The Influence Of Intrinsic And Extrinsic Motivation On Employee Engagement And Job Satisfaction In The Snack Food Industry
Intan Erlita Novianti Esa Unggul University
Email : intanerlita2707@gm a il.com Abdul Haeba Ramli
Esa Unggul University
Email : abdul.haeba@esaunggul.ac.id
Corresponding author: abdul.haeba@esaunggul.ac.id
ABSTRACT
This study aims to prove that there is a relationship between all the variables assumed to occur in the snack food industry employees in West Jakarta and Central Jakarta which consist of the variables intrinsic motivation, extrinsic motivation, employee involvement and job satisfaction. The research approach used in this research is quantitative research. The population in this study are employees who work in the snack industry in West Jakarta and Central Jakarta. Data was collected using a survey method by distributing questionnaires to respondents, namely snack food industry employees with a working period of more than 1 year at the age of 21 years to 55 years.
Questionnaires were collected as many as 209 respondents, the data was then processed using Smart PLS. Based on the results of the analysis it is known that the variable. Partially, the Intrinsic Motivation and Extrinsic Motivation variables are proven to have a positive effect on Employee Engagement and Job Satisfaction. Most of the respondents feel that the motivation provided by the Company can increase morale which strengthens employee engagement and job satisfaction.
Keywords: Intrinsic Motivation, Extrinsic Motivation, Employee Involvement, Job Satisfaction.
INTRODUCTION
Employees who have a high level of job satisfaction will tend to be more committed and contribute and have high dedication to the company and ultimately have a willingness to work harder and are less likely to have turnover, as well as decreased work discipline and productivity (Robbins, 2015; Ramli, 2019b ; Imran et al ., 2020 ; Khasanah et al ., 2021 ; Ramli, 2019a) . According to Mansur et al . (2020), high job satisfaction is related to higher employee involvement. Furthermore, other factors that can influence high job satisfaction are greatly influenced by the role of a leader which cannot be separated from the form of caring, giving advice, praise and providing solutions to employees when they are experiencing difficulties in their work (Sapada et al ., 2018).
To achieve satisfaction Octaviannand et al . (2017), Puteri & Ramli (2017) and (Nurahman et al. , 2021) , stated that motivation has a positive and significant effect on job satisfaction. Another study according to Hidayah, (2018), Novarian & Ramli (2020) , Nurdiansyah et al ., (2020) and Imran, et al ., (2020) , that an employee really needs to have motivation to increase job satisfaction in an organization to achieving the desired goals, work motivation can increase enthusiasm and willingness to work voluntarily, resulting in better work and increasing productivity.
Effective management of human resources in a company is important in the success of a company and companies realize that human resources are the basic capital in the company development process (Mariam et al., 2020 ; Mariam & Ramli, 2022 ;
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Submitted:
NOVEMBER 2023 Accepted:
DECEMBER 2023
JIMKES
Jurnal Ilmiah Manajemen Kesatuan Vol. 11 No. 3, 2023 pp. 1389-1400 IBI Kesatuan ISSN 2337 – 7860 E-ISSN 2721 – 169X DOI: 10.37641/jimkes.v11i3.2306
Ghazmahadi et al., 2020 ; Ramli, 2020) . Therefore, the quality of human resources must always be developed and directed well and professionally in order to create a balance between human resource needs and the company's business needs (Mulyadi et al. , 2020 ; Armanda et al ., 2020 ; Ramli, 2019a; Diatmono et al., 2020; Armanda et al ., 2020 ; Ramli, 2019a ; Diatmono et al ., 2020; al ., 2020 ; Maliskhah, 2018; Rumaidlany et al ., 2022) .
According to Utama et al., (2020 ) and Hadi & Mahadika (2019) that employee work involvement also plays a big role in the company's long term and increases profits, employees in a company are not only part of carrying out the company's functions, but also become assets. valuable in the success of the company. Company failure can be seen from a decrease in employee engagement which can be seen from the low level of employee behavior in a company such as being lazy at work, often being late when coming to work, lack of focus at work, breaking company rules, resulting in decreased employee productivity and lack of concern. towards the work of colleagues ( Takaya et al., 2020 ; Supiati et al. , 2021 ).
The importance of studying job satisfaction has been widely expressed in previous research, and in this research it is revealed that there are many factors that influence job satisfaction, such as job content, autonomy, role clarity, performance evaluation, management, compensation, salary, rewards , work environment, employee relationship with superiors. , relationships with colleagues, promotions and training ( Wheatley, 2017 ); (Kukiqi, 2017);(Doris et al ., 2016);(Raziq & Maulabakhsh, 2015);(Belias et al ., 2015);(
Vohra et al ., 2020);(Djamaan et al ., 2013); ( Tanjeen, 2013);(Yaseen, 2013);(Malik et al. , 2012);(Swarnalatha & Sureshkrishna, 2013);(Parvin, 2011);(Karimi et al ., 2011).
Furthermore, Teong et al. (2019) found that job satisfaction is closely related to a person's emotional well-being and is able to influence a person's behavior, which in turn will affect organizational functioning .
Basically, organizational goals can be achieved if you pay attention to the motivation that exists in its employees, two aspects that drive motivation, namely aspects from within (Intrinsic) and aspects from outside (Extrinsic). If employees have good intrinsic motivation, they do not need orders from superiors to carry out self-development activities. However, it is suspected that there are still employees who are not working fully, and there are also employees who are not yet motivated to excel or carry out self- development activities (Dharmayati, 2015).
According to Putra et al. (2017) employers need to understand that creating a comfortable workplace environment makes work more interesting and will increase employee motivation, this will help employees to engage more at work. Individuals who have work motivation can help to direct, provide energy and have behavior towards the goals they want to achieve ( Vetráková & Mazúchová, 2016). Several studies show that the concept of motivation refers to internal factors and external factors that can act as inducements to action. They further suggested that direction, intensity, and duration are three actions that are influenced by motivation. Thus, Aeknarajindawat (2020) stated that understanding the motivational styles of different employees will help explain and predict the influences, thoughts and behavioral patterns displayed by different employees.
According to Engidaw (2021) intrinsic motivation is defined as motivation to carry out the rules of an activity for the satisfaction inherent in that activity. Intrinsic motivation is basically a person's self-drive where he has the desire to achieve a goal according to the results of Wijaya et al., (2016) who found that the higher the intrinsic motivation a person has, this will be in line with the more optimal quality that functions in providing encouragement. for an individual to work enthusiastically, diligently, tenaciously, and committed to completing what has become his or her demands or responsibilities.
According to Rosidi et al., (2019) intrinsic motivation is a strong urge or will that arises from within a person to work better. The stronger a person's intrinsic motivation, the more likely a person will demonstrate strong behavior to achieve goals.
Extrinsic motivation is something given to or for someone to motivate that person, which includes rewards such as salary increases, promotional awards and punishments
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such as disciplinary action (Sipayung & Zamora, 2017). Extrinsic motivation can also be defined as encouragement that comes from outside the individual which is the reason why the individual carries out actions or activities with the aim of achieving what he wants to achieve Triswanto (2020). Extrinsic motivation is work motivation from outside the worker as an individual who demands himself to carry out work with the fulfillment of work infrastructure, wages, benefits or work safety. Extrinsic motivation is something that is expected to be obtained from outside a person.
Employee engagement is an organization's members working on their own for a job role. In engagement, people are involved and express physically, cognitively and emotionally during a role (Andrew et al., 2012). Employee involvement, or what is usually called employee involvement, was first defined by Malikhah (2018), namely a participatory process that uses all employee capacities and is designed to increase commitment for the success of the company as an effort to involve members of the organization so they can understand their role in the work. Meanwhile, according to research by Lee et al. (2018) employee engagement, also known as job engagement. Work engagement can be defined as a form of being present, but also mentally at work. Work engagement is defined as a desired psychological state, resilience, and positive performance behavior, in which there is enthusiasm, happiness, and effort, and is determined by enthusiasm, dedication, and absorption (Burić & Macuka, (2017); Kong &
Li , (2018); Li et al., (2017); Liu & Huang, (2019); Lv et al., (2018); Wang et al., (2018);
T. Zhang & Li, (2020).
Eliyana et al. , (2019) is job satisfaction, the extent to which employees are satisfied with their work. According to the results of Tabatabaei et al. (2011) job satisfaction is the result of five intrinsic aspects of a job, namely achievement, verbal recognition, challenges of the job itself, responsibility, and opportunities for advancement and promotion. Job satisfaction is a person's emotional well-being which influences a person's behavior, which in turn can influence the functioning of an organization (Teong etal., 2019). Apart from that, according to (Aryanta et al., 2019) job satisfaction is a set of employees' feelings about whether their work is enjoyable or not.
The relationship between intrinsic motivation and employee engagement
Research results from Engidaw (2021) state that intrinsic motivation influences employee engagement which focuses on factors in operations that are based on personal needs. Other research results show that managers see intrinsic motivation as having a greater influence on the psychological aspects of employee engagement (Khan & Iqbal, 2013). Hypotheses related to intrinsic motivation and employee engagement are as follows: H1: Intrinsic motivation has a positive influence on employee engagement The relationship between intrinsic motivation and job satisfaction
Based on research from Ayalew et al. (2019) that intrinsic motivation influences job satisfaction and improves performance. Interesting, challenging, and meaningful tasks will increase employees' intrinsic motivation and job satisfaction, while competitive salaries and benefits, which are considered extrinsic motivation, do not have a significant impact on employee job satisfaction (Putra et al., 2017). The research results of Indra Talib et al. (2021) states that intrinsic motivation has a positive effect on job satisfaction.
The hypothesis related to intrinsic motivation and job satisfaction is as follows: H2:
Intrinsic motivation has a positive effect on job satisfaction
The relationship between extrinsic motivation and employee engagement
Based on the results of research (Zhang et al, 2010), extrinsic motivation has a positive effect on employee engagement. Meanwhile, research results from Engidaw (2021) show that employees consider these two factors important for their work motivation, which means that these two variables have a positive effect. Therefore, the relationship between extrinsic motivation is stronger on employee engagement compared to intrinsic motivation (Khan et al., 2013). Hypotheses related to extrinsic motivation and employee involvement are as follows: H3: Extrinsic motivation has a positive effect on employee engagement
The relationship between extrinsic motivation and job satisfaction
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Based on research results from Nur et al. (2018) stated that rewards that fall under extrinsic factors have a very big influence on job satisfaction, therefore, it can be concluded that this can make a positive contribution to job satisfaction, if management uses these tangible rewards on time, in place and at the right level. required. The results of previous research conducted by Putra (2013) showed that extrinsic motivation had a positive influence on job satisfaction. The hypothesis related to extrinsic motivation and job satisfaction is as follows: H4: Extrinsic motivation has a positive effect on job satisfaction
Based on the hypothesis framework above, the research model can be described as Figure 1 below:
Figure 1 Research Method
RESEARCH METHODS
This research uses a quantitative method by means of a survey to obtain the perceptions of the employees who are respondents. In this study, we analyze 4 variables and indicators as follows: intrinsic motivation variable with 8 indicators using references from Khan et al, (2013) , extrinsic motivation with 8 indicators using references from Khan et al, (2013) , employee engagement variables with 12 indicators using Reference from (Saks, 2006) , job satisfaction variable with 10 indicators using reference (Elsahoryi et al., 2022) . All questionnaires were measured using 5 scales ranging from 1 (strongly disagree) to 5 (strongly agree). The total measurement is 38 questions which can be seen in detail in Appendix 2 (operational variables) and Appendix 3 (questionnaire).
The data collection technique was carried out by distributing an initial questionnaire ( pretesi ) to 30 respondents. Data collection in this research used a survey method by distributing questionnaires online via the Google From application. The sampling technique in this research used the systematic random sampling method . Where the criteria for respondents in this study are employees who work in the snack industry in the West Jakarta and Central Jakarta areas with work experience of more than 1 year at the age of 21 to 55 years, both men and women. In this study the sampling method was based on the reference Hair et al. (2019) which states that the number of samples to be taken for data analysis using structural equation modeling (SEM) is 100 respondents. So the planned sample size is 209 or has reached the minimum required limit.
FINDING AND DISCUSSION Respondent Characteristics
After distributing the questionnaire online via Google From , data was obtained from 209 respondents who worked in the snack food industry and worked for at least 1 year as permanent employees. In the data, respondents who met these criteria consisted of 93 male respondents (44.5%) and 116 female respondents (55.5%) with 35 people in the 17- 21 year category (16.7%), 21-35 year olds as many. 154 people (73.7%), and 33-55 years old as many as 20 people (9.6%). Meanwhile, if we look at the latest education, respondents with a high school/vocational school equivalent were 118 people (56.5%).
D3 was 4 people (1.9%), S1 was 85 people (40.7%), and S2 was 2 people (1.0%). Based
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on status, 155 people (74.2%) were unmarried, followed by 54 people (25.8%) who were married. Apart from that, the job data of the respondents were 74 students (35.4%), 79 employees (37.8%), 26 entrepreneurs (12.4%), 3 civil servants/civil servants (1, 4%), and others as many as 27 people (12.9%). Data on working in the snack food industry, 99 respondents answered yes (47.4%), and 110 people answered no (52.6%). Data on the number of respondents working for 6 months - 1 year was 61 people (29.2%), 1 year - 5 years was 64 people (30.6%) and others were 84 people (40.2). Respondent profiles can be seen in Appendix 4 Table 5.
Validity Test Result
Before testing the hypothesis, the researcher tested the reflective measurement model on indicators and variables first. The results of the validity test were carried out by testing the statements in this study, namely 38 questionnaire items. Validity Test is a test of the accuracy of the measurement instrument that will be used in research, so that there is no doubt that it is an accurate and reliable data collection tool. This test is intended to determine the extent to which the precision and accuracy of the research instrument can reveal the symptoms to be measured so as to provide accurate information about what should be measured. The validity test is intended to measure the quality of the questionnaire. This test is carried out using test factor analysis, intended to ensure that each statement will be classified on the variables that have been determined. A questionnaire is said to be valid if the statements in the questionnaire are able to express something that is measured by the questionnaire. If the statements in the questionnaire provide valid results then data processing can be continued but if the results are invalid then the validity test is repeated only by entering valid statements.
Validity testing in this research was carried out using factor analysis by looking at the factor loading of each measurement indicator for each variable with the criteria that an indicator is said to be valid if it has a factor loading as shown in table 4.
Table 4.1 Significance of Factor Loading Based on Sample Size Factor Loading Number of Samples Required
0.30 350
0.35 250
0.40 200
0.45 150
0.50 120
0.55 100
0.60 85
0.65 70
0.70 60
0.75 50
Source: Hair et al. (2019)
Judging from the results of 209 respondents, the minimum factor loading limit value is 0.40. So if the calculated factor loading value is > 0.40 it is valid and if it is < 0.40 it is declared invalid. Based on the results that have been observed in the factor loading table with 38 indicators, the statements are declared valid because they have a value of > 0.40, meaning that all indicators are suitable for use in research. (Results can be seen in attachment 6)
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Source: Data processed by the author, 2023 Figure 4.1 Outer Model
Average Variance Extraded (AVE)
The AVE results can prove the ability of the latent variable values to represent the original data scores. The greater the AVE value, the higher the ability to explain the value of indicators that measure latent variables. The AVE cut-off value that is often used is 0.50, where the minimum AVE value is 0.50 to show a good measure of convergent validity . The following are the results of Average Variance Extracted (AVE):
Table 4 .2 Average Variance Extracted (AVE)
Construct Average Variance Extracted (AVE)
Job satisfaction 0.515
Employee Engagement 0.584
Extrinsic Motivation 0.586
n trinsic motivation 0.554
Source: Data processed by the author, 2023
From the table above, it can be seen that the Average Variance Extraded (AVE) value shows a result of > 0.50, which means that the result shows that his ability to explain the value of the indicators that measure the variable is said to be good.
Reliability Test Result
Apart from validity testing, reliability testing is also very important. Reliability tests are carried out to ensure that the instruments used for research are consistent and accurate.
Reliability is related to the consistency, accuracy and predictability of a measuring instrument . A measuring instrument is said to be reliable if the Cronbach alpha value is >
0.70. The results of the reliability test using the Cronbach alpha and composite reliability methods are in the following table:
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Table 4 .3 Reliability Test
Cronbach's
Alpha rho_A Composite
Reliability
Job satisfaction 0.894 0.896 0.914
Employee Engagement 0.934 0.937 0.944
Extrinsic Motivation 0.898 0.900 0.918
Intrinsic Motivation 0.884 0.891 0.908
Source: Data processed by the author, 2023
From the results of the Cronbach's Alpha and Rho_A values > 0.6, it has met the Reliability requirements. From the results, the Composite Reliability value > 0.7 shows that all construct indicators are reliable or meet the reliability test. It can also be seen that the composite reliability values are much higher for all constructs compared to the Cronbach's Alpha values.
R Square Testing
Table 4 .4 R Square Test
R Square Adjusted R Square
Job satisfaction 0.596 0.592
Employee Engagement 0.794 0.792
Source: Data processed by the author, 2023
From the research results above, the R square value of job satisfaction is 59.6 % , which can be said that the influence of intrinsic motivation and extrinsic motivation on job satisfaction is 59.6 % and 40.4 % is influenced by other factors not included in the research model . . Then the R square value of employee engagement is 79.4 % , which means that the influence of intrinsic motivation and extrinsic motivation on employee engagement is 79.4 % and 20.6 % is influenced by other factors not included in the research model.
Hypothesis testing
The decision making carried out in this research to see the acceptance of a hypothesis was carried out by testing the t-two tail test table values which are useful for finding the significance of the standard value of 0.05. In hypothesis testing by observing the results of the path coefficient values of inner model testing. A hypothesis can be said to be accepted if the T-table value is 1.96 (5%). Following are the results of the analysis as follows:
Intrinsic motivation has a positive influence on employee engagement as seen from the T statistic value of 3.484 > 1.966 and a significant value of 0.000 < 0.05. This shows that the higher the intrinsic motivation given to employees, the higher the employee involvement in the Company.
Intrinsic motivation has a positive influence on job satisfaction as seen from the T statistic value of 4.582 > 1.966 and a significant value of 0.000 < 0.05. This shows that the higher the intrinsic motivation given to employees, the higher the employee's job satisfaction with the Company.
Extrinsic motivation has a relevant positive relationship to employee engagement seen from the T statistic value of 8.877 > 1.966 and a significant value of 0.000 < 0.05. This shows that the higher the extrinsic motivation received by employees, the higher the employee involvement in the Company.
Extrinsic motivation has an influential effect on job satisfaction as seen from the T statistic value of 5.685 > 1.966 and a significant value of 0.000 < 0.05. This shows that the higher the extrinsic motivation received by employees, the higher the employee's job satisfaction with the Company . Test the hypothesis as shown in table 4.5:
Table 4 .5 Hypothesis Test Hypothesis Hypothesis
Statement
Sample (O)
T statistic
p- value
Information Conclusion H1 Intrinsic
motivation has a positive
influence on
0.261 3,484 0,000 Data supports
the hypothesis H1 is accepted
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employee engagement H2 Intrinsic
motivation has a positive effect
on job
satisfaction
0.359 4,582 0,000 Data supports
the hypothesis H2 is accepted
H3 On the relevant positive
relationship between extrinsic
motivation and employee engagement
0.666 8,877 0,000 Data supports
the hypothesis H3 is accepted
H4 Extrinsic motivation has an influential effect on job satisfaction
0.452 5,685 0,000 Data supports the hypothesis
H4 is accepted
Source: Data processed by the author, 2023 DISCUSSION
Based on research results, intrinsic motivation has a positive influence on employee engagement . This shows that the higher an employee's intrinsic motivation, the higher the employee's involvement in work at the company . Intrinsic motivation strengthens a person's desire to develop themselves, identify potential and explore abilities that will lead to commitment to work and the Company . This is in accordance with the characteristics of respondents whose average age is 21 - 35 years, which at the age of 21-35 years is the younger generation who have a tendency to further develop their potential and have great work enthusiasm . Where they really pay attention to their time, energy and thoughts in achieving work goals by showing their role in work to achieve satisfaction . This statement is in line with research conducted by Engidaw ( 2021) which states that intrinsic motivation has an influence on employee engagement . This statement is in accordance with Khan & Iqbal (2013) who state that intrinsic motivation has a positive and significant influence on employee engagement . In line with research conducted by Putra et al . (2017) shows the results that intrinsic motivation has a positive effect on employee engagement, this is because intrinsic motivation will strengthen the employee's commitment and role in their work to achieve the expected job satisfaction .
Based on the test results, the influence of intrinsic motivation on job satisfaction has a significant positive influence. This shows that intrinsic motivation encourages someone to work enthusiastically, diligently and committed to their work so that they can complete all their tasks and responsibilities well, which will then give satisfaction to the results achieved by the employee. This is proven by the results of descriptive statistics on the intrinsic motivation variable with the highest mean value on the 6th indicator, namely the statement " taking into account time, energy and thoughts , I feel satisfied with the work I do ". The stronger a person's intrinsic motivation , the greater the possibility that a person will demonstrate strong behavior to achieve goals . These results are in accordance with research conducted by Ayalew et al . (2019) which states that intrinsic motivation has an influence on job satisfaction . This statement is also in accordance with Talib et al . (2021) which states that intrinsic motivation has a positive and significant influence on job satisfaction . In line with research conducted by Rosidi et al. (2019) shows the results that intrinsic motivation has a positive effect on job satisfaction , this is because intrinsic motivation will encourage employees to work optimally in their work to achieve maximum results.
Based on the results of the p test , there is a relevant positive relationship between extrinsic motivation and employee engagement. The results show that it has a significant
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positive influence . This shows that extrinsic motivation, namely security guarantees, can encourage employees to work responsibly and show their deeper role in the company.
This is proven by the results of descriptive statistics on the extrinsic motivation variable with the highest mean value on the 1st indicator, namely the statement " security at work will give me a sense of correlation with the company ". The stronger the extrinsic motivation employees, the more likely it is that someone will show strong behavior in working optimally and producing good quality work to achieve company goals. These results are in accordance with research conducted by Dharmayati ( 2015) which states that extrinsic motivation has a relationship to employee engagement . This statement is also in accordance with Sipayung & Zamora, ( 2017) who stated that extrinsic motivation has a positive and significant influence on employee involvement in work at the company.
These results are also in line with research conducted by Triswanto (2020) showing the results that extrinsic motivation has a positive effect on employee engagement.
Based on the results of the p test , there is an effect of extrinsic motivation on The results obtained from job satisfaction have a significant positive influence . This shows that the extrinsic motivation that the Company can provide to employees in the form of awards, appropriate salaries, promotions can encourage employees to work optimally and gain satisfaction at work. This is evidenced by the results of descriptive statistics on the job satisfaction variable with the highest mean value on the 2nd indicator, namely the statement " the salary that continues to increase makes me feel satisfied so that I am increasingly motivated to work ". The stronger the extrinsic motivation in the form of suitability of salary to the employee's workload, the greater the possibility that someone will show satisfied behavior in their work. These results are in accordance with research conducted by Nur et al. (2018) which states that extrinsic motivation has an influence on job satisfaction . This statement is also in accordance with Putra (2013) who stated that extrinsic motivation has a positive and significant influence on job satisfaction.
CONCLUSION
Based on research results, the direct influence of intrinsic motivation on work engagement shows a positive and significant influence. Then intrinsic motivation on job satisfaction shows a positive and significant influence. Furthermore, extrinsic motivation on work engagement shows a positive and significant effect, and finally extrinsic motivation on job satisfaction shows a positive and significant effect.
These results indicate that intrinsic motivation, namely encouragement from within employees to develop themselves and explore their competencies, will strengthen employee involvement in the Company which increases employee commitment to the Company. Then the attractiveness of the job provides enthusiasm and a strong desire for employees to demonstrate their competence by working optimally and showing their involvement in achieving the company targets that have been set. Based on the results of testing intrinsic motivation's influence on job satisfaction, it shows that there is a significant positive influence. These results show that intrinsic motivation encourages someone to work enthusiastically, diligently and committed to their work so that they can complete all their tasks and responsibilities well, which will then give satisfaction to the results achieved by the employee.
Based on the research results, there is a relevant positive relationship between extrinsic motivation and employee engagement, indicating a positive and significant relationship.
Extrinsic motivation in the form of guarantees of work safety and security provided by the Company provides strong encouragement for employees to want to work optimally and provide the best results. Then, the existence of good relationships between co-workers who can work together well in completing the workload given also motivates employees to show their involvement in the work. The stronger the extrinsic motivation received by employees, the greater the employee's involvement in work within the Company. From the results of testing intrinsic motivation's influence on job satisfaction, the results show that there is a positive and significant influence. The greater the extrinsic motivation that
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the company can provide to employees in the form of awards, appropriate salaries, promotions, can encourage employees to work optimally and gain satisfaction at work.
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