M. Ilham Wardhana Haeruddin

Factors Affecting Employee Job Satisfaction at PT. Bank Perkreditan Rakyat (BPR) Hasamitra in Makassar City

Introduction

Factors affecting employee job satisfaction at pt. Bank perkreditan rakyat (bpr) hasamitra in makassar city. Explore factors influencing employee job satisfaction at PT. BPR Hasamitra, Makassar City. This study analyzes supervision, procedures, promotion, and co-worker impact.

Abstract

The purpose of this study was to determine the factors that influence employee job satisfaction at PT. Bank Perkreditan Rakyat (BPR) Hasamitra in Makassar City. The population in this study were all employees of PT Bank Perkreditan Rakyat (BPR) Hasamitra as many as 29 people. The number of samples was 29 people using saturated sampling technique. Data collection was carried out using documentation, interviews, and questionnaires. The data analysis technique used is multiple regression analysis using Statistical Product and Service Solutions (SPSS). The results of this study indicate that job satisfaction factors consisting of supervision, operating procedures, promotion opportunities and co-workers simultaneously have a significant influence on employee job satisfaction and partially supervision factors and promotion opportunities factors have a negative and insignificant effect on job satisfaction, operating procedures factors have a positive but insignificant effect on job satisfaction and co-worker factors have a positive and significant effect on job satisfaction. The correlation coefficient of 0.581 is in the interval 0.40 - 0.5999 which shows the strength of the relationship between the independent variable and the dependent variable is moderately correlated. The coefficient of determination of 0.337 shows the independent variable to predict the dependent variable by 33.7%, the remaining 66.3% is influenced by other factors.

Review

This study investigates the critical factors influencing employee job satisfaction at PT. Bank Perkreditan Rakyat (BPR) Hasamitra in Makassar City, addressing a highly relevant topic given the strong link between employee contentment and organizational performance. The researchers adopted a localized approach, focusing on a specific institution, and employed saturated sampling due to the manageable population size of 29 employees, which ensures all members of the defined population were included. The methodology, combining documentation, interviews, and questionnaires with multiple regression analysis using SPSS, appears robust for the stated objectives of identifying influential factors within this specific context. The findings present an interesting and somewhat complex picture. While the study concludes that supervision, operating procedures, promotion opportunities, and co-workers *simultaneously* exert a significant influence on overall job satisfaction, the partial effects of individual factors reveal nuanced insights. Notably, supervision and promotion opportunities were found to have a negative and insignificant effect, which is counterintuitive and warrants further qualitative exploration to understand the underlying reasons. Conversely, co-worker relationships emerged as a significant positive predictor, highlighting the importance of social dynamics in this particular workplace. The moderate correlation coefficient (0.581) and the coefficient of determination (0.337) indicate that while the selected variables do explain a portion of the variance in job satisfaction, a substantial 66.3% remains unexplained, suggesting other influential factors are at play. Despite its clear focus, the study's primary limitation lies in its very specific scope and small sample size, which inherently restricts the generalizability of findings beyond PT. BPR Hasamitra. The unexpected negative or insignificant partial effects for typically positive factors like supervision and promotion are particularly intriguing and suggest a need for deeper investigation into the specifics of this organizational culture or the employees' perceptions. Future research would benefit significantly from expanding the sample to include multiple BPRs or other financial institutions to enhance generalizability. Additionally, incorporating a broader range of potential job satisfaction predictors, such as compensation, work-life balance, or organizational justice, could help explain the currently unaccounted 66.3% variance and provide a more comprehensive understanding of employee satisfaction in this sector.

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