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,
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
Based on the survey results, it was
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%
Based on the survey results, it was
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
The survey results showed that the
most positive response values were in the
elements of training provided by the hospital
as needed by employees in performance
development indicators.
6. Delegation System
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.
7. Working Environment
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
The survey results showed that the
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.
10. Interpersonal Relationship
The survey results showed that the
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.
12. Hospital Administration
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.
13. Leader’s Policy
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
Tulungagung Regional Hospital.
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
No Assessment of Management Services on
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.
No Assessment of Management Services on
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
2. Hospital Administration
3. Welfare
4. Benefits
5. Improvement
6. Acknowledgment
7. Working Environment
8. Development
9. Interpersonal Relationship
10. Leader’s Policy
11. Teamwork
12. Achievement
13. Planning
14. Delegation System
CONCLUSION
The survey results showed that the
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
Tulungagung Regional Hospital.
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
dr.Iskak Tulungagung Regional Hospital.
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
dr.Iskak Tulungagung Regional Hospital.
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
dr.Iskak Tulungagung Regional Hospital.
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.
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