A Skripsi presented to Faculty of Business President

THE INFLUENCE OF SALARY, WORKING ENVIRONMENT AND

CAREER DEVELOPMENT TOWARDS EMPLOYEE SATISFACTION

(A CASE STUDY OF PT XYZ CIKARANG)

By:

Fadhlan Imam Vidani

014201300044

A Skripsi presented to

Faculty of Business President University

in partial fulfillment of the requirements for

Bachelor Degree in Economics Major in Management

May 2017

i

PANEL OF EXAMINERS

APPROVAL SHEET

The Panel of Examiners declare that the Skripsi entitled “THE INFLUENCE OF

SALARY, WORKING ENVIRONMENT AND CAREER DEVELOPMENT

TOWARDS EMPLOYEE SATISFACTION (A CASE STUDY OF PT XYZ

CIKARANG)” that was submitted by Fadhlan Imam Vidani, majoring in

Management from the Faculty of Business was assessed and approved to have

passed the Oral Examination on May17th, 2017.

Liswandi, S.Pd., MM.

Chair- Panel of Examiners

Dr. Drs. Bruno Rumyaru, M.m

Examiner 1

Grace Amin, S.Psi, M.Psi, Psikolog

Examiner 2

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SKRIPSI ADVISER

RECOMMENDATION LETTER

This Skripsi entitled “THE INFLUENCE OF SALARY, WORKING

ENVIRONMENT AND CAREER DEVELOPMENT TOWARDS

EMPLOYEE SATISFACTION (A CASE STUDY OF PT XYZ

CIKARANG)” prepared, and submitted by Fadhlan Imam Vidani in partial

fulfillment of the requirements for the degree of Bachelor in the Faculty of

Business has been reviewed and found to have satisfied the requirements for a

Skripsi fit to be examined. I therefore recommend this Skripsi for Oral Defense.

Cikarang, May12th, 2017

Acknowledged by, Recommended by,

Dr. Dra. Genoveva, M.M Grace Amin, S.Psi, M.Psi, Psikolog

Head of Management Skripsi Advisor

Study Program

iii

DECLARATION OF

ORIGINALITY

I, declare that this Skripsi, entitled “THE INFLUENCE OF SALARY,

WORKING ENVIRONMENT AND CAREER DEVELOPMENT

TOWARDS EMPLOYEE SATISFACTION (A CASE STUDY OF PT XYZ

CIKARANG)” is, to the best of my knowledge and belief, an original piece of

work that has not been submitted, either in a whole or in a part, to another

university to obtain a degree.

Cikarang, May 12th, 2017

Fadhlan Imam Vidani

iv

ACKNOWLEDGEMENT

First of all, I would like to say countless thanks to The Fully Enlighten One and

The Only God, Allah SWT for the meaningful uncountable lessons and

experience from the beginning of my life until the future of my life, including this

Skripsi process. Fortunately, Allah SWT always blessed me to the day I have been

waiting to finish my study and graduate in President University, finally has come.

I would like to deliver my gratitude and appreciation to all the people that always

give me support to finish my study and research, especially to:

1. There will be no words to deliver my gratitude, how thankful I am to my

parents, a never tired couple who always support me materially and

spiritually, also love me unconditionally. Big thanks to my big family,

which I cannot mention one by one, for the love given to me.

2. My skripsi advisor, Grace Amin, S.Psi, M.Psi, Psikolog, who always gives

me supports and uncountable valuable advises during my skripsi process

until the end.

3. To my Mibil squad, which are Luqman Gandy Dewanto, Rido Bagas

Julianto, Rifki Fauzan Afrianda, Ghilmansyah Amri, Hanif Keanugraha,

Fajar Putra Ryanda, Yoga Sendra Irawan, Muhammad Alief Ramdhani,

Ageng Jaya Putra and Rizky Perdana. I would like to say thank you to

annoy me during the campus life, and also we share laugh together, but

more on the make fun of me. In the inside I really say thank you for

cheering me up, spending time together and giving me many of lessons.

4. To all my lovely sisters and brothers from Pusako, Mulyani Fitri, Sri

Ariani, Ventika Aurora, Ginsi Trianesti, Okie Friandi, and all the members

of Pusako. Thanks for every single moment we shared during the college

life in President University.

5. To my palu’s brother, Sultan Beybar, Muhammad Alief Ramdhani, Ageng

Jaya Putra, Farhan Abdullah, Ardiansyah Bakti. I would like to say thank

you for cheering me up, spending time together and for everything.

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6. To my 4th level squad, thank you for the video, thank you for the time that

we shared during the college life in President University.

7. To all International Business students, thank you for all the corporation

and help until the last semester in the campus.

8. To all my beloved and close friends from other concentrations and majors

which I cannot mention one by one.

9. To PT XYZ employees, thank you for the contribution to fill my

questionnaire. Without your participation and help, I will not be able to

continue, even finish this skripsi, so I deliver my gratitude and I really

appreciate for all of your support.

.

Cikarang, May 12th, 2017

Fadhlan Imam Vidani

vi

TABLE OF CONTENTS

PANEL OF EXAMINERS APPROVAL SHEET ................................................... i

SKRIPSI ADVISER RECOMMENDATION LETTER ........................................ ii

DECLARATION OF ORIGINALITY .................................................................. iii

ACKNOWLEDGEMENT ..................................................................................... iv

TABLE OF CONTENTS ....................................................................................... vi

LIST OF TABLE ................................................................................................... ix

LIST OF FIGURES ................................................................................................ x

ABSTRACT ........................................................................................................... xi

CHAPTER I INTRODUCTION ............................................................................. 1

1.1 Background of Study ..................................................................................... 1

1.2 Problem Identification ................................................................................... 6

1.3 Statement of Problem .................................................................................... 6

1.4 Research Objectives ...................................................................................... 7

1.5 Significance of Study .................................................................................... 7

1.6 Scope and Limitation .................................................................................... 8

1.7 Organization of the Research ........................................................................ 8

CHAPTER II LITERATURE REVIEW ............................................................... 10

2.1 Introduction ................................................................................................. 10

2.2 Employee Satisfaction ................................................................................. 10

2.3 Salary .......................................................................................................... 11

2.4 Working Environment ................................................................................. 12

2.5 Career Development.................................................................................... 13

2.6 Previous Research ....................................................................................... 14

2.7 Research Gaps ............................................................................................. 15

CHAPTER III RESEARCH METHODOLOGY ................................................. 16

3.1 Theoretical Framework ............................................................................... 16

3.2 Research Framework ................................................................................... 17

3.3 Hypothesis ................................................................................................... 18

3.4 Operational Definitions of Variables .......................................................... 19

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3.5 Instrument (Questionnaire) ......................................................................... 20

3.6 Sampling ..................................................................................................... 21

3.7 Validity Test ................................................................................................ 23

3.8 Reliability Test ............................................................................................ 23

3.8. Descriptive Analysis .................................................................................. 25

3.8.1. Mean .................................................................................................... 25

3.8.2. Standard Deviation .............................................................................. 25

3.9 Classic Assumption Test ............................................................................. 26

3.9.1 Normality Test ..................................................................................... 26

3.9.2. Multicollinearity Test .......................................................................... 27

3.9.3 Heteroscedascity Test........................................................................... 27

3.10 Multiple Linear Regression Analysis ........................................................ 27

3.11 Hypothesis Testing .................................................................................... 28

3.11.1 T-test .................................................................................................. 28

3.11.2 F-test ................................................................................................... 28

3.11.3 Adjusted R square .............................................................................. 28

CHAPTER IV ANALYSIS AND INTERPRETATION ...................................... 29

4.1 Company Profile ......................................................................................... 29

Vision and Mission ....................................................................................... 30

Organizational Structur ................................................................................. 31

Product of PT XYZ ....................................................................................... 33

4.2 Pre-Test ....................................................................................................... 36

4.2.1 Validity Testing .................................................................................... 36

4.2.2 Reliability Testing ................................................................................ 37

4.3. Demographic Profile .................................................................................. 38

4.3.1 Age ....................................................................................................... 38

4.3.2 Gender .................................................................................................. 38

4.3.3 Education.............................................................................................. 39

4.3.4 Working Period .................................................................................... 40

4.4 Descriptive Analysis ................................................................................... 40

4.5 Classic Assumption Test ............................................................................. 41

viii

4.5.1 Normality Test ..................................................................................... 41

4.5.2 Multicollinearity Test ........................................................................... 43

4.5.3 Heteroscedascity Test........................................................................... 44

4.6 Multiple Linear Regression Analysis .......................................................... 45

4.7 Hypothesis Testing ...................................................................................... 46

4.7.1 Significance T-Test .............................................................................. 46

4.7.2 Significance F-Test .............................................................................. 48

4.7.3 Adjusted R Square ............................................................................... 48

4.8 Interpretation of the Result ......................................................................... 49

4.8.1 Salary on Employee Satisfaction ......................................................... 49

4.8.2 Working Environment on Employee Satisfaction................................ 50

4.8.3 Career Development on Employee Satisfaction .................................. 50

CHAPTER V CONCLUSION AND RECOMMENDATION ............................. 51

5.1 Conclusion .................................................................................................. 51

5.2 Recommendation......................................................................................... 52

5.2.1 Company .............................................................................................. 52

5.2.2 Future Research .................................................................................... 52

REFERENCES ...................................................................................................... 53

Book .................................................................................................................. 53

Thesis and Dissertations .................................................................................... 54

Journals ............................................................................................................. 55

Electronic Resources ......................................................................................... 58

APPENDIX ........................................................................................................... 59

ix

LIST OF TABLE

Tabel 1.1 : Result of last two surveys ..................................................................... 5

Tabel 1.2 : Result of the last two surveys ............................................................... 6

Tabel 3.1 : Interpretation of Cronbach Alpha Value............................................. 26

Tabel 3.2 : Range and Category of Mean Value ................................................... 28

Tabel 4.1 : Pearson’s Correlation Validity Test Result ......................................... 41

Tabel 4.2 : Cronbach’s Alpha Variables Result .................................................... 41

Tabel 4.3 : Descriptive Statistic Analysis Result .................................................. 45

Tabel 4.4 : Multicollinearity Test Result .............................................................. 48

Tabel 4.5 : Multiple Regression Test Result ......................................................... 50

Tabel 4.6 : Multiple Regression Test: Coefficient Determination (R2) Result ..... 51

Tabel 4.7 : Significance T-Test Result .................................................................. 52

Tabel 4.8 : ANOVA Table, Significance F-Test Result ....................................... 53

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LIST OF FIGURES

Figure 3.1 Theoretical Framework ........................................................................ 16

Figure 3.2 Research Framework ........................................................................... 17

Figure 4.1 Age ....................................................................................................... 42

Figure 4.2 Gender.................................................................................................. 42

Figure 4.3 Education ............................................................................................. 43

Figure 4.4 Working Period .................................................................................... 44

Figure 4.5 P-P Plot Graph, Normality Test Result ............................................... 46

Figure 4.6 Histogram, Normality Test Result ....................................................... 47

Figure 4.7 Scatter Plot, Heteroscedascity Test Result .......................................... 49

xi

ABSTRACT

This study is aimed to analyse the influence of salary, working environment, and

career development towards employee satisfaction in PT XYZ. The number of

responden in this research are 88 people consist of 6 divisions in PT XYZ.

Cikarang, Bekasi, West Java. This research using Quantitative Method. Data

analysis techniques that were used are multiple linear regression coefficients and

F-testing to test the simultaneous influence with significant of 10% (α = 0.10).

The result is, the implementation of salary have influence by 0.465, working

environment have influence by 0.233, and career development have influence by

0.254. Salary, working environment, and career development have simultaneously

influence towards employee satisfaction in PT XYZ. The adjusted R2 is .732

(73.2%), which means three independent variables are influencing 73.2% on

employee satisfaction, while the rest percentage, which is 26.8% is influenced by

other variables that are not mentioned in this research.

Keyword: Salary, Working Environment, Career Development, Employee

Satisfaction

1

CHAPTER I

INTRODUCTION

1.1 Background of Study

Nowadays, the major problem that usually occurs in several countries are related

with the economic issues. However, the advancement of industry may lead to the

economic development which reduces the impact of economic issues. Industrial

development already happened in some of countries including, Africa, Indonesia,

India, China, and many other countries. Consequently, the development of

industry becomes the main focus and important aspect for every country all

around the world. Industrial development could have been established by the

support of several different aspects. Human resource, as one of the aspects, plays

the key role to obtain the industrial development. In other word, the

manufacturing industry needs to have an excellent human resource as the work

force (Rani and Khan, 2014).

In order to create an excellent human resource, the company must have a good

human resource management. According to Nyameh Jerome (2013), human

resource management is departments that are related with people who work inside

the organization. The management may include training, compensation,

communication, administration, employee motivation, and many other functions.

In other words, human resource management is any kind of administrative

activities to manage people that work inside the company.

Human resource management have one main aspect which is the measurement of

employee satisfaction. The company needs to ensure the employees are happy to

work which may lead to high rate of employee satisfaction. Every employee

expects to have a career in a good working environment (Sageer, Rafat, et al,

2012).

2

Furthermore, the company needs to provide a good environment to increase the

capability of the employee. The employee motivation and commitment will be

built easily and the employee also have a feeling of belongingness towards the

company. The employee’s productivity will increase which eventually lead to the

achievement of the company’s goal. In order to do that, the company need to

provide a good working environment for the employee. As the result, both

employer and employee will get a good output since the organization productivity

will increase and the employee turnover rate will decrease so does employee feel

satisfied to work in the company (Rani and Khan, 2014).

Employee satisfaction included the perception of the employee in it as stated by

Sageer, Rafat, et al (2012). In addition, the employee’s positive perspective about

the eagerness and feel of belongingness also described in the term of satisfaction

of employee. The feeling of the employee to work inside the company whether the

employee feels pleased or not, this is presented by the real opinion of the

employee on how they feel regarding their working condition. Sageer, Rafat, et al

(2012) also further explain that the company’s success has direct link to the

satisfaction of the employee who included in the actualization of the goals of the

company, that the talented people who retained by the company is one of the key

element to achieve the success of company. Several studies demonstrate that the

more employee feel satisfied with their work, will impact to the decreasing of

turnover and absenteeism. This is proven by 50% of the decreasing of turnover

and the increasing of customer satisfaction to an average of 95% and have

lowering the labor cost for about 12%.

As stated by Sageer, Rafat, et al (2012), the quality of product mostly depends on

the skill of labors and on site supervisors, employee play a significant role in the

success and outcome of the product and the company, as well as the profit and

growth are stimulated directly and primarily by customer loyalty. Customer

loyalty is direct consequence of customer satisfaction, well the customer

satisfaction is heavily influenced by customer perceptions of the value of services

they receive, and the value is created by satisfied, loyal and productive employees.

3

There is no specific limitation on how the employee reach the full satisfaction and

it may show different characteristics from each employee. The employee

sometime need to adjust or even change their behaviors in order to execute their

duties or responsibilities to be more effective, so the greater of job satisfaction

will be achieved. There are several things that related to the increasing of

employee satisfaction, for example maintain good relationship with the

colleagues, high salary, good working conditions, and training and career

developments. Those things will affect the level of employee satisfaction. In

general, how pleased the employee toward their work is explained by employee

satisfaction. To measure the satisfaction of employee in the workplace and

investigate what the employee are satisfied by is critical to the success and this is

may result in the increasing of the company’s profitability for having competitive

advantages. Therefore, researching the employee satisfaction in terms of different

factors and on various areas (such as manufacturing industry) will enrich the

literature and contribute to organizations (Aydin and Ceylan, 2009).

PT XYZ is a company engaged in manufacturing and engineering focus on

customized oriented. The company was established in 1983 with the status as a

subsidiary. As one of Indonesia’s leading company in heavy equipment

manufacturing & engineering, PT XYZ provides solutions based on customer’s

specific needs. With a vision to be the best engineering & energy logistic

company in the region, providing outstanding products & service quality to

achieve sustainable profitability & growth, PT XYZ business competence lies on

the ability to fulfill customer’s requirement through a breakthrough design and

innovation, in order to optimize the productivity. Equipped with the latest

technology on manufacturing system and qualified engineering, PT XYZ will

ensure the production runs faster, more efficient and reliable to deliver the product

as it’s scheduled. As a completed cycle of the best solutions, PT XYZ also gives

more value by facilitating customers with excellent after sales services (source:

PT XYZ, 2016).

4

In last three decades, an unprecedented degree of change has experienced by

manufacturing industries, implicate the drastic changes in management

approaches, product and process technologies, the expectation of customer, as

well as the competitive behavior (Wakjira and Singh, 2012). Depending on the

market position, several things such as Innovation of technology, quality

improvement and cost reduction have been manufacturing industries’ focus on

product-related strategies (Lay, Copani, et al, 2010).

The vision of the company to be the best engineering company in the region,

providing outstanding products & service quality to achieve sustainable

profitability & growth. In order to realize the vision of the company along with

the increase of production, one of the steps taken by PT XYZ is holding a survey

to employee once every two years. The survey was conducted to measure the level

of employee satisfaction and to investigate the employee expectations as an input

to implement improvements and development in PT XYZ.

The loyalty and the productivity of employee will increase as long as they feel

satisfied with their work, and this is will affect the customer satisfaction as well as

the productivity of organization. As appointed by Aydin and Ceylan (2008),

supplying the expectations of employee in order to approach the employee

satisfaction should be the thing that company need to try.

Table 1.1 Result of last two surveys

Division Index (%)

2014 2016

Marketing & Sales 71.24 66.57

Parts & Service 72.03 67.55

Plant Operation 70.21 64.80

Engineering 67.48 70.22

HC,GA,ESR 76.59 71.15

Business Management

& Development 69.57 65.47

Finance & Accounting 63.64 61.59

Sources: Human Capital Department of PT XYZ (2016)

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For the last four years (last two surveys), the index of employee satisfaction in PT

XYZ has decreased significantly. In 2014, the index has reached to the level 70.42

%, while in 2016, the index has decreased to the level 66.22% (Human Capital

Department of PT XYZ, 2016). From the data, the index of Marketing and Sales

division decreased from 71.24% to 66.57%, Parts and Service division decreased

from 72.03% to 67.55%, Plant Operation division has decreased significantly

from 70.21% to 64.80%, HC,GA,ESR division decreased 76.59% to 71.15,

Business Management & Development division decreased from 69.57% to

65.47%, Finance & Accounting division decreased from 63.64% to 61.59%,

while only Engineering division increased from 67.48% to 70.22% from the last

two surveys.

According to Sageer, Rafat, et al (2012), they defined the factors that determine

employee satisfaction of the employees. The factors are salary, working

environment and career development.

Table 1.2 Result of the last two surveys

Division Index (%)

2014 2016

Salary 64.81 61.91

Working Environment 65.14 62.76

Career Development 66.02 60.73

Sources: Human Capital Department of PT XYZ (2016)

Table 1.2 shows that the decrease in salary, working environment, and career

development factors from the last two surveys. Based on the data, salary

decreased from 64.81% in 2014 to 61.91% in 2016, working environment

decreased from 65.14% in 2014 to 62.76% in 2016, while career development

decreased from 66.02% in 2014 to 60.73% in 2016. From the data above, we

know that there is a problem in salary, working environment, and career

development with the satisfaction of employee in PT XYZ. High satisfaction will

affect employee’s positive attitude toward their job. On the other hand, low

satisfaction will lead to negative attitude of employee in viewing their job.

6

Because, in achieving a success, the company need to keep the employee satisfied

toward their job. Then, high working efficiency will create, if the expectation of

employee over the job satisfaction is reached. If employee is not satisfied enough

toward their job, the possibility of the employee leaving the company will be

higher (Ngoc Diem, 2016).

1.2 Problem Identification

In the process of preparation of this study, the researchers found some problems

that occur in PT XYZ, supported by information and data from Human Capital

Department. Some of these problems include:

1. The company salary system is considered still problematic for employees

and ultimately affects the level of employee satisfaction.

2. Unconducive working environment will make employees feel

uncomfortable at work and ultimately affect the level of employee

satisfaction.

3. The level career path is still quite low with lack of training and promotion

and also affects the level of employee satisfaction.

Based on the example of the problems that occur, continuity of satisfaction of

employee performance is highly dependent on the satisfaction of salary, working

environment, and career development.

1.3 Statement of Problem

To solve the problem mentioned in the background of the research, the researcher

attempts to answer as many as four questions to get the problems solved. They

are:

1. Is there any significant influence from Salary towards Employee

Satisfaction?

2. Is there any significant influence from Working Environment towards

Employee Satisfaction?

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3. Is there any significant influence from Career Development towards

Employee Satisfaction?

4. Is there any simultaneous significant influence from Salary, Working

Environment and Career Development towards Employee Satisfaction?

1.4 Research Objectives

The objective of this research is as follow:

1. To convince if there is any significant influence from Salary towards

Employee Satisfaction.

2. To convince if there is any significant influence from Working

Environment towards Employee Satisfaction.

3. To convince if there is any significant influence from Career Development

towards Employee Satisfaction.

4. To convince if there is any simultaneous significant influence from Salary

and Benefit, Working Environment and Career Development towards

Employee Satisfaction.

1.5 Significance of Study

1. Company

The researcher hopes that the research study can be a benchmark for the company

regarding the satisfaction of employee.

2. Future Researcher

The researcher hopes that the result of this research would offer enlightenment to

the future researchers who are willing to choose similar topic of research.

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1.6 Scope and Limitation

In each study, scope and limitations need to be set so that the researcher's results

are more specific and relevant to current conditions in a particular field of study.

Therefore, the researcher has determined the scope and limitations of this research

only on PT XYZ. This research will use questionnaire to gathered the data for the

researcher, and it will distribute to the employees in 6 divisions at head office of

PT XYZ and have join PT XYZ more than one years. This research was

conducted in three months (April – May) 2017.

1.7 Organization of the Research

The organization of the research in this paper is as follows.

1. Introduction

In this chapter, researcher explains the background of research, related

activities, major problems in research and objectives as well as research

benefits.

2. Literature Review

In this chapter, the second chapter describes all relevant theories and studies

of related variables that affect the topic of this study. There are also research

gaps from various studies previously held by other researchers.

3. Methodology

In this chapter, researcher shows the tools used and the techniques used in this

study.

4. Data Analysis

In this chapter, the data used to complete the study will be processed and

compare the results according to the theory in the methodology.

9

5. Conclusion and Recommendation

In this chapter, once all is known, and the results are shown, the researcher

concludes everything corresponds to the main problem in the introduction.

Researchers also provide recommendations to future researchers about the

weakest variables in this study that may be of concern to them.

10

CHAPTER II

LITERATURE REVIEW

2.1 Introduction

This chapter explains the theories underlying this study. The dependent variable

and each independent variable. Research gaps are also discussed in this chapter as

previous research or pivot in this study.

2.2 Employee Satisfaction

Based on Sharma, Chuen, et al (2016), employee satisfaction can be described as

a gratitude feeling that employees have from the job, which means the employee

feel happy to work in the company or not. Then, employee satisfaction can be

defined as the satisfaction of the employee when performing the work in a

company.

Employee satisfaction as the effective orientation that an employee has towards

his or her work, it may also be recognized as the individual’s perception and

evaluation of the overall work environment. A common feature that connects

these definitions is that employee satisfaction is concerned with what people in an

organization feel about their overall work, (Mafini and Pooe, 2013). According to

Masood, Ain, et al (2014) employee satisfaction is a significant variable that is

able to give estimation about general emotion and thinking forms of employees

about their job and workplace. Thus, employee satisfaction related to hopes of the

employee about the workplace and his approaches forward his job.

There are several elements of employee satisfaction. The first element is the

common satisfaction with the work which consists of work condition, working

time and company reputation. The second element is employee relationship which

consists of the relationship among employees, and interview with the employee.

11

The third element is remuneration, benefits and organizational culture which

include incentive and benefits, and rewards and can be in the form of praise,

promotion, education, permanent jobs, supportive atmosphere and culture in the

company. The fourth element is employee loyalty once those employees feel

satisfied with the result they will be loyal to their Company (Hatane, 2015).

2.3 Salary

The most important thing that can help to increase the employee satisfaction is

salary. Followed by the way of Ruby’s thinking, once the employee decided to

increase their salary, they should accomplish the best performance. Salary actually

stands for the compensation that has been given to the office employee,

professionals, managers, foreman, technical staff and supplementary that has been

work in an organization or company. The employee can be paid by weekly,

monthly, even annually according to their performance (Ruby, 2012).

According to Amadeo (2012) salary refer to money that provided by member of

staff to the employees in exchange for accomplish specified of their responsibility.

There two types of salary structures: first is a hierarchical and compressed.

Hierarchical pay structures are highly disseminated; a small number of individuals

receive a significant amount of cash, while the other employees make a portion of

that amount. This type of pay structure is often used to create a competitive work

environment to reward success. On the other hand, a compacted salary structure is

concentrate; all employees receive similar payment. The rationale for using a

compacted pay structure is the promotion of consistency between employees.

Moreover, in every case, awareness needs to be illustrated to individuals’

perspective about their payment and effort in relation to others within the same

organization (Fullard, 2012)

Based on the thought of Ngoc Diem (2016), the salary is a system to express of

how precious an employee is in the organization. Fundamentally, it is already

mentioned that the salary one of the most important thing in order to maintain and

preserve human resources, especially the capable people. A reasonable salary uses

12

the basis of an agreement that is stated in the treaty or implicit agreement between

the employers and the superior. Salary also considered as one of the crucial

determinants for employee satisfaction because it is accomplishing employee

needs from their fundamental needs to the higher-level of needs.

2.4 Working Environment

Based on the Ruchi Jain (2014) statement, the work environment is the

environment where the employee working on. While according to the statement

of Bushiri (2014), working environment is the correlation among employees and

the environment in which people are works. Working environment has to be

suitable with the satisfaction of employee because it is a good method to motivate

the employees to produce higher revenue. Bushiri (2014) also mentioned about

the working environment that it is differentiated into three sub-environments

which are; technical environments, human environments, and organizational

environments. First technical environment permits employees to complete the

activities for the period of their work which can be in the shape of instruments,

tools, technological infrastructure, additional physical and technical feature of

accompany or organization. Then human environment allowed the employee to

present an informal communication to substitute the knowledge and thoughts in

the works space.

Following the thinking of Raziq and Maulabakhsh (2014), the working

environment consists of two comprehensive scopes such as occupation and

situation. Work consist of the entire diversity of the job characteristics such as the

method of the job conceded and finished, including the responsibilities like the

training activity, manage on one of individual work that connected with their

activity, the logic of accomplishment from work, the diversity of responsibility

and the intrinsic worth of the responsibilities. There is a constructive connection

between work environment and intrinsic feature of satisfaction. Additionally, they

explained the second dimension of satisfaction that well known as the situation

includes the physical working and social working circumstances.

13

Raziq and Maulabakhsh (2014) also stated that the parts of working environment

are also about the wellbeing of employees, the protection of their career, maintain

the relation with the colleague, acknowledgement to the best achievement,

motivation to performing well and contribution in the assessment of making

process of the dense. When the employees recognize that the dense revolves

became an important, they determine have a high rank of dedication and the

wisdom of ownership for their organization.

2.5 Career Development

As stated by Pratiwi (2015), in developing career, the employee need to improve

the individual work ability in order to achieve its desired career. Thus, can be

concluded individual continuously increasing their personal efforts to realize the

goal of career planning in which adjusted to the organization’s conditions. Kaya

and Ceylan (2014) explained that career is the process in which it can create the

accumulation of experiences arising from jobs, tasks, and the positions of the

person or even from the transitions such as promotions, transfers through these

positions. As well as the career development have direct link to personal and

organizational goals.

People faced successes and failures related to the experiences of their job and by

this condition it also provide the development of their career (Kaya and Ceylan,

2014). Career development program have been implemented by many

organizations, so the organization will be able to retain which employee is good.

This program helps the organization to educate the employee on how their effort

help them to achieve their desired career and contribute to the organization at the

same time.Getting promoted or moving up to the higher corporate position is not

the only condition to develop career, but how individual can find a place to

express their best effort and contribute the the success of company is the best

execution in career development (Long, Xuan, et al 2014).

The continuous improvement and development of the skill of employees,

competencies, knowledge, and attitudes are the important things that career

14

development program have to make sure. According to Saleem and Amin (2013)

this is a crucial thing to maintain and develop the individual and the organization

as a whole, so the choice of the company to invest in the development of career of

the employee must be a good choice. Long, Xuan, et al (2014) stated that in work

the personal satisfaction and the term of fulfillment demanded more by employee

nowadays. So the employee would prefer to gain the opportunity for self-

development and to be empowered.

2.6 Previous Research

1. Ngoc Diem, 2016 had made a research about “The factors affecting

employee satisfaction and loyalty” had a purpose to explore the factors

that affecting the satisfaction of employee in the people committee of Binh

Tan District, Vietnam. The research using quantitative method with the

purpose is to test measurement and structural model. In the research, the

result comes up with factor to measure the employee satisfaction. The

result indicated a positive correlation between satisfaction of employee

with salary and career development.

2. Masood, Ain, et al 2014 conducted a research about “factors affecting

employee satisfaction of the public and private sector organizations”. The

purpose of the research is to find out the factors that affect employee

satisfaction and how much is the intensity. The research was using

quantitative method with regression analysis. The research can help us to

better understand about the satisfaction level of employee and how we can

motivate employees to perform their job efficiently and effectively. The

result of the research shows significant influence of working environment

and salary on employee satisfaction and job performance.

3. Tomazevic, Seljak, et al 2013 had made the research entitled “Factors

influencing employee satisfaction in the police service: the case of

Slovenia. The purpose of the research is to examine the factors of

employee satisfaction and identify the impact of the groups of factors on

employee satisfaction. The measurement of satisfaction of all employees

15

in the Slovenian police is based on the comprehensive on-line

questionnaire. Factor analysis was used to formulate the facets of

satisfaction. Multiple linear regression analysis was performed to identify

the predictors of facets of employee satisfaction. The result of the research

shows that salary and working environment have an influence with

employee satisfaction with different levels of intensity.

2.7 Research Gaps

This study aims to analyse the influence of salary, working environment and

career development towards employee satisfaction in PT XYZ. There are many

factors that influence employee satisfaction and it founded on (Ngoc Diem, 2016)

discussed about the factors affecting employee satisfaction and loyalty, (Masood,

Ain, et al 2014) discussed about factors affecting employee satisfaction of the

public and private sector organizations, and (Tomazevic, Seljak, et al 2013)

discussed about factors influencing employee satisfaction in police service. From

those studies, researcher found different variables that influence employee

satisfaction. Therefore, the researcher decides to combine those factors and find

the relationship on employee satisfaction. It becomes the research gap of this

study. In addition, the case study location also becomes research gap because the

researcher uses different location to do the research.

16

CHAPTER III

RESEARCH METHODOLOGY

The targets in this review are the focus on the amount of salary, work

environment and career development that can affect employee satisfaction. Then,

this search can be accessed as the research objective for this research. This

research is categorized as quantitative research.

3.1 Theoretical Framework

Figure 3.1 Theoretical Framework

Source: Adaptation from Sageer, Rafat, et al (2012).

Salary

(X1)

1. Basic Salary

2. Proportionate

3. Bonus

4. Medical Insurance

Working Environment

(X2)

1. Physical Environment

2. Mental Environment

3. Social Environment

Career Development

(X3)

1. Promotion

2. Coaching

3. Appraisal

4. Training

Employee

Satisfaction

(Y)

1. Satisfaction

2. Expectation

3. pride

H1

H2

H3

H4

17

3.2 Research Framework

The Research Methods Framework section is a resource designed to help

researchers of all types design a custom research methodology for their particular

project. While the research framework is organized into seven components with

clear linkages, the process of developing a good research design is an iterative and

often messy process. Each of the nine components is linked to the previous and

subsequent components and all components are linked to the conceptual

framework.

Figure 3.2 Research Framework

Source: Adaptation from Sekaran and Bougie (2013)

http://johnlatham.me/good-research/

18

3.3 Hypothesis

H01: There is no significant and influence of salary towards employee

satisfaction.

Ha1: There is a significant influence of salary on employee satisfaction.

H02: There is no significant influence of working environment towards employee

satisfaction.

Ha2: There is a significant influence of working environment towards employee

satisfaction.

H03: There is no significant influence of career development towards employee

satisfaction.

Ha3: There is a significant influence of career development towards employee

satisfaction.

H04: There is no simultaneously significant influence of salary, working

environment, and career development towards employee satisfaction.

Ha4: There is a simultaneously significant influence of salary, working

environment and caree development towards employee satisfaction.

19

3.4 Operational Definitions of Variables

An operational definition is the operational definition from each variables include

the indicator from the definition.

Variable Definition Indicator

Salary

(X1)

Refer to money that provided by

employer to employees in

exchange for performing specified

service (Amadeo, 2012)

1. Basic salary

2. Proportionate

3. Bonus

4. Medical Insurance

Working

Environment

(X2)

The work environment can be

described as the environment in

which people are working (Jain,

2014)

1. Physical

Environment

2. Mental Environment

3. Social Environment

Career

Development

(X3)

A continuous process through

which individuals through

personal efforts in order to realize

the goal of career planning

tailored to the conditions of the

organization (Pratiwi, 2015)

1. Promotion

2. Coaching

3. Appraisal

4. Training

Employee

Satisfaction

(X4)

A significant variable that is able

to give estimation about general

emotion and thinking forms of

employees about their job and

workplace (Masood, Ain, et al,

2014)

1. Satisfaction

2. Expectation

3. Pride

20

3.5 Instrument (Questionnaire)

There are questionnaire that were distributed to several employee in PT XYZ

which consist of 5 different value. Those value are StronglyDisagree with a value

of 1, Disagree with a value of 2, Neutral with a value of 3, Agree with a value of

4, Strongly Agree with a value of 5 (Sekaran and Bougie, 2013). The instrument

is shown as follow:

NO Salary SD D N A SA

1. The basic salary is enough to cover your

most basic expenses.

2. I feel that my salary is proportionate to the

work that I do.

3. Giving bonuses by the company encouraged

me to perform better.

4.

The medical insurance of the company

covers all the possible injuries caused during

the work.

NO Working Environment SD D N A SA

1.

My workplace provides an undisturbed

environment so that I can concentrate on my

work.

2. The facilities provided by the company are

adequate and easy to use.

3. I am satisfied at working relationship with

the people around me.

4. Spirit of cooperation and teamwork exist in

the organization.

5. I usually find it easy when accomplishing the

task.

21

6. My superior always challenge me with the

task each day.

NO Career Development SD D N A SA

1. I get the opportunity of promotion and career

development in this organization.

2. My superior does Coaching and Counseling

in the employee development process.

3. I understand the scoring system of work done

by the company.

4.

The company gives me the opportunity to

attend training that suitable to needs of the

job.

NO Employee Satisfaction SD D N A SA

1. I am satisfied with my current work.

2. I feel satisfied when I do my job well.

3. My job in this organization has met my

expectations.

4. I am proud to tell people that I am part of this

organization.

3.6 Sampling

The data are collected from several respondents of PT XYZ Head Office,

Cikarang. The questionnaire are distributed to 30 respondents in the pre-test to

analyze the validity and reliability. The primary data from 88 respondents become

the sample size and analyzed by using multiple regression analysis. Then, the

validity and reliability test will be analyzed. Before analyzing by using multiple

regression analysis, there were a classical assumption tests that done by using the

22

data of 88 questionnaires. The tools that used in this research are Microsoft Excel

2013 and SPSS software.

Sample means a portion of a population that selected by particular procedure

which represent the population. The sampling method that used in this research is

simple random sampling techniques. This method is used in this research because

the population is not homogeneous.

Based on the opinion of Sugiyono (2013), “Simple random sampling is used when

the population has a member or element homogeneity.” In order to determine the

number of members, there are a calculation by using a formula of total sample.

The formula come from Taro Yaname and Slovin, which refers from the opinion

of Riduwan and Engkos (2013), “The technique of sampling using the formula of

Taro Yaname Slovin and when the population is already known”. As for the

formula is as follows:

Where:

n = Sample

N = Population

d2 = Precision (10% or 0.1)

So,

n = N = 692 = 88 samples

N.d2 + 1 692 x (0.1)2 + 1

𝑛 =N

N. d2 + 1

23

3.7 Validity Test

All the result of questionnaires need to pass through the validity test. Baes on Hair

et al (2010), validity means the extent in the form of scale of set of measure that

accureately represent the concept of interest. Validity test usually used to measure

the accuracy of all the question in the questionnaires. According to Cohen (2013),

which cited by Adi (2016), a quantitatvie research need to possess a measure for

standard error which are inbuilt and has to be acknowledge.

Based on Cohen (2007), each question in the questionnaire can be stated as valid

if the significant level is >α (0.05), in this research, the researcher use α (0.10)

significant level. In a quantitative research, to improve the validity the sampling

must be done carefully which include the appropriate statistical treatment of the

data. Each question can be stated valid if the value of all the data is above the r

table estimation. The validity formula is as follows:

(Source: Hadinata, 2016)

Where:

Df = degree of freedom

n = number of respondents

3.8 Reliability Test

Since the development of inconsistentcy can not be substantial, the main thing to

do is assess the reliability test. Reliability test has a purposed to depict the general

consistency of estimation and look for the connection’s reply between respondent

(Malhotra, 2010). Reliability test will be used to check how reliable the

questionnaire. Cronbach Alpha is the reliability coefficient which shows how well

all the things in a set that have positive connection to each other (Sekaran and

Bougie, 2010).

Df = n-2

24

According to Hair (2010), reliability means an appraisal of the consistency level

between several various estimations of a variable. The correlation of inter-item

exceeds 0.30, while the correlation of item-to-total should exceed 0.50, and the

lower limit of Cronbach’s alpha is 0.70. Cronbach’s alpha has a positive

relationship with the total number of item in scale because the increasing number

of items. The reliability formula is as follows:

Where:

k = number of items

r = average correlation between any two items

α = reliability of the average or sum

Table 3.1. Interpretation of Cronbach Alpha Value

Source: Hadinata (2015)

Cronbach's alpha Internal consistency

α ≥ 0.9 Excellent

0.8 ≤ α < 0.9 Good

0.7 ≤ α < 0.8 Acceptable

0.6 ≤ α < 0.7 Questionable

0.5 ≤ α < 0.6 Poor

α < 0.5 Unacceptable

25

3.8. Descriptive Analysis

The purpose of performing the descriptive analysis is to figure out. Descriptive

analysis is used frequently to shows the diagram of attributes of people, events, or

situation from all the information collected. Descriptive analysis might include the

accumulation of quantitative data, for example, entertainment statistic data,

figures, and ratings, yet it might also involve the qualitative data (Sekaran and

Bougie, 2013).

3.8.1. Mean

Mean is the overall value of each variable which usually used to concentrate on

the population (Andale, 2014). The mean formula is as follows:

Where:

= Mean

∑ = Sum

w = Weights

x = Value

3.8.2. Standard Deviation

Standard deviation is a number used to tell how measurements for a group are

stretched out from the mean. The standard deviation formula is as follows:

26

The sample standard deviation is used when a sample of data is analyzed. In this

equation:

s = sample standard deviation

N = number of scores in a sample

N-1 = degrees of freedom or Bessel's correction

x = value of a sample

= mean or average of the sample

Table 3.2. Range and Category of Mean Value

Range Category

4.21 – 5.00 Strongly Agree

3.41 – 4.20 Agree

2. 61 – 3.40 Neutral

1.81 – 2.60 Disagree

1.00 – 1.80 Strongly Disagree

Source: (Laksita, 2016)

3.9 Classic Assumption Test

3.9.1 Normality Test

The normal probability plot graph is the source to get tests for normality. The data

that can be expressed in normality is by looking at the distribution of data on the

diagonal axis of the graph, or the histogram perspective of the remaining reason

for the normality test decision. If the data displayed does not provide a normal

pattern of how the data should be, then the regression model does not meet the

assumption of normality. If the data spreads around the diagonal line or histogram

graph shows the normal distribution pattern, then the regression model meets the

presumption of normality (Susanto, 2013).

27

3.9.2. Multicollinearity Test

According (Susanto, 2013), The multicollinearity test focuses on the verification

of the regression model that finds correlation between the independent variables.

A good regression model should have no correlation between independent

variables. Techniques for detecting the presence or absence of multicolinearity in

the regression model see the values of Variance Inflation Factor (VIF), and

tolerance values. If the tolerance value is close to 1, and the VIF value around the

number 1 and not more than 10, it can be concluded there is no multicollinearity

between the independent variables in the regression model.

3.9.3 Heteroscedascity Test

A good regression model is a model not in heteroscedascity. The reason for

heteroscedascity if the information above and below the number 0 on the Y axis,

the data does not form a certain pattern. The heteroscedascity test for the

accidental variance regression model of building inequality one observation to

another observation (Susanto, 2013).

3.10 Multiple Linear Regression Analysis

Regression analysis is a study used to describe the dependent variable at at least

one independent variable, to assess the regression of the dependent variable with

more than one independent variable called multiple regressions, a condition when

the study used at least two independent variables in the regression analysis Linear

(Malhotra, 2010). Multiple regressions can be formulated as:

Y= a + b1X1 + b2X2 + b3X3

Where:

Y defined as dependent variable (Employee Satisfaction)

X1 = coefficient of variable (Salary)

X2 = coefficient of variable (Working Environment)

X3 = coefficient of variable (Career Development)

28

3.11 Hypothesis Testing

3.11.1 T-test

This test aims to see whether the independent variables partially influence the

dependent variable partially (Malhotra, 2010). T-test usually use table coefficient,

which is used to know influence of each independent variable to dependent

variable. If significant <0.10, then do not reject Ha and reject H0. If not, if

significant> 0.10, reject Ha and do not reject H0

3.11.2 F-test

F-test aims to test the overall model of multiple regression. This test determines

whether there is a significant relationship between the dependent variable and the

independent variable. If F test indicates that the level of significance is less than

(<0.10), Reject H0 occurs and concludes that the relationship between variables

does exist, or vice versa (Malhotra, 2010).

3.11.3 Adjusted R square

Coefficient of determination is also often called R square. This is the goodness of

fit of the regression equation, which gives the percentage of total variation in the

dependent variable. The R2 value is between 0 and 1, and the conformity model is

better if R2 gets closer 1. Single regression uses single R square, whether multiple

regression models use adjusted R boxes suggested by (Malhotra, 2010).

29

CHAPTER IV

ANALYSIS AND INTERPRETATION

This chapter is about to present the analysis as well as interpretation the result of

the research.

4.1 Company Profile

According to information from Human Capital Department, PT XYZ is a

company engaged in manufacturing and engineering. PT XYZ is a subsidiary that

strives to meet customer needs by providing solutions and design products to

optimize their company's productivity. PT XYZ was established on February 8,

1983. PT XYZ is a subsidiary of PT OPQ located in Cakung. In 1984, PT XYZ

began manufacturing products in the form of tipping trailers, Komatsu forklifts,

Genset 105-305 KVA and John Deere farm tractor. To demonstrate the existence

of the company, PT XYZ exported in 1988. PT XYZ exports its products in the

form of Komatsu forklift frame for Komatsu Forklift Mtg located in USA. A year

later, PT XYZ expanded its production facilities by 4800m2. Besides, it also

exports forklift frame to Komatsu Japanese forklift. In the same year, PT XYZ

also exported Heavy Duty Off-Highway Dump Truck to Komatsu Ltd. Japan. In

1990 PT XYZ exported Frame Forklift to Sumitomo Yale in USA and Japan.

Seeing the enormous development of production and the need for a place for the

manufacturing process, then in 1992 PT XYZ expansion in Citeureup, West Java

area of 6000 m2. In the same year PT XYZ produced crane stacker and fuel tank

trailers as well as exported Small Excavator Arm and Blade to Summitomo

company in Japan.Through the existence and commitment of the company in

meeting the needs of consumers, then in 1994 PT XYZ awarded 'Supplier of

Excellent' by Komatsu Ltd. in Japan. A year later, precisely in 1995 PT XYZ

exported the Patria Forklift Truck to Germany.

30

Excessive exports and customer demand in fulfillment, then in 1998 PT XYZ

formed Patria Europe in Rotterdam. This European Patri manufactures Bucket for

PC 650, 1000, Clamp Shell Bucket 10 m, Water Tank Volvo BM 35A. In 2003

PT XYZ obtained ISO 9001: 2000 SAI Global-Australia certificate for XYZ

product. And in 2008 PT XYZ started to produce its new product, which is

refueler (Rigid Truck and Trailer Model) with capacity 8kl, 11kl, 25kl and 40 kl

to supply PT PERTAMINA needs. For the efficiency and effectiveness of the

company, PT XYZ moved the factory and head office from initially located in

Cakung to Cikarang. And starting in 2008 the location of PT XYZ is located in

Jababeka area road XI H 30-40, Cikarang-Bekasi (Source: Human Capital

Department).

PT XYZ does not know the word surrender, the company believes in a phrase

"What Business We Are In". Besides that, PT XYZ always develop and update.

With the spirit of the company, in 2009 PT XYZ was certified "U-Stamp" and "T-

Stamp" provided by American Engineers (ASME). Besides also based on the

quality of the products that become the main focus of the company, PT XYZ get

and has held ISO 9001: 2008 certificate on the quality Management System issued

by SAI Global. In 2010 PT XYZ won the Diamond Trophy in the Quality Control

Circle (QCC) of the 14th National Productivity Quality Assembly (QCC). Not

only that, to improve its quality, PT XYZ refers to the stadar that has been made

by Astra Green Company which includes Green Strategy, Green Process, Green

Product and Green Employee (Source: Human Capital Department).

Vision and Mission

Vision: To be the best engineering & energy logistic company in the region,

providing outstanding product and services quality to achieve sustainable

profitability & growth.

Mission: Provide sustainable value added for the stakeholders.

31

Organizational Structur

Organizational structure is a system that consists of explicit and implicit

institutional rules and policies designed to outline how various work roles and

responsibilities are delegated, controlled and coordinated. Organizational

structure also determines how information flows from level to level within the

company.

(Source: Human Capital Department)

Corporate

Legal

Corporate

Commnication

Business

Management

Development

Board of

Directors

Buss.Dev Q.M.S M.I.S

Parts &

Service

P.S.S P.S.B.O C.S

Engineering Design R&D

Finance &

Accounting

Finance

& Acc

Procure

ment

HC, GA,

ESR

H.C.D H.C.G.S GA &

ESR

Board of

Commisioner

s

MKT &

SALES

MKT.A

DM

Non

Mining

Mining P.M H.C.D

Plant

Operation

P.C Manufa

cturing

P.E Q.C Subcont

.Dev

32

Production Process

PT XYZ activities in producing products:

Material in the form of iron plate and iron pipe. Storage of such product materials

is stored on the Warehouse material.In this case, the plate material will be brought

to the material preparation area (PB). In this preparation area there are two

activities:

1. PB Cutting, the cutting process from the plat in the form of sheet into

several semi-finish components.

2. PB Forming, the process of forming components that have been

through the process of cutting. The tools used, among others:

a. Plasma Cutting

b. Eye Treasure

c. Press Bending Machine

d. Laser Cuting

e. Horizontal Boring

f. Radial Drilling

g. Universal Milling

h. 6L (Machine Tool).

Fabrication, after going through the material preparation process, continue with

the welding process (welding) resulting in forklift frames, bac trucks, tanks and so

forth.

Sand Blasting, a process done after the unification process component. The

purpose of this activity is to remove and clean the rust / dirt attached to the iron.

This process is done by spraying components with iron sand through a very high

pressure wind. In this case, the sand blasting process is not done on all items. Just

like the forklift frame that will be exported, just done anti-rust spraying.

Painting, the process of preservation. In this case the paint used and given on

production components tailored to customer orders.

33

Assembling, the process of merging between forklift frames, frames towing

tractor with meshing ordered. As for the truck and tank is done on existing trucks.

In accordance with the ISO 9001 quality that has been obtained by PT XYZ,

every process of activity will be monitored to product quality. Therefore, before

entering into the next stage of production process is always done inspection. This

is done so that the resulting product has good quality and satisfy the customer.

Product of PT XYZ

PT XYZ is a manufacturing and engineering company that manufactures heavy

equipment and related components. There are the products and market segments

entered by PT XYZ:

1. Mining


2. Industrial and Construction


34

3. Forestry and Agro


4. Oil and Gas


5. Attachment


35

6. Original Equipment Manufacturing.

(Source: Human Capital Depatment)

36

4.2 Pre-Test

Before proceeding to the real test, there had been conducted a pre-test to test out

the validity and reliability, to determine the validity of each items the r table value

must exceed the number of 0.306. It can proceed to reliability test.

4.2.1 Validity Testing

Table 4.1 Pearson’s Correlation Validity Test Result

Variables Items

Pearson

Correlation

R-

Table

(10%)

Remarks

Salary S1

.799 0.306 VALID

S2 .821 0.306 VALID

S3 .702 0.306 VALID

S4 .590 0.306 VALID

Working

Environment WE1

.608 0.306 VALID

WE2 .674 0.306 VALID

WE3 .602 0.306 VALID

WE4 .519 0.306 VALID

WE5 .827 0.306 VALID

WE6 .777 0.306 VALID

Career

Development CD1 .789 0.306 VALID

CD2 .741 0.306 VALID

CD3 .815 0.306 VALID

CD4 .784 0.306 VALID

Employee

Satisfaction ES1 .497 0.306 VALID

ES2 .842 0.306 VALID

ES3 .762 0.306 VALID

ES4 .812 0.306 VALID

Source: SPSS 20 Analysis Output

According to the Pearson correlation value for df = 30-2 or 28 indicates that the

minimum value of α (alpha) of each item should be 0.306 in the 0.10 level of

significance. Looking at the table above, this indicates that each item in each

variable is considered valid.

37

4.2.2 Reliability Testing

Table 4.2 Cronbach’s Alpha Variables Result

Variables Cronbach’s alpha Description

(X1) Salary 0.712 Reliable

(X2) Working Environment 0.749 Reliable

(X3) Career Development 0.783 Reliable

(Y) Employee Satisfaction 0.702 Reliable

Source: SPSS 20 Analysis Output

As shown by (Hair, 2010), the minimum limit for a reliable variable is at 0.70.

From the table above the results of the reliability test for Table 4.2. Interpretation

of Alpha Cronbach Value as in Salaries with 0.712, 0.749 Work Environment, and

Career Development with alpha value of 0.783 cronbach which means they have

an acceptable level of reliability.

38

4.3. Demographic Profile

In this research, the researcher use Age, Gender, Education, and Working Peroid

as the demographic profile.

4.3.1 Age

Figure 4.1 Age

Figure 4.1 shows that the demographic profile of the respondent (Age). Based on

the figure 4.1 above 18.16% age under 25 years, 49.43% age 26 – 35 years,

25.22% age 36 – 45 years, and 8.7% age above 46 years. Therefore, majority of

the respondents are at the age 26 – 35 years.

4.3.2 Gender

Figure 4.2 Gender

18%

49%

25%8%

Under 25 Years

26 - 35 Years

36 - 45 Years

Above 46 Years

85%

15%

Male

Female

39

Figure 4.2 shows that the demographic profile of the respondent (Gender). Based

on the figure 4.2 above 85% are male, and 15% are female. Therefore, majority of

the respondents are male.

4.3.3 Education

Figure 4.3 Education

Figure 4.3 shows that the demographic profile of the respondent (Education).

Based on the figure 4.3 above, 13.12% have High School education level, 31.27%

have D3 education level, 50.44% have Bachelor Degree level, and 6.5% have

Master Degree level. Therefore, majority of the respondents are at the Bachelor

Degree education level.

13%

31%50%

6%SMA

D3

Bachelor Degree

Master Degree

40

4.3.4 Working Period

Figure 4.4 Working Period

Figure 4.4 shows that the demographic profile of the respondent (Working

Period). Based on the figure 4.3 above, 19.17% working period under 5 years,

47.41% working period 6 – 15 years, 26.23% working period 16 – 25 years, and

8.7% working period above 26 years. Therefore, majority of the respondents are

at the working period 6 – 15 years.

4.4 Descriptive Analysis

Based on the mean table which was mentioned in methodology, Table 4.3 below

shows that employee satisfaction is the most dominant factor in this research with

the mean value is 3.6648 in the agree category, followed by career development

with 3.5739 mean value, which means it is in the agree category, and salary with

3.5114 mean value, and the last one is working environment with 3.3314 mean

value is in the agree category. Based on the Table 4.3, employee satisfaction is the

variable with the most significant influence towards employee satisfaction.

19%

47%

26%

8%Under 5 years

6 - 15 years

16 - 25 years

Above 26 years

41

Table 4.3 Descriptive Statistic Analysis Result

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

TS 88 2.25 4.75 3.5114 .57724

TWE 88 1.83 4.67 3.3314 .62743

TCD 88 1.50 5.00 3.5739 .77789

TES 88 2.25 4.75 3.6648 .62731

Valid N (listwise) 88

Source: Source: SPSS 20 Analysis Output

4.5 Classic Assumption Test

Classic assumption test consist of normality test, multicollinearity test, and

heteroscedecity test.

4.5.1 Normality Test

Figure 4.5 P-P Plot Graph, Normality Test Result

Source: Source: SPSS 20 Reliability Output

42

As seen to figure 4.5 above, it shows that the regression has met the normality

assumptions since the P-P plot showing that there is a normality distribution in

this research. The data flows around the diagonal line and keeping up with the

diagonal line which is upward.

Figure 4.6 Histogram, Normality Test Result


Based on figure 4.6, it shown that the data was distributed normally. The line on

histogram is described in the stable form of bell shape. However, there is a gap in

between the bar charts or to be so called as an outlier on the histogram, which

means some of the respondent did not fill the questionnaire in true.

43

4.5.2 Multicollinearity Test

Table 4.4 Multicollinearity Test Result

Coefficientsa

Model Collinearity Statistics

Tolerance VIF

1

(Constant)

TS .370 2.701

TWE .275 3.640

TCD .528 1.895

a. Dependent Variable: TES


For the multicollinearity test, the researcher use Varian Inflation Factor (VIF) to

check. Good regression model does not have relations between independent

variables. From the Table 4.4 above shows that the regression model from the

data result does not have a multicollinearity problem, since the value of VIF for

all of the independent variables is around 1 and not more than 10.

44

4.5.3 Heteroscedascity Test

Figure 4.7 Scatter Plot, Heteroscedascity Test Result


The data in this research will fulfill the heteroscedascity assumption test if the

data spread above and below number 0 in Y axis, the data does not form any

specific patterns. The figure 4.7 above shows that the spread of the data is not

creates any clear specific pattern. The points are also spread between 0 and Y

axis. Therefore, there is no heteroscedascity exist.

45

4.6 Multiple Linear Regression Analysis

The result of multiple linear regression on Table defines that all of three

independent variables are significant influence occurs towards employee

satisfaction.

Table 4.5 Multiple Regression Test Result

Coefficientsa

Model Unstandardized Coefficients Standardized

Coefficients

T Sig.

B Std. Error Beta

1

(Constant) .347 .222 1.565 .121

TS .465 .099 .428 4.693 .000

TWE .233 .106 .233 2.203 .030

TCD .254 .062 .315 4.114 .000



From the Table 4.5 above, the written standardized form of the equation is as

follows:

Y= .347 + .465 X1 + .233 X2 + .254 X3

Where:

Y = Employee Satisfaction

X1 = Salary

X2 = Working Environment

X3 = Career Development

The result of multiple linear regression on Table 4.5 defines that all of three

independent variables are significant influence occurs towards employee

satisfaction. The detail as followed:

46

1. The regression coefficient of Salary is .000, which is less than α (0.10).

Therefore, the conclusion is that every 1% increased of Salary will

able to increase the employee satisfaction by 46.5%.

2. The regression coefficient of Working Environment is .030, which is

less than α (0.10). Therefore, the conclusion is that every 1% increased

of Working Environment will able to increase the employee

satisfaction by 23.3%.

3. The regression coefficient of Career Development is .000, which is

less than α (0.10). Therefore, the conclusion is that every 1% increased

of Career Development will able to increase the employee satisfaction

by 25.4%.

4.7 Hypothesis Testing

Hypothesis testing consist of T-tes, F-tes, and Adjusted R square.

4.7.1 Significance T-Test

Table 4.6 Significance T-Test Result

Coefficientsa


Coefficients

T Sig.

B Std. Error Beta

1

(Constant) .347 .222 1.565 .121

TS .465 .099 .428 4.693 .000

TWE .233 .106 .233 2.203 .030

TCD .254 .062 .315 4.114 .000

a. Dependent Variable: TPI


Table 4.6 above shows that all of the independent variables are significant, here

are the results :

47

1. The significant value of Salary is .000 or lower than 0.10, which shows

that the variable have significant influence on employee satisfaction. In

this case, Ha1 is accepted and H01 is rejected.

H01: There is no a significant influence of Salary towards employee

satisfaction.

Ha1: There is a significant influence of Salary towards employee

satisfaction.

2. The significant value of Working Environment is .030 or lower than 0.10,

which shows that the variable have significant influence on employee

satisfaction. In this case Ha2 is accepted and H02 is rejected.

H02: There is no a significant influence of Working Environment towards

employee satisfaction.

Ha2: There is a significant influence of Working Environment towards


3. The significant value of Career Development is .000 or lower than 0.10,

which shows that the variable have a significant influence on employee

satisfaction. In this case, Ha3 is accepted and H03 is rejected.

H03: There is no a significant influence of Career Development towards


Ha3: There is a significant influence of Career Development towards

employee satsifaction.

48

4.7.2 Significance F-Test

Table 4.7 ANOVA Table, Significance F-Test Result

ANOVAa

Model Sum of Squares Df Mean Square F Sig.

1

Regression 25.368 3 8.456 80.098 .000b

Residual 8.868 84 .106

Total 34.236 87


b. Predictors: (Constant), TCD, TS, TWE


The table above shows the result of F-test. Since the significance level is .000 or

lower than 0.10, with F value calculated around 80.098. This means that all

variables (Salary, Working Environment and Career Development) in this

research are silmutaneously significant towards employee satisfaction. Therefore,

Ha4 is accepted and H04 is rejected.

H04: There is no a simultaneously significant influence of salary, working

environment and career development towards employee satisfaction.

Ha4: There is a simultaneously significant influence of salary, working

environment and career development towards employee satisfaction.

4.7.3 Adjusted R Square

Table 4.8 Multiple Regression Test: Coefficient Determination (R2) Result

Model Summaryb

Model R R Square Adjusted R

Square

Std. Error of the

Estimate

Durbin-Watson

1 .861a .741 .732 .32492 2.151

a. Predictors: (Constant), TCD, TS, TWE

b. Dependent Variable: TES


49

Based on Table 4.8 shown above, the adjusted R2is .732, which means there is a

quite high correlation between independent variables (Salary, Working

Environment, Career Development) towards dependent variable (Employee

Satisfaction). The adjusted R2is .732 (73.2%), which means three independent

variables are influencing 73.2% on employee satisfaction, while the rest

percentage, which is 26.8% is influenced by other variables that are not mentioned

in this research.

4.8 Interpretation of the Result

Salary, Working Environment, and Career Development are shown to be

significantly connected to employee satisfaction. Besides, the variables have

shown to have to have big impact, from the R square it is writtend that it is 73.2%

in total, so that means that is only 26.8% of other unknown variables that can

influence the employee satisfaction. Based on the ANOVA table result, it shows

that the result F-value is 80.098 at .000 value of significance, which can be

explained where null hypothesis H04 is rejected and alternative hypothesis Ha4 is

accepted.

4.8.1 Salary toward Employee Satisfaction

Based on the result of the data analysis, it can be explained that t-test result of

Salary is 4.693 at .000 significance value. Since the significance value is less than

0.10, this proves that Salary plays a role on employee satisfaction.From the t-test

result, the researcher rejects null hypothesis (H01) and accept the alternative

hypothesis (Ha1). Then, based on regression coefficient result, if the value of

Salary increases in one unit while the other variable remains constant, then the

value of employee satisfaction will increase as many 4.693 units. This also proved

that the result is in-line with previous research from (Ngoc Diem, 2016) that

conducted the research in the people committe of Binh Tan District, Ho Chi Minh

city, Vietnam where the researcher found that Salary positively influence on

employee satisfaction. The result of this research also in-line with previous

research from (Tomazevic, Seljak, et al 2013) that conducted the research about

50

the factors that influence employee satisfaction in police service of slovania where

the researcher found that salary have an influence with employee satisfaction.

4.8.2 Working Environment toward Employee Satisfaction


Working Environment is 2.203 at .030 significance value. Since the significance

value is less than 0.10, this proves that Working Environment plays a role on

employee satisfaction.From the t-test result, the researcher rejects null hypothesis

(H02) and accept the alternative hypothesis (Ha2). Then, based on regression

coefficient result, if the value of Working Environment increases in one unit while

the other variable remains constant, then the value of employee satisfaction will

increase as many 2.203 units. This also proved that the result is in-line with

previous research from (Masood, Ain, et al 2014) that conducted the research

about factors affecting employee sastisfaction of the public and private sector

organizations of pakistan where the researcher found that Working Environment

positively influence on employee satisfaction. The result of this research also in-

line with previous research from (Tomazevic, Seljak, et al 2013) that conducted

the research about the factors that influence employee satisfaction in police

service of slovania where the researcher found that working environment have an

influence with employee satisfaction.

4.8.3 Career Development toward Employee Satisfaction


Career Development is 4.114 at .000 significance value. Since the significance

value is less than 0.10, this proves that Career Development plays a role on

employee satisfaction. From the t-test result, the researcher rejects null hypothesis

(H03) and accept the alternative hypothesis (Ha3). Then, based on regression

coefficient result, if the value of Salary increases in one unit while the other

variable remains constant, then the value of employee satisfaction will increase as

many 4.114 units. This also proved that the result is in-line with previous research

from (Ngoc Diem, 2016) that conducted the research in the people committe of

Binh Tan District, Ho Chi Minh city, Vietnam where the researcher found that

career development positively influences on employee satisfaction.

51

CHAPTER V

CONCLUSION AND RECOMMENDATION

5.1 Conclusion

This research examines the influence of Salary, Working Environment and Career

Development towards Employee Satisfaction at PT XYZ. From the result, all of

these variables were affecting and have a significant influence towards Employee

Satisfaction.

For hypothesis testing, the researcher preferred to use multiple linear regression

model as the statistical tools. Based on the previous research, it shows that the

result are similar or in-line with the following variables. From the researcher

findings on the previous chapter, the conclusion taken from this research is as

follows:

1. Salary has significance level less than significance value; this means

that salary has significant influence towards employee satisfaction at

PT XYZ.

2. Working Environment has significance level less than significance

value; this means that working environment has significant influence

towards employee satisfaction at PT XYZ.

3. Career Development has significance level less than significance

value; this means that the career development has significant

influence towards employee satisfaction at PT XYZ.

4. Salary, Working Environment and Career Development have

significance level less than significance value; this means that salary,

working environment, and career development has simultaneous

significant influence towards employee satisfaction at PT XYZ.

52

5.2 Recommendation

There are three independent variables which are Salary, Working Environment

and Career Development that have a significant influence towards employee

satisfaction in PT XYZ.

5.2.1 Company

1. Based on the data and result the researcher recommend for PT XYZ to

keep maintaining a good system for the salary, because there is a problem

with salary system like salaries earned by the old employees who have

worked more than 10 years lower in comparison to new employee and we

know that salary is one of the key element that decided prosperity of

employee and also affect the satisfaction of employee.

2. PT XYZ also maintains a good working environment, for example,

reviewing the layout of working space and evaluates the safety equipment.

3. Career development also has the influence to the satisfaction of employee,

because of that, PT XYZ should review the system of the promotion and

make sure there is a counseling and coaching between superior and

subordinate.

5.2.2 Future Research

1. For future research, it is needed doing a further research in other factors

besides Salary, Working Environment, and Career Development and it

will grasp more information on employee satisfaction.

2. The future researcher can use other instrument beside questionnaire, such

as interview. This method can gather more accurate data and information.

3. The next research is recommended to get bigger sample size. So the result

can be generalized to a population.

53

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59

APPENDIX

Appendix 1

Pre-Test Data

60

61

Real Test Data

62

63

64

Appendix 2

Questionnaire Form

Selamat pagi/siang/sore,

Saya mahasiswa President University Jurusan Management. Saya sedang

melakukan penelitian untuk penyusunan skripsi.

Pada kesempatan ini, kami mengharapkan partisipasi Bapak/Ibu sebagai

seorang karyawan dari perusahaan untuk mengisi kuesioner ini. Jawaban

Bapak/Ibu akan menjadi masukan yang sangat berharga bagi kepentingan

penelitian ini.

Penelitian ini mengenai kepuasan karyawan. Penelitian ini bertujuan untuk

mengetahui pengaruh gaji, lingkungan kerja, dan pengembangan karir terhadap

kepuasan karyawan PT XYZ.

Jawaban yang Bapak/Ibu berikan tidak memiliki nilai benar ataupun salah.

Kami mengharapkan kejujuran Bapak/Ibu dalam menjawab setiap pertanyaan,

karena keakuratan hasil penelitian ini didasari oleh jawaban yang anda berikan.

Bapak/Ibu tidak perlu khawatir akan jawaban yang diberikan karena tujuan dari

kuesioner ini semata-mata hanya untuk mendukung pengumpulan data dalam

rangka penulisan laporan penelitian. Atas partisipasi Bapak/Ibu, Saya ucapkan

terima kasih.

Hormat Saya,

Fadhlan Imam Vidani

65

Format Kuesioner

Berilah tanda Cek (√) pada jawaban yang dianggap paling sesuai dengan keadaan

Anda atau yang mewakili situasi Anda saat ini.

• Karakteristik Responden

1. Jenis kelamin:

Laki-Laki Perempuan

2. Usia:

< 25 Tahun 36 Tahun – 45 Tahun

26 Tahun – 35 Tahun > 46 Tahun

3. Pendidikan terakhir:

SMU/Sederajat S1

D3 S2

4. Masa kerja di perusahaan ini:

< 5 Tahun 3. > 16 tahun – 25 tahun

6 Tahun – 15 Tahun 4. > > 26 Tahun

66

Jawablah pertanyaan di bawah ini dengan memberikan tanda Cek (√) pada kolom

yang telah disediakan, sesuai dengan keadaan Bapak/Ibu atau yang mewakili

situasi Bapak/Ibu saat ini.

Keterangan Pengisian Kuesioner:

• Sangat Tidak Setuju (STS)

• Tidak Setuju (TS)

• Netral (N)

• Setuju (S)

• Sangat Setuju (SS)

Bapak/Ibu diminta untuk mengisi kolom jawaban sesuai dengan keadaan

sebenarnya, selama Bapak/Ibu bekerja sebagai karyawan di PT XYZ

Gaji

No. Pernyataan STS TS N S SS

1. Gaji pokok sudah cukup untuk menutupi

pengeluaran Anda yang paling mendasar.

2. Saya merasa bahwa gaji saya sebanding

dengan pekerjaan yang saya lakukan.

3. Pemberian bonus oleh perusahaan

mendorong saya untuk berprestasi lebih

baik.

4. Asuransi kesehatan perusahaan mencakup

semua kemungkinan cedera yang terjadi

selama pekerjaan berlangsung.

Lingkungan Kerja


1. Tempat kerja saya menyediakan

lingkungan yang tidak mengganggu

sehingga saya bisa berkosentrasi saat

bekerja.

2. Fasilitas yang tersedia lengkap dan mudah

di gunakan.

3. Saya puas dengan hubungan kerja dengan

orang-orang di sekitar saya.

4. Adanya semangat bekerja sama tim

diperusahaan ini..

5. Saya menyelesaikan pekerjaan yang

67

diberikand degan mudah

6. Atasan saya selalu memberikan tantangan

kepada saya setiap harinya.

Pengembangan Karir


1. Saya mendapatkan kesempatan promosi

dan mengembangkan karir di perusahaan

ini.

2. Atasan saya melakukan Coaching dan

counseling dalam proses pengembangan

karyawan.

3. Saya memahami sistem penilaian karya

yang diterapkan oleh perusahaan.

4. Perusahaan memberikan kesempatan

kepada saya untuk mengikuti training yang

sesuai dengan kebutuhan pekerjaan..

Kepuasan Karyawan


1. Saya puas dengan pekerjaan saya saat ini.

2. Saya merasa puas ketika saya melakukan

pekerjaan saya dengan baik.

3. Pekerjaan saya di organisasi ini telah

memenuhi harapan saya..

4. Saya bangga untuk memberitahu orang-

orang bahwa saya bagian dari organisasi

ini.

Terima kasih atas kesediaan Bapak/Ibu yang telah berkenan untuk mengisi

kuesioner ini.

68

Appendix 3

Realibility Test

RELIABILITY

/VARIABLES=S1 S2 S3 S4

/SCALE('ALL VARIABLES') ALL

/MODEL=ALPHA.

Scale: ALL VARIABLES

Case Processing Summary

N %

Cases

Valid 30 100,0

Excludeda 0 ,0

Total 30 100,0

a. Listwise deletion based on all variables in the

procedure.

Reliability Statistics

Cronbach's

Alpha

N of Items

,712 4

RELIABILITY

/VARIABLES=WE1 WE2 WE3 WE4 WE5 WE6


/MODEL=ALPHA.



N %

Cases

Valid 30 100,0

Excludeda 0 ,0

Total 30 100,0


procedure.

69


Cronbach's

Alpha

N of Items

,749 6

RELIABILITY

/VARIABLES=CD1 CD2 CD3 CD4


/MODEL=ALPHA.



N %

Cases

Valid 30 100,0

Excludeda 0 ,0

Total 30 100,0


procedure.


Cronbach's

Alpha

N of Items

,783 4

RELIABILITY

/VARIABLES=ES1 ES2 ES3 ES4


/MODEL=ALPHA.



N %

Cases

Valid 30 100,0

Excludeda 0 ,0

Total 30 100,0


procedure.

70


Cronbach's

Alpha

N of Items

,702 4

Validity Test

CORRELATIONS

/VARIABLES=S1 S2 S3 S4 TS

/PRINT=TWOTAIL NOSIG

/MISSING=PAIRWISE.

Correlations

Correlations

S1 S2 S3 S4 TS

S1

Pearson Correlation 1 ,534** ,460* ,263 ,799**

Sig. (2-tailed) ,002 ,010 ,160 ,000

N 30 30 30 30 30

S2

Pearson Correlation ,534** 1 ,446* ,342 ,821**

Sig. (2-tailed) ,002 ,013 ,064 ,000

N 30 30 30 30 30

S3

Pearson Correlation ,460* ,446* 1 ,217 ,702**

Sig. (2-tailed) ,010 ,013 ,250 ,000

N 30 30 30 30 30

S4

Pearson Correlation ,263 ,342 ,217 1 ,590**

Sig. (2-tailed) ,160 ,064 ,250 ,001

N 30 30 30 30 30

TS

Pearson Correlation ,799** ,821** ,702** ,590** 1

Sig. (2-tailed) ,000 ,000 ,000 ,001

N 30 30 30 30 30

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

CORRELATIONS

/VARIABLES=WE1 WE2 WE3 WE4 WE5 WE6 TWE


/MISSING=PAIRWISE.

71

Correlations

Correlations

WE1 WE2 WE3 WE4 WE5 WE6 TWE

WE1

Pearson

Correlation 1 ,157 ,340 ,257 ,426* ,311 ,608**

Sig. (2-tailed) ,408 ,066 ,170 ,019 ,094 ,000

N 30 30 30 30 30 30 30

WE2

Pearson

Correlation ,157 1 ,219 ,188 ,443* ,695** ,674**

Sig. (2-tailed) ,408 ,246 ,321 ,014 ,000 ,000

N 30 30 30 30 30 30 30

WE3

Pearson

Correlation ,340 ,219 1 -,006 ,551** ,253 ,602**

Sig. (2-tailed) ,066 ,246 ,975 ,002 ,178 ,000

N 30 30 30 30 30 30 30

WE4

Pearson

Correlation ,257 ,188 -,006 1 ,323 ,320 ,519**

Sig. (2-tailed) ,170 ,321 ,975 ,082 ,085 ,003

N 30 30 30 30 30 30 30

WE5

Pearson

Correlation ,426* ,443* ,551** ,323 1 ,557** ,827**

Sig. (2-tailed) ,019 ,014 ,002 ,082 ,001 ,000

N 30 30 30 30 30 30 30

WE6

Pearson

Correlation ,311 ,695** ,253 ,320 ,557** 1 ,777**

Sig. (2-tailed) ,094 ,000 ,178 ,085 ,001 ,000

N 30 30 30 30 30 30 30

TWE

Pearson

Correlation ,608** ,674** ,602** ,519** ,827** ,777** 1

Sig. (2-tailed) ,000 ,000 ,000 ,003 ,000 ,000

N 30 30 30 30 30 30 30



72

CORRELATIONS

/VARIABLES=CD1 CD2 CD3 CD4 TCD


/MISSING=PAIRWISE.

Correlations

Correlations

CD1 CD2 CD3 CD4 TCD

CD1

Pearson Correlation 1 ,448* ,488** ,481** ,789**

Sig. (2-tailed) ,013 ,006 ,007 ,000

N 30 30 30 30 30

CD2

Pearson Correlation ,448* 1 ,593** ,400* ,741**

Sig. (2-tailed) ,013 ,001 ,028 ,000

N 30 30 30 30 30

CD3

Pearson Correlation ,488** ,593** 1 ,503** ,815**

Sig. (2-tailed) ,006 ,001 ,005 ,000

N 30 30 30 30 30

CD4

Pearson Correlation ,481** ,400* ,503** 1 ,784**

Sig. (2-tailed) ,007 ,028 ,005 ,000

N 30 30 30 30 30

TCD


Sig. (2-tailed) ,000 ,000 ,000 ,000

N 30 30 30 30 30



73

CORRELATIONS

/VARIABLES=ES1 ES2 ES3 ES4 TES


/MISSING=PAIRWISE.

Correlations

Correlations

ES1 ES2 ES3 ES4 TES

ES1

Pearson Correlation 1 ,213 ,105 ,108 ,497**

Sig. (2-tailed) ,258 ,580 ,570 ,005

N 30 30 30 30 30

ES2

Pearson Correlation ,213 1 ,574** ,632** ,842**

Sig. (2-tailed) ,258 ,001 ,000 ,000

N 30 30 30 30 30

ES3

Pearson Correlation ,105 ,574** 1 ,618** ,762**

Sig. (2-tailed) ,580 ,001 ,000 ,000

N 30 30 30 30 30

ES4

Pearson Correlation ,108 ,632** ,618** 1 ,812**

Sig. (2-tailed) ,570 ,000 ,000 ,000

N 30 30 30 30 30

TES


Sig. (2-tailed) ,005 ,000 ,000 ,000

N 30 30 30 30 30


74

Appendix 4

Multiple Regression

1. Descriptive Analysis

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

TS 88 2,25 4,75 3,5114 ,57724

TWE 88 1,83 4,67 3,3314 ,62743

TCD 88 1,50 5,00 3,5739 ,77789

TES 88 2,25 4,75 3,6648 ,62731

Valid N (listwise) 88

2. Multiple Regression

Model Collinearity Statistics

Tolerance VIF

1

(Constant)

TS ,370 2,701

TWE ,275 3,640

TCD ,528 1,895

3. Significance t-test


Coefficients

t Sig.

B Std. Error Beta

1

(Constant) ,347 ,222 1,565 ,121

TS ,465 ,099 ,428 4,693 ,000

TWE ,233 ,106 ,233 2,203 ,030

TCD ,254 ,062 ,315 4,114 ,000

75

4. Significance F-test

Model Summaryb


Square

Std. Error of the

Estimate

Durbin-Watson

1 ,861a ,741 ,732 ,32492 2,151



5. Coefficient Determination

Model Summaryb


Square

Std. Error of the

Estimate

Durbin-Watson

1 ,861a ,741 ,732 ,32492 2,151



76

R TABLE

77

Documents

A Skripsi presented to Faculty of Business President