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INDONESIA
JIM UPB (Jurnal Ilmiah Manajemen Universitas Putera Batam)
Published by Universitas Putera Batam
ISSN : 23373350     EISSN : 25499491     DOI : -
Core Subject : Economy, Science, Social,
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences
Arjuna Subject : -
Articles 253 Documents
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THE IMPACT OF CAREER DEVELOPMENT, ORGANIZATIONAL CLIMATE, AND EMOTIONAL INTELLIGENCE ON JOB SATISFACTION Muhammad Yusuf; Mulawarman Mulawarman
JIM UPB (Jurnal Ilmiah Manajemen Universitas Putera Batam) Vol 14 No 2 (2026): Volume 14 Nomor 2 Tahun 2026
Publisher : Universitas Putera Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33884/jimupb.v14i2.11872

Abstract

Employee job satisfaction plays a crucial role in improving organizational performance, employee retention, and long-term sustainability. This study aims to examine the effects of career development, organizational climate, and emotional intelligence on employee job satisfaction. A quantitative research approach was employed using a survey method, and the collected data were analyzed through Structural Equation Modeling (SEM). The findings reveal that all proposed hypotheses are supported. Career development has a positive and significant effect on job satisfaction (β = 0.28, t = 2.73), indicating that greater career advancement opportunities increase employee satisfaction. Organizational climate demonstrates the strongest positive influence on job satisfaction (β = 0.41, t = 5.79), suggesting that a supportive and well-structured organizational environment substantially enhances employees' work experiences. Emotional intelligence also has a positive and significant effect on job satisfaction (β = 0.32, t = 3.38), highlighting the importance of employees' ability to regulate emotions and adapt to workplace challenges. Among the measurement dimensions, promotion opportunities best represent career development and job satisfaction, organizational structure is the strongest dimension of organizational climate, while self-regulation represents emotional intelligence. These findings imply that organizations should strengthen transparent career development systems, foster a positive organizational climate, and enhance employees' emotional intelligence through continuous development programs to improve job satisfaction. The study contributes to the growing literature on human resource management by providing empirical evidence regarding the combined effects of organizational and individual factors on employee job satisfaction.
THE EFFECT OF TRAINING, CAREER DEVELOPMENT, AND WORK DISCIPLINE ON EMPLOYEE PERFORMANCE AT PT. KERTAS TERPADU BATAMINDO Cecilia Tan; Mauli Siagian
JIM UPB (Jurnal Ilmiah Manajemen Universitas Putera Batam) Vol 14 No 2 (2026): Volume 14 Nomor 2 Tahun 2026
Publisher : Universitas Putera Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33884/jimupb.v14i2.11873

Abstract

This study examines the effects of employee training, career development, and work discipline on employee performance at PT Kertas Terpadu Batamindo. A quantitative approach with descriptive and associative research designs was employed. Using a saturated sampling technique, all 110 employees occupying operational positions at levels 1-7 were included as respondents. Primary data were collected through a five-point Likert-scale questionnaire and analyzed using descriptive statistics, instrument quality tests, classical assumption tests, multiple linear regression, t-tests, an F-test, and the coefficient of determination with SPSS version 32. The results indicate that employee training has no significant effect on employee performance (B = -0.017; t = -0.212; p = 0.832). Career development has a positive and significant effect (B = 0.226; t = 2.719; p = 0.008), while work discipline has a positive and significant effect and constitutes the most dominant predictor (B = 0.457; t = 4.647; p < 0.001). Simultaneously, the three independent variables significantly affect employee performance (F = 36.535; p < 0.001), with a coefficient of determination of 0.508. These findings suggest that employee performance is more effectively strengthened through clear career development pathways and consistent work discipline, whereas training programs should be evaluated on the basis of job-specific needs and the extent to which learning outcomes are transferred to the workplace.
ANALISIS PENGARUH KETERLIBATAN KERJA TERHADAP MOTIVASI KERJA MELALUI PENDEKATAN THEORY OF PLANNED BEHAVIOR PADA PEGAWAI PT BIOMEDIKA NUSANTARA INDAH LAMPUNG Reki Candra; Lukmanul Hakim; Riski Mupty Pratama
JIM UPB (Jurnal Ilmiah Manajemen Universitas Putera Batam) Vol 14 No 2 (2026): Volume 14 Nomor 2 Tahun 2026
Publisher : Universitas Putera Batam

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33884/jimupb.v14i2.11940

Abstract

This study examines whether work engagement strengthens employee work motivation directly or through the psychological mechanisms represented by work attitude, subjective norm, and perceived behavioral control. The research applied a quantitative explanatory design to a saturated sample of 138 employees of a primate breeding company. Data were collected using a five-point Likert questionnaire and analyzed through Partial Least Squares Structural Equation Modeling with SmartPLS 4.0. The measurement model demonstrated satisfactory convergent validity, discriminant validity, and internal consistency. The structural model explained 67.1% of the variance in work motivation. Work engagement did not have a statistically significant direct effect on work motivation; however, it positively affected work attitude, subjective norm, and perceived behavioral control. Each of these constructs positively influenced work motivation. The indirect effects through work attitude, perceived behavioral control, and subjective norm were all significant, with the strongest mediation paths occurring through work attitude and perceived behavioral control. These findings indicate a full mediation pattern in which engagement becomes motivational when employees evaluate their work positively, perceive supportive social expectations, and believe that they possess sufficient control and resources to perform their duties. The study extends the application of planned behavior constructs in human resource management and highlights the need for organizations to combine engagement initiatives with meaningful work design, supportive norms, capability development, autonomy, and adequate work resources.

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