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The Effect of Workload and Work Stress on Employee Performance with Organizational Commitment as a
Mediating Variable Biro People's Welfare of the Regional Secretariat of East Java Province
Giolita Alifia Firdhana
Department of Management, Narotama University Jl. Arief Rahman Hakim, No. 51, 60117, Surabaya, Indonesia
[email protected]
Abstract
This study aims to analyze the effect of workload and work stress on employee performance with organizational commitment as a mediating variable at the Biro Kesejahteraan Rakyat Sekretariat Daerah Provinsi Jawa Timur.
The population in this study were all employees with the work unit of General Affairs and Personnel Subdivisions as wellCoordinator and Functional Position Group. The sampling technique in this study used the slovin formula by taking 71 respondents. The data analysis method uses PLS analysis through the PLS (Partial Least Square) application. The results of the study stated thatvWorkload variable has a significant effect on Organizational Commitment,the variable of Job Stress has a significant effect on Organizational Commitment, the variable of Organizational Commitment has a significant effect on Employee Performance,the workload variable has a significant effect on employee performance, the work stress variable has a significant effect on employee performance,variable Workload on Employee Performance which is mediated by Organizational Commitment has a significant effect,Variable Job Stress on Employee Performance which is mediated by variablesOrganizational Commitmentno significant effect.
Keywords:
Employee Performance, Organizational Commitment, Workload, Work Stress.
1. Introduction
In today's conditions, the long-term success and competitive advantage of companies depend on the importance of human resource management. Therefore, human resource management can handle various problems within the scope of work to support the effectiveness of a company in order to achieve the predetermined vision and mission (Ozkeser, 2019). Companies must carry out the management and development of human resources in a professional and planned manner, in order to obtain employees who are qualified and have the appropriate competencies to meet the needs of the company.
Every company definitely wants its employees to have skills in their field, because with the skills possessed by these employees, they can improve their performance. To achieve good performance, the most dominant element is human resources, but planning that is well-organized and neat will not produce results if the employees who carry out do not have high morale and get excessive workload.
Organizational commitment given to employees is a behavior that can used to measure satisfaction and evaluate the performance of employees in carrying out their duties and obligations (Muis et al., 2018). In research (Nugraha et al., 2022) a government agency that is good at managing its human resources, it will also have an impact that the better the performance of its employees. However, if a government agency is unable to respond to the management of its resources, it can be concluded that the operational continuity or work of Civil Servants (PNS) will be disrupted and can hinder their performance. Therefore, a government agency requires adjustments in managing human resources to provide the best service to the community. No exception to the People's Welfare of the Regional Secretariat of East Java Province.
People's Welfare of the Regional Secretariat of East Java Province is one of the government agencies in charge of providing public services in the service sector. The source of employee stress is additional tasks that make employees feel objectionable so that their duties and functions are sometimes not carried out, but additional tasks are realized. In addition to work stress, there are other factors that affect performance, namely workload. There are high work demands and deadlines every day which results in piling up of tasks. In addition, there are many activities outside the office that must also be carried out. It was found that employee
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performance was measured through absenteeism recapitulation in August-October 2022, there was a decrease in employee attendance in the last 3 (three) months. It is suspected that employees experience work stress.
1.1. Literature review 1.1.1. Previous Research
Research conducted by Setiawan & Aeni (2021) with the aim to determine whether there is an effect of workload on employee performance mediated by organizational commitment found that workload has an effect on employee performance, workload has a positive and significant effect on organizational commitment, organizational commitment has a positive and significant effect on employee performance, organizational commitment has an effect positive in mediating the relationship between workload and employee performance.
Research conducted by Simanjuntak et al. (2021) with a view toanalyze the effect of work stress, workload, and work environment on the performance of employees at PT. Jasa Marga (Persero) Tbk Cabang Belmera found that Work Stress, Workload and Work Environment have a positive and significant effect on Employee Performance at PT. Jasa Marga (Persero) Tbk Cabang Belmera, Medan, either partially or simultaneously.
Research conducted by Hermawati & Syofian (2021) with the aim of knowing the factors that influence employee performance in the construction services business of PT. Sentra Adi Purna Bengkulu found that there was an influence between these two variables. Work stress and workload have a positive effect on employee performance at PT. Sentra Adi Purna Bengkulu.
1.1.2. Theoretical basis 1. Workload
Workload according Nabawi (2019) that is, an activity that is too excessive will result in an adverse impact on employees in general, which will cause fatigue both physically and mentally and will cause emotional reactions such as headaches, indigestion, and irritability.
2. Work Stress
According to Handoko (2013) Job stress is a condition of tension that affects one's thinking processes, emotions and psychological condition. Too much stress can threaten a person's ability to deal with the environment.
3. Organizational Commitment
Commitment has an important role in improving employee performance in an organization. The high commitment will have an impact on increasing employee performance (Ningsih et al., 2020)
4. Employee performance
According to Karyadi & Winarno (2022) performance is a picture of the level of achievement of the implementation of a program of activities or policies to realize the targets which include the vision and mission objectives of the organization as stipulated in an organization's strategic plan.
1.1.3. Relations Between Variables
1. Relationship between Workload and Organizational Commitment
Supported by previous research (Setiawan & Aeni, 2021) with the result that workload has a positive and significant effect on organizational commitment. So it can be concluded that a high workload can be overcome with high employee commitment to the organization/company.
H1: Workload has a positive and significant effect on Organizational Commitment 2. Relationship between Job Stress and Organizational Commitment
Supported by previous research (Ningsih et al., 2020) that work stress has a significant effect on employee organizational commitment. This shows that work stress experienced by employees will affect commitment to the organization.
H2: Job Stress has a significant effect on Organizational Commitment 3. Relationship between Organizational Commitment to Employee Performance
To produce good performance, it is necessary to pay attention to employee organizational commitment which reflects attachment to the company, can fulfill organizational goals and maintain loyalty to the company.
Employees who have high organizational commitment will improve their performance. Supported by previous research (Latief et al., 2019) with the result that organizational commitment has a significant effect on employee performance.
H3: Organizational Commitment has a significant effect on Employee Performance 4. Relationship between Workload on Employee Performance
Supported by previous research (Balqis & Sugiono, 2020) workload partially has a positive and significant effect on employee performance. This shows that an increase in workload to normal limits in accordance with
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the ability of employees is proven to improve employee performance. In other words, at certain times or conditions, workload can actually be a stimulus for employees to produce good work performance.
H4: Workload has a partial and significant positive effect on employee performance 5. Relationship between Job Stress on Employee Performance
On the other hand, employees respond to these high work demands with positive attitudes that cause employee performance to be in a fairly high category, even though the realization of the achievement targets that the company has provided has not been fully achieved. Supported by previous research (Fatkhuri &
Riyanto, 2019) work stress has a positive and significant effect on employee performance.
H5: Job Stress has a positive and significant effect on Employee Performance
6. The relationship between workload and employee performance is mediated by organizational commitment Supported by previous research (Setiawan & Aeni, 2021) Workload has a positive and significant effect on employee performance variables through the mediation of organizational commitment. So it can be concluded that the existence of organizational commitment as a mediating variable makes employees prioritize the interests of the organization in order to be able to survive in the organization/company.
H6: Workload has a positive and significant effect on Employee Performance through the mediation of Organizational Commitment
7. The relationship between Job Stress and Employee Performance is mediated by Organizational Commitment
Supported by previous research (Marzuki et al., 2021) work stress has a significant effect on performance through organizational commitment. This means if the company can reduce and manage the level of stress experienced by employees, it will increase the employee's organizational commitment to the company.
H7: Work Stress has a significant effect on Performance through Organizational Commitment 1.2. Research Conceptual Framework
Figure 1. Research Conceptual Framework 1.3. Hypothesis
H1 : Workload (X1) partially has a significant effect on Organizational Commitment (M) H2: Work Stress (X2) partially has a significant effect on Organizational Commitment (M)
H3: Organizational Commitment (M) partially has a significant effect on Employee Performance (Y) H4: Workload (X1) partially has a significant effect on Employee Performance (Y)
H5: Work Stress (X2) partially has a significant effect on Employee Performance (Y)
H6: Workload (X1) partially has a significant effect on Employee Performance (Y) mediated by Organizational Commitment (M)
H7: Work Stress (X2) partially has a significant effect on Employee Performance (Y) mediated b y Organizational Commitment (M)
2. Research Methods
This research was conducted at the People's Welfare of the Regional Secretariat of East Java Province. The approach in this study uses a quantitative approach. The type of data used by researchers is quantitative data.
There are 2 (two) types of data sources used in this study, namely primary data and secondary data. The total population in this study was 86 employees. The sampling in this study used the slovin formula with the results
H3
H7 H5
H2 H1
Workload (X1)
Work Stress (X2)
Organizational Commitment (M)
Employee Performance (Y) H6
H4
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of 71 employees. The data collection technique used by researchers is a questionnaire (questionnaire) with a Likert scale of 1-5. The data analysis technique in this study uses Partial Least Square (PLS). The analytical method used in this research is the outer model analysis, the inner model analysis. hypothesis testing.
Hypothesis testing is done by looking at the probability value and the t-statistic, where the analysis is done using SmartPLS (Partial Least Square) version 4.
3. Research Results and Discussion
In this study the number of respondents was 86 employees with the work unit of the General Affairs and Personnel Subdivision as well as Coordinators and Functional Position Groups. It is known by using the slovin formula in this study the number of respondents is 71 employees with the work unit of the General Affairs and Personnel Subdivision as well as the Coordinator and Functional Group Positions. To find out the respondents' answers, the researcher has distributed questionnaires to the respondents as follows.
Table 1. Respondent Profile
Data and Identity of Respondents Amount Percentage (%)
Number of All Respondents 71 100
Man Woman Amount
48 23
64.8%
35.2%
71 100
Source: Data obtained from questionnaires
Table 2. Work Units
Work unit Amount Percentage (%)
Number of All Respondents 71 100
General Affairs and Personnel Subdivision Coordinator and Functional Position Group
Amount
64 90,1
7 9,9
71 100
Source: Data obtained from questionnaires
After collecting data by distributing questionnaires, the next step is to tabulate the data in detail to explain the results of the answers given by the respondents. The results of the respondents' answers will be compared to the mean or average level compared to the categories of respondents' answers in table 4 below.
Table 3. Description of Respondents' Answers
Average Score Information
1.00 - 1.80 Strongly Disagree
1.81 - 2.60 Don't agree
2.61 - 3.40 Simply Agree
3.41 - 4.20 Agree
4.21 – 5.00 Strongly agree
Source: Author 2022
Table 4. Respondents Answer Workload Variable (X1)
Items Statement Means STDEV
BK 1 The target I have to achieve in work is too high 2.98 0.103 BK 2 I do a lot of work every day that needs to be done
immediately 3.02 0.070
BK 3 There are activities outside the office that must be carried
out 3.07 0.049
BK 4 I always use my time as well as possible so that my work
is done on time 2.78 0.057
BK 5 I carry out the work according to the existing provisions 2.62 0.124 The overall Mean Value of the Workload variable (X1) 2.89 - Source: Processed data (2022)
Based on table 5, it can be seen from each Workload statement, it shows that all respondents agreed to the statement "There are activities outside the office that must be carried out” which has the highest mean value
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of3.07while the overall workload has an average value of 2.89. This shows that the respondents stated that they quite agreed overall on the Workload statement which was included in the interval 2.61 - 3.40.
Table 5. Respondents' Answers to Work Stress Variables (X2)
Items Statement Means STDEV
SK 1 I feel anxious when I have to finish work quickly 2.59 0.133 SK 2 When I don't focus on work, I will postpone doing it so
that work piles up 2.47 0.083
SK 3 Excessive workload makes me often have headaches 2.64 0.059
SK 4 Excessive workload makes me absent 2.91 0.068
SK 5 I feel restless at work when I cannot finish work on time 2.87 0.114 The overall mean value of the Work Stress variable (X2) 2.68 - Source: Processed data (2022)
Based on table 6, it can be seen from each of the Job Stress statements, it shows that all respondents stated that they quite agreed on the statement "Excessive workload makes me absent” which has the highest mean value of2.91while overall work stress has an average value of 2.68. This shows that the respondents stated that they quite agreed overall on the Job Stress statement which was included in the interval 2.61 - 3.40.
Table 6. Respondents' Answers to Organizational Commitment Variable (M)
Items Statement Means Stdev
Ko 1 I find it difficult to leave this company for fear of not getting
a job opportunity elsewhere 3.02 0.079
Ko 2 I feel loyal to this agency 3,16 0.046
Ko 3 I feel emotionally attached to this institution 2.94 0.075 Ko 4 I will be very happy to spend the rest of my career in this
institution 3.00 0.065
Ko 5 I feel part of the family at this agency 2.91 0.062
The overall mean value of the organizational commitment variable (m) 3.00 - Source: Processed data (2022)
Based on table 7, it can be seen from each statement of Organizational Commitment, it shows that all respondents stated that they quite agreed on the statement "I feel loyal to this agency” which has the highest mean value of3,16while overall organizational commitment has an average value of 3.00. This shows that the respondents stated that they quite agreed overall on the Organizational Commitment statement which was included in the interval 2.61 - 3.40.
Table 7. Respondents' Answers Employee Performance Variable (Y)
Items Statement Means STDEV
Y 1 I always try to improve the quality of my work 2.77 0.079 Y 2 The quality of my work has met the standards set 2.70 0.046 Y 3 I really care about the timeliness and perfection of the
work 2.77 0.075
Y 4 I work according to targets and complete work according
to predetermined quality standards 2.57 0.065 Y 5 I can complete tasks that have become my responsibility
with satisfactory results 2.91 0.062
Overall Mean Value of Employee Performance variable (Y) 2.74 - Source: Processed data (2022)
Based on table 8, it can be seen from each Employee Performance statement, it shows that all respondents stated that they quite agreed on the statement "I can complete tasks that have become my responsibility with satisfactory results” which has the highest mean value of2.91while the overall performance of employees has an average value of 3.00. This shows that the respondents stated that they quite agreed overall on the Employee Performance statement which was included in the interval 2.61 - 3.40.
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Table 8. Value of R- Square Adjusted
Variable R Square Adjusted
(M) Organizational Commitment 0.272
(Y) Employee Performance 0.622
Source: Data processing with SmartPLS 4, 2022
These results indicate that the variable Organizational Commitment (M) can be influenced by the variable Workload (X1) and Work Stress (X2) by 27% and the remaining 73% is influenced by other factors while Employee Performance (Y) can be influenced by the Workload variable ( X1), Work Stress (X2) of 62% and the remaining 38% is influenced by other variables not examined in this study.
Table 9. Convergent Validity and Construct
Variable Outer Loading AVE Information Workload
(X1)
0.620
0.503 Valid 0.699
0.825 0.793 0.579 Work Stress (X2)
0.570
0.585 Valid 0.765
0.842 0.795 0.568 Organizational Commitment
(M)
0.636
0.526 Valid 0.813
0.710 0.754 0.702 Employee performance
(Y)
0.744
0.515 Valid 0.790
0.788 0.782 0.719 Source: Data processing with SmartPLS 4, 2022
From table 10 it can be seen that the convergent validity value and the AVE value of each construct are above 0.5. Therefore there are no convergent validity problems in the tested model, so that the constructs in this research model can be interpreted as having good discriminant validity. This can be interpreted that all indicators and variables are declared valid.
Table 10. Discriminant Validity Values Variable Organizational
Commitment (M)
Workload (X1)
Work Stress (X2)
Employee performance (Y) Organizational
Commitment (M) 0.709
Workload (X1) 0.494 0.765
Work Stress (X2) 0.477 0.700 0.725
Employee
performance (Y) 0.113 0.530 0.308 0.717
Source: Data processing with SmartPLS 4, 2022
In table 11 the comparison of the values of the AVE root values shows that each of these values is greater than the correlation between other variables, so that it can be concluded that all latent variables in the study have good construct validity and discrimanant validity.
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Table 11. Composite Reliability and Cronbach Alpha values Variable Cronbach's
Alpha
Composite
Reliability Information
Workload (X1) 0.748 0.883 Reliable
Work Stress (X2) 0.761 0.838 Reliable
Organizational
Commitment (M) 0.776 0.847 Reliable
Employee
Performance(Y) 0.822 0.876 Reliable
Source: Data processing with SmartPLS 4, 2022
Based on table 12 shows the value of composite reliability and Cronbach alpha for all constructs above 0.70. thus it can be concluded that all constructs have good reliability and are in accordance with the required minimum value limits.
3.1. Hypothesis Test
Figure 2. Analysis Results Source: Data processing with SmartPLS 4, 2022
In the PLS criteria, each relationship is tested using a simulation using the bootstrapping method for the sample. The criteria for accepting or rejecting the hypothesis are accepted if the t-statistic shows a value greater than the t-table value, which is 1.96 and if the p-value is less than 0.05. If it does not meet these criteria then the hypothesis is rejected.
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3.2. Immediate Influence ResultsTable 12. Path Coefficient Path Coefficient
Original Sample
(O)
Sample Means (M)
Standard Deviation (STDEV)
T Statistics
(|O/STDEV|) P Values X1 Workload -> M
Organizational Commitment
0.448 0.461 0.111 4,037 0.000
X2 Work Stress ->
M Organizational Commitment
0.258 0.260 0.129 2,002 0.045
M Organizational Commitment -> Y
Employee Performance
0.484 0.469 0.105 4,588 0.000
X1 Workload -> Y Employee Performance
0.223 0.226 0.089 2,520 0.012
X2 Work Stress ->
Y Employee Performance
0.356 0.364 0.092 3,860 0.000
Source: Data processing with SmartPLS 4, 202 3.3. Outcome of Indirect Influence
Table 13. Specific Indirect Effects
Path Coefficient Original
Sample (O)
Sample Means (M)
Standard Deviation (STDEV)
T Statistics (|O/STDEV|)
P Values X1_Work _Expenses -> M_Commitment
_Organization ->
Y_Employee_Performance
0.217 0.217 0.073 2,972 0.003
X2_Work_Stres ->
M_Organization_Commitment ->
Y_Employee_Performance
0.125 0.122 0.067 1,861 0.063
Source: Data processing with SmartPLS 4, 2022 4. Discussion of Research Results
4.1. H1 Effect of Workload (X1) on Organizational Commitment (M)
Based on the results of the analysis that has been carried out using SmartPLS, it can be concluded that the results of the Workload variable (X1) have a significant effect on Organizational Commitment (M), because the t-count value is greater than the t-table value of 1.96, which is equal to4,037and p-values less than 0.05, which is 0.000.
4.2. H2 Effect of Work Stress (X2) on Organizational Commitment (M)
Based on the results of the analysis that has been carried out using SmartPLS, it can be concluded thatthat the results of the variable Job Stress (X2) have a significant effect on Organizational Commitment (M), because the t-count value is greater than the t-table value of 1.96 which is equal to 2.002 and the p-value is less than 0.05 which is equal to 0.023.
4.3. H3 Effect of Organizational Commitment on Employee Performance
Based on the results of the analysis that has been carried out using SmartPLSthe variable Organizational Commitment (M) has a significant effect on Employee Performance (Y), because the t-count value is greater than the t-table value of 1.96, which is 4.588 and the p-value is less than 0.05, which is 0.000.
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4.4. H4 Effect of Workload (X1) on Employee Performance (Y)
Based on the results of the analysis that has been carried out using SmartPLS, the results of the Workload variable (X1) have a significant effect on Employee Performance (Y), because the t-count value is greater than the t-table value of 1.96 which is equal to 2.520 and the p-values less than 0.05 which is equal to 0.006.
4.5. H5 Effect of Job Stress (X2) on Employee Performance (Y)
Based on the results of the analysis that has been carried out using SmartPLS, the results of the Job Stress variable (X2) have a significant effect on Employee Performance (Y), because the t-count value is greater than the t-table value of 1.96 which is 2.520 and the p-values less than 0.05 which is equal to 0.006.
4.6. H6 InfluenceWorkload on Employee Performance is mediated by Organizational Commitment
Based on the results of the analysis that has been carried out using SmartPLS, the results of the hypothesis of the Workload variable (X1) on Employee Performance (Y) mediated by the Organizational Commitment variable (M) have a significant effect because the t-statistic value is greater than t-table 1 .96, namely 2.972 and p-values less than 0.05, namely 0.003. Then the variable Organizational Commitment (M) mediates the influence of Workload (X1) on Employee Performance (Y).
4.7. H7 Effect of Job Stress on Employee Performance mediated by Organizational Commitment
Based on the results of the analysis that has been carried out usingSmartPLSthat the results of the hypothesis variable Job Stress (X2) on Employee Performance (Y) are mediated by variablesOrganizational Commitment(M) has no non-significant effect because the t-statistic value is smaller than t-table 1.96, namely 1.861 and the p-value is more than 0.05, namely 0.063.
5. Conclusions and Recommendations
Workload variable has a significant effect on Organizational Commitment, because the t-count value is greater than the t-table value of 1.96 which is equal to4,037and p-values less than 0.05, which is 0.000.The Job Stress variable has a significant effect on Organizational Commitment, because the t-count value is greater than the t-table value of 1.96, which is 2.002 and the p-values are less than 0.05, which is 0.045. The Organizational Commitment variable has a significant effect on employee performance, because the t-count value is greater than the t-table value of 1.96, which is 4.588 and the p-value is less than 0.05, which is 0.000.The workload variable has a significant effect on employee performance, because the t-count value is greater than the t-table value of 1.96, which is 2.520 and the p-value is less than 0.05, which is 0.012. The Job Stress Variable has a significant effect on Employee Performance, because the t-count value is greater than the t-table value of 1.96, which is 3.860 and the p-value is less than 0.05, which is 0.000.The Workload Variable on Employee Performance which is mediated by the Organizational Commitment variable has a significant effect because the t-statistic value is greater than the t-table of 1.96, namely 2.972 and the p-value is less than 0.05, namely 0.003.Variable Job Stress on Employee Performance which is mediated by variablesOrganizational Commitmentis a non-significant effect because the t-statistic value is smaller than t-table 1.96, namely 1.861 and the p-value is more than 0.05, namely 0.063.
5.1. For Agencies
1. Agencies should pay attention to the workload imposed on employees, because according to research results, excessive workload will cause tension and cause psychological stress which results in decreased employee performance. Institutions must be able to minimize the influence of the workload by paying more attention to the mental needs of employees.
2. Agencies must continue to monitor the level of work stress of their employees by providing jobs according to their fields, and the level of workload must also be adjusted to the abilities of employees. However, if work stress rises to a "high" level, the agency can add compensation values such as additional bonuses, meal allowances, etc. As a step to reduce employee work stress so that their performance is maintained.
3. It is recommended that agencies often carry out joint activities to strengthen the psychological relationship between employees and the organization where they work.
4. It is better for agencies to be able to maintain or improve performance, especially in terms of achieving work targets as well as the ability to complete work and the attitude of employee cooperation in completing work.
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5.2. For Researchers1. It is suggested for further researchers to develop this research by examining other factors that can influence employee performance.
2. For further researchers, they can develop this research with other methods in examining workload, work stress, organizational commitment, and employee performance, for example through in-depth interviews with respondents, so that the information obtained can be more varied.
Acknowledgments
On this occasion, I would like to express my deepest gratitude to those who have helped the writer, namely to:
1. Allah SWT, who has given guidance, strength, patience and determination to the author
2. My parents and older brother, Mr. Sugijono Hardji Sutatok, Mrs. Eka Yuliana Muspitasari and Ferdinand Aditya Pratama who always give prayers, blessings, support and love which means a lot to me.
3. Mr. Dr. Arasy Alimudin, SE., MM as Rector of Narotama University Surabaya.
4. Mr. Agus Sukoco, ST., MM. As the Dean of the Faculty of Economics and Business, Narotama University, Surabaya.
5. Mr. I Putu Artaya as Head of the Management Study Program at Narotama University, Surabaya.
6. Mrs. Dr. Ir. Rr. Hermien Tridayanti, MM. as the supervising lecturer who has spent the time, energy, mind to guide and provide guidance and advice which means a lot to me.
7. Mr/Ms lecturers, staff, and employees at Narotama University Surabaya who have helped me a lot in completing my thesis.
8. Galih Perwira Kusuma, S, STP., M.M. As Civil Service Staff who has given the author permission to do a thesis at Biro Kesejahteraan Rakyat Sekretariat Daerah Provinsi Jawa Timur
9. Friends of Narotama University, my best friends and comrades in arms: Erika, Eko, Afira, Alya, Diska, Jihan, Dyfa, Ella. Thank you for the support, understanding, prayer, and for giving a memorable lecture that will never be forgotten.
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