Analysis of Work Discipline, Organizational Justice, and Intrinsic Motivation for Employee Performance Through Job Satisfaction

Ririn Pebrina Br Marpaung (Universitas Pembangunan Panca Budi)
Kiki Farida Ferine (Universitas Pembangunan Panca Budi)
Mesra B Mesra B (Universitas Pembangunan Panca Budi)

Jurnal Fokus Manajemen
Vol 6 No 4 (2026): November

This study aims to test and analyze the influence of work discipline, organizational justice, and intrinsic motivation on employee performance with job satisfaction as an intervening variable in the Human Resources Bureau of the North Sumatra Police. This study uses a quantitative approach. The research population consists of all employees of the Human Resources Bureau of the North Sumatra Police which totals 115 people. The sampling technique uses saturated sampling so that all members of the population are used as research samples. Primary data was collected through the distribution of questionnaires on the Likert scale. The data analysis technique used Partial Least Squares–Structural Equation Modeling (PLS-SEM) with the help of the SmartPLS 3.0 program. The results of the study show that work discipline, organizational fairness, and intrinsic motivation have a positive and significant effect on employee performance and job satisfaction, respectively. Job satisfaction also has a positive and significant effect on employee performance. The results of the indirect influence test showed that job satisfaction was able to positively and significantly mediate the influence of work discipline, organizational fairness, and intrinsic motivation on employee performance. The R-square value of job satisfaction of 0.386 indicates that work discipline, organizational fairness, and intrinsic motivation are able to explain job satisfaction by 38.6%, while the remaining 61.4% is explained by other variables outside the research model. The R-square value of employee performance of 0.509 indicates that work discipline, organizational fairness, intrinsic motivation, and job satisfaction are able to explain employee performance by 50.9%, while the remaining 49.1% is explained by other variables. The findings of the study confirm that improving employee performance can be done through strengthening work discipline, applying organizational justice, increasing intrinsic motivation, and establishing better job satisfaction.