Analysis of Organizational Commitment and Motivation to Employee Performance at PT Panca Pilar Tangguh Medan
Main Article Content
Dearni Gresya Br Damanik*
Bonita Thalasagi
Zulfa Ardila
Nurul Purnaning Tias
Namira Azahra Utami
Eli Delvi Yanti
The primary focus of this research is to examine how commitment to the organisation affects the motivation of employees and ultimately impacts their performance at PT Panca Pillar Tangguh Medan. A qualitative strategy will be employed in order to delve into the thoughts, feelings, and various elements that play a role in determining employee performance. Through conducting thorough interviews, directly observing behaviour, and analysing relevant documents, this study aims to gain a deeper understanding of the link between organisational commitment and motivation in the workplace. The results showed that high organisational commitment, shown through loyalty and a sense of responsibility to the company, positively contributes to employee performance. In addition, work motivation, both intrinsic and extrinsic, has a significant role in improving productivity and work quality. Factors such as corporate culture, rewards and a supportive work environment were also found to influence employees' commitment and motivation levels. This study provides recommendations for management to improve organisational commitment and work motivation to optimise employee performance.
Afshari, L. (2023). Identification through meaning-making: identity enactment towards organizational commitment. Human Resource Development International, 26(1). https://doi.org/10.1080/13678868.2021.1996171
Ajabar, S. (2020). Manajemen Sumber Daya Manusia. Deepublish.
Alhamidi, E. M. A. (2023). Pengaruh motivasi dan komitmen terhadap kinerja karyawan. Jurnal Integrasi Sumber Daya Manusia, 1(2), 88–96. https://doi.org/10.56721/jisdm.v1i2.212
Apdillah, D., Panjaitan, K., Stefanny, N. T. P., & Surbakti, F. A. (2022). The Global Competition in The Digital Society 5.0 Era: The Challenges of The Younger Generation. Journal of Humanities, Social Sciences and Business (JHSSB), 1(3), 75–80. https://doi.org/https://doi.org/10.55047/jhssb.v1i3.151
Creswell, J. W. (2014). Qualitative, quantitative and mixed methods approaches. Sage.
Dessler, G., & Varrkey, B. (2005). Human Resource Management, 15e. Pearson Education India.
Griffin, R. W., Phillips, J. M., & Gully, S. M. (2020). Organizational behavior: Managing people and organizations. CENGAGE learning.
Hidayati, S. N., & Ermiyanto, A. (2017). Analysis of Intrinsic Motivation Factors and Extrinsic Motivation Their Effects on Employee Performance with Job Satisfaction as Mediation. Journal of Maksipreneur: Management, Cooperatives, and Entrepreneurship, 7(1), 18–30.
Kraja, G., & Spahija, S. (2023). Human Capital and Performance Management in the Albanian Public Organizations. Interdisciplinary Journal of Research and Development, 10(1 S1). https://doi.org/10.56345/ijrdv10n1s134
Luthans, F., & Doh, J. P. (2018). International management: Culture, strategy, and behavior. McGraw-Hill.
Meyer, J. P., & Alien, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1). https://doi.org/10.1016/1053-4822(91)90011-Z
Noviarita, H., Ahmad, R. Bin, & Fautau, I. (2021). The impact of leadership, motivation, discipline, and wages on the performance of sharia bank employees. Economica: Jurnal Ekonomi Islam, 12(1), 141–174.
Nugroho, T. (2024). Influence of Leadership Competence, Achievement Motivation, and Organizational Learning Culture on Administrative Staff Performance at Universitas Gadjah Mada Graduate School. Global Educational Research Review, 1(3), 145–160.
Potu, J., Lengkong, V. P. K., & Trang, I. (2021). Pengaruh motivasi intrinsik dan motivasi ekstrinsik terhadap kinerja karyawan pada PT. Air Manado. Jurnal EMBA: Jurnal Riset Ekonomi, Manajemen, Bisnis Dan Akuntansi, 9(2).
Van Dyne, L., Graham, J. W., & Dienesch, R. M. (1994). Organizational citizenship behavior: Construct redefinition, measurement, and validation. Academy of Management Journal, 37(4), 765–802.
