Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol. 6. No. 2 Jul 2023
e-ISSN:2621-606X Page: 501-523
DETERMINANTS OF COMPANY EMPLOYEE PERFORMANCE PT.
KILANG PERTAMINA INTERNATIONAL (PT. KPI) Fernandus Fendy Rianto 1
Universitas Trisakti, Jakrta Barat, Indonesia 122012107002@std.trisakti.ac.id
Justine Tanuwijaya 2
Universitas Trisakti, Jakrta Barat, Indonesia justine@trisakti.ac.id
Determinants of Company ….. 501 Abstract
In the world of work and business, an employee is faced with demands for high work performance that is always able to make the best contribution to the progress of a company, namely by increasing the performance of the company’s employees.
Therefore, this study aims to determine several factors that lead to an increase in employee performance. This study uses quantitative methods. This research is a cross-sectional study on employees of PT Kilang Pertamina International (PT. KPI) located in Refinery Unit (RU) II Dumai, RU III Plaju, RU IV Cilacap, RU V Balikpapan, RU VI Balongan, and RU VII. In this study, the analytical tool that can be used to analyze each variable is SEM-PLS. The results of this study indicate that to improve the performance of its employees, companies must be able to improve several aspects such as increasing emotional intelligence and self-efficacy which are oriented towards increasing company commitment. High corporate commitment from employees will be able to increase employee job satisfaction and have the potential to improve their performance. This research is expected to provide knowledge about the influence of emotional intelligence and self-efficacy that affect employee performance which leads to company and industry performance.
Keywords: Emotional Intelligence, Self-Efficacy, Organization Commitment, Job Satisfaction, Employees Performance.
Determinants of Company ….. 502 INTRODUCTION
In the world of work and business, an employee is faced with demands for high work performance who are always able to make the best contribution to the progress of a company (De Klerk, Joubert, & Mosca, 2021). Improving the company’s quality and targets, of course, must be accompanied by an increase in the good performance of its employees. Companies cannot develop if the human resources in them do not have qualified capabilities and can adapt to changes, especially in the era of globalization where all aspects change very quickly (Nugroho, 2020).
The company’s human resources are one of the keys to success in achieving targets and maximum development (Rigby & Ryan, 2018). The ability of human resources must be honed continuously so that they can keep abreast of company developments and provide the best contribution to the company so that the company can survive amidst the fierce competition. Employees are expected to continue to develop their abilities so that they can continue to provide the best contribution to the company where they work. Contributions made by employees in general can be assessed from their performance which of course is expected to always provide the best according to predetermined targets and even exceed the company’s targets (Islami, Mulolli, & Mustafa, 2018).
As time goes by, the rapid development of technology encourages industrial development throughout the world, including in Indonesia, to become more advanced (Barata, 2019). This increasingly rapid technological development is also driving a very massive energy transition echoed at this time. This energy transition has a huge impact on economic and social life, including for various companies engaged in various industries and has an impact on the wider community (Kovač, Paranos, & Marciuš, 2021). This is certainly a challenge for various companies in Indonesia to survive the onslaught of changes that are so rapid as well as a great opportunity to take advantage of this, which of course must be done with various strategies and the right steps.
PT. Pertamina (Persero) is one of the State-Owned Enterprises (BUMN) engaged in the energy sector which continues to innovate and is ready to face various changes including the very massive energy transition being carried out at this time. Pertamina always upholds its commitment to provide energy and develop new and renewable energy
Determinants of Company ….. 503 to support the creation of national energy independence. Holding the mandate as a holding company in the energy sector since it was stipulated by the Ministry of BUMN of the Republic of Indonesia on June 12th, 2020 (pertamina, n.d.)
Pertamina now has a very strategic role in overseeing six Sub-holdings engaged in the energy sector, namely Upstream Sub-holding which is operationally run by PT.
Pertamina Hulu Energi, Gas Sub-holding run by PT. Pertamina Gas Negara, Refinery &
Petrochemical Sub-holding run by PT. Kilang Pertamina Internasional, Power & NRE Sub holding run by PT. Pertamina Power Indonesia, Commercial & Trading Sub holding run by PT. Pertamina Patra Niaga, and Integrated Marine Logistics Sub holding run by PT.
Pertamina International Shipping (Pertamina, 2021b).
One of the sub-holdings of PT. Pertamina (Persero) which also continues to innovate and develop business units is the Refinery & Petrochemical Sub-holding by PT.
Kilang Pertamina International (PT. KPI). PT. KPI develops investments and runs Pertamina’s business related to oil processing and natural gas and other materials into high- value fuel, lubrication, petrochemical, and pharmaceutical products as well as developing processing and petrochemical businesses to meet the needs of refined and petrochemical products according to market developments. PT. KPI is supported by six refineries, namely Refinery Unit (RU) II Dumai, RU III Plaju, RU IV Cilacap, RU V Balikpapan, RU VI Balongan, and RU VII Kasim with a total installed processing capacity of 1,031 MBOPD, or around 90% of capacity processing in Indonesia. Under the sub-holding, Kilang Pertamina Internasional oversees other Pertamina entities, namely PT. Kilang Pertamina Balikpapan, PT Pertamina Rosneft Processing & Petrochemicals, and PT. Tuban Petrochemical Industries. PT. KPI is ready to face challenges and competition in the processing and petrochemical business lines to support Pertamina to become a leading global energy company (Pertamina, 2021a).
Currently, Pertamina is not the only one engaged in the energy sector, there are already many competitors who are also trying to take market share in Indonesia and global competition (Sumarsono, Wahyuni, & Sudhartio, 2022). To face today’s intense competition, Pertamina and all of its entities including PT. KPI must do various abilities and efforts to survive and even be able to become a market leader. Of course, this makes
Determinants of Company ….. 504 Pertamina require high performance from all employees. There are so many factors in an employee that greatly affect performance, one of which is employee job satisfaction. When an employee has high job satisfaction with the work he has, of course the employee can be more focused and motivated at work so that he can always provide the best performance in carrying out his duties and responsibilities at work. In addition, the variable that affects performance is organizational commitment. Good organizational commitment will influence several important behaviors within the company which will play a role in increasing effectiveness, so that the company will function more effectively (Konopaske, Ivancevich, & Matteson, 2018).
Good competence of an employee is one of the absolute things that must be owned by an employee to provide the best performance for the company. Competence can be in various aspects, including hard skills and soft skills (Suarjana, Wahyuni, & Putra, 2022). In the future, with advances in technology and information that are so fast, hard-skills will be more easily mastered by an employee. This is what makes hard skills no longer the main focus of competency development for an employee in a company. The ability that is needed by a company from an employee is now increasingly focused on soft skills, where this comes from within the employee himself. Soft skills are subjective and general which is required by any type of job. With good soft skills, an employee will be able to understand the company's vision and mission and be able to understand the aims and objectives of the work, and always think creatively to always provide continuous innovation for the company’s development.
One aspect of soft skills that has a major influence on an employee’s performance is emotional intelligence. An employee with good emotional intelligence is able to communicate effectively, resolve conflicts, empathize with others, and has the ability to build relationships with others including teamwork. In addition to emotional intelligence, self-efficacy plays a very important role in employees to support their performance in the company. Good self-efficacy makes a person more resilient and always thinks positively in facing the challenges given. Self-efficacy is a great strength within a person which makes him a very valuable person, especially at work because he will always be sure that he can achieve the targets given to him.
Determinants of Company ….. 505 When an employee has good emotional intelligence and self-efficacy, then that person will easily follow the flow and targets given by the company (Arifin et al., 2021). With today’s dynamic global conditions, of course, we need people who can interact and respond to change well. Emotional intelligence, self-efficacy, and organizational commitment can encourage job satisfaction from employees. When employees feel satisfied in their jobs, they tend to care more about the quality of their work and are more committed to the organization as well as more productive, and generally have high performance (Marlina, Wulandari, & Ramashar, 2020). Based on the statement above, this is what makes researchers interested in examining the extent to which the level of emotional intelligence, self-efficacy, and organizational commitment affect job satisfaction and employee performance at PT. Kilang Pertamina International which is spread in various cities in Indonesia.
REVIEW OF LITERATURE Emotional Development
Emotional intelligence is something that affects personal performance and work- related outcomes (Prentice, 2019). Emotional intelligence can improve interpersonal communication, facilitate constructive conflict resolution, and develop a culture of professionalism (Roth, Eldin, Padmanabhan, & Friedman, 2019). (Khan, 2019) defines emotional intelligence as the ability to understand things related to emotions. Meanwhile according to (Mulyasari, 2019) intelligence is a strength or self-ability to master certain abilities. Other research states that emotional intelligence is a person’s intelligence to receive, assess, manage, and control the emotions of himself and others around him, processing emotions means understanding emotional conditions and must be related to the situation at hand to have a positive impact (Mamangkey, Tewal, & Trang, 2018).
Self-Efficacy
Self-efficacy is an individual’s belief about his ability to perform tasks or actions needed to achieve certain results (Dawati et al., 2019). Self-efficacy theory states that the main determinant of behavior change is the individual’s expectations of mastery (Kim, 2018). As confirmed by Al Wali et al. (2022), individuals with greater self-efficacy may
Determinants of Company ….. 506 display greater innovative behavior, higher commitment, and work harder or longer to complete tasks (performance) (Newman, Herman, Schwarz, & Nielsen, 2018). Other research states that self-efficacy is an individual’s feelings about himself for the work he is doing by utilizing his abilities and the actions shown while working (Singh, Takeyasu, &
Nakamura, 2019).
Organizational Commitment
Organizational commitment is an individual’s tendency to stay in the organization and willingness to direct efforts, goals, and values in line with the organization with indicators of affective commitment, continuance commitment, and normative commitment.
Low commitment reflects a person’s lack of responsibility in carrying out their duties (Saleh, Mashita, & Anggresta, 2019). Organizational commitment describes the wants and needs of employees toward the organization (Novitasari, Siswanto, Purwanto, & Fahmi, 2020). This commitment is seen as an identity between employees and the organization (DOAN, NGUYEN, & NGUYEN, 2020). In some cases, organizational commitment is a precursor to employee motivation (Nguyen et al., 2020), job performance (Suharto &
Hendri, 2019), behavior in organizational citizenship roles and behavior (Pham, Phan, Tučková, Vo, & Nguyen, 2018). According to McShane and Von Glinow (Nurleni &
Sunarya, 2020) which states organizational commitment has a tremendous impact, where one can recognize the invitation and will be very eager to do so under any circumstances, even if the source of inspiration no longer.
Job Satisfaction
According to (Dewi & Harjoyo, 2019) the notion of job satisfaction is divided into two meanings, namely the first argues that job satisfaction is a reaction of employees as a complex emotional form. Second, the opinion states that job satisfaction is an employee’s attitude towards his work that is connected through work situations. Research conducted by Yuspahruddin et al., (2020) stated that job satisfaction is an optimistic emotional state that arises from one’s job, which relates to how someone likes his job, employees’ positive views of their work, and job satisfaction is an expression of affective reactions that can be observed towards certain jobs. According to the theory of planned behavior (Ajzen, 2020), actual behavior is influenced by behavioral intentions, while behavioral intentions are
Determinants of Company ….. 507 influenced by the interaction of behavioral attitudes, subjective norms, perceived behavior, subjective norms, and behavioral control. Therefore, job satisfaction is described as an employee's emotion or attitude towards work, which is found by employees towards work, and has a close relationship with job involvement.
Performance
Performance is defined as a measure of both quality and quantity both within a certain period of time which is influenced by several factors that will be carried out by employees to achieve organizational goals (Muzakki, Eliyana, & Muhtadi, 2019).
Performance can be a factor that can significantly affect the profitability of an organization, because performance is the results achieved or achievements in the workplace related to organizational policies, performance features, and organizational practices (Kustanto, Hamidah, Mumpuni, & Gunawan, 2020). Work performance can also be a construct associated with an individual’s ability to meet the expectations of targets, work, and standards set by the organization (Rajper, Ghumro, & Mangi, 2020). An opinion from (Mangkunegara, Azzahro, & Handayani, 2018) argues, Performance is the result of work in quality and quantity achieved by an employee in carrying out his duties according to the responsibilities given to him (Saputra, Nainggolan, & Setyawan, 2023).
Conceptual Framework
Figure 1
Conceptual Framework Relationships among Variables
According to Mandala & Dihan, (2018) there is a significant positive effect between emotional intelligence on organizational commitment. Rachmelya & Suryani, (2017) states
Determinants of Company ….. 508 that emotional intelligence directly has a positive effect on organizational commitment.
This is also supported by research by Sampunto & Sutomo, (2019) which states that emotional intelligence has a positive and significant effect on organizational commitment.
RESEARCH METHOD
This study uses quantitative methods. According to Sarstedt et al., (2020) said that descriptive research is research that uses observation, interviews or questionnaires regarding the current situation, regarding the subject that we are studying. The source of data used in this research is primary data. Primary data is in the form of a collection of information obtained through a survey by distributing questionnaires. The questionnaire is arranged based on the dimensions and indicators of each variable. In addition, data collection in this study was carried out in a cross-sectional manner, namely data was collected at one time. The population in this study are employees of PT. Kilang Pertamina International (PT. KPI) located Refinery Unit (RU) II Dumai, RU III Plaju, RU IV Cilacap, RU V Balikpapan, RU VI Balongan, and RU VII. In this study, the analytical tool that can be used to analyze each variable is through SEM-PLS.
RESULTS AND DISCUSSION Respondents’ Description
Description of this respondent is a process of describing respondents based on gender, age, and so on according to the category of respondents in a study. From the results of the survey that was conducted, there were 206 respondents filled out the questionnaire completely. Based on the research conducted, the description of the respondent’s identity is seen from age, gender, length of service, and work unit, which can be described as follow.
Table 1
Description of Respondents by Age Age (Year)
Frequency Percent Valid Percent
Cumulative Percent
Valid <21 Years Old 1 ,5 ,5 ,5
21-30 Years Old 138 67,0 67,0 67,5
31 - 40 Years Old 42 20,4 20,4 87,9
41 - 50 Years Old 20 9,7 9,7 97,6
Determinants of Company ….. 509
>50 Years Old 5 2,4 2,4 100,0
Total 206 100,0 100,0
From table 1 above, according to age, the 206 respondents in this study were mostly aged 21-30 years old with a total of 138 respondents (67%). Furthermore, respondents aged 31-40 years old were 42 people (20.4%), respondents aged 41-50 years old were 20 people (9.7%), respondents who were over 50 years old were 5 people (2.4%), and only 1 person (0.5%) of respondents who are under 21 years old.
Table 2
Description of Respondents by Gender Gender
Frequency Percent Valid Percent
Cumulative Percent
Valid Male 174 84,5 84,5 84,5
Female 32 15,5 15,5 100,0
Total 206 100,0 100,0
From table 2 above, most of the respondents were male or male with a total of 174 people with a percentage of 84.5%. Meanwhile, there were 32 female respondents with a percentage of 15.5%.
Table 3
Description of Respondents by Work Unit Work Unit
Frequency Percent Valid Percent
Cumulative Percent
Valid RU II 5 2,4 2,4 2,4
RU III 19 9,2 9,2 11,7
RU IV 11 5,3 5,3 17,0
RU V 163 79,1 79,1 96,1
RU VI 3 1,5 1,5 97,6
RU VII 5 2,4 2,4 100,0
Total 206 100,0 100,0
Determinants of Company ….. 510 Based on table 4 above, there were 163 respondents (79.1%) who occupied RU V, there were at least 19 respondents (9.2%) who occupied RU III, there were 11 respondents (5.3%) who occupied RU IV, 5 respondents (2.4%) who occupy RU II and RU VII respectively, and there are 3 respondents who occupy RU VI.
Outer Model Analysis Validity Test
Validity test was carried out using convergent validity and AVE. An indicator is declared valid if it has a loading factor above 0.4 for the intended construct. The SmartPLS output for the loading factor gives the following results.
Table 4
Outer Loading Results
No Indicato
rs
Loading Factors
1 AC 0.892
2 CC 0.880
3 NC 0.897
4 GSE 0.905
5 SSE 0.904
6 JP1 0.910
7 JP2 0.886
8 JP3 0.913
9 JP4 0.887
10 JS1 0.807
11 JS2 0.818
12 JS3 0.901
13 JS4 0.883
14 JS5 0.849
15 OEA 0.844
16 ROE 0.748
17 SEA 0.851
18 UOE 0.827
Following are the results of the validity test, seen from the value of the loading factor giving a value above the recommended value of 0.40. Means that the indicators used in this study are valid or have met the requirements.
Determinants of Company ….. 511 Table 7
Average Variance Extracted (AVE)
Average Variance Extracted (AVE) Emotional Intelligence 0.670
Job Performance 0.809
Job Satisfaction 0.726
Organizational Commitment 0.791
Self-Efficacy 0.818
Based on the results of testing the AVE value above 0.5 for all constructs in the research model, it means that one latent variable is able to explain more than half of the variance of its indicators on average.
Reliability Test
Table 6
Reliability Test Results
Variables Cronbach’s Alpha
Emotional Intelligence 0.835
Job Performance 0.921
Job Satisfaction 0.905
Organizational Commitment 0.868
Self-Efficacy 0.778
The results of reliability testing using Cronbach’s alpha analysis in the table above show that the Cronbach’s Alpha value for all constructs is above 0.6, meaning that all constructs are reliable.
Inner Model Analysis R-Square Test
Based on the data analysis carried out through the use of the smartPLS program, the R-Square value is obtained as shown in the following table.
Determinants of Company ….. 512 Table 7
R-Square Test
R
Square
Job Performance 0.567
Job Satisfaction 0.544
Organizational Commitment 0.375
Self-Efficacy 0.504
The test results for the R Square value for the Job Performance construct are 0.567, meaning that Job Performance is able to explain the variance, Job Satisfaction is 56.7%.
The value of R is also found in Job Satisfaction, meaning that Job Satisfaction is able to explain the variance, Organizational Commitment is 54.4%. The R value is also found in the Organizational Commitment, meaning that the Organizational Commitment is able to explain the variance, Self-Efficacy & Emotional Intelligence of 37.5%. The R value is also found in Self-Efficacy meaning that Self-Efficacy is able to explain variance, Emotional Intelligence is 50.4%.
Hypothesis Test Results
The criterion for accepting or rejecting the hypothesis is that H0 is rejected if the t- statistic > t count. To reject/accept the hypothesis using probability, Ha is accepted if the p value <0.05.
Table 8
Hypothesis Test Results
Hypothesis Original Samples (O) P Values Conclusion Emotional Intelligence ->
Organizational Commitment
0.221 0.008 H1 Accepted
Emotional Intelligence -> Self- Efficacy
0.710 0.000 H2 Accepted
Self-Efficacy -> Organizational Commitment
0.436 0.000 H3 Accepted
Emotional Intelligence -> Self- Efficacy -> Organizational Commitment
0.309 0.000 H4 Accepted
Organizational Commitment ->
Job Satisfaction
0.737 0.000 H5 Accepted
Job Satisfaction -> Job Performance
0.753 0.000 H6 Accepted
Determinants of Company ….. 513 H1. An employee’s emotional intelligence has a positive effect on employee organizational commitment
Based on the results of statistical testing, it is known that the coefficient of emotional intelligence is 0.221, meaning that the higher the perception of emotional intelligence, the higher the perception of employee organizational commitment. The test results show a p-value of 0.008 <0.05 (alpha 5%), so it can be concluded statistically that at the 95 percent confidence level there is a positive effect of emotional intelligence on employee organizational commitment.
H2. An employee’s emotional intelligence has a positive effect on employee self- efficacy
Based on the results of statistical testing, it is known that the coefficient of emotional intelligence is 0.710, meaning that the higher the perception of emotional intelligence, the higher the employee’s self-efficacy perception. The test results show a p- value of 0.000 <0.05 (alpha 5%), so it can be concluded statistically that at the 95 percent confidence level there is a positive effect of emotional intelligence on employee self- efficacy.
H3. Employee self-efficacy has a positive effect on employee organizational commitment
Based on the results of statistical testing, it is known that the coefficient of self- efficacy is 0.436, meaning that the higher the perception of self-efficacy, the higher the perception of employee organizational commitment. The test results show a p-value of 0.000 <0.05 (5% alpha) so it is concluded statistically that at the 95 percent confidence level there is a positive effect of self-efficacy on employee organizational commitment.
H4. Self-efficacy can mediate the relationship between emotional intelligence and employee organizational commitment
Based on the results of statistical testing, it is known that the coefficient of self- efficacy mediating emotional intelligence on employee organizational commitment is 0.309, meaning that the higher the perception of self-efficacy mediating emotional intelligence, the higher the perception of employee organizational commitment. The test results showed a p-value of 0.000 <0.05 (5% alpha) so it was concluded statistically at a 95
Determinants of Company ….. 514 percent confidence level. Self-efficacy is able to mediate emotional intelligence on employee organizational commitment.
H5. An employee’s organizational commitment has a positive effect on employee job Based on the results of statistical testing, it is known that the coefficient of organizational commitment is 0.737, meaning that the higher the perception of organizational commitment, the higher the perception of employee job satisfaction. The test results show a p-value of 0.000 <0.05 (alpha 5%), so it can be concluded statistically that at the 95 percent confidence level there is a positive effect of organizational commitment on employee job satisfaction.
H6. Job satisfaction of an employee has a positive effect on employee performance Based on the results of statistical testing, it is known that the coefficient of job satisfaction is 0.753, meaning that the higher the perception of job satisfaction, the higher the perception of employee performance. The test results show a p-value of 0.000 <0.05 (alpha 5%), so it can be concluded statistically that at the 95 percent confidence level there is a positive effect of job satisfaction on employee.
DISCUSSION
All companies have targets and strategies according to their respective company goals including PT. Kilang Pertamina International (PT. KPI). The achievement of a company goal is closely related to the work professionalism of employees who are able to be responsible for their work, in which case the performance of an employee is one of the keys to the success of a company in achieving its goals.
H1. An employee’s emotional intelligence has a positive effect on employee organizational commitment
Based on the results of the research conducted, it can be shown that an employee’s emotional intelligence influences his organizational commitment. This shows that the organizational commitment of employees of PT. KPI is influenced by emotional intelligence. Emotional intelligence is the ability of an employee to motivate himself and survive in the face of frustration, control impulses and delay gratification, regulate one’s mood and keep adversity from interfering with the ability to think and hope. In order to keep developing employee’s organizational commitment to be continuously improved, the
Determinants of Company ….. 515 company must also continue to strive to maintain and even improve the emotional intelligence of its employees.
H2. An employee’s emotional intelligence has a positive effect on employee self- efficacy
In addition, this study proved that the emotional intelligence of an employee also affects employee self-efficacy. In this case, it means the self-efficacy of employees of PT.
KPI is also influenced by emotional intelligence. Self-efficacy is needed by an employee to face challenges, such as completing office assignments, pursuing a career, finding, and fostering good relationships with spouses. Employees who are able to solve various problems faced from one problem to another will get a sense of satisfaction and strengthen their self-confidence to face and solve problems that will be faced later. The experience of success from one problem to another will transform self-efficacy at specific tasks into more general tasks. An employee will build self-efficacy beliefs on more challenging tasks accompanied by efforts to develop self-capacity. Self-efficacy will encourage employees to develop a realistic attitude and have the potential to be successful in completing the workload they face according to their abilities. In addition, employees will be able to consider tasks that exceed their abilities, will not take tasks that exceed their abilities, or tasks that are below their abilities. Good self-efficacy in an employee is of course very much needed by every employee in responding to the company’s challenges in the future.
H3. Employee self-efficacy has a positive effect on employee organizational commitment
In this study it was also proven that self-efficacy possessed by employees can also increase their organizational commitment. This shows the organizational commitment of employees of PT. KPI is influenced by self-efficacy. Self-efficacy is the behavior of a person’s belief in his own expertise in carrying out tasks to achieve success or goals that have been previously set. Individuals with high self-efficacy will be able to influence high professional commitment, whereas individuals with low self-esteem will have low levels of commitment to their profession as well. In other words, self-efficacy is the employee’s belief in expertise in completing his duties, which means he is directly committed to the
Determinants of Company ….. 516 company. Therefore, to develop an employee’s organizational commitment, a company also needs to develop its employee self-efficacy.
H4. Self-efficacy can mediate the relationship between emotional intelligence and employee organizational commitment
In addition, in this study it was also proven that good self-efficacy can also mediate the relationship between employee emotional intelligence and organizational commitment.
This also shows that self-efficacy in the employees of PT. KPI has a very important role, one of which is in mediating the relationship between emotional intelligence and organizational commitment. Self-efficacy can guarantee an increase in employee emotional intelligence towards organizational commitments. This is because the efficacy possessed by an employee can make him aware of the potential he has and what he will do to always be committed to the company that employs him. Especially, development of self-efficacy is also influenced by the development of emotional intelligence possessed by that employee.
H5. An employee’s organizational commitment has a positive effect on employee job Based on the facts in the results of this study, it was also found that the organizational commitment of employees also affects the increase in job satisfaction felt by an employee. This shows that good organizational commitment from employees of PT. KPI affects the increase in job satisfaction. As a company, you will definitely have organizational goals, both long term and short term. In fact, organizational goals will not be achieved if they are not supported by job satisfaction felt by their employees. A condition in which low job satisfaction can cause employees to get bored with their duties, sooner or later become unreliable, become absent or have poor work performance. Conversely, if employees obtain job satisfaction it will affect positive and dynamic working conditions.
Dynamic working conditions are shown in jobs that provide opportunities for individuals to think creatively, have freedom at work and have control over their work. In this case, if the company can increase the organizational commitment of its employees, then it will also be able to increase the job satisfaction of its employees as well.
H6. Job satisfaction of an employee has a positive effect on employee performance In the end, it is proved by this study that an increase in job satisfaction can encourage an increase in employee performance. This also proves that with high job
Determinants of Company ….. 517 satisfaction from employees of PT. KPI can improve employee performance. If an employee is dissatisfied with the work given or the company’s environmental conditions, the employee is certainly not able to provide the best for the company, in this case his performance will also decrease. Giving satisfaction to employees has high energy and a willingness for them to provide good performance, so they will be able to increase the company's income. Employees who feel satisfied will have enough emotional resources to show the best for the company. Therefore, it is necessary for a company to maintain job satisfaction of every single employee to finally achieve the companies’ goals.
CONCLUSION
It can be concluded that the determinants of employee performance studied in this study are emotional intelligence, self-efficacy, organizational commitment, and job satisfaction, all of these variables have been shown to influence employee performance in a company. To improve employee performance, companies must be able to improve several aspects such as emotional intelligence and self-efficacy which are oriented towards increasing company commitment. In this case, self-efficacy can mediate the relationship between emotional intelligence and organizational commitment of employees in a company. This high organizational commitment from employees that will later be able to increase employee job satisfaction and ultimately improve their performance. This research only involves several related variables to find out factors that can improve employee performance, so other research can improve employee performance with a more complex framework to do.
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