The Influence of Job Charecteristics on Job Satisfaction, Organizational Commitment and Managerial Performance
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T H E IN F L U E N C E
O F JO B C H A R A C T E R IS T IC S
O N JO B S A T IS F A C T IO N , O R G A N IZ A T IO N A L
C O M M IT M E N T
AND
M A N A G E R IA L
PERFORM ANCE
A S tu d y o n C o n s tr u c tio n
C o m p a n ie s
in C e n tr a l J a v a
In d i D ja stu ti
Diponegoro University, Semarang
indidjastuti@yahoo,co.idZYXWVUTSRQPONMLKJIHGFEDCBA
of
T h e o b je c tiv e
S a tis fa c tio n ,
th is
re s e a rc h
to
is
a n d O r g a n iz a tio n a l
a n a ly z e
C o m m itm e n t
p ro p o s e d
in th is s tu d y
e m p lo y e e .
2) T h e in flu e n c e ofjo b s a tis fa c tio n
of jo b
3 ) T h e in flu e n c e
of jo b
th e in flu e n c e
s a tis fa c tio n
c h a r a c te r is tic s
of
a r e a c c e p te d .
m a n a g e r ia l
A u to n o m y
ta s k
to
W h ile , te a m
w o r k , in itia tiv e
m a n a g e r ia l
e m p lo y e e
a s in te r v e n in g
m a n a g e r ia l
v a r ia b le
v a r ia b le
e m p lo y e e
is g r e a te r
to
T u ju a n
d ia ju k a n
enhance
u n tu k
o r g a n is a s i
:
2) P e n g a r u h
m a n a je r ia l,
3) P e n g a r u h k a r a k te r is tik p e k e r ja a n
k e r ja
k in e r ja
k a r a k te r is tik
te r h a d a p
k in e r ja
k a ry a w a n
s e b a g a i v a r ia b e l
d a n v a r ia b e l
v a r ia b e l
itu , d a la m
ra n g k a
in te r v e n in g
I
jo b
m a n a je r ia l.
k in e r ja
a fe k tif
m e n g u ji
k in e r ja
h y p o th e s e s
c o m m itm e n t
to jo b
s a tis fa c tio n
to
v a r ia b le .
th e p e r fo r m a n c e
c o m m itm e n t
c h a r a c te r is tic s
v a r ia b le
v a r ia b le
o r g a n iz a tio n a l
and
c o m m itm e n t
e m p lo y e e
dan,
m a n a je r ia l.
p e r fo r m a n c e .
to
b u ild s tr o n g e r
k a ry a w a n
jo b
o r g a n is a s i
a n ta r a
v a r ia b e l
k in e r ja
m a n a je r ia l,
v a r ia b e l
yang
k e r ja
o r g a n is a s i
k a ry a w a n
k a ry a w a n
m a n a je r ia l,
kepuasan
te r h a d a p
k o m itm e n
o r g a n is a s i
k a r a k te r is tik
p e k e r ja a n
k o m itm e n
k a ry a w a n
h ip o te s is
o r g a n is a s i
v a r ia b e l
p e k e r ja a n ,
kepuasan
5) p e n g a r u h
k o m itm e n
bahwa
enam
te r h a d a p
m a n a je r ia l,
6) p e n g a r u h
K o e fis ie n ja lu r
Ada
k o m itm e n
k o m itm e n
hubungan
k a r a k te r is tik
p e k e r ja a n
te r h a d a p
m e n u n ju k k a n
s a n g a tla h
p e n g a ru h
k a ry a w a n
m e m p e n g a ru h i
c h a r a c te r is tic ,
p e r fo r m a n c e .
c o m m itm e n t
c h a r a c te r is tic s
e m p lo y e e s , it is n e c e s s a r y
te r h a d a p
k in e r ja
m a n a je r ia l
k e r ja d a la m
k o m itm e n
m a n a g e r ia l
te r h a d a p
of jo b
th e jo b
m a n a g e r ia l
k a r a k te r is tik
k e r ja
y a n g m e n je m b a ta n i
p e n in g k a tk a n
K e y w o rd s :
kepuasan
H a s il p e n e litia n
k a ry a w a n
kepuasan
y a n g k u a t te r u ta m a
14
k a ry a w a n
m a n a je r ia l.
k in e r ja
d a r ip a d a
p e k e r ja a n
jo b
fo r
4)
o r g a n iz a tio n a l
c o n tr ib u tio n
b e tw e e n
dan
te r h a d a p
7) P e n g a r u h
m a n a je r ia l,
5) th e in flu e n c e
o r g a n iz a tio n a l
c o e ffic ie n t
e m p lo y e e .
e m p lo y e e
c o m m itm e n t.
m e n g a n a iis a
in i, y a itu
to
s u b s ta n tia lly
in in flu e n c in g
a ffe c tiv e
k a ry a w a n
4 ) p e n g a ru h
P a th
of m a n a g e r ia l
p e r fo r m a n c e
k o m itm e n
p e n e litia n
r e la tio n s h ip
v a r ia b le
e s p e c ia lly
in i a d a la h
k e r ja , d a n
d a la m
th e
m a n a g e r ia l
to
c o n tr ib u tio n
th a t
m a n a g e r ia l
a n a ly s is , a ll p r o p o s e d
h a v e g r e a te s t
show s
v a r ia b le .
s a tis fa c tio n
c o m m itm e n t,
p e n e litia n
kepuasan
b r id g in g
of
e m p lo y e e
c o n tr ib u tio n
c o n tr ib u te s
a c tiv itie s
of
of m a n a g e r ia l
c o m m itm e n t
g r e a te s t
Job
T h e r e a r e s ix h y p o th e s e s
s a tis fa c tio n
c o m m itm e n t
m a n a g e r ia l
C h a r a c te r is tic s ,
6) th e in flu e n c e of o r g a n iz a tio n a l
g re a t
T h e re s e a rc h
p e r fo r m a n c e
th a n jo b
T h e r e fo r e , in o r d e r
o r g a n iz a tio n a l
a n d r e p o r tin g
th a t
have
has a
th e s u p e r v is o r
v a r ia b le .
o n jo b
B a s e d o n th e fin a l d a ta
id e n tity
c o m m itm e n t
v a r ia b le . H o w e v e r , s a tis fa c tio n
of
e m p lo y e e
e m p lo y e e .
and
T h e c o n tin u a n t
of
Job
P e r fo r m a n c e .
o n o r g a n iz a tio n a l
o n p e r fo r m a n c e
of
in flu e n c e
c h a r a c te r is tic s
o n o r g a n iz a tio n a l
of m a n a g e r ia l
o n p e r fo r m a n c e
o n p e r fo r m a n c e
v a r ia b le .
c h a r a c te r is tic s
te s t th e
o n M a n a g e r ia l
of jo b
7) th e in flu e n c e
i.e .
to
and
o r g a n is a s i
m a n a je r ia l.
pem bangunan
k o m itm e n
le b ih b e s a r
O le h k a r e n a
o r g a n is a s i
d ip e r lu k a n
s a tis fa c tio n ,
o r g a n iz a tio n a l
c o m m itm e n t
and
A b str a c t
I
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JUR \I M \'\AJI ME\ BiS 1\
c-
G
lobalization
is an era of economic
job design, job satisfaction, organizational
activities and information without
commitment
boundaries
for the sake of effectiveness and efficiency
commodity,
resources
marked
information,
by free
technology
and
in and out of the country
another. Such conditions
encourage
and employee's performance
of organizational goals.
to
the
supply of human resources expertise from
In the context of approaches for design
work motivation,
Hackman and Old ham
other countries. If this happens continuously,
(1975) have developed
without
characteristics
anticipating
some state with its
a model
approach,
here
of job
in
after
human resources will still relatively behind
referred
to
in various fields. It will continue to lag. This
theory.
According
widens the gap among countries, and in turn,
Old ham (1975) in Robbins (2002: 218) the
developing countries will be more difficult to
job
compete with developed countries.
through five principal dimensions of work,
commitment
determine
are essential concepts that
the
organization.
success or failure
These three
of an
concepts
are
significance,
concepts have a different
dimensional
something
through
art
of
achieving
someone else (Parker
Follett in Stoner et. aI., 1996:9). Stoner et.
al (1996:10) refer to management
as the
and
and corrected
and
task
feedback.
feel the
importance
of
work. Job characteristics model has shown
outcome
the
autonomy
will
within a system of organization even allthree
is
Hackman
If all of five dimensions of work are higher,
employees
to
Management
to
characteristics
skill variety, task identity,
essentially inseparable from one another
understanding.
job
should be diagnosed
namely:
Management,job design and organizational
as the
be
positively
associated
with
variables. In particular
work
of five-
work has essentially created
three important
psychological
conditions
which are: skill variety, task identity
and
significance of tasks that contribute to the
increasing importance
of the meaning of
process of planning, organizing, directing
work. Autonomy is intended as a source of
and
achieve
workers' sense of responsibility for the work.
organizational goals. So,management is the
Feedback from work refers to knowledge,
process of planning, organizing, directing
about the work. This variable will eventually
and controlling
refer to multiple benefits for individuals and
controlling
activities
to
activities using people to
achieve organizational goals.
The rationale of understanding
organizations that employ them.
manage-
In summary, combining
the five core of
ment is to achieve organizational goals, it
work dimensions, employees will feel well
must involve human resources through
a
motivated and will alleviate quality in his
better organization. The involvement of hu-
work, very pleased with his work, will have
man resources have essentially complex due
lower absenteeism rates, turnover rates will
to its use for achieving organizational goals
be low too. The next described also that
as planned. It requires creativity in sense of
the theoretical model of job characteristics
continually finding ways, opportunities
would
breakthroughs
and
in use of human resources
organizations. Organizers should consider
be
effective
in
describing
the
person's behavior, which have a high need
for
achievement.
(Robbins,
2002:
220)
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J.
Likert-type
was
scale and an individual
accumulated
(Cronbach
0.704). While, organizational
may be defined
Alpha
identification
in a particular
by 8 (eight) indicators of Heneman (1974).
Respondents
commitment
as the relative strength
of an individual's
involvement
score
)
with and
organization
were
asked
planning, organizing, control, cooperation,
initiative, reporting. Measurement of each
indicator
by
(Cronbach Alpha =0.829).
indicators,
commitment,
namely:
affective
normative commitment
continuant
commitment.
used 5 point
Likert type scale
and
Measurement
of variables by a summative
their
work according to quality standards, work
(Steers, 1977). These variable was measured
three
about
achievement of work objectives, quality of
scale level
Structural Equation Modeling
AMOS 4.01 program
(SEM) with
package and SPSS
(Summated Rating Scale) or known as the
10.0 were using in this study. Full Structural
five-point Likert-type scale (Cronbach Alpha
Equation Model Measurement analyzes job
=0.808). Employees performance
is a real
characteristics, organizational commitment,
achievement or accomplishment
achieved
job satisfaction and employee performance
of employees
with structural equation model (structural
in the quality and quantity
in performing
with
a given
employees
their duties in accordance
responsibility.
performance
was
Managerial
measured
equation
modeling).
SEM measurement
results using AMOS 4.01 program shown in
Figure 1 below.
Figure 1. Full SEM
~
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jPENSAS'~
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.68
e.l.5
UMBAL
.30
~
.52
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eZ.
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47
ENYE
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/
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~
(g)
Chi-Square = 148'22~
Probability = ,118
OF = 183
GFI= ,945
AGFI= ,927
TU = ,992
CFI = ,993
RMSEA= ,023
Cmin/df = 1,149
.
PELAP
~
50 rre p. nldfY data are processed. 291 0
The lnllucncc
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Description of Figure 1:
the job characteristic
KP (Xl) = Job characteristics of managerial-
influence
level employee
variable {KO (X3)}.
variables {KP (Xl)}
on organizational
commitment
VARKET(X1.1) = Variations skills
IDTUG(X1.2) = Identity task
In the conceptual framework, it also notes
SIGTUG(X1.3) = Significance task
that organizational
AUTO(X1.4) = Autonomy
which is not explained by job characteristics
UMBAL (X1.5) = Feedback
variables indicated by the numberofvariable
commitment
variable
variance. This is the conceptual framework
KPK(X2) = Managerial-level employee
given by the symbol (Zl)
satisfaction
culture variables such as leadership style,
SALARY(X2.1) = Satisfaction with salary
while job satisfaction variable which is not
PROMO(X2.2) = Satisfaction with
explained
by job characteristics variables
promotion
indicated
by the number
COMPANION(X2.3) = Satisfaction with
variables that given by the symbol (Z2) for
colleagues
instance organizational culture, leadership
PENYEL(X2.4 = Satisfaction with supervisor
style,
JOBS(X2.S) = Satisfaction with the job itself
characters.
organizational
For
organizational
of variance of
climate,
employee
individual
performance
variables that are not explained
KO (X3)
= Organizational
by the
variable job satisfaction, job characteristics
commitment
AFFEC(X3.1) = Affective commitment
and organizational commitment
CONTI(X3.2) = Continuant commitment
by the amount of variance of variables, that
NORMS(X3.3) = Normative commitment
is given by the symbol (Z3) for instance
organizational
KK(X4)
=
culture,
are shown
leadership
style,
organizational climate, employee attitudes.
Employees Performance of
managerial level
The result of the influence
PENSAS(X4.1 = Achievement of targets
of job characteristics on job satisfaction,
KUAL(X4.2) = Quality of work
organizational commitment
PERENC(X4.3) = Planning work
performance of construction companies in
PENGOR(X4.4) = Organizing
Central Java in Figure 1, it can be said that
PENGEND(X4.5) = Control
the model fits with the data, because they
KERJAS(X4.6) = Cooperation
meet the goodness ofZYXWVUTSRQPONMLKJIHGFEDCBA
fit criteria. To test each
INIS (X4.7) = Initiative
hypothesis, it can be seen in Table 1.
line diagram
and employee
PELAP(X4.8) = Reporting
Table 1 indicates that job characteristics has
From
the
conceptual
framework
in
an effect to organizational
commitment
Figure 1, it can be seen that there are
and have the
relationships
path coefficient 0.789. Also, organizational
between
exogenous
highest
influence
with
a
variables with endogenous variables such
commitment
as employee job characteristics {KP (Xl)}
of
with
{KO
0.473. This model has been empirically fit
{KPK (X2)},
to the data used in this study that can be
and Employee performance {KK (X4)}. Also,
seen from the chi-square model 148.220
Organizational
(X3)}, Employee
Commitment
satisfaction
has an effect to performance
employees
with
a
path
coefficient
)\(n
T a b le
1 E ffe c t O f In te r · V a r ia b le
T a b le 2 T o ta l E ffe c t a m o n g
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V a r ia b le s
with a significance level 0.118, Goodness
organizational commitment
of Fit Index
0.945, Adjusted Goodness
performance
of Fit Index
0.927, Tucker Lewis Index
direction. The direct effect is also seen
=
0.992, Cmin / DF (minimum
sample
at
0.473 with
in the influence of job
to employee
a
positive
satisfaction on
discrepancy function divided by the degree
employee performance of 0.212 with
of freedom) = 1-149,Comparative Fit Index
positive direction. While the indirect effect
= 0.993 and the Root Mean Square Error of
of job
Approximation
= 0.023 in the
range from an
a
characteristics on organizational
commitment
is
0.160
(positive).
Job
characteristics are also affected indirectly
expected value.
by 0.507 (positive) on the performance of
Table 1 shows that there are direct effects
employees. Also, job satisfaction has an
of job
indirect influence on the performance of
characteristics on organizational
commitment
0]89
with
positive
employees 0.244 (positive). Because the
direction and of job characteristics on job
indirect effects of job characteristics on
satisfaction 0297 with a positive direction.
employee performance (0.507) is higher
While, the influence of job characteristics
than the direct effects of job characteristics
on the performance of employees is 0.311
on the performance of employees (0.311).It
with
a positive
can be stated that there are variables that
the
influence
direction.
of
job
a
Furthermore,
satisfaction
organizational commitment
on
is 0.516 with
a positive direction and the influence of
mediate the influence of job characteristics
on employee performance.
lndixwvutsrqponmlkjihgfedcbaZ
01
Table 2 above
total
effect
shows that
of
organizational
job
there
commitment
characteristics on job
on
amounted
to 0.949 with a positive direction
job
is a
characteristics
and of
satisfaction
of
fourth hypothesis is accepted. Hypothesis 5
states that organizational commitment
a significant
has
positive effect on employee
performance.
It
refers to the significant
level of 5% which obtained
a probability
0.297 with a positive direction. While the
value of 0.000 which is below 0.05. Thus it
influence
the
can be stated that hypothesis 5 is accepted.
performance of employees is 0.818 with a
Hypothesis 6 states that job satisfaction has
positive direction.
a significant
positive effect on employee
effect of job satisfaction on organizational
performance.
It
commitment
of 5% which obtained a probability
of job
characteristics
Furthermore, the total
amounting
a positive direction
organizational
performance
on
to
0.516 with
and the influence of
commitment
amounted
to employee
to 0.473 with
stated that hypothesis 6 is accepted.
a
R E S U L T S
in the
Job
employee
of job
performance
satisfaction
value
of 0.018 which is below 0.05. Thus it can be
positive direction. Total effect is also seen
influence
refers to the significant level
on
of 0.456 with
a
positive direction.
A N D
D IS C U S S IO N
characteristics
significant
have
positive
effects on job
satisfaction
and
as
stated with the previous studies (Bhuidan
and Menguc, 2002; Glisson and Durick,
Hypothesis 1 stated that job characteristics
1998, Sneed and Herman, 1990). These
have a significant
findings
positive effect on job
indicate
that
employees
of
satisfaction. It refers to the significant level
construction companies have assessed that
of 5% which obtained a probability
their work is designed with the motivational
value
of 0.004 which is below 0.05. Thus it can be
fiv e dimensions
approach by applying the ZYXWVUTSRQPONMLKJIHGFEDCBA
stated that the hypothesis 1 is accepted.
of work which are: skill variety, task identity,
Hypothesis 2 states that job satisfaction has
task significance, autonomy and feedback.
a significant positive effect on organizational
Those
commitment.CBA
It
refers to the significant
satisfaction. The means that employment
level of 5% which obtained a probability
in
value of 0.000 which is below 0.05. Thus
with a variety of high skill. Task identity is
it can be stated that the hypothesis 2 is
clear and with a clear task significance that
accepted.
job
provides a clear feedback of their work
characteristics have a significantly positive
either to received praise or reprimand, or
effect on organizational
to give awards for outstanding
Hypothesis
3 states that
commitment.
It
have
improved
construction
employee's
companies
job
is designed
workers or
refers to the significant level of 5% which
to give penalties for employees who make
obtained a probability value of 0.004 which
mistakes.
is below 0.05. Thus it can be stated that the
hypothesis 3 is accepted. Hypothesis 4 states
Employees
that the job characteristics have a significant
construction
companies are also assigned
positive effect on employee performance.
with
responsibility
It
the
at
managerial
ranging
level
in
relating
from
the
to
refers to the significant level of 5% which
managerial jobs
planning,
obtained a probability value of 0.000 which
organizing, directing
is below 0.05. Thus it can be stated that the
known, the characteristic of construction
and control. As it is
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JURi\' \[ .\B~AJI
project work
is unique, which
the
resources such as labor,
different
money,
machines,
methods,
requires
who has supported another employee who
works with full responsibility. Supervisors
materials,
give his subordinates moral support and
organizational diversity, goals that involve
provide high motivation. Employees also
a number
of individuals
feel a sense of fun and interested in their
expertise,
a
certain
with
different
personality
and
character of uncertain tasks. In the normal
work. They feel quite successful in carrying
out the work that is currently done.
construction project there is a stage which
is processing the project resources to be a
Research from Alpander (1990), Poznanski
result of construction activities. The process
(1997)
showed
that
job
satisfaction
that occur in a series of activities involving
positively and significantly influence the
different parties directly or indirectly, such
organizational
as project owners, consultants, planners,
who gain job satisfaction show support and
subcontractors,
loyalty to the organization.
institutions,
suppliers,
government,
financial
labor.
commitment.
Employees
The
management's duty is to make coordination
Job characteristics have a significant positive
to all parties involved in the construction
effect
project, so that,
can be
Thesefindinqs indicate that the managerial-
achieved with all parties to an optimal level.
level employees of construction companies
Therefore, careful planning must take into
assessthat the work on construction services
account for the five dimensions of work in
company is designed with a motivational
construction companies.
approach that
its objectives
on
organizational
commitment.
is by applying
the five
dimensions of job such as skill variety, task
Job satisfaction has a positive effect on
identity, task significance, autonomy and
organizational commitment
feedback has increased the commitment of
as indicated
with the previous studies (Alpander, 1990;
the organization. Employee who works with
Poznanski, 1997; De Connick, et. al., 1992,
a high diversity of skills or accompanied
Sneed and Herman, 1990). These findings
the work with a variety of activities, range
indicate that job satisfaction within
the
of responsibilities, non-monotonous, task
necessary to
identity in the sense that there is a clear
organization
is absolutely
create organizational
commitment.
Job
objective in carrying out the work will
satisfaction comprises five dimensions such
have highly commitment.
as satisfaction with salary, satisfaction with
given the opportunity and involvement in
promotion,
eo-workers,
completing a job from beginning to end.
supervisor and worker
This findings are consistent with Dunham
satisfaction of job itself. Managerial-level
(1994), Sneed and Herman (1990), also
satisfaction with
satisfaction with
employees
of
construction
companies
Hunt,
Chonko
and
Employees are
Wood
(1985) who
perceived that the five dimensions of job
explains that the job characteristics affect
satisfaction have improved organizational
organizational commitment. Agarwal and
commitment. Salary received by employees,
Ramaswari (1997), also provide evidence
fairness
that job characteristics affect organizational
either
internal
aspects, promotion
and
external
policy that meet the
expectations of employees, a colleague
commitment.
In this study resulted that
the direct effect of job characteristics on
The Influence ol ]ob Charectcristics on Joh \ati ...
.laction, Organi'/Jtional
organizational commitment is higher than
job characteristics on job satisfaction.
and \.-Lln,1gl'riJlxwvutsrqponmlkjihgfedcbaZYXWVUTSRQP
1\· 'orr ,1Ih....GFEDCBA
In d i D ja stu ti
Commiuncn;
theory of Hackman and Old ham (1975)
in Robbins (2002). Design works by five
dimensions are: skill variety, task identity,
Job characteristics have a positive effect
significance, autonomy and feedback have
on the performance of managerial level
a positive side. These five dimensions will
employees. This result indicates that the
increase job satisfaction, high motivation,
managerial-level employees of construction
high work involvement, job performance
companies perceived their work, which is
and lower the level of absenteeism and
designed with a motivational approach that
employee
turn-over.
Langner
et
aI.,
is by applying the five dimensions of job
(1988) also proved the influence of job
skill variety, task identity, task significance,
characteristics on employee performance.
autonomy and feedback have improved
thei r performa nce.Thiscan be explained that
Job satisfaction has a positive effect on the
when employees do the work by combining
performance of managerial employees. This
the five dimensions of employment, the
finding is consistent with the researches
employee has been encouraged to perform
conducted by Langner et aI., (1988). These
work
finding indicates that the managerial-level
with
high
performance.
A
high
performance is shown by the fulfillment
employees
of
construction
companies
of the indicator that has been specified
perceived job
in the performance of managerial level
support
employees. Furthermore, good quality work
influence
can be seen from the result of employees'
employee performance occurs because the
compliance with the desired quality of the
managerial level employees of construction
company. Employees have to use extra
companies
effort in completing their work. After all,
between what they want and what
they are always working on the task in
realistic to have.
accordance with
also influenced by job characteristics and
a given
responsibility.
satisfaction is needed to
employee
between
performance.
job
recognize
The
satisfactions to
the
relationship
is
High performance is
Employees are always actively working
organizational
to set targets on each unit. This is done
coefficient of job satisfaction on employee
when employees are involved in preparing
performance
project budgets and company budgets.
compared to the influence of organizational
Managerial
commitment
employee
in
construction
commitment.
indicates
a
The
low
path
number
on employee performance.
company also has a skill in set-sharing,
This indicates that for managerial level
delegation
in
employees of construction companies, the
carrying out his job, employment, keeping
role of organizational commitment is higher
of authority, coordination
and maintain working relationships with
than the role of job satisfaction. This can
the boss, subordinates and others, having
occur due to general economic conditions
initiative, creativity and always having new
that have an impact on employee behavior.
ideas in doing his job. Employee also has
In Indonesia's current economic conditions,
the skill in preparing the reports that have
with 12.6 million unemployment, and high
been systematically compiled and updated.
inflation (18%),to get the job for someone is
something being expected in and has their
These findings fit with job characteristics
families also. The opportunity to get a job
Integritas
MA:\'AJEMEN BI'i:\'lS xwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA
I Vo!. 3 No. 2 I Agustus - Novemher 2010 (14')
]UR'\AI
1(6)
will ease the burden of life. Furthermore,
commitment
it could also help in actualizing employees
when leaving the company. For employees,
needs and in developing employee's skills
it is unethical to move from one organization
and ability.
to another. According to Mowday, Porter
makes employees feel loss
and Steers (1982), commitment is defined
Organizational commitment has a positive
as a strong desire to remain a member of an
influence on the performance of manage-
organization, a willingness to try with high
rial level employees. Employee has per-
spirits (hard work) for the organization. Trust
ceived that to enhance employee perfor-
acceptance of the values or goals of the
mance is absolutely necessary highly orga-
organization Meyer and Alien (1991, 1993).
nizational commitment. High commitment
The findings also fit with studies of Bishop et
organization is carried out by managerial
aI., (1997) that organizational commitment
level employee at a construction company,
has affected the performance of employees.
due to the activities of construction projects involving related parties, directly or
With five dimensions of job characteristics
indirectly. Each party has specific targets to
that
be achieved. Project management needs to
employee job satisfaction managerial levels
consider the involvement of each, as well
of construction company have implications
as employment related to their respective
for the need to continually
functions and the cooperation of the par-
level of job satisfaction of employees to
ties involved in the project. Functionally,
ensure employees continue to feel satisfied.
the parties involved in construction pro-
Hackman and Oldham (1976) stated that
jects are project owner, consultants and
five of the principal dimensions such as
have
been
proven
to
increase
review the
contractors. While the construction work is
skill variety, task identity, task Significance,
carried out, it must also take into account
autonomy and feedback ware developed
the type of construction: heavy enginee-
to
ring projects, buildings construction, and
satisfaction. Therefore, HR managers need
residential
State
to use the concept of Hackman and Old ham
budget condition (how to speed return on
for each job. It is designed and improved
investment), technical work and project
through
administration.
implication is that employees will feel a
building
construction.
Nature of project: single,
repeated and long term.
motivate
five
and
enhance
different
employee
dimensions. The
sense of importance, feel a responsibility
to reach a particular work. Thus, there will
Organizational
commitment
relationship
be a connection between what is in the
with employee performance has occurred
design work with what employees want.
where a high organizational commitment
It will
with indicators such as: when it is observed
satisfaction.
psychologically
affect
employee
that the employee want to stay, and feel
emotionally attached to the organization.
Some of the ways that can also be used
From continuant commitment employees,
to increase job satisfaction is specifically
they feel reluctant to leave the job because
related to job design with the motivational
they might find difficulty to look for another
approach
job if they exit/quit
enlargement). Job enlargement is trying to
the job. Normative
in
division
of
work
(job
(
J
xwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA
()
11
overcome job dissatisfaction by increasing
While, the feedback emphasizes the degree
job scope. Job scope shows the number
to which an employee receives information
and variety of different tasks or activities
at their work that reveals how well they
undertaken by the holder of the job. In this
work.
way, the various functions of the horizontal
dimensions have implications to encourage
work of the sub units are combined with
organizational
the organization that can give a variation
who have high job satisfaction, would have
of tasks for employees. This could
also
a positive belief in the organization. This
system,
resulted if employees feel at ease in the
be done using the job
rotation
Satisfaction
created
by
commitment.
the
five
Employees
so employees can rotate from one job to
organization
another. Job enrichment, which overcomes
and values. It makes the employees who is
the dissatisfaction
working at a construction company favored
from work by making
the job more deep and challenging.
job enlargement
and all of its existing goals
This
the company / organization with the values
is done vertically. That
and goals and they have an interest to
is an organizational
m r
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1 '
T H E IN F L U E N C E
O F JO B C H A R A C T E R IS T IC S
O N JO B S A T IS F A C T IO N , O R G A N IZ A T IO N A L
C O M M IT M E N T
AND
M A N A G E R IA L
PERFORM ANCE
A S tu d y o n C o n s tr u c tio n
C o m p a n ie s
in C e n tr a l J a v a
In d i D ja stu ti
Diponegoro University, Semarang
indidjastuti@yahoo,co.idZYXWVUTSRQPONMLKJIHGFEDCBA
of
T h e o b je c tiv e
S a tis fa c tio n ,
th is
re s e a rc h
to
is
a n d O r g a n iz a tio n a l
a n a ly z e
C o m m itm e n t
p ro p o s e d
in th is s tu d y
e m p lo y e e .
2) T h e in flu e n c e ofjo b s a tis fa c tio n
of jo b
3 ) T h e in flu e n c e
of jo b
th e in flu e n c e
s a tis fa c tio n
c h a r a c te r is tic s
of
a r e a c c e p te d .
m a n a g e r ia l
A u to n o m y
ta s k
to
W h ile , te a m
w o r k , in itia tiv e
m a n a g e r ia l
e m p lo y e e
a s in te r v e n in g
m a n a g e r ia l
v a r ia b le
v a r ia b le
e m p lo y e e
is g r e a te r
to
T u ju a n
d ia ju k a n
enhance
u n tu k
o r g a n is a s i
:
2) P e n g a r u h
m a n a je r ia l,
3) P e n g a r u h k a r a k te r is tik p e k e r ja a n
k e r ja
k in e r ja
k a r a k te r is tik
te r h a d a p
k in e r ja
k a ry a w a n
s e b a g a i v a r ia b e l
d a n v a r ia b e l
v a r ia b e l
itu , d a la m
ra n g k a
in te r v e n in g
I
jo b
m a n a je r ia l.
k in e r ja
a fe k tif
m e n g u ji
k in e r ja
h y p o th e s e s
c o m m itm e n t
to jo b
s a tis fa c tio n
to
v a r ia b le .
th e p e r fo r m a n c e
c o m m itm e n t
c h a r a c te r is tic s
v a r ia b le
v a r ia b le
o r g a n iz a tio n a l
and
c o m m itm e n t
e m p lo y e e
dan,
m a n a je r ia l.
p e r fo r m a n c e .
to
b u ild s tr o n g e r
k a ry a w a n
jo b
o r g a n is a s i
a n ta r a
v a r ia b e l
k in e r ja
m a n a je r ia l,
v a r ia b e l
yang
k e r ja
o r g a n is a s i
k a ry a w a n
k a ry a w a n
m a n a je r ia l,
kepuasan
te r h a d a p
k o m itm e n
o r g a n is a s i
k a r a k te r is tik
p e k e r ja a n
k o m itm e n
k a ry a w a n
h ip o te s is
o r g a n is a s i
v a r ia b e l
p e k e r ja a n ,
kepuasan
5) p e n g a r u h
k o m itm e n
bahwa
enam
te r h a d a p
m a n a je r ia l,
6) p e n g a r u h
K o e fis ie n ja lu r
Ada
k o m itm e n
k o m itm e n
hubungan
k a r a k te r is tik
p e k e r ja a n
te r h a d a p
m e n u n ju k k a n
s a n g a tla h
p e n g a ru h
k a ry a w a n
m e m p e n g a ru h i
c h a r a c te r is tic ,
p e r fo r m a n c e .
c o m m itm e n t
c h a r a c te r is tic s
e m p lo y e e s , it is n e c e s s a r y
te r h a d a p
k in e r ja
m a n a je r ia l
k e r ja d a la m
k o m itm e n
m a n a g e r ia l
te r h a d a p
of jo b
th e jo b
m a n a g e r ia l
k a r a k te r is tik
k e r ja
y a n g m e n je m b a ta n i
p e n in g k a tk a n
K e y w o rd s :
kepuasan
H a s il p e n e litia n
k a ry a w a n
kepuasan
y a n g k u a t te r u ta m a
14
k a ry a w a n
m a n a je r ia l.
k in e r ja
d a r ip a d a
p e k e r ja a n
jo b
fo r
4)
o r g a n iz a tio n a l
c o n tr ib u tio n
b e tw e e n
dan
te r h a d a p
7) P e n g a r u h
m a n a je r ia l,
5) th e in flu e n c e
o r g a n iz a tio n a l
c o e ffic ie n t
e m p lo y e e .
e m p lo y e e
c o m m itm e n t.
m e n g a n a iis a
in i, y a itu
to
s u b s ta n tia lly
in in flu e n c in g
a ffe c tiv e
k a ry a w a n
4 ) p e n g a ru h
P a th
of m a n a g e r ia l
p e r fo r m a n c e
k o m itm e n
p e n e litia n
r e la tio n s h ip
v a r ia b le
e s p e c ia lly
in i a d a la h
k e r ja , d a n
d a la m
th e
m a n a g e r ia l
to
c o n tr ib u tio n
th a t
m a n a g e r ia l
a n a ly s is , a ll p r o p o s e d
h a v e g r e a te s t
show s
v a r ia b le .
s a tis fa c tio n
c o m m itm e n t,
p e n e litia n
kepuasan
b r id g in g
of
e m p lo y e e
c o n tr ib u tio n
c o n tr ib u te s
a c tiv itie s
of
of m a n a g e r ia l
c o m m itm e n t
g r e a te s t
Job
T h e r e a r e s ix h y p o th e s e s
s a tis fa c tio n
c o m m itm e n t
m a n a g e r ia l
C h a r a c te r is tic s ,
6) th e in flu e n c e of o r g a n iz a tio n a l
g re a t
T h e re s e a rc h
p e r fo r m a n c e
th a n jo b
T h e r e fo r e , in o r d e r
o r g a n iz a tio n a l
a n d r e p o r tin g
th a t
have
has a
th e s u p e r v is o r
v a r ia b le .
o n jo b
B a s e d o n th e fin a l d a ta
id e n tity
c o m m itm e n t
v a r ia b le . H o w e v e r , s a tis fa c tio n
of
e m p lo y e e
e m p lo y e e .
and
T h e c o n tin u a n t
of
Job
P e r fo r m a n c e .
o n o r g a n iz a tio n a l
o n p e r fo r m a n c e
of
in flu e n c e
c h a r a c te r is tic s
o n o r g a n iz a tio n a l
of m a n a g e r ia l
o n p e r fo r m a n c e
o n p e r fo r m a n c e
v a r ia b le .
c h a r a c te r is tic s
te s t th e
o n M a n a g e r ia l
of jo b
7) th e in flu e n c e
i.e .
to
and
o r g a n is a s i
m a n a je r ia l.
pem bangunan
k o m itm e n
le b ih b e s a r
O le h k a r e n a
o r g a n is a s i
d ip e r lu k a n
s a tis fa c tio n ,
o r g a n iz a tio n a l
c o m m itm e n t
and
A b str a c t
I
\01. ~ (J.)
· \(TU~tus
;\; ovcrnber 2010 ( 1+ S - 166)
Intl.srit.l'xwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA
JUR \I M \'\AJI ME\ BiS 1\
c-
G
lobalization
is an era of economic
job design, job satisfaction, organizational
activities and information without
commitment
boundaries
for the sake of effectiveness and efficiency
commodity,
resources
marked
information,
by free
technology
and
in and out of the country
another. Such conditions
encourage
and employee's performance
of organizational goals.
to
the
supply of human resources expertise from
In the context of approaches for design
work motivation,
Hackman and Old ham
other countries. If this happens continuously,
(1975) have developed
without
characteristics
anticipating
some state with its
a model
approach,
here
of job
in
after
human resources will still relatively behind
referred
to
in various fields. It will continue to lag. This
theory.
According
widens the gap among countries, and in turn,
Old ham (1975) in Robbins (2002: 218) the
developing countries will be more difficult to
job
compete with developed countries.
through five principal dimensions of work,
commitment
determine
are essential concepts that
the
organization.
success or failure
These three
of an
concepts
are
significance,
concepts have a different
dimensional
something
through
art
of
achieving
someone else (Parker
Follett in Stoner et. aI., 1996:9). Stoner et.
al (1996:10) refer to management
as the
and
and corrected
and
task
feedback.
feel the
importance
of
work. Job characteristics model has shown
outcome
the
autonomy
will
within a system of organization even allthree
is
Hackman
If all of five dimensions of work are higher,
employees
to
Management
to
characteristics
skill variety, task identity,
essentially inseparable from one another
understanding.
job
should be diagnosed
namely:
Management,job design and organizational
as the
be
positively
associated
with
variables. In particular
work
of five-
work has essentially created
three important
psychological
conditions
which are: skill variety, task identity
and
significance of tasks that contribute to the
increasing importance
of the meaning of
process of planning, organizing, directing
work. Autonomy is intended as a source of
and
achieve
workers' sense of responsibility for the work.
organizational goals. So,management is the
Feedback from work refers to knowledge,
process of planning, organizing, directing
about the work. This variable will eventually
and controlling
refer to multiple benefits for individuals and
controlling
activities
to
activities using people to
achieve organizational goals.
The rationale of understanding
organizations that employ them.
manage-
In summary, combining
the five core of
ment is to achieve organizational goals, it
work dimensions, employees will feel well
must involve human resources through
a
motivated and will alleviate quality in his
better organization. The involvement of hu-
work, very pleased with his work, will have
man resources have essentially complex due
lower absenteeism rates, turnover rates will
to its use for achieving organizational goals
be low too. The next described also that
as planned. It requires creativity in sense of
the theoretical model of job characteristics
continually finding ways, opportunities
would
breakthroughs
and
in use of human resources
organizations. Organizers should consider
be
effective
in
describing
the
person's behavior, which have a high need
for
achievement.
(Robbins,
2002:
220)
The lnlluence ofJnh Charactl'ristic'iZYXWVUTSRQPONMLKJIHGFEDCBA
(W
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onmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA
JIR
J.
Likert-type
was
scale and an individual
accumulated
(Cronbach
0.704). While, organizational
may be defined
Alpha
identification
in a particular
by 8 (eight) indicators of Heneman (1974).
Respondents
commitment
as the relative strength
of an individual's
involvement
score
)
with and
organization
were
asked
planning, organizing, control, cooperation,
initiative, reporting. Measurement of each
indicator
by
(Cronbach Alpha =0.829).
indicators,
commitment,
namely:
affective
normative commitment
continuant
commitment.
used 5 point
Likert type scale
and
Measurement
of variables by a summative
their
work according to quality standards, work
(Steers, 1977). These variable was measured
three
about
achievement of work objectives, quality of
scale level
Structural Equation Modeling
AMOS 4.01 program
(SEM) with
package and SPSS
(Summated Rating Scale) or known as the
10.0 were using in this study. Full Structural
five-point Likert-type scale (Cronbach Alpha
Equation Model Measurement analyzes job
=0.808). Employees performance
is a real
characteristics, organizational commitment,
achievement or accomplishment
achieved
job satisfaction and employee performance
of employees
with structural equation model (structural
in the quality and quantity
in performing
with
a given
employees
their duties in accordance
responsibility.
performance
was
Managerial
measured
equation
modeling).
SEM measurement
results using AMOS 4.01 program shown in
Figure 1 below.
Figure 1. Full SEM
~
~\_58
jPENSAS'~
~}
:O~~
.68
e.l.5
UMBAL
.30
~
.52
66
eZ.
:s:.
OM
Uji Hipotesis
~
~1~~~
Kepu~
Kerja
--~
.69
eZ.
~
47
ENYE
.54
/
~
~
(g)
Chi-Square = 148'22~
Probability = ,118
OF = 183
GFI= ,945
AGFI= ,927
TU = ,992
CFI = ,993
RMSEA= ,023
Cmin/df = 1,149
.
PELAP
~
50 rre p. nldfY data are processed. 291 0
The lnllucncc
xwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA
otJllh (. 1arach t'l~tw-; on Joh \atl...,tat'Uon.
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CI,mmnlllcnt
md \1ana,QtrlaI Performance GFEDCBA
l n d i Djastuti
Description of Figure 1:
the job characteristic
KP (Xl) = Job characteristics of managerial-
influence
level employee
variable {KO (X3)}.
variables {KP (Xl)}
on organizational
commitment
VARKET(X1.1) = Variations skills
IDTUG(X1.2) = Identity task
In the conceptual framework, it also notes
SIGTUG(X1.3) = Significance task
that organizational
AUTO(X1.4) = Autonomy
which is not explained by job characteristics
UMBAL (X1.5) = Feedback
variables indicated by the numberofvariable
commitment
variable
variance. This is the conceptual framework
KPK(X2) = Managerial-level employee
given by the symbol (Zl)
satisfaction
culture variables such as leadership style,
SALARY(X2.1) = Satisfaction with salary
while job satisfaction variable which is not
PROMO(X2.2) = Satisfaction with
explained
by job characteristics variables
promotion
indicated
by the number
COMPANION(X2.3) = Satisfaction with
variables that given by the symbol (Z2) for
colleagues
instance organizational culture, leadership
PENYEL(X2.4 = Satisfaction with supervisor
style,
JOBS(X2.S) = Satisfaction with the job itself
characters.
organizational
For
organizational
of variance of
climate,
employee
individual
performance
variables that are not explained
KO (X3)
= Organizational
by the
variable job satisfaction, job characteristics
commitment
AFFEC(X3.1) = Affective commitment
and organizational commitment
CONTI(X3.2) = Continuant commitment
by the amount of variance of variables, that
NORMS(X3.3) = Normative commitment
is given by the symbol (Z3) for instance
organizational
KK(X4)
=
culture,
are shown
leadership
style,
organizational climate, employee attitudes.
Employees Performance of
managerial level
The result of the influence
PENSAS(X4.1 = Achievement of targets
of job characteristics on job satisfaction,
KUAL(X4.2) = Quality of work
organizational commitment
PERENC(X4.3) = Planning work
performance of construction companies in
PENGOR(X4.4) = Organizing
Central Java in Figure 1, it can be said that
PENGEND(X4.5) = Control
the model fits with the data, because they
KERJAS(X4.6) = Cooperation
meet the goodness ofZYXWVUTSRQPONMLKJIHGFEDCBA
fit criteria. To test each
INIS (X4.7) = Initiative
hypothesis, it can be seen in Table 1.
line diagram
and employee
PELAP(X4.8) = Reporting
Table 1 indicates that job characteristics has
From
the
conceptual
framework
in
an effect to organizational
commitment
Figure 1, it can be seen that there are
and have the
relationships
path coefficient 0.789. Also, organizational
between
exogenous
highest
influence
with
a
variables with endogenous variables such
commitment
as employee job characteristics {KP (Xl)}
of
with
{KO
0.473. This model has been empirically fit
{KPK (X2)},
to the data used in this study that can be
and Employee performance {KK (X4)}. Also,
seen from the chi-square model 148.220
Organizational
(X3)}, Employee
Commitment
satisfaction
has an effect to performance
employees
with
a
path
coefficient
)\(n
T a b le
1 E ffe c t O f In te r · V a r ia b le
T a b le 2 T o ta l E ffe c t a m o n g
C o e ffic ie n t
Lane
onmlkjihgfedcbaZYXWVUTSRQPON
beT 'Ol() (4")
166)
xwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLK
V a r ia b le s
with a significance level 0.118, Goodness
organizational commitment
of Fit Index
0.945, Adjusted Goodness
performance
of Fit Index
0.927, Tucker Lewis Index
direction. The direct effect is also seen
=
0.992, Cmin / DF (minimum
sample
at
0.473 with
in the influence of job
to employee
a
positive
satisfaction on
discrepancy function divided by the degree
employee performance of 0.212 with
of freedom) = 1-149,Comparative Fit Index
positive direction. While the indirect effect
= 0.993 and the Root Mean Square Error of
of job
Approximation
= 0.023 in the
range from an
a
characteristics on organizational
commitment
is
0.160
(positive).
Job
characteristics are also affected indirectly
expected value.
by 0.507 (positive) on the performance of
Table 1 shows that there are direct effects
employees. Also, job satisfaction has an
of job
indirect influence on the performance of
characteristics on organizational
commitment
0]89
with
positive
employees 0.244 (positive). Because the
direction and of job characteristics on job
indirect effects of job characteristics on
satisfaction 0297 with a positive direction.
employee performance (0.507) is higher
While, the influence of job characteristics
than the direct effects of job characteristics
on the performance of employees is 0.311
on the performance of employees (0.311).It
with
a positive
can be stated that there are variables that
the
influence
direction.
of
job
a
Furthermore,
satisfaction
organizational commitment
on
is 0.516 with
a positive direction and the influence of
mediate the influence of job characteristics
on employee performance.
lndixwvutsrqponmlkjihgfedcbaZ
01
Table 2 above
total
effect
shows that
of
organizational
job
there
commitment
characteristics on job
on
amounted
to 0.949 with a positive direction
job
is a
characteristics
and of
satisfaction
of
fourth hypothesis is accepted. Hypothesis 5
states that organizational commitment
a significant
has
positive effect on employee
performance.
It
refers to the significant
level of 5% which obtained
a probability
0.297 with a positive direction. While the
value of 0.000 which is below 0.05. Thus it
influence
the
can be stated that hypothesis 5 is accepted.
performance of employees is 0.818 with a
Hypothesis 6 states that job satisfaction has
positive direction.
a significant
positive effect on employee
effect of job satisfaction on organizational
performance.
It
commitment
of 5% which obtained a probability
of job
characteristics
Furthermore, the total
amounting
a positive direction
organizational
performance
on
to
0.516 with
and the influence of
commitment
amounted
to employee
to 0.473 with
stated that hypothesis 6 is accepted.
a
R E S U L T S
in the
Job
employee
of job
performance
satisfaction
value
of 0.018 which is below 0.05. Thus it can be
positive direction. Total effect is also seen
influence
refers to the significant level
on
of 0.456 with
a
positive direction.
A N D
D IS C U S S IO N
characteristics
significant
have
positive
effects on job
satisfaction
and
as
stated with the previous studies (Bhuidan
and Menguc, 2002; Glisson and Durick,
Hypothesis 1 stated that job characteristics
1998, Sneed and Herman, 1990). These
have a significant
findings
positive effect on job
indicate
that
employees
of
satisfaction. It refers to the significant level
construction companies have assessed that
of 5% which obtained a probability
their work is designed with the motivational
value
of 0.004 which is below 0.05. Thus it can be
fiv e dimensions
approach by applying the ZYXWVUTSRQPONMLKJIHGFEDCBA
stated that the hypothesis 1 is accepted.
of work which are: skill variety, task identity,
Hypothesis 2 states that job satisfaction has
task significance, autonomy and feedback.
a significant positive effect on organizational
Those
commitment.CBA
It
refers to the significant
satisfaction. The means that employment
level of 5% which obtained a probability
in
value of 0.000 which is below 0.05. Thus
with a variety of high skill. Task identity is
it can be stated that the hypothesis 2 is
clear and with a clear task significance that
accepted.
job
provides a clear feedback of their work
characteristics have a significantly positive
either to received praise or reprimand, or
effect on organizational
to give awards for outstanding
Hypothesis
3 states that
commitment.
It
have
improved
construction
employee's
companies
job
is designed
workers or
refers to the significant level of 5% which
to give penalties for employees who make
obtained a probability value of 0.004 which
mistakes.
is below 0.05. Thus it can be stated that the
hypothesis 3 is accepted. Hypothesis 4 states
Employees
that the job characteristics have a significant
construction
companies are also assigned
positive effect on employee performance.
with
responsibility
It
the
at
managerial
ranging
level
in
relating
from
the
to
refers to the significant level of 5% which
managerial jobs
planning,
obtained a probability value of 0.000 which
organizing, directing
is below 0.05. Thus it can be stated that the
known, the characteristic of construction
and control. As it is
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JURi\' \[ .\B~AJI
project work
is unique, which
the
resources such as labor,
different
money,
machines,
methods,
requires
who has supported another employee who
works with full responsibility. Supervisors
materials,
give his subordinates moral support and
organizational diversity, goals that involve
provide high motivation. Employees also
a number
of individuals
feel a sense of fun and interested in their
expertise,
a
certain
with
different
personality
and
character of uncertain tasks. In the normal
work. They feel quite successful in carrying
out the work that is currently done.
construction project there is a stage which
is processing the project resources to be a
Research from Alpander (1990), Poznanski
result of construction activities. The process
(1997)
showed
that
job
satisfaction
that occur in a series of activities involving
positively and significantly influence the
different parties directly or indirectly, such
organizational
as project owners, consultants, planners,
who gain job satisfaction show support and
subcontractors,
loyalty to the organization.
institutions,
suppliers,
government,
financial
labor.
commitment.
Employees
The
management's duty is to make coordination
Job characteristics have a significant positive
to all parties involved in the construction
effect
project, so that,
can be
Thesefindinqs indicate that the managerial-
achieved with all parties to an optimal level.
level employees of construction companies
Therefore, careful planning must take into
assessthat the work on construction services
account for the five dimensions of work in
company is designed with a motivational
construction companies.
approach that
its objectives
on
organizational
commitment.
is by applying
the five
dimensions of job such as skill variety, task
Job satisfaction has a positive effect on
identity, task significance, autonomy and
organizational commitment
feedback has increased the commitment of
as indicated
with the previous studies (Alpander, 1990;
the organization. Employee who works with
Poznanski, 1997; De Connick, et. al., 1992,
a high diversity of skills or accompanied
Sneed and Herman, 1990). These findings
the work with a variety of activities, range
indicate that job satisfaction within
the
of responsibilities, non-monotonous, task
necessary to
identity in the sense that there is a clear
organization
is absolutely
create organizational
commitment.
Job
objective in carrying out the work will
satisfaction comprises five dimensions such
have highly commitment.
as satisfaction with salary, satisfaction with
given the opportunity and involvement in
promotion,
eo-workers,
completing a job from beginning to end.
supervisor and worker
This findings are consistent with Dunham
satisfaction of job itself. Managerial-level
(1994), Sneed and Herman (1990), also
satisfaction with
satisfaction with
employees
of
construction
companies
Hunt,
Chonko
and
Employees are
Wood
(1985) who
perceived that the five dimensions of job
explains that the job characteristics affect
satisfaction have improved organizational
organizational commitment. Agarwal and
commitment. Salary received by employees,
Ramaswari (1997), also provide evidence
fairness
that job characteristics affect organizational
either
internal
aspects, promotion
and
external
policy that meet the
expectations of employees, a colleague
commitment.
In this study resulted that
the direct effect of job characteristics on
The Influence ol ]ob Charectcristics on Joh \ati ...
.laction, Organi'/Jtional
organizational commitment is higher than
job characteristics on job satisfaction.
and \.-Lln,1gl'riJlxwvutsrqponmlkjihgfedcbaZYXWVUTSRQP
1\· 'orr ,1Ih....GFEDCBA
In d i D ja stu ti
Commiuncn;
theory of Hackman and Old ham (1975)
in Robbins (2002). Design works by five
dimensions are: skill variety, task identity,
Job characteristics have a positive effect
significance, autonomy and feedback have
on the performance of managerial level
a positive side. These five dimensions will
employees. This result indicates that the
increase job satisfaction, high motivation,
managerial-level employees of construction
high work involvement, job performance
companies perceived their work, which is
and lower the level of absenteeism and
designed with a motivational approach that
employee
turn-over.
Langner
et
aI.,
is by applying the five dimensions of job
(1988) also proved the influence of job
skill variety, task identity, task significance,
characteristics on employee performance.
autonomy and feedback have improved
thei r performa nce.Thiscan be explained that
Job satisfaction has a positive effect on the
when employees do the work by combining
performance of managerial employees. This
the five dimensions of employment, the
finding is consistent with the researches
employee has been encouraged to perform
conducted by Langner et aI., (1988). These
work
finding indicates that the managerial-level
with
high
performance.
A
high
performance is shown by the fulfillment
employees
of
construction
companies
of the indicator that has been specified
perceived job
in the performance of managerial level
support
employees. Furthermore, good quality work
influence
can be seen from the result of employees'
employee performance occurs because the
compliance with the desired quality of the
managerial level employees of construction
company. Employees have to use extra
companies
effort in completing their work. After all,
between what they want and what
they are always working on the task in
realistic to have.
accordance with
also influenced by job characteristics and
a given
responsibility.
satisfaction is needed to
employee
between
performance.
job
recognize
The
satisfactions to
the
relationship
is
High performance is
Employees are always actively working
organizational
to set targets on each unit. This is done
coefficient of job satisfaction on employee
when employees are involved in preparing
performance
project budgets and company budgets.
compared to the influence of organizational
Managerial
commitment
employee
in
construction
commitment.
indicates
a
The
low
path
number
on employee performance.
company also has a skill in set-sharing,
This indicates that for managerial level
delegation
in
employees of construction companies, the
carrying out his job, employment, keeping
role of organizational commitment is higher
of authority, coordination
and maintain working relationships with
than the role of job satisfaction. This can
the boss, subordinates and others, having
occur due to general economic conditions
initiative, creativity and always having new
that have an impact on employee behavior.
ideas in doing his job. Employee also has
In Indonesia's current economic conditions,
the skill in preparing the reports that have
with 12.6 million unemployment, and high
been systematically compiled and updated.
inflation (18%),to get the job for someone is
something being expected in and has their
These findings fit with job characteristics
families also. The opportunity to get a job
Integritas
MA:\'AJEMEN BI'i:\'lS xwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA
I Vo!. 3 No. 2 I Agustus - Novemher 2010 (14')
]UR'\AI
1(6)
will ease the burden of life. Furthermore,
commitment
it could also help in actualizing employees
when leaving the company. For employees,
needs and in developing employee's skills
it is unethical to move from one organization
and ability.
to another. According to Mowday, Porter
makes employees feel loss
and Steers (1982), commitment is defined
Organizational commitment has a positive
as a strong desire to remain a member of an
influence on the performance of manage-
organization, a willingness to try with high
rial level employees. Employee has per-
spirits (hard work) for the organization. Trust
ceived that to enhance employee perfor-
acceptance of the values or goals of the
mance is absolutely necessary highly orga-
organization Meyer and Alien (1991, 1993).
nizational commitment. High commitment
The findings also fit with studies of Bishop et
organization is carried out by managerial
aI., (1997) that organizational commitment
level employee at a construction company,
has affected the performance of employees.
due to the activities of construction projects involving related parties, directly or
With five dimensions of job characteristics
indirectly. Each party has specific targets to
that
be achieved. Project management needs to
employee job satisfaction managerial levels
consider the involvement of each, as well
of construction company have implications
as employment related to their respective
for the need to continually
functions and the cooperation of the par-
level of job satisfaction of employees to
ties involved in the project. Functionally,
ensure employees continue to feel satisfied.
the parties involved in construction pro-
Hackman and Oldham (1976) stated that
jects are project owner, consultants and
five of the principal dimensions such as
have
been
proven
to
increase
review the
contractors. While the construction work is
skill variety, task identity, task Significance,
carried out, it must also take into account
autonomy and feedback ware developed
the type of construction: heavy enginee-
to
ring projects, buildings construction, and
satisfaction. Therefore, HR managers need
residential
State
to use the concept of Hackman and Old ham
budget condition (how to speed return on
for each job. It is designed and improved
investment), technical work and project
through
administration.
implication is that employees will feel a
building
construction.
Nature of project: single,
repeated and long term.
motivate
five
and
enhance
different
employee
dimensions. The
sense of importance, feel a responsibility
to reach a particular work. Thus, there will
Organizational
commitment
relationship
be a connection between what is in the
with employee performance has occurred
design work with what employees want.
where a high organizational commitment
It will
with indicators such as: when it is observed
satisfaction.
psychologically
affect
employee
that the employee want to stay, and feel
emotionally attached to the organization.
Some of the ways that can also be used
From continuant commitment employees,
to increase job satisfaction is specifically
they feel reluctant to leave the job because
related to job design with the motivational
they might find difficulty to look for another
approach
job if they exit/quit
enlargement). Job enlargement is trying to
the job. Normative
in
division
of
work
(job
(
J
xwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA
()
11
overcome job dissatisfaction by increasing
While, the feedback emphasizes the degree
job scope. Job scope shows the number
to which an employee receives information
and variety of different tasks or activities
at their work that reveals how well they
undertaken by the holder of the job. In this
work.
way, the various functions of the horizontal
dimensions have implications to encourage
work of the sub units are combined with
organizational
the organization that can give a variation
who have high job satisfaction, would have
of tasks for employees. This could
also
a positive belief in the organization. This
system,
resulted if employees feel at ease in the
be done using the job
rotation
Satisfaction
created
by
commitment.
the
five
Employees
so employees can rotate from one job to
organization
another. Job enrichment, which overcomes
and values. It makes the employees who is
the dissatisfaction
working at a construction company favored
from work by making
the job more deep and challenging.
job enlargement
and all of its existing goals
This
the company / organization with the values
is done vertically. That
and goals and they have an interest to
is an organizational