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Rayyanah Putri Elsafir
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Mandalika Journal of Business and Management Studies
Published by Yayasan Banu Haji Samsudin
ISSN : 30254116     EISSN : 30254116     DOI : 10.59613
Core Subject : Science,
Decision Sciences, Operations Research & Management
Jurnal ini merupakan sarana publikasi ilmiah untuk menyebarluaskan informasi berupa ilmu pengetahuan dan terlebih khususnya hasil penelitian hasil penelitian, jurnal ini juga menerima manuskrip hasil kajian pustaka dan laporan lainnya untuk dipublikasikan
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 42 Documents
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The Influence of Organizational Culture and Work Engagement on Organizational Commitment Mediated by Job Satisfaction among Employees of the Regional Health Office of Demak Regency Haerudin, Haerudin; Liana, Lie
Mandalika Journal of Business and Management Studies Vol 3 No 2 (2025): Mandalika Journal of Business and Management Studies (In-Press)
Publisher : Mandalika Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59613/mjbms.v3i2.294

Abstract

This study aims to analyze the influence of Organizational Culture and Work Engagement on Organizational Commitment, mediated by Job Satisfaction. The research employs an associative approach involving 104 respondents who are employees of the Regional Health Office in Demak Regency, Central Java, Indonesia. The population consists of 139 employees, and the sample of 104 was determined using Roscoe's formula (1975). The sampling technique used is purposive sampling, with the criterion that employees must have worked for more than two years. The data were processed using SPSS version 23, and the analysis techniques included respondent and variable descriptions, validity and reliability tests, F-test, R² test, and t-test. The findings show that Organizational Culture has a positive influence on Organizational Commitment. Work Engagement also has a positive influence on Organizational Commitment. Additionally, Organizational Culture positively affects Job Satisfaction, and Work Engagement positively influences Job Satisfaction. Furthermore, Job Satisfaction has a positive influence on Organizational Commitment. Job Satisfaction also mediates the relationship between Organizational Culture and Organizational Commitment, as well as the relationship between Work Engagement and Organizational Commitment.
The Influence of Competence and Work Environment on Employee Performance with Organizational Commitment as an Interevening Variable Sofiatun, Sofiatun; Rijanti, Tristiana
Mandalika Journal of Business and Management Studies Vol 3 No 2 (2025): Mandalika Journal of Business and Management Studies (In-Press)
Publisher : Mandalika Institute

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59613/mjbms.v3i2.293

Abstract

This study investigates the influence of competence and work environment on employee performance at the Demak District Health Office, with organizational commitment as a mediating variable. Drawing on quantitative data collected from 51 employees through closed-ended questionnaires, the study employs multiple regression and Sobel tests to evaluate both direct and indirect relationships among variables. The results reveal that competence and work environment significantly and positively influence employee performance. However, neither competence nor work environment has a significant effect on organizational commitment. Moreover, organizational commitment does not significantly influence employee performance and fails to mediate the relationship between competence or work environment and performance. These findings suggest that while employee skills and a supportive work environment directly boost performance, organizational commitment does not play a substantial mediating role. One reason may be that commitment expressed by employees does not translate into active participation or productivity. Factors such as normative attachment and job security may explain high loyalty levels without corresponding performance impacts. The study contributes to human resource management theory by challenging the assumption that organizational commitment always enhances performance. Managerial implications highlight the importance of continuous training to enhance competence, improving work facilities, and designing incentive structures that go beyond fostering loyalty to promote actual performance outcomes. Limitations include a relatively small sample and reliance on self-reported data, which may introduce bias. Future research should explore other mediating factors that link workplace conditions and individual competencies to performance more effectively.

Page 5 of 5 | Total Record : 42

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