Filipus Kondo, Didik Subiyanto, Nala Tri Kusuma

Pengaruh Motivasi Ekstrinsik Dan Kompensasi terhadap Prestasi Kerja: Status Sebagai Variabel Kontrol (Studi Kasus di Super Dazzle Yogyakarta)

Introduction

Pengaruh motivasi ekstrinsik dan kompensasi terhadap prestasi kerja: status sebagai variabel kontrol (studi kasus di super dazzle yogyakarta). Studi ini menguji pengaruh motivasi ekstrinsik & kompensasi terhadap prestasi kerja karyawan, menemukan dampak positif & signifikan. Status karyawan juga berperan. Relevan untuk peningkatkan kinerja.

Abstract

Penelitian ini bertujuan untuk menguji pengaruh motivasi ekstrinsik dan kompensasi terhadap prestasi kerja karyawan dengan status karyawan sebagai variabel kontrol. Penelitian dilakukan untuk mengetahui sejauh mana motivasi dari luar dan pemberian kompensasi dapat meningkatkan prestasi kerja karyawan, serta melihat apakah perbedaan status karyawan memengaruhi hubungan tersebut. Metode yang digunakan dalam penelitian ini menggunakan metode kuantitatif. Populasi penelitian adalah seluruh karyawan Super Dazzle Yogyakarta dengan menggunakan sampel karyawan sebanyak 252 responden. Teknik pengambilan sampel menggunakan teknik accidental sampling. Data dianalisis menggunakan analisis regresi linear berganda. Hasil penelitian menunjukkan bahwa motivasi ekstrinsik dan kompensasi berpengaruh positif dan signifikan terhadap prestasi kerja karyawan. Selain itu, status karyawan sebagai variabel kontrol juga berpengaruh positif dan signifikan terhadap prestasi kerja karyawan. Implikasi dari penelitian ini diharapkan dapat mendorong perusahaan untuk lebih memperhatikan pemberian motivasi ekstrinsik kepada seluruh karyawan melalui lingkungan kerja yang kondusif, pemberian penghargaan atas kontribusi karyawan, serta menjalin hubungan kerja yang harmonis antara atasan dan bawahan. Selain itu, perusahaan perlu memastikan bahwa sistem kompensasi yang diberikan, baik berupa gaji, insentif, maupun bonus, telah sesuai dengan beban kerja dan kontribusi karyawan guna mendorong karyawan untuk bekerja lebih optimal dan berprestasi secara maksimal tanpa membedakan status kepegawaian, baik karyawan tetap maupun paruh waktu.

Review

This study provides a timely examination of the critical role of extrinsic motivation and compensation in influencing employee work performance, with the added dimension of employee status as a control variable. Conducted within the specific context of Super Dazzle Yogyakarta, the research effectively utilizes a quantitative approach to test these relationships. The findings are clear and impactful, demonstrating that both extrinsic motivation and compensation significantly and positively contribute to employee performance. Furthermore, the revelation that employee status itself holds a significant positive influence on performance adds a layer of complexity and nuance, suggesting that employment type is a non-trivial factor in the overall performance equation. The practical implications, which advocate for fostering conducive work environments, offering deserved recognition, and ensuring fair compensation for all employees, irrespective of status, are highly commendable and actionable for management. While the research offers valuable insights, certain methodological aspects merit consideration for strengthening future work. The study employed accidental sampling, which, despite yielding a substantial sample size of 252 respondents, inherently limits the generalizability of the findings and introduces potential biases. A more rigorous probabilistic sampling technique would significantly enhance the external validity of the conclusions. Additionally, the conceptualization and interpretation of "employee status" as a control variable—given its own significant positive impact on work performance—warrant further clarification. If a "control" variable independently predicts the dependent variable, it suggests its role might be more intricate, possibly functioning as a primary independent variable or a moderator, rather than solely a factor to be accounted for. Elucidating the specific mechanism through which it was "controlled" in the regression analysis, beyond merely stating its significance, would improve methodological transparency. The practical implications derived from this research are strong, offering clear guidance for organizations seeking to optimize employee performance. However, the significant finding concerning employee status opens up several promising avenues for future research. Subsequent studies could explore the underlying mechanisms through which employee status affects performance, investigating whether it mediates or moderates the relationships between extrinsic motivation/compensation and performance. Further research could also delve into a more granular analysis of different forms of extrinsic motivation and compensation elements to provide more targeted recommendations. Addressing the sampling limitations in future studies would solidify the generalizability of the findings, allowing for broader application of these valuable insights within diverse organizational settings.

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