organisasi,Edisi ke tujuh, Jilid kedua.

Erlangga.

Djamaan, A., Syahrul, L., & B, D. A. (2013).

Analisis Faktor-Faktor yang

Mempengaruhi Kepuasan Kerja

Apoteker yang Bekerja di Apotek di

Kota Padang. Jurnal Sains Dan

Teknologi Farmasi, 18, 1–8.

https://doi.org/https://doi.org/10.16383/j

.aas.2017.c150837

Ghozali. 2008. SEM metode Alternatif

dengan Partial Least Square. Edisi 2.

Semarang : BP-Undip

Hair JR., J. F., B lack, W. C., Babin, B. J., &

Anderson, R. E. (2010). Multivariate

Data Analysis (Seventh ed.). Pearson

Prentice Hall.

Handoyo, S. (2013). Hubungan Kepuasan

Kerja Dengan Motivasi Kerja Pada

Karyawan Bank BTPN Madiun Hendra

Indy H . 2(2).

Haryadi, Bambang .2008. Pengaruh Faktor

Psikologi, Sosial, Fisik dan Finansial

terhadap Kepuasan Kerja Beauty

Advisor di PT. Sinar Makro peson

Sejahtera (Martha Tilaar Group) Cabang

Surabaya

Hassan, M. (2009). Business Management.1st

ed. Joy Publishers.

Hasibuan, Malayu SP. (2011). Manajemen

Sumber Daya Manusi. Cetakan Kelima

Belas. Jakarta. PT. Bumi Aksara

Kerja, P. M., Dan, D. K., Aziz, M. A., Urusan,

K., & Balapulang, A. (n.d.).

KECAMATAN BALAPULANG

KABUPATEN TEGAL. 99–108.

Khine, M. S., Centre, S. a., & Curtin

University, P. A. (2013). Application Of

Structural Equation Modeling In

Educational Research And Practice.

Netherlands: Sense Publishers.

Mitra, C. V, & Tama, B. (2012). KEPUASAN

KERJA KARYAWAN PADA. 1(1).

Muslih, B. (2011). Analisis Pengaruh

Motivasi terhadap Kepuasan Kerja dan

Kinerja Pegawai di PT Sang Hyang Seri

( Persero ) Regional III Malang. 66,

799–810.

Nurlaila, Isfian (2007) Pengaruh Faktor

Psikologi, Sosial, Fisik dan Finansial

Terhadap Kepuasan Kerja Pegawai

Bagian Produksi pada PR. Adi Bungsu

Malang Undergraduate thesis,

University of Muhammadiyah Malang.

Octaviana, N. 2011. Pengaruh Budaya

Organisasi terhadap Motivasi dan

Kepuasan Kerja serta Kinerja

Karyawan. Skripsi Fakultas Ekonomi

UPN Veteran. Yogyakarta.

Prabowo L, 2012. Analisis Stres Kerja dan

Kepuasan Kerja terhadap Produktivitas

Pegawai Wanita pada PR Dollar Prima.

Skripsi. Program Studi Manajemen,

Universitas Brawijaya.

Prabu, A., Magister, A., & Universitas, M.

(2005). Pengaruh motivasi terhadap

kepuasan kerja pegawai badan

koordinasi keluarga berencana nasional

kabupaten muara enim. 3(6).

Purwanto, Surya., 2010. Perbedaan Motivasi

Kerja Intrinsik dan Komitmen

Organisasi antara Pegawai Tetap dengan

Pegawai Kontrak Pada Pabrik Es

Saripeto Surakarta. Skripsi. Fakultas

Psikologi pada Fakultas Kedokteran

Universitas Sebelas Maret, Surakarta.

Riggio R.E. (2005). Introduction to industrial

/ organizational psychology, Scott,

Foressman & amp.

Robbins, Stephen, P., and Timothy, A. .

(2007). Organizational behavior

(twelfth edition). Prentice Hall.

Robbins, S. (2012). Perilaku Organisasi,

Konsep Kontroversi dan Aplikasi. PT.

Indeks Kelompok Gramedia.

Safitri, I.P. Wahyu. Rahardjo, Kusdi. Djudi,

Moch,. 2014. Analisis Perbedaan

Komitmen Organisasi Berdasarkan

Status Pegawai (Studi Pada Pegawai PT.

Kobexindo Tractors Tbk. Representative

Office Bengkulu). Jurnal Administrasi

Bisnis. 10(1), h:215-239 812.

Susanj, Zoran and Jakopec, Ana., 2012.

Fairness Perceptions and Job

Satisfaction as Mediators of the

Relationship between Leadership Style

and Organizational Commitment.

Psychological Topics. 21(3), pp:509-

526 .

Waldman David A. (2012). The Contribution

of Total Quality Management to A

Theory of Work Performance.

19(Academy of Management Review).

Wexly dan Yuki. (2010). Kepemimpinan

Dalam Organisasi. INDEKS.

Wickramasinghe, Vathsala and

Chandrasekara, Rasika., 2011.

Differential effects of employment

status on work-related outcomes A pilot

study of permanent and casual workersin

Sri Lanka. Employee Relation.33(5),

pp:532-550.

Yuri Rahayu, Peranan Motivasi Terhadap

Ketakutan Dan Kekuatiran Dalam

Meraih Tujuan (Studi Kasus Mahasiswa

Pasca Magister Manajemen Ubb), Jurnal

Khasanah Ilmu Vol 4, No 1 (2013)

ANALYSIS OF EMPLOYEE JOB SATISFACTION TOWARDS THE ...

Documents

Transcript of ANALYSIS OF EMPLOYEE JOB SATISFACTION TOWARDS THE ...