The Employee Performance: Career Development, Work Motivation, and Job Satisfaction
- DOI
- 10.2991/icoi-19.2019.102How to use a DOI?
- Keywords
- Career Development, Work Motivation, Job Satisfaction, Employee Performance
- Abstract
This research aimed to empirically determine the direct effect of career development on the employee’s performance, work motivation on the employee’s performance, career development on the employee’s job satisfaction, work motivation on the employee’s job satisfaction, and job satisfaction on the employee’s performance. Also, how to empirically determine the indirect effect of career development on the employees performance by job satisfaction and work motivation on the employees performance by job satisfaction. This research took sample of 160 employees related to the Regional Government of Riau Islands Province. The data were analyzed using “Path Analysis” of the statistical software SPSS 20. The results of this research are as follows career development had direct influence on the employees performance, work motivation had direct influence on the employees performance, career development had direct influence on job satisfaction, work motivation had direct influence on job satisfaction, job satisfaction had direct influence on the employees performance, career development had indirect effect on employees performance through job satisfaction, and work motivation had indirect effect on employees performance through job satisfaction.
- Copyright
- © 2019, the Authors. Published by Atlantis Press.
- Open Access
- This is an open access article distributed under the CC BY-NC license (http://creativecommons.org/licenses/by-nc/4.0/).
Cite this article
TY - CONF AU - Sri Langgeng Ratnasari AU - Gandhi Sutjahjo AU - Adam PY - 2019/10 DA - 2019/10 TI - The Employee Performance: Career Development, Work Motivation, and Job Satisfaction BT - Proceedings of the 2019 International Conference on Organizational Innovation (ICOI 2019) PB - Atlantis Press SP - 583 EP - 589 SN - 2352-5428 UR - https://doi.org/10.2991/icoi-19.2019.102 DO - 10.2991/icoi-19.2019.102 ID - Ratnasari2019/10 ER -