p–ISSN: 2723 - 6609 e-ISSN: 2745-5254
Vol. 5, No. 9 September 2024 http://jist.publikasiindonesia.id/
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3771
The Influence of Work Environment, Management Support,
Organizational Culture, and Employee Engagement on
Employee Performance Through Employee Satisfaction
Maulia Farah Nur Azizah
1*
, Bambang Widjanarko Otok
2
Institut Teknologi Sepuluh Nopember, Indonesia
Email:
1*
2
*Correspondence
ABSTRACT
Keywords: organizational
culture; management
support; employee
engagement; the
satisfaction of the wealthy;
employee performance.
In the era of globalization, companies must optimize their
resources to meet customer needs. To improve the quality of
human resources, companies must focus on areas such as
work environment, management support, organizational
culture, employee engagement, and employee satisfaction.
This study aims to identify employee performance about the
variables studied and analyzed based on supporting
components. Data collection was through a survey with a
questionnaire, while the analysis method was Structural
Equation Modeling (SEM). The results showed that a
significant relationship between employee performance and
employee characteristics in the work environment variable
of 0.473 and employee engagement of 0.440 has been
shown. Employees who work in a positive and supportive
work environment and feel engaged in their work tend to be
more committed, more productive and qualified, more
satisfied and motivated, and have a positive work culture.
These aspects can improve employee satisfaction and
employee performance, which in turn contributes to the
overall success of the company.
Introduction
In facing fierce competition in the era of globalization like today, companies must
optimize their assets to be able to face competition. One of the assets that does not go
unnoticed is human resources. (Hair et al., 2019). Human resource management in a
company is an inseparable unit from the expectations and goals of a company. Human
resource management in a company must be carried out as best as possible to support
good company performance because quality human resources are the company's reference
in assessing employee performance with a very high predicate value. (RABBANI, 2020).
So, companies need to improve the quality of their human resources. In the process of
improving the quality of human resources, several aspects of support need to be paid
attention to such as the work environment, management support, and organizational
culture. (Nandedkar & Brown, 2018).
Maulia Farah Nur Azizah, Bambang Widjanarko Otok
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3772
PT. Engineering Engineering is an engineering service company that serves several
client companies and various fields of engineering services. (Tejpal, 2015). The work is
quite varied following the standards and demands of each different client at PT.
Engineering Engineering requires a positive feeling and a high sense of enthusiasm in
carrying out work. Positive feelings and a high sense of enthusiasm for work can be called
employee engagement. (Dasgupta, 2015). Companies with engaged employees tend to
have high employee retention as a result of decreasing employee turnover. Based on
Figure 1, it shows that the employee turnover rate is quite high at PT. Engineering
Engineering resulted in a decrease in the number of employees that occurred in the period
2021 to 2022. However, the increase in the number of employees in the period 2022 to
2023 shows that PT. Rekayasa Engineering as a related company has succeeded in
overcoming the large turnover in the 2021 to 2022 period, either by improving the quality
of the work environment, improving management support and organizational culture, or
increasing employee engagement. (Putra et al., 2024). Countermeasures by increasing the
value of these four aspects also increase productivity, profitability, growth, and customer
satisfaction.
Figure 1 Employee Performance Assessment
Employee performance in the range from the end of 2022 to mid-2023 has
decreased due to a significant decline in performance support components such as the
work environment, management support, organizational culture, employee engagement,
and job satisfaction. Figure 2 shows the decrease for each component of the identification.
(Fitriani et al., 2022).
0
1
2
3
4
5
Akhir Tahun 2022 Pertengahan Tahun 2023
Penilaian Kinerja Karyawan
The Influence of Work Environment, Management Support, Organizational Culture, and
Employee Engagement on Employee Performance Through Employee Satisfaction
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3773
Figure 2 Research Components
In terms of the work environment, there is a decline due to the problematic company
acquisition process, resulting in the company's finances becoming unstable. As for the
management support section, there was a decrease due to the absence of training provided
in the development of employee skills. (Daryanto et al., 2023). Organizational culture has
also decreased due to communication constraints between employees who work in
different locations. For employee engagement, the decrease occurred due to the lack of
activities that can increase engagement between company employees. Meanwhile,
employee job satisfaction has decreased due to the absence of satisfactory salary
development within the specified time frame. With the decline in the assessment
component of employee performance, the pressure on the company's employees is
increasing. (Kuo et al., 2015).
The amount of pressure on employees also occurs due to the development of
technology which is quite massive, resulting in companies having to provide more
technology-based skills, competencies, and knowledge to their employees. However, the
development of skills, competencies, and knowledge possessed by each employee is
certainly different, this is a challenge for companies to maintain their superiority and
corporate values to remain competitive with competitors while facing technological
developments that are always evolving. Improvements in these three aspects cannot be
achieved, if it is not followed by an increase in the value of attachment, comfort, and
satisfaction of employees with their company. (Dami et al., 2022). Therefore, to achieve
the expected employee performance, the company must know what can affect
performance and give it a positive boost. This research utilizes the variables of work
environment, management support, organizational culture, and employee engagement.
The purpose of this study is to find and examine what factors affect employee satisfaction
and employee performance.
0
1
2
3
4
5
Akhir Tahun 2022 Pertengahan Tahun 2023
Komponen Penilaian
Lingkungan Kerja Dukungan Manajemen Budaya Organisasi
Employee Engagement Kepuasan Karyawan
Maulia Farah Nur Azizah, Bambang Widjanarko Otok
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3774
Method
The population used in this study is 297 employees of PT. Engineering Engineering
in 2023. The minimum sample used in this study uses the Slovin equation.
Information:
= Minimum Sample
n = Total Population
e = Present Batas Toleransi / margin of error (10%)
Table 1
Number of Population and Research Sample
Position
Population
Sample Calculation
Sample
VP Level
3
1
Manager Level
20
6
Non-Manager Level
279
88
Total
297
95
Based on the results of the sample calculation above, the population of 297 people
for this study has a margin of error of 10%, so a sample of 95 people was obtained. The
sampling technique used is stratified random sampling, where the population is divided
into homogeneous groups called strata based on certain characteristics.
In this study, hypothesis development is carried out, there is a research model that
has been described in Figure 3, and the relationship between the two variables in this
study is explained as follows:
a. Hypothesis 1: The work environment has a direct effect on employee performance.
b. Hypothesis 2: The work environment does not have a direct effect on employee
performance but is mediated by employee satisfaction.
c. Hypothesis 3: Management support has a direct effect on employee performance.
d. Hypothesis 4: Management support has no direct effect on employee performance but
is mediated by employee satisfaction
e. Hypothesis 5: Organizational culture has a direct effect on employee performance.
f. Hypothesis 6: Organizational culture has no direct effect on employee performance
but is mediated by employee satisfaction.
g. Hypothesis 7: Employee engagement has a direct effect on employee performance.
The Influence of Work Environment, Management Support, Organizational Culture, and
Employee Engagement on Employee Performance Through Employee Satisfaction
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3775
h. Hypothesis 8: Employee engagement has no direct effect on employee performance
but is mediated by employee satisfaction.
i. Hypothesis 9: Employee satisfaction has a direct effect on employee performance.
Table 2
Scale Likert Penelitian
Attribute
Likert scale
Strongly disagree (STS)
1
Disagree (TS)
2
Simply Agree (CS)
3
Agree(s)
4
Strongly Agree (SS)
5
The SEM model test is carried out by entering all respondent data in the modeling
that has been made, to produce an output in the form of a model match index, where the
GFI, AGFI, RMSEA, and probability values reach the specified standard. The index
values depend on the number of samples and the number of variables used in the model.
After that, the analysis is carried out by comparing it with the real condition of the
company to get an evaluation that can be obtained from the model that has been
developed.
Results and Discussion
The results of the questionnaire were carried out descriptively using percentage
values. The characteristics of the respondents' profiles used were gender, age, education,
department, and length of work in the company. Results from 103 respondents who
participated in this study.
Table 3
Questionnaire Results
Category
Frequency (n)
Presented
Gender
Man
79
77%
Woman
24
23%
Age
16-20 Years
3
3%
21-25 Years
12
12%
26-30 Years
20
19%
31-35 Years
16
16%
36-40 Years
17
17%
41-45 Years
14
14%
46-50 Years
7
7%
< 50 Years
14
14%
Education
SMA
13
13%
D3
10
10%
D4/S1
75
75%
S2
5
5%
Maulia Farah Nur Azizah, Bambang Widjanarko Otok
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3776
Position
VP Level
2
2%
Manager Level
8
8%
Non-Manager Level
93
90%
Work Experience
> 5 Years
40
39%
5-10 Years
18
17%
11-15 Years
18
17%
16-20 Years
11
11%
21-25 Years
14
14%
< 25 Years
2
2%
The description of the variables of this study was made as a descriptive statistical
analysis to find out the distribution of the frequency of answers from respondents to the
statements in the research questionnaire.
Table 4
Description of Variable Indicators
No
Variable
Total Mean
Total Std.
Deviation
Information
1
Work Environment (X1)
3.013
1.240
Agree
2
Management Support
(x2)
2.988
1.283
Simply Agree
3
Organizational Culture
(X3)
2.947
1.300
Simply Agree
4
Employee Engagement
(X4)
3.054
1.247
Simply Agree
5
Employee Satisfaction
(Y1)
3.036
1.280
Agree
6
Employee Performance
(Y2)
3.020
1.347
Agree
The results of the data normality test on all research variables, the multivariate C.R.
value is 2,288 and this value is located outside -1.96 to 1.96, so it can be said that the data
is distributed multivariate normally. The results of the outlier test in this study were
presented at Mahalanobis distance or Mahalanobis d-squared. Mahalanobis values greater
than the Chi-square of the table or p1 values < 0.001 are said to be outlier observations.
In the study, 1 data was an outlier, but because it was still smaller closer to 5, it could be
said that there was no outlier. The results of the study gave a Determinant of sample
covariance matrix value of 0.094. This value is not close to zero so it can be said that
there is no singularity problem in the analyzed data.
The discriminant validity of the measurement model with reflective indicators is
assessed based on the cross-loading measurement with the construct. If the correlation of
the construct with the item score is greater than the size of the other construct, then this
indicates that the latent construct predicts the size of their block to go up more than the
size of the other block. Another method to assess discriminant validity is to compare the
The Influence of Work Environment, Management Support, Organizational Culture, and
Employee Engagement on Employee Performance Through Employee Satisfaction
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3777
root value of the Average Variance Extracted (AVE) of each construct with the
correlation between constructs and other constructs in the model (Monecke and Leisch,
2012). Here's the formula to calculate AVE.
Where
Is component loading to the indicator and Var (e_i) =1-λ_i^2. If all
indicators are standardized, then this measure is equal to the average commonalities in
blocks. It is recommended that the root value of AVE should be greater than 0.50. In
detail, the root value of AVE on the latent variable is as follows.
Table 5
Validity of Discrimination
Variable
AVE (AVE)
Information
Work Environment (X1)
0.909
Valid
Management Support (x2)
0.896
Valid
Organizational Culture
(X3)
0.904
Valid
Employee Engagement
(X4)
0.905
Valid
Employee Satisfaction (Y1)
0.873
Valid
Employee Performance
(Y2)
0.893
Valid
In this study, in calculating reliability using composite (construct) reliability with a
cut-off value of at least 0.7. The calculation is as follows.
Table 6
Reliability Test
Variable
CR
Information
Work Environment (X1)
0.934
Reliable
Management Support (x2)
0.942
Reliable
Organizational Culture
(X3)
0.930
Reliable
Employee Engagement
(X4)
0.931
Reliable
Employee Satisfaction
(Y1)
0.941
Reliable
Employee Performance
(Y2)
0.952
Reliable
Maulia Farah Nur Azizah, Bambang Widjanarko Otok
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3778
Figure 4 Results of Structural Equation Modeling (SEM) Testing
Table 7
Model Test Results
Criterion
Cut–Off Value
Calculation
Results
Information
Chi-Square
Expected small
230.069
2
with df = 211
is 245,888
Good
Significance
Probability
0,05
0.175
Good
RMSEA
0,08
0.030
Good
GFI
0,90
0.845
Pretty Good
AGFI
0,90
0.798
Pretty Good
CMIN/DF
2,00
1,090
Good
TAG
0,90
0.992
Good
CFI
0,90
0.993
Good
The Influence of Work Environment, Management Support, Organizational Culture, and
Employee Engagement on Employee Performance Through Employee Satisfaction
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3779
Based on Table 7, shows that the 8 criteria used to assess the feasibility or
unfeasibility of a model and the results state all Good. This can be said that the model is
acceptable, which means that there is a fit between the model and the data. From the
model, each path coefficient can be interpreted. These path coefficients are hypotheses in
this study, which can be presented in the following structural equations:
Information:
X1: Work Environment
X2: Management Support
X3: Organizational Culture
X4: Employee Engagement
Y1: Employee Satisfaction
Y2: Employee Performance
Table 8
Results of the Research Hypothesis Test
Variable
Coefficient
C.R.
Prob.
Information
Work Environment
(X1)→ Employee
Satisfaction (Y1)
0.473
3.940
0.000
Significance
Management Support
(X2)→ Employee
Satisfaction (Y1)
0.248
1.999
0.046
Significance
Organizational
Culture (X3) →
Employee
Satisfaction (Y1)
-0.210
-1.520
0.129
Insignificant
Employee
Engagement (X4) →
Employee
Satisfaction (Y1)
0.440
4.248
0.000
Significance
Work Environment
(X1)→ Employee
Performance (Y2)
0.261
2.829
0.005
Significance
Management Support
(X2)→ Employee
Performance (Y2)
0.186
2.211
0.027
Significance
Organizational
Culture (X3) →
Employee
Performance (Y2)
0.214
2.262
0.024
Significance
Employee
Engagement (X4) →
Employee
Performance (Y2)
0.202
2.520
0.012
Significance
Employee
Satisfaction (Y1) →
0.197
2.171
0.030
Significance
Maulia Farah Nur Azizah, Bambang Widjanarko Otok
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3780
Employee
Performance (Y2)
Conclusion
A significant relationship between employee performance and employee
characteristics in the work environment and employee engagement variables has been
shown. Employees who work in a positive and supportive work environment and feel
engaged in their work tend to be more committed, more productive and qualified, more
satisfied and motivated, and have a positive work culture. These aspects can improve
employee satisfaction and employee performance, which in turn contributes to the overall
success of the company.
Bibliography
Dami, W. D., FoEh, J. E. H. J., & Manafe, H. A. (2022). Pengaruh Employee
Engagement, Komitmen Organisasi, dan Budaya Organisasi Terhadap Kinerja
The Influence of Work Environment, Management Support, Organizational Culture, and
Employee Engagement on Employee Performance Through Employee Satisfaction
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 9, September 2024 3781
Karyawan Melalui Kepuasan Kerja Sebagai Variabel Mediasi (Suatu Kajian Studi
Literatur Manajemen Sumberdaya Manusia). Jurnal Ilmu Multidisplin, 1(2), 514–
526.
Daryanto, F., FoEh, J. E. H. J., & Niha, S. S. (2023). Pengaruh Motivasi, Budaya
Organisasi, dan Lingkungan Kerja terhadap Kinerja Karyawan Melalui Kepuasan
Kerja sebagai Variabel Mediasi (Kajian Studi Literatur Manajemen Sumber Daya
Manusia). Jurnal Ilmu Multidisplin, 2(2), 217–225.
Dasgupta, M. (2015). Middle-level managers and strategy: Exploring the influence of
different roles on organizational performance. Journal of General Management,
41(1), 25–43.
Fitriani, D., FoEh, J. E. H. J., & Manafe, H. A. (2022). Pengaruh Kompetensi, Motivasi,
Dan Budaya Organisasi Terhadap Kinerja Pegawai Melalui Kepuasan Kerja
Sebagai Variabel Intervening (Literature Review Manajemen Sumber Daya
Manusia). Jurnal Manajemen Pendidikan Dan Ilmu Sosial, 3(2), 981–994.
Hair, J. F., Ringle, C. M., Gudergan, S. P., Fischer, A., Nitzl, C., & Menictas, C. (2019).
Partial least squares structural equation modeling-based discrete choice modeling:
an illustration in modeling retailer choice. Business Research, 12(1), 115–142.
Kuo, Y.-K., Su, Y.-Y., & Chang, B.-L. (2015). The study on relationships between
perceived organizational support and job satisfaction in Taiwan's hospitality service
industry. Managing Intellectual Capital and Innovation for Sustainable and
Inclusive Society, Joint International Conference, Italy.
Nandedkar, A., & Brown, R. S. (2018). Transformational leadership and positive work
outcomes: A framework exploring the role of LMX and distributive justice.
International Journal of Organization Theory & Behavior, 21(4), 315–327.
https://doi.org/10.1108/IJOTB-09-2018-0105
Putra, E. Y., Ariyanto, H. H., & Maytanius, J. (2024). Pengaruh manajemen pengetahuan,
lingkungan kerja, keterlibatan karyawan, kepemimpinan transformasional dan
budaya organisasi terhadap kinerja karyawan melalui kepuasan kerja. Jurnal
Manajemen Strategi Dan Aplikasi Bisnis, 7(2), 197–210.
RABBANI, H. M. (2020). Pengaruh Budaya Organisasi, Employee Engagement, Dan
Produktivitas Terhadap Kinerja Karyawan Di Pt Ipc Terminal Petikemas.
Tejpal, P. (2015). Enhancing the Job Satisfaction Level Through Dimensions of
Employee Engagement: An Empirical Study on Private Sector Bank Managers.
Drishtikon: A Management Journal, 7(1).
