The
Influence of Career Advancement, Job Promotion, and Competence on Employee
Performance Through Work Motivation as An Intervening Variable
(A
Study at Education Office of Kabupaten Jember)
Aliyatus Syamilah1, Dwi Cahyono2, Abadi
Sanosra3, Nur Said4
Universitas Muhammadiyah
Jember
Email:
alfinabil97@gmail.com, dwicahyono@unmuhjember.ac.id,
abadi@unmuhjember.ac.id, nursaid@unmuhjember.ac.id
Abstract
This
article delves into the intricate dynamics of Human Resource Management (HRM)
in the Education Office of Jember Regency, with a specific focus on the
interplay between career advancement, job promotion, employee competence, and
employee performance. Drawing on the AMO (Ability, Motivation, Opportunity)
framework, this research investigates the direct and indirect impacts of these
factors through a comprehensive survey of 80 Education Office employees. The
research findings reveal a significant positive influence of career advancement
and job promotion on employee motivation and performance. The anticipated
direct impact of employee competence on work motivation also proves to be
significantly positive. These findings underscore the importance of structured
career paths, promotions, and competence in shaping a motivated workforce and
enhancing overall employee performance. This research contributes to bridging
knowledge gaps in HRM practices and provides practical interventions for
organizational improvement. The proposed insights offer a foundation for
organizational leaders and HR practitioners to enhance employee motivation and
performance holistically.
Keywords: career path, promotion, competency, motivation and
performance.
Introduction
Human
Resource Management (HRM) is a discipline involved in the management and
utilization of human resources within an organization. According to experts, as
stated by (Hasibuan, 2013), Human Resource Management is the management and
utilization of resources existing in individuals. Another definition by (Hasibuan, 2013) describes management as the science and art of
organizing the process of utilizing human resources and other resources
effectively and efficiently to achieve a specific goal. In summary, management
is a distinctive process consisting of planning, organizing, directing, and
controlling actions carried out to determine and achieve predetermined goals
through the utilization of human resources and other resources. (Rivai & Sagala, 2016) state that Human Resource Management is one of the
fields of general management that includes aspects of planning, organizing,
implementing, and controlling. Human Resource Management involves policies and
practices in mobilizing human resources, including recruitment, screening,
training, rewards, and evaluations, with the aim of achieving optimal work
productivity/performance (Dessler,
2017).
Employee performance refers to the
level of achievement of goals and work results produced by an individual in the
context of their work (Cabarcos,
Vázquez-Rodríguez, & Quiñoá-Piñeiro, 2022).
In general, employee performance includes productivity, work quality,
initiative, and contributions to the achievement of organizational goals (Leitão, Pereira, & Gonçalves,
2019).
A deep understanding of the factors influencing employee performance is crucial
in managing an organization's human resources (Ravi, 2020).
Motivation is a critical factor that
can significantly affect employee performance (Basu, 2023).
Work motivation refers to internal or external drives that encourage
individuals to achieve goals and improve their work quality (Diefendorff
& Seaton, 2015).
Individuals with high work motivation tend to be more committed, productive,
and have a desire to continuously improve themselves (Girdwichai
& Sriviboon, 2020).
Strong motivation can drive employees to take initiative in developing skills
and achieving their work targets (Girdwichai
& Sriviboon, 2020).
Therefore, understanding the dynamics of work motivation is key to optimizing
employee performance (Lee & Raschke, 2016).
Career advancement is the professional development
path that involves moving from an initial position to a higher position within
an organization or industry (Greer & Kirk, 2022). Its relevance to performance lies in employees'
motivation to increase productivity due to clear advancement opportunities (Naa et al., 2021). The advancement process usually requires skill
development and knowledge, which, in turn, enhances an individual's ability to
handle more complex tasks (Sakamoto, 2019). Performance evaluation often serves as the basis for
career advancement, and with career advancement, employees face greater
responsibilities (Bui, Shoaib, Vu, Nguyen, & Nhuận, 2021). Career advancement also serves as recognition for
good contributions, creating an environment where rewards for high performance
can enhance overall employee motivation and satisfaction (Madhani, 2020). Additionally, structured career development plans
help employees plan the necessary steps to achieve their career goals (Madhavan, Venugopalan, Gupta, &
Sisodia, 2023).
Promotion refers to the elevation or movement of an
individual from a lower job position to a higher position in the organizational
or company hierarchy (Putra, 2021). The job promotion process typically involves
employee performance evaluation, assessment of skills and competencies, and
consideration of organizational needs (Phin, 2015). Employees who show dedication, good performance, and
the ability to handle additional responsibilities are often considered suitable
candidates for promotion (Turner, 2020). Job promotion can provide recognition for
achievements, enhance employee motivation, and create better career development
opportunities (Haryono, Supardi, & Udin, 2020). This process can be carried out internally, where
existing employees are promoted, or through external recruitment if the
organization needs specific skills or experience for a particular position (Setyawati,
PG, & Rianto, 2022).
The determination of strategic issues was formulated
based on an evaluation of the qorganization and
tasks, resources of the Regional Organization (OPD), service performance, and
also external challenges or strategic issues emerging in society that require
programmed/planned handling. Strategic issues are the current conditions that
have the potential to become obstacles in the development and implementation of
the organization's main tasks, the achievement of development performance, and
the improvement of services to the community. Therefore, their handling must be
carefully designed, taking into account opportunities and challenges from the
external side, such as economic and social development/growth at various
levels. The identified issues include:
Table 1. Issues Based on the Tasks and Functions of the Kabupaten
Jember Education Office
|
No. |
Main Issues |
Program Achievement Target (100%) |
|
1 |
National Assessment implementation in
elementary school units |
100% |
|
2 |
Academic and managerial services |
41% |
|
3 |
Validity and quality of data and reports |
70% |
|
4 |
Literacy of elementary school students |
1.70% |
|
5 |
Management information system
in educational units |
90% |
|
6 |
Inclusive schools |
0.02% |
|
7 |
Gross Enrollment Ratio (GER) in elementary schools |
97.3% |
|
Gross Enrollment Ratio (GER) in junior high schools |
81.6% |
|
|
8 |
Stunting rate in early childhood |
7.14% |
|
9 |
Implementation of independent learning |
|
|
in elementary schools |
85% |
|
|
in junior high schools |
1.37% |
Table 1. Problems in the Duties and Functions of the Kabupaten Jember Education Office show that the set targets
have not been achieved. It is evident that the Kabupaten
Jember Education Office has not met the predefined realization targets. Based
on the identified issues, the researcher observed a research phenomenon related
to performance, namely, "Lack of effectiveness in employee performance in
carrying out their tasks and functions." In response to this phenomenon,
the researcher aims to provide solutions by addressing several crucial factors
assumed to enhance employee performance and minimize identified issues in the
research object. These factors include the variables of career advancement, job
promotion, and employeecompetence affecting employee
performance through work motivation as an intervening variable.
Research
(Adiyasa
& Windayanti, 2019; Audina
& Handayani, 2021; Hayati & Caniago, 2012;
Muhammad & Abdullah, 2016; Siskayanti & Sanica, 2022), asserts that motivation
plays a crucial role in improving employee performance. Other research
findings, such as those involving (Aini, Herlambang,
& Susbiyani, 2020; Dyahrini
& Nugraha, 2022; Jackson & Wilton, 2016), indicate that career
development has a significant correlation with employee performance. In the
context of promotions, research by (Aini et al., 2020; Dyahrini & Nugraha, 2022;
Jackson & Wilton, 2016) suggest that promotions play
a crucial role in improving employee performance, with some studies even
suggesting that job promotions can provide employees with new skills and
competencies. (Carraccio
et al., 2016) also state
that employee competencies have a strong correlation with performance. Thus,
overall, the research provides insights into the relationship between
motivation, career development, promotions, and competencies in enhancing
employee performance.
(Caillier, 2014) found that experts
have not fully explored the extent to which motivators such as public service motivation
and mission valence interact with leadership practices to influence employee performance,
indicating a gap in research. Similar findings emerged in research by (Faizal, Sulaeman,
& Yulizar, 2019; Rosmaini
& Tanjung, 2019; Yuliani, Liswandi, & Darwis,
2021), stating
that motivation does not have a significant influence on someone's performance
and career development. Furthermore, research by (Jayusman &
Khotimah, 2016) indicates that the career development variable does not have a significant
impact on employee performance, aligning with the results of (Awan, Habib, Shoaib Akhtar, & Naveed,
2020). Specifically,
(Jayusman &
Khotimah, 2016; Yuliza, Desri,
& Nasfi, 2021) argue that job
promotions do not have a significant influence on employee performance, while (Alimudin, 2017) shows that performance management systems and employee competencies do
not affect performance. Despite the understanding of the importance of human resource
management and its relationship with performance, there are still knowledge gaps
that need to be further explored. Observing the knowledge gaps, this research adopts the AMO (Ability,
Motivation, Opportunity) framework as a the oretical approach to address these gaps, where
Ability includes employees' capabilities, Motivation encompasses work motivation,
and Opportunity involves the opportunities provided by the organization (Blumberg & Pringle, 1982). Therefore, this research is expected
to make a significant contribution to filling the knowledge void in Kabupaten Jember's Education Office and provide specific guidance
for human resource management practices in a similar context.
Methods
The research method employed in this study includes both descriptive and
verificative methods. Descriptive method, as defined by (Sugiyono,
2017), is a research approach
that endeavors to collect data, critically analyze the gathered information,
and draw conclusions based on the facts observed during the research period or
the current time. Verificative method is a research approach aimed at
understanding the relationship between two or more variables or a method used
to test the validity of a hypothesis (Sugiyono,
2014). Data collection was carried out by distributing questionnaires through
Google Forms (gform) and involved all employees of the Education Office
in Kabupaten Jember, with a total of 80 individuals.
Hypothesis testing was conducted using Variance-based
Structural Equation Modeling (SEM) or Partial Least Squares (SEM-PLS) with the
Warp PLS 6.0 program. SEM-PLS is employed for exploratory research, meaning
that the PLS approach is more suitable for predictive purpose (Sholihin & Ratmono, 2013).
The model of hypotesis testing is:
_files/image002.gif)
Figure 1. Model of Hypotesis Testing
RESULTS
AND DISCUSSIONS
Table 2. Direct Path Coefficient Values
|
No. |
Hypothesis |
Path Coefficients |
P Values |
Description |
|
1. |
Career advancement -> Motivation |
0.322 |
0.001 |
Significant |
|
2. |
Promotion -> Motivation |
0.218 |
0.012 |
Significant |
|
3. |
Competence -> Motivation |
0.320 |
0.001 |
Significant |
|
4. |
Career advancement -> Performance |
0.268 |
0.002 |
Significant |
|
5. |
Promotion -> Performance |
0.266 |
0.003 |
Significant |
|
6. |
Competence -> Performance |
0.334 |
0.001 |
Significant |
|
7. |
Motivation -> Performance |
0.200 |
0.013 |
Significant |
The analysis reveals significant positive
influences in several key relationships. Firstly, there is a substantial and statistically
significant positive impact of career advancement on motivation (0.322, p = 0.001),
indicating that as individuals progress in their careers, their motivation tends to increase. Similarly, promotions
have a significant positive effect on motivation (0.218, p = 0.012), suggesting
that the elevation in job positions plays a role in enhancing motivation. Additionally, competence exhibits a notable
positive influence on motivation (0.320, p = 0.001), emphasizing the importance
of skill and capability in fostering motivation. Moving on to performance outcomes,
the study indicates that career advancement (0.268, p = 0.002), promotions (0.266,
p = 0.003), and competence (0.334, p = 0.001) all have significant positive impacts on employee
performance. These findings imply that advancing in one's career, receiving promotions,
and possessing relevant competencies contribute positively to overall job performance.
Furthermore, motivation itself significantly influences performance (0.200, p =
0.013), reinforcing the idea that motivated employees tend to exhibit better job
performance.
_files/image004.gif)
Figure
2. Result of Hypotesis Model Testing
The additional insights from Figure 2
underscore the collective explanatory power of variables x1, x2, and x3 on z, with
a coefficient of determination (R²) of 0.63. This suggests that these variables
collectively explain 63% of the variability in z. Moreover, the collective explanatory power of variables
x1, x2, x3, and z on y is substantial, with a coefficient of determination (R²)
of 0.80, indicating that these variables collectively account for 80% of the variability
in y. These results provide valuable insights for understanding the dynamics
between career-related factors, motivation, and performance in the context of
the Kabupaten Jember Education Office.
Table 3. Indirect Effect Path Coefficient Values
|
No. |
Hypothesis |
Path
Coefficients |
P
Values |
Description |
|
1. |
Career qAdvancement -> Motivation -> Performance |
0.064 |
0.023 |
Significant |
|
2. |
Promotion
-> Motivation -> Performance |
0.044 |
0.028 |
Significant |
|
3. |
Competence
-> Motivation -> Performance |
0.064 |
0.024 |
Significant |
The indirect effect path coefficient values are
presented in table 3, examining the relationships between career advancement,
promotion, competence, motivation, and performance. The hypotheses explore the
indirect impact of career-related factors on job performance through the
mediating variable of motivation. The first hypothesis, "Career
Advancement -> Motivation -> Performance," reveals a significant indirect
effect with a path coefficient of 0.064 and a p-value of 0.023. This suggests
that as individuals progress in their careers, the subsequent increase in
motivation contributes significantly to enhanced job performance. Similarly,
the second hypothesis, "Promotion -> Motivation ->
Performance," demonstrates a significant indirect effect, with a path
coefficient of 0.044 and a p-value of 0.028. This implies that promotions
positively influence job performance through their impact on employee
motivation. The third hypothesis, "Competence -> Motivation ->
Performance," also indicates a significant indirect effect, with a path
coefficient of 0.064 and a p-value of 0.024. This suggests that the development
of competence has a positive impact on job performance, mediated by increased
motivation. Overall, the findings underscore the importance of motivation as a
mediating factor in the relationship between career-related factors and job
performance. The results provide valuable insights into the dynamics of these relationships within the context of
the study.
Discussion
Based on the first hypothesis, career
advancement has a significant impact on work motivation. After conducting
testing and data analysis, the results indicate that career advancement
significantly influences the work motivation of employees in the Education Office
of Jember Regency, confirming the acceptance of H1. This could be attributed to
various aspects related to career advancement that impact work motivation, such
as job conditions, work time utilization, target achievement, and the work
environment. This is supported by the results of descriptive analysis, which indicate
that respondents generally agree or give positive responses to the aspects of
career advancement in the Education Office of Jember Regency. The findings of
this research align with supporting theories, and there is a significant
similarity with previous studies conducted by (Alfian, Adam, & Ibrahim, 2018), stating that career advancement significantly
influences work motivation.
Based
on the second hypothesis, job promotion has a significant impact on work
motivation. After conducting testing and data analysis, the results indicate
that job promotion significantly influences the work motivation of employees in
the Education Office of Jember Regency, confirming the acceptance of H2. This
is due to aspects related to job promotion that have positively impacted the
work motivation of employees in the Education Office of Jember Regency. These
aspects of job promotion include motives, nature, self-concept, knowledge, and
skills. This is supported by the results of descriptive analysis, which
indicate that respondents generally agree or give positive responses to the
aspects of job promotion in the Education Office of Jember Regency. The findings of this
research align with supporting theories, and there is a significant similarity
with previous studies conducted by (Haryono et al., 2020) starting that job promotion significantly influences
work motivation.
Based
on the third hypothesis, employee competence does not have a significant impact
on work motivation. After conducting testing and data analysis, the results
indicate that employee competence does not significantly influence the work
motivation of employees in the Education Office of Jember Regency, confirming
the rejection of H3. This is due to aspects related to employee competence that
have a negative impact on the work motivation of employees in the Education
Office of Jember Regency. These aspects of employee competence include the
mismatch of employee competence with career advancement, habits, regulations, and values. This is supported by the
results of descriptive analysis, which indicate that some respondents strongly
disagree with the indicator of work habits based on awareness of the rights and
obligations of employees. Employees feel that not all habits are based on
awareness of rights and obligations but rather on the fulfillment
of needs alone. Respondents also feel that rules are not made to cultivate
employee competence in orderliness and discipline but rather to expert additional pressure on
employees through the dedication of Additional Employee Income (TPP). The
findings of this research contradict the results of studies by (Kurniawan, Yunus, & Abd. Majid, 2017), starting that employee competence significantly influences work motivation.
Based on the fourth hypothesis,
career advancement has a significant impact on employee performance. After
testing and analyzing the data, the results indicate that career advancement
significantly influences the performance of employees in the Education Office
of Jember Regency, confirming the acceptance of H4. This could be due to
aspects related to career advancement that have been able to create employee
performance. These aspects of career advancement include ideology,
socio-economic factors, socio-cultural factors, developments in science and
technology (IPTEK), and psychology. The results of the descriptive
analysis of the career advancement variable show that respondents generally
give positive answers to each indicator. The most dominant agreed-upon
indicator is work conditions (X1.1), where respondents feel that each employee
understands their job description, making their activities less burdensome.
This suggests that the organization pays sufficient attention to employee
training and development. Clear and well-understood job conditions can reduce
excessive career advancement. When tasks and responsibilities are clear,
employees can perform their duties more efficiently and effectively, avoiding
overlap or duplication of work and confusion in performing their tasks.
Additionally, the dominant agreement response to this indicator indicates that
respondents feel the current work conditions are sufficiently supportive and
not overly burdensome. The findings of this study are consistent with
supporting theories, and there are similar significant results with previous
research conducted by (Alfian et al., 2018; Alwi & Suhendra, 2020; Hasnah, Azis, & Idris, 2018; Wahyuni
& Irfani, 2019), all stating that career advancement
significantly influences employee performance.
Based on the fifth hypothesis, job promotion
has a significant impact on employee performance. After testing and analyzing the
data, the results indicate that job promotion significantly influences the
performance of employees in the Education Office of Jember Regency, confirming
the acceptance of H5. This could be due to aspects related to job promotion that
have been able to increase the productivity of employees in the Education
Office of Jember Regency. The findings of this study align with supporting theories,
and there are similar significant results with previous research conducted by (Aini et al., 2020), stating that job promotion significantly influences employee
performance.
Based on the sixth hypothesis,
employee competence has a significant impact on employee performance. After
conducting testing and data analysis, the results indicate that employee
competence significantly influences the performance of employees in the Education
Office of Jember Regency, confirming the acceptance of H6. This influence can
be attributed to various factors associated with employee competence that have
effectively enhanced the overall productivity of employees in the Education
Office of Jember Regency. The findings of this study align with supportive
theories and show significant similarities with previous research conducted by (Adha, Qomariah, & Hafidzi, 2019), emphasizing that employee competence significantly
influences employee performance.
Based
on the seventh hypothesis, work motivation significantly influences employee
performance. After conducting testing and data analysis, the results indicate
that work motivation has a significant impact on the performance of employees
in qthe Education Office of Jember Regency,
confirming the acceptance of H7. This influence can be attributed to various factors
associated with work motivation that are relevant to the performance of
employees in the Education Office of Jember Regency. The findings of this study
align with supportive theories, and there are significant similarities with
previous research conducted by (Adiyasa & Windayanti,
2019), all stating a significant influence
of work motivation on employee performance.
Based
on the eighth hypothesis, commitment has an impact on employee performance through
work motivation. After conducting testing and data analysis, the results
indicate that commitment influences employee performance through work
motivation in the Education Office of Jember Regency, confirming the acceptance
of H8. The test results show an indirect influence of career advancement (X1)
on the variable employee performance (Y) through the intervening variable work
motivation (Z) by 0.064, which is smaller than the direct influence of career
advancement (X1) on the variable employee performance (Y), which is 0.268.
These results support the findings of previous research, as concluded by (Alfian et al., 2018; Hasnah et
al., 2018; Wahyuni & Irfani, 2019), stating that employee competence
has a significant impact on performance through work motivation as an
intervening variable.
Based on the ninth hypothesis, job
promotion has an impact on employee performance through work motivation. After
conducting testing and data analysis, the results indicate that job promotion
influences employee performance through work motivation in the Education Office
of Jember Regency, confirming the acceptance of H9. The test results show an indirect
influence of the job promotion variable (X2) on employee performance (Y)
through the intervening variable work motivation (Z) by 0.044, which is smaller
than the direct influence of the job promotion variable (X2) on employee
performance (Y), which is 0.266. These results support the findings of previous
research, as concluded by (Pramukti, 2019), stating that job promotion has a significant impact on
performance through work motivation as an intervening variable.
Based
on the tenth hypothesis, employee competence has an impact on employee
performance through work motivation. After conducting testing and data
analysis, the results indicate that employee competence does not have a
significant impact on employee performance through work motivation in the
Education Office of Jember Regency, as H10 is rejected. The test results show
an indirect influence of the employee competence variable (X2) on employee
performance (Y) through the intervening variable work motivation (Z) by 0.064,
which is smaller than the direct influence of the employee competence variable
X2) on employee performance (Y), which is 0.334. These results contradict the
findings of previous research (Sugiono, Darmadi, & Efendi, 2021), stating that employee competence
has a significant impact on performance.
Conclusion
The
research outcomes illuminate the complex dynamics within the Education Office
of Jember Regency concerning career advancement, job promotion, employee
competence, work motivation, and performance. Clear empirical support was found
for the positive influence of career advancement, job promotion, and competence
on oth work motivation and employee performance. The
findings underscore the significance of structured career paths and promotions
in fostering a motivated workforce and qimproving
overall employee performance. Competence development programs may benefit from
a more nuanced approach that aligns with factors that motivate employees. The
study emphasizes the interconnectedness of these factors and suggests practical
interventions for organizational enhancement.
In
conclusion, the study provides actionable insights for organizational leaders
and human resource practitioners, offering a foundation for enhancing employee
satisfaction, motivation, and overall performance within the Education Office
of Jember Regency. The suggested interventions aim to bridge existing gaps and
contribute to the sustainable growth of both employees and the organization.
REFERENCES
Adha,
R. N., Qomariah, N., & Hafidzi,
A. H. (2019). Pengaruh Motivasi
Kerja, Lingkungan Kerja, Budaya Kerja
Terhadap Kinerja Karyawan
Dinas Sosial Kabupaten
Jember. Jurnal Penelitian
IPTEKS, 4(1), 47.
Adiyasa,
N. I. W., & Windayanti, W. (2019). Pengaruh motivasi, kepuasan kerja, dan kepemimpinan terhadap kinerja karyawan pada PT. XYZ. Jurnal Manajemen
Strategi dan Aplikasi Bisnis,
2(1), 23–30.
Aini,
N., Herlambang, T., & Susbiyani,
A. (2020). Dampak Kompetensi
Pegawai Dan Promosi Jabatan Terhadap Pengembangan Karir Dan Kinerja Pegawai.
JSMBI ( Jurnal Sains Manajemen Dan Bisnis Indonesia ),
10(2), 164–176.
Alfian,
F., Adam, M., & Ibrahim, M. (2018). Pengaruh Keterlibatan Kerja, Beban Kerja Dan Konflik Peran Terhadap Kepuasan Kerja Serta Dampaknya Pada
Kinerja Pegawai Pada Dinas Pendidikan Aceh. Jurnal Manajemen Inovasi, 8(2). Retrieved August 14, 2023, from https://jurnal.usk.ac.id/JInoMan/article/view/9348
Alimudin,
A. (2017). Peran Sistem Manajemen
Kinerja, Kompetensi Pegawai
dan Promosi Jabatan dalam Meningkatkan Kinerja Pegawai.
Jurnal Ekonomi Modernisasi,
13(3), 155–165. Universitas Kanjuruhan Malang.
Alwi,
A., & Suhendra, I. (2020). Pengaruh
Disiplin Kerja dan Beban Kerja Terhadap Kinerja Pegawai Dengan Kepuasan Kerja Sebagai Variabel Intervening
(Studi Kasus Pada Bappeda Provinsi
Banten). Jurnal Riset Bisnis
dan Manajemen Tirtayasa,
3(1), 72–93.
Audina,
M., & Handayani, R. (2021). How
Intrinsic Motivation, Work Discipline, and Organizational Citizenship Behavior
Affect Employee Performance. Jurnal Mantik,
5(36).
Awan,
S. H., Habib, N., Shoaib Akhtar, C., & Naveed, S. (2020). Effectiveness of
Performance Management System for Employee Performance Through Engagement. SAGE
Open, 10(4), 2158244020969383. SAGE Publications.
Basu,
S. (2023). Motivation and Its Impact on Employee Performance. American
Journal of Social Development and Entrepreneurship, 2, 22–25.
Blumberg,
M., & Pringle, C. D. (1982). The Missing Opportunity in Organizational
Research: Some Implications for a Theory of Work Performance. The Academy of
Management Review, 7(4), 560–569. Academy of Management.
Bui,
H. T. M., Shoaib, S., Vu, V. H. T., Nguyen, T. Q., & Nhuận,
M. T. (2021). Career ambition and employee performance behaviour:
The presence of ideological development. Journal of General Management, 46(4),
302–312. SAGE Publications Ltd.
Cabarcos,
Á. L.-M., Vázquez-Rodríguez, P., & Quiñoá-Piñeiro,
L. M. (2022). An approach to employees’ job performance through work
environmental variables and leadership behaviours. Journal
of Business Research, 140, 361–369.
Caillier,
J. (2014). Toward a Better Understanding of the Relationship Between
Transformational Leadership, Public Service Motivation, Mission Valence, and
Employee Performance: A Preliminary Study. Public personnel management, 43(2),
218–239.
Carraccio,
C., Englander, R., Van Melle, E., Ten Cate, O., Lockyer, J., Chan, M.-K.,
Frank, J. R., et al. (2016). Advancing Competency-Based Medical Education: A
Charter for Clinician-Educators. Academic Medicine: Journal of the
Association of American Medical Colleges, 91(5), 645–649.
Dessler,
G. (2017). Human Resource Management (Edisi
ke-15.). Boston: Pearson Education.
Diefendorff,
J. M., & Seaton, G. A. (2015). Work Motivation. In J. D. Wright (Ed.), International
Encyclopedia of the Social & Behavioral Sciences (Second Edition) (pp.
680–686). Oxford: Elsevier.
Dyahrini,
W., & Nugraha, D. N. S. (2022). The Effect of
Work Discipline, Motivation and Career Development on Employee Performance. Prisma
Sains: Jurnal Pengkajian Ilmu dan Pembelajaran Matematika dan IPA IKIP Mataram,
10(4), 890–898.
Faizal,
R., Sulaeman, M., & Yulizar,
I. (2019). Pengaruh Budaya,
Motivasi Kerja Dan Kompetensi Terhadap Kinerja Karyawan. eBA Journal:
Journal Economics, Bussines and Accounting, 5(1),
11–21.
Girdwichai,
L., & Sriviboon, C. (2020). Employee Motivation And Performance: Do The Work Environment And The Training
Matter? Journal of Security and Sustainability Issues, 42–54.
Greer,
T. W., & Kirk, A. F. (2022). Overcoming Barriers to Women’s Career
Transitions: A Systematic Review of Social Support Types and Providers. Frontiers
in Psychology, 13, 777110.
Haryono,
S., Supardi, S., & Udin, U. (2020). The effect of
training and job promotion on work motivation and its implications on job
performance: Evidence from Indonesia. Management Science Letters, 10,
2107–2112.
Hasibuan,
M. (2013). Manajemen Sumber
Daya Manusia (Edisi Revisi.).
Jakarta: Bumi Aksara.
Hasnah,
S., Azis, N., & Idris, S. (2018). Pengaruh Beban Kerja, Lingkungan Kerja Dan Kompetensi Terhadap Kepuasan Kerja Pegawai Serta Dampaknya Terhadap Kinerja Pegawai Sekretariat Daerahkabupaten Pidie Jaya. Jurnal Magister Manajemen,
2(3), 256–263.
Hayati,
K., & Caniago, I. (2012). Islamic Work Ethic: The Role of Intrinsic
Motivation, Job Satisfaction, Organizational Commitment and Job Performance. Procedia—Social
and Behavioral Sciences, International Congress on Interdisciplinary
Business and Social Sciences 2012 (ICIBSoS 2012), 65,
272–277.
Jackson,
D., & Wilton, N. (2016). Developing career management competencies among
undergraduates and the role of work-integrated learning. Teaching in Higher
Education, 21(3), 266–286. Routledge.
Jayusman,
H., & Khotimah, S. (2016). Pengaruh
Kepemimpinan, Komunikasi, Motivasi, Pengembangan Karir, Dan
Promosi Jabatan Terhadap Kinerja Pegawai Kantor Sekretariat Daerah Kabupaten Kotawaringin Barat.
Kurniawan,
A., Yunus, M., & Abd. Majid, M. S. (2017). Pengaruh
Kompensasi Dan Pengembangan
Karir Terhadap Motivasi
Serta Dampaknya Pada Kinerja Karyawan
Pt. Bank Syariah Mandiri Cabang Banda Aceh. Jurnal Manajemen dan Inovasi, 8, 119–133.
Lee,
M. T., & Raschke, R. L. (2016). Understanding employee motivation and
organizational performance: Arguments for a set-theoretic approach. Journal
of Innovation & Knowledge, 1(3), 162–169.
Leitão,
J., Pereira, D., & Gonçalves, Â. (2019). Quality of Work Life and
Organizational Performance: Workers’ Feelings of Contributing, or Not, to the
Organization’s Productivity. International Journal of Environmental Research
and Public Health, 16(20). Multidisciplinary Digital Publishing Institute (MDPI).
Madhani,
Dr. P. (2020). Effective Rewards and Recognition Strategy: Enhancing Employee
Engagement, Customer Retention and Company Performance. WorldatWork
Journal.
Madhavan,
V., Venugopalan, M., Gupta, B., & Sisodia, G. S. (2023). Addressing Agency
Problem in Employee Training: The Role of Goal Congruence. Sustainability,
15(4), 3745. Multidisciplinary Digital Publishing Institute.
Muhammad,
I. G., & Abdullah, H. hilman. (2016). Assessment
of Organizational Performance: Linking the Motivational Antecedents of
Empowerment, Compensation and Organizational Commitment. International
Review of Management and Marketing, 6, 974–983.
Naa,
G., Okine, B., Yaw, G., Addeh, A., Emmanuel Olusola, B., Asare, I., &
Addeh, G. Y. A. (2021). Employee Motivation and its Effects on Employee
Productivity/ Performance a. Journal of Economics and Sustainable
Development, 12(16).
Phin,
L. W. (2015). The Effectiveness of Performance Appraisal in the Private
Education Industry in Malaysia. International Journal of Business and
Information, 10(1).
Pramukti,
A. (2019). Pengaruh Motivasi,
Kompetensi, Dan Pengembangan
Karir Terhadap Komitmen Organisasi Dan Kinerja Pegawai.
Putra,
Y. S. (2021). Promotion of Position and Competence on Employee Performance
through Job Satisfaction at the Regional People’s Representative Council
(DPRD). Proceedings of the 11th Annual International Conference on
Industrial Engineering and Operations Management Singapore.
Ravi,
M. (2020). Factors influencing employee performance: The role of human resource
management practices and work engagement.
Rivai, V.,
& Sagala. (2016). Manajemen Sumber Daya Manusia Untuk
Perusahaan. Jakarta: Rajawali Press.
Rosmaini,
R., & Tanjung, H. (2019). Pengaruh Kompetensi, Motivasi Dan Kepuasan Kerja Terhadap Kinerja Pegawai. Maneggio: Jurnal Ilmiah Magister Manajemen, 2(1),
1–15.
Sakamoto,
A. (2019). Reconceptualizing skills development for achieving inclusive growth:
The horizon of a new generation of skills policy. International Journal of
Training Research, 17(sup1), 69–82. Routledge.
Setyawati,
N., PG, D., & Rianto, M. (2022). Career Development, Motivation and
Promotion on Employee Performance. East Asian Journal of Multidisciplinary
Research, 1.
Sholihin,
M., & Ratmono, D. (2013). Analisis
SEM-PLS dengan Wrap- PLS 3.0 Untuk Hubungan Nonlinear dalam Penelitian Sosial dan Bisnis. Yogyakarta:
Penerbit ANDI.
Siskayanti,
N. K., & Sanica, I. G. (2022). Pengaruh Fleksibilitas Kerja, Motivasi Kerja Dan Stres Kerja Terhadap Kinerja Karyawan Bpjs Ketenagakerjaan
Bali Denpasar Selama Work From
Home. Jurnal Pendidikan Manajemen
Perkantoran.
Sugiono,
E., Darmadi, D., & Efendi, S. (2021). Pengaruh Kompensasi, Gaya Kepemimpinan dan
Kompetensi Terhadap Kinerja
Pegawai Melalui Kepuasan Kerja Pada Pusdatin Kementan RI. Jurnal Manajemen Dan Bisnis Indonesia, 7(2), 132–149.
Sugiyono.
(2014). Metode Penelitian Pendidikan Pendekatan Kuantitatif, Kualitatif, dan R&D. Bandung: Alfabeta.
Sugiyono.
(2017). Metode Penelitian Kuantitatif,
Kualitatif, dan R&D. Bandung: CV. Alfabeta.
Turner,
P. (2020). The Psychology of Work and Employee Engagement. In P. Turner (Ed.), Employee
Engagement in Contemporary Organizations: Maintaining High Productivity and
Sustained Competitiveness (pp. 113–140). Cham: Springer International
Publishing. Retrieved from https://doi.org/10.1007/978-3-030-36387-1_5
Wahyuni,
R., & Irfani, H. (2019). Pengaruh
Kompensasi Dan Beban Kerja Terhadap Kepuasan Kerja Dalam Meningkatkan Kinerja Karyawan Pt. Kepsindo Indra Utama
Padang. Jurnal PSYCHE 165.
Yuliani,
Y., Liswandi, L., & Darwis, A. (2021). Pengaruh Work-Family Conflict Dan Stress Kerja Terhadap Kinerja Penyidik Melalui Motivasi Kerja. Jurnal Lentera Bisnis, 10(2), 224.
Yuliza,
M., Desri, M., & Nasfi,
N. (2021). Effect of Work Movements, Job Promotion, and Compensation towards
Employee Performance. Jurnal Akuntansi, Manajemen dan Ekonomi,
23(1), 9–18. Faculty Of Economics And Business
Universitas Jenderal Soedirman.