Muhamad Yusrizal, Nova Mardiana

Influence of Commitment, Reward, and Punishment on Em-ployees Performance at DAMRI Lampung

Introduction

Influence of commitment, reward, and punishment on em-ployees performance at damri lampung. Explore the impact of commitment, rewards, and punishment on employee performance at DAMRI Lampung. Findings show commitment and rewards boost performance, while punishment does not.

Abstract

This study explores the impact of organizational commitment, rewards, and punishment on employee performance at Perum DAMRI Bandar Lampung, a branch of the state-owned enterprise specializing in land transportation services for passengers and cargo. The research arises from the necessity to improve employee performance by leveraging both internal and external motivational factors, including employee loyalty, reward systems, and disciplinary actions. Using a quantitative research design, data were collected through a structured survey distributed to 168 active employees of the organization. The collected data were then analyzed using multiple linear regression through SPSS version 24. The study found that organizational commitment and rewards have a significant and positive influence on employee performance. These findings support the proposed hypotheses and highlight the importance of fostering employee loyalty and implementing an effective reward system to boost performance outcomes. In contrast, the analysis revealed that punishment does not have a significant positive effect on employee performance. This suggests that punitive measures alone may not be effective in encouraging desired work behaviors or improving overall performance. Based on these findings, it is recommended that Perum DAMRI Bandar Lampung prioritize initiatives that strengthen organizational commitment and develop a fair, transparent, and performance-based reward system. Such efforts are likely to enhance employee motivation and productivity. Additionally, the current approach to punishment should be critically evaluated to determine its role and effectiveness in supporting performance goals. A more constructive disciplinary framework may be needed to align with modern human resource management practices. This study contributes to the broader understanding of performance management in state-owned enterprises, especially in the transportation sector.

Review

This study offers a relevant examination of critical human resource factors—organizational commitment, rewards, and punishment—and their influence on employee performance within a state-owned enterprise, Perum DAMRI Bandar Lampung. The research is well-justified by the necessity to enhance employee performance, a common challenge across organizations, especially in the public sector. Utilizing a quantitative design with a substantial sample of 168 employees, the study's methodology involving multiple linear regression provides a solid empirical foundation. The findings confirm that both organizational commitment and rewards significantly and positively contribute to employee performance, validating established motivational theories and offering clear support for initiatives aimed at fostering employee loyalty and implementing effective reward systems. A particularly noteworthy finding, and one that warrants further consideration, is the non-significant positive effect of punishment on employee performance. This result challenges conventional assumptions about the efficacy of punitive measures as direct performance enhancers and suggests that their role might be more complex or even counterproductive in certain contexts. While the study identifies this crucial point, a deeper discussion within the full paper regarding the specifics of how punishment is perceived, administered, or culturally integrated at DAMRI Lampung would enrich the understanding of this outcome. This finding underscores the need for organizations to critically evaluate disciplinary practices beyond their mere existence, focusing instead on their actual impact and alignment with desired behavioral outcomes. In conclusion, this research makes a valuable contribution to the understanding of performance management within state-owned enterprises, particularly in the transportation sector. The practical recommendations for Perum DAMRI Bandar Lampung to prioritize strengthening organizational commitment and developing transparent, performance-based reward systems are strongly supported by the findings. The call to critically evaluate and potentially reframe the approach to punishment towards a more constructive disciplinary framework is timely and aligns with contemporary human resource management best practices. Future research could build upon these insights by exploring the qualitative dimensions of punishment and its psychological effects, as well as investigating alternative disciplinary strategies that foster engagement and sustained performance improvement.

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