Nabilah Aprilia, Endang Iryanti

Pengaruh Pelatihan Kerja, Pengalaman Kerja, Dan Motivasi Kerja Terhadap Kinerja Karyawan PT RVS

Introduction

Pengaruh pelatihan kerja, pengalaman kerja, dan motivasi kerja terhadap kinerja karyawan pt rvs. Penelitian ini menguji pengaruh pelatihan, pengalaman, dan motivasi kerja terhadap kinerja karyawan PT RVS. Temukan bagaimana faktor ini signifikan meningkatkan performa kerja.

Abstract

The progress of a company is strongly determined by the maximum performance of its employees, optimal productivity levels, and the quality of reliable human resources. This research aims to evaluate the extent to which job training, work experience, and work motivation contribute to the improvement of employee performance. This study involved all employees, totaling 55 people at PT RVS, as research subjects, applying a saturated sampling technique in selecting respondents due to the relatively small population size. The approach used in this study is a quantitative approach with a survey method. Primary data was obtained by distributing questionnaires directly to all participants, using a Likert scale with a range of 1 to 5 for variable measurement. Data analysis technique was performed with software support using the Partial Least Square (PLS) statistical method. The research findings indicate that job training, work experience, and work motivation significantly have a positive contribution to improving employee performance. The implication of this research is to provide practical recommendations to the management of PT RVS to intensify relevant training programs and strengthen the motivation-based incentive system to maintain and continuously enhance work performance.

Review

This paper investigates the influence of job training, work experience, and work motivation on employee performance at PT RVS. The study addresses a highly relevant topic in human resource management, focusing on critical factors that drive organizational success through optimized employee contributions. The abstract clearly articulates the research's objective: to evaluate the extent of these factors' contributions to performance improvement. The findings suggest a significant positive relationship across all hypothesized variables, providing a direct answer to the research question within the specified organizational context and affirming common understandings in organizational behavior. Methodologically, the study employs a quantitative approach utilizing a survey method, which is appropriate for assessing relationships between predefined variables. The use of saturated sampling, involving all 55 employees at PT RVS, ensures complete coverage of the target population, which is a strength for a small, single-company study. Primary data collection via direct questionnaires with a Likert scale is a standard and acceptable practice for such research. The choice of Partial Least Square (PLS) for data analysis is also suitable for exploring predictive relationships and complex models, particularly when dealing with relatively small sample sizes. The consistent finding that job training, work experience, and work motivation *significantly* and *positively* contribute to employee performance reinforces established theoretical frameworks in HR and organizational behavior. While the study provides valuable insights for PT RVS, its generalizability might be limited due to the single-company context and relatively small sample size. Future research could benefit from comparative studies across different industries or organizations to validate these findings on a broader scale. Additionally, while the quantitative approach establishes relationships, incorporating qualitative methods, such as interviews, could offer deeper insights into the *mechanisms* through which these factors impact performance, enriching the understanding beyond statistical significance. The practical recommendations to "intensify relevant training programs and strengthen the motivation-based incentive system" are logical implications of the findings, though a more detailed exploration of *which* training programs are most effective or *what specific type* of incentive systems work best would enhance their practical utility. Overall, this paper offers a solid foundation for understanding performance drivers within PT RVS and provides actionable recommendations for its management.

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