The impact of remuneration to performance in public university in Indonesia

Leni Rohida · Ira Irawati · Oekan Soekotjo Abdoellah · Candradewini Candradewini

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Employee Performance and Management School Leadership and Teacher Performance Employee Performance and Motivation

Abstract

The aim of this research is to explore the relationship between remuneration, job satisfaction, and employee performance. Remuneration, in this context, refer to a system synchronization that is based on performance appraisal result. In this, regard, the research employed a descriptive quantitative method, with a population comprising all University of Padjadjaran lecturers which were a total of 2,090. Furthermore, in order to gather the research sample, a probability sampling technique was employed. This technique was selected because of its reputation as the most general strategic sampling technique in quantitative research to achieve representativeness (1). The obtained result showed that there was a positive and significant relationship between the remuneration and job satisfaction of lecturers in University of Padjadjaran. Accordingly, a significant value of 0.000 < 0.05 and a t-count value of 19.330 > 1.95 was observed, meaning the H1 hypothesis in this research was accepted. It is also expedient to acknowledge that a positive and significant relationship was found between job satisfaction and the performance of the lecturers in study area. For this relationship, a significant value of 0.010 < 0.05 and a t-count value of 5.676 > 1.95 was found. These findings led to the acceptance of the H2 hypothesis proposed in this research. Similarly, the relationship between remuneration and the performance of the observed lecturers was found to be positive and significant. The observed significant value in this regard was 0.000 < 0.05 and the t-count value was 4.057 > 1.95, indicating that H3 hypothesis was also accepted. Lastly, the relationship between remuneration and employee performance mediated by job satisfaction of lecturer in University of Padjadjaran was explored, and it was found to also be positive and significant, with a significant value of 0.000 < 0.05 and a t-count value of 5.429 > 1.95. This indicated that the H4 hypothesis proposed in the research was accepted.

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2007WITHDRAWN - Mixed Methods Sampling 2009Armstrong's Handbook of Human Resource Management Practice 2019Partial least squares structural equation modeling using SmartPLS: a software review 2020Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management 2016Manajemen SDM dalam organisasi publik dan bisnis 2021ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE 2019Quality of Work Life and Organizational Performance: Workers’ Feelings of Contributing, or Not, to the Organization’s Productivity 2020Corporate Social Responsibility Performance, Incentives, and Learning Effects

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