Effect of Job Satisfaction and Work Motivation on Affective
Commitments of School Principal
Iceu Rufiana, Sutjipto, and Suparno Eko Widodo
Universitas Negeri Jakarta, Jakarta, Indonesia
Keywords: Job Satisfaction, Motivation, Affective Commitment.
Abstract: The role of the principal in providing quality school services requires a strong affective commitment. The
purpose of this study is to determine the direct effect of job satisfaction and work motivation on the principal's
affective commitment. This research was conducted in DKI Jakarta, Indonesia. This study uses a survey
method with the path analysis approach. Data collection is by distributing questionnaires as many as 90
respondents with simple random sampling technique with Slovin formula. Based on the results of data
analysis, this study found that there was a positive direct effect on job satisfaction and work motivation that
would increase the principal's affective commitment. This study presents implications for education
administrators and policy makers in order to increase affective commitment through strengthening job
satisfaction and work motivation. This research contributes to bridging the research gap by examining the
effects of various dimensions of job satisfaction and work motivation on principal's affective commitment.
1 INTRODUCTION
Schools as one of the institutions for the development
and training of skills and life skills must be able to
improve the quality of their human resources to
answer the challenges in this global competition.
Education in schools is a shared responsibility
between the government, schools, teachers, parents,
and the community. In particular, in schools to make
it happen, the role of principals who have affective
commitment is needed to make quality education in
schools.
Affective commitment is an emotional attachment
between the principal and the organization. The
several factors that influence the principal's affective
commitment are job satisfaction and work
motivation. Kinicki and Fugate (2016) said “job
satisfaction is an affective or emotional response
toward various facets of one’s job”. In Collquit,
Lepine, and Wesson's research (2017) explained that
“job satisfaction is strongly correlated with affective
commitment, so satisfied employees are more likely
to want to stay with the organization”. Furthermore
Locke (2009) also explained that “another attitudinal
variable that is closely related to job satisfaction is
organizational commitment”. It can be explained that
job satisfaction has a relationship with affective
commitment, which both tend to help the
organization achieve its goals.
Furthermore, other factors that influence affective
commitment are work motivation. Yukl (2010)
explained that “two situational variables that
influence task commitment are the formal reward
system and the intrinsically motivating properties of
the work itself. Member commitment to perform the
task effectively will be greater if the organization has
a reward system that provides attractive rewards
contingent on performance”. Affective commitment
of the principal in carrying out the task will be better
if an organization has a good reward system and high
work motivation.
Job satisfaction and work motivation have a
strong influence on the affective commitment of an
organization directly or indirectly. Job satisfaction
and work motivation are common problems in every
organization. Therefore, the study of the effect of job
satisfaction and work motivation on the affective
commitment of the principals of State High School in
DKI of Jakarta is important, as information to
stakeholders in efforts to improve the quality of
education.
As for the formulation of the problem, this
research can be formulated as follows:
1) Is there a direct effect of job satisfaction on
affective commitment?
742
Rufiana, I., Sutjipto, . and Widodo, S.
Effect of Job Satisfaction and Work Motivation on Affective Commitments of School Principal.
DOI: 10.5220/0008547107420747
In Proceedings of the 2nd International Conference on Inclusive Business in the Changing World (ICIB 2019), pages 742-747
ISBN: 978-989-758-408-4
Copyright
c
 2020 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

2) Is there a direct effect of work motivation on
affective commitment?
3) Is there a direct effect of job satisfaction on
work motivation?
2 LITERATURE REVIEW
2.1 Affective commitment
Rae Andre (2008) stated that “affective commitment
is feeling of obligation to remain with every one’s
company”. While Luthans (2011) explained that
“affective commitment involves employees’ feelings
of obligation to stay with the organization because
they should; it is the right thing to do”. Furthermore
Gibson, Ivancevich, Donnelly, and Konopaske
(2012) explained “affective commitment is a feeling
of loyalty for the organization”.
It can be concluded that affective commitment is
emotional attachment between employees and
organizations. as for the dimensions are 1) the desire
to remain in the organization, 2) have emotional ties
with the organization, 3) have confidence in the
values and goals of the organization.
2.2 Job Satisfaction
Schermerhorn (2011) states that “job satisfaction is
the degree to which an individual feels positive or
negative about a job”. The five facets of job
satisfaction measure by the JDI are the work itself,
quality of supervision, relationships with co-workers,
promotion opportunities, pay adequate of pay”.
Shane dan Glinow (2015) state, “job satisfaction
is a person’s evaluation of his or her job and work
context. It is an appraisal of the perceived job
characteristics, work environment and emotional
experiences at work”. The Kinicki and Fugate (2016)
reveal about “job satisfaction is an affective or
emotional response toward various facets of one’s
job”.
It can be synthesized that someone's job
satisfaction is someone's feeling of pleasure or dislike
of the results of the work they achieve. The indicators
are 1) high loyalty to the job, 2) like the job, 3) the
relationship with the work colleagues, 4) the
opportunity to promote and get the appropriate
income.
2.3 Work Motivation
According to Colquitt, LePine and Wesson (2017),
explain that “motivation is defined as a set of
energetic forces that originates both within and
outside an employee, initiates work related effort, and
determines its direction, intensity, and persistence.
Motivation is a critical consideration because job
performance is largely a function of two factors:
motivation and ability”. Whereas according to
Schermerhom, Hunt, and Osborn (2011) argue that
“motivation refers to the individual forces that
account for the direction, level, and peristence of a
person's efort expended at work”. Next is Robbins
and Judge (2017) motivation as the processes that
account for an individual's intensity, direction, and
persistence of effort toward attaining a goal.
Work Motivation is a set of internal/external
abilities/strengths, psychological strengths, and
accompanied by the existing work characteristics of
all employees so that employees can show definite,
focused, have high perseverance and commitment.
3 METHODS
This study uses a survey method approach with the
approach of path analysis. Data collection in this
study was conducted through a questionnaire. The
affordable population is all Principals in the State
High School with a total of 117 people. Samples were
taken using simple random of sampling technique
based on sample technique formula from Slovin. The
number of samples obtained was 90 respondents (n =
99).
The analysis unit is Principal of the DKI of
Jakarta- Senior High School.
The constellation model between variables
consists of 3 (three) variables, namely: exogenous
variables are job satisfaction (X1), job motivation
(X2), and endogenous variables are affective
commitment (Y). The constellation of research
problem models that shows the model of the
relationship between exogenous variables (X) and
endogenous variables (Y) is presented in "Figure 1"
as follows.
Figure 1. Constellation Model of Research Problems.
Description:
Y : Affective Commitment
X
1
: Job Satisfaction
X
2
: Work Motivation
Work Satisfaction
(X
1
)
Job Motivation
(X
2
)
Affective
Commitment (Y)
Effect of Job Satisfaction and Work Motivation on Affective Commitments of School Principal
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4 RESEARCH RESULT AND
DISCUSSION
4.1 Result
Measurements are made on endogenous variables and
exogenous variables. Exogenous variables are job
satisfaction (X1), work motivation (X2), and
endogenous variables are affective commitment (Y).
Testing requirements analysis is done through
normality test, linearity test, and regression
significance test. The calculation results are presented
in the following table.
Based on the results of the Liliefors statistical
calculation on "Table 1", it is known that the
normality for the estimation error between variables
is Y above X1, Y above X2, and X1 above X2.
Liliefors critical value L-
table
for n = 90 at α = 0,05.
From these results it is known that L-
count
≤ L-table,
so it can be concluded that the estimated distribution
of errors between variables comes from populations
that have a normal distribution.
Table 1. Summary of Normality Test Results
No
Estimated
Error
n
L-
count
L-
table
Description
of
Regression
α = 5%
α = 1%
1
Y
above
X
1
90
0,0526
0,0934
0,109
Normal
2
Y
Above
X
2
90
0,0627
0,0934
0,109
Normal
3
X
2
above
X
1
90
0,0518
0,0934
0,109
Normal
In order to draw conclusions in testing
hypotheses, the regression models obtained are then
tested for significance and linearity using the F-test in
the ANAVA table. Test criteria for the significance
and linearity of the regression model are set as
follows:
Significant regression: F-
count
≥ F-
table
on the
regression line
Linear regression: F-
count
< F-
table
on the tuna line
match.
The next step is to do a correlational analysis by
reviewing the level and significance of the
relationship between pairs of exogenous variables
with endogenous variables. The conclusions are very
significant regression or linear regression, the
researchers present in "Table 2".
Table 2. Summary of Significance Test Results and
Linearity Regression
Reg
Equation
Regression
Test
Linearity
Test
Conclusion
F
count
F
table
F
count
F
table
α =
0,01
α =
0,05
Y
above
X
1
=
86,423 +
0,612 X
1
51,84
6,93**
1,143
1,64
ns
Regression
is very
significant/L
inear
regression
Y
above
X
2
=
88,194 +
0,541 X
2
37,31
6,93**
0,741
1,64
ns
Regression
is very
significant/L
inear
regression
X
2
above
X
1
=
72,080 +
0,564 X
1
39,35
6,93**
0,832
1,64
ns
Regression
is
verysignifica
nt/Linear
regression
The amount of direct influence and significance
test for each path (Path Analysis) are summarized in
the following table.
Table 3. Summary of Path Significance of Test Results
No.
Direct
Influence
Coefficient
Path
dk
T
count
t
table
α =
0,05
α =
0,01
1
X
1
to Y
0,294
86
2,72
1,99
2,63
2
X
2
to Y
0,234
86
2,42
1,99
2,63
3
X
1
to
X
2
0,385
87
3,43
1,99
2,63
Structurally the overall diagram of the path of
each structure can be seen in Figure 2 below:
Figure 2. Causal Path Diagram Effects of X1 and X2 on
Y.
Based on the path analysis test mentioned above,
it can be explained that hypothesis testing is as
follows:
1) First Hypothesis: there is a positive direct effect
on Job Satisfaction (X
1
) on Affective Commitments
(Y).
1
X
2
X
Y
r23= 0,546
py2=0,234
r12 =0,556
p21=0,385
r13= 0,609
py1=0,294
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744

The statistical hypothesis tested was a positive
direct effect on Job Satisfaction (X
1
) on Affective
Commitments (Y).
Statistical hypothesis:
H0: βу2≤ 0
H1: βу2> 0
Based on the results of the path analysis of the
influence of Job Satisfaction (X
1
) against Affective
Commitment (Y) obtained path coefficient ρy1 is
0,294 with t
count
= 2,72, while the value t
table
= 1,99 (α
=0,05; dk = 86). Therefore t
count
>t
table
, so H
0
is
rejected, H
1
is accepted. Thus it can be concluded that
Job Satisfaction has a direct positive effect on
Affective Commitments.
2) Second Hypothesis: there is a positive direct
effect of Work Motivation (X
2
) against Affective
Commitments (Y) .
The statistical hypothesis tested is a positive
direct effect on Work Motivation (X
2
) on Affective
Commitment (Y).
Statistical hypothesis:
H0: βу3 ≤ 0
H1: βу3 > 0
Based on the results of the path analysis of the
influence of Work Motivation (X
2
) against Affective
Commitments (Y) path coefficient obtained ρy2 is
0,234, with t-
count
= 2,42, while the score t-
table
= 1,99
(α =0,05; dk = 86). Therefore t-
count
>t-
table
, so H
0
is
rejected, H
1
is accepted. Thus it can be concluded that
Work Motivation has a positive direct effect on
Affective Commitment.
3) Third hypothesis: there is a positive direct effect
of Job Satisfaction (X
1
) towards Work Motivation
(X
2
).
The statistical hypothesis tested is a direct
positive effect on Job Satisfaction (X
1
) towards Work
Motivation (X
2
).
Statistical hypothesis:
H0: β32≤ 0
H1: β32> 0
Based on the results of the analysis of the
influence path of Job Satisfaction (X
1
) towards job
motivation (X
2
) path coefficient obtained ρ21 is
0,385 with t-
count
= 3,43, while the score of t
table
= 1,99
(α = 0,05; dk=87). Therefore t-
count
>t
table
, so H
0
is
rejected, H
1
is accepted. Thus it can be concluded that
Job Satisfaction has a positive direct effect on Work
Motivation.
4.2 Discussion
Based on the results of analysis and hypothesis
testing indicate that the three hypotheses proposed in
this study are generally proven that each path has a
positive direct effect. In detail, the discussion of the
analysis and testing of the research hypothesis is
described as follows:
1) Job Satisfaction Directly Affects Positive
Affective Commitment
The results of hypothesis testing indicate that Job
Satisfaction has a significant influence on Affective
Commitments. The correlation coefficient value is
0.609 and the path coefficient value is 0.294. This
means that Job Satisfaction has a significant positive
influence on Affective Commitments.
The results of this study are in line with the
opinions of several experts including Collquit,
Lepine, and Wesson (2017), stated that “job
satisfaction is strongly correlated with affective
commitment, so satisfied employees are more likely
to want to stay with the organization”. Furthermore
Randall and Mannix (2008) argue that “people who
experience higher levels of reactance and lower
levels of satisfaction and Affective commitment are
more likely to join orthogonal subcultures or
countercultures than enhancing subcultures
compared to people who experience lower levels of
reactance and higher levels of satisfaction and
Affective commitment”.
It can be concluded that principals who have a
high level of satisfaction will have an impact on
affective commitment in carrying out their duties and
responsibilities at school. Organizations, especially
educational institutions, can do several things related
to satisfaction and commitment, namely treating
school principals fairly, providing appropriate job
security and benefits. Several factors can cause good
affective commitment, namely extrinsic rewards, role
clarity, and participatory management, and school
culture.
2) Work Motivation Directly Influences
Positive Affective Commitments
The results of hypothesis testing indicate that Work
Motivation has a significant influence on Affective
Commitments. The correlation coefficient value is
0.546 and the path coefficient value is 0.234. This
means that Work Motivation has a significant
positive influence on Affective Commitments.
The results of this study are in line with the
opinions of several experts including Collquit,
Lepine, and Wesson (2017), stated that:
The relationship between motivation and
organizational commitment seems straight
forward. After all, the psychological and physical
forms of withdrawal that characterize less
Effect of Job Satisfaction and Work Motivation on Affective Commitments of School Principal
745

committed employees are themselves evidence of
low levels of motivation. Clearly employees who
are daydreaming, coming in late, and taking
longer breaks are struggling to put forth
consistently high level of work effort. Research on
equity and organizational commitment offers the
clearest insights into the motivation - commitment
relationship. Specifically, employees who feel a
sense of equity are more emotionally attached to
their firms and feel a stronger sense of obligation
to remain.
Gibson et.al. (2012) explained that “there’s
limited research on the relationship between rewards
and organizational commitment. Commitment to an
organization involves three attitudes: (1) a sense of
identification with the organization’s goals, (2) a
feeling of involvement in organizational duties, and
(3) a feeling of loyalty for the organization. Research
evidence indicates that the absence of commitment
can reduce organizational effectiveness. Intrinsic
rewards are important for developing organizational
commitment Organizations able to meet employees’
needs by providing challenging opportunities, giving
feedback, encouraging employee participation and
by recognizing achievement when it occurs have a
significant impact on commitment. Thus, managers
need to develop intrinsic reward systems that focus
on personal importance or self-esteem to integrate
individual and organizational goals and to design
challenging jobs”.
While Griffin and Gregory (2014) stated that
“organizations can do few definitive things to
promote satisfaction and commitment, but some
specific guidelines are available. For one thing, if the
organization treats its employees fairly and provides
reasonable rewards and job security, its employees
are more likely to be satisfied and committed”.
Commitment will result from efforts to exercise
power if the leader in this case is the principal who
treats employees fairly and always motivates the
student. For example, a leader is able to explain a new
device that will benefit the organization if it is
developed. A person who is committed will work
hard to complete his work, even if it has to work
overtime. This simple method generally becomes the
big role of a leader in school.
3) Job Satisfaction Directly Influences
Positive Work Motivation
The results of hypothesis testing indicate that Job
Satisfaction has a significant influence on Work
Motivation. The correlation coefficient value is 0.556
and the path coefficient value is 0.385. This means
that Job Satisfaction has a significant positive
influence on Work Motivation.
The results of this study are in line with the
opinion of Gibson et al. (2012) that “the desire for
need satisfaction can be a strong motivating force
leading to group formation. Specifically, some
employees’ security, social, esteem, and self-
actualization needs can be satisfied to a degree by
their affiliation with groups.
Kinicki and Fugate (2016) argue that, “motivator-
hygiene theory, which proposes that job satisfaction
and dissatisfaction arise from two different sets of
factors-satisfaction comes from motivating factors
and dissatisfaction from hygiene factors”.
Furthermore, Shane and Glinow argue that
“motivator-hygiene theory proposes that employees
experience job satisfaction when they fulfil growth
and esteem needs, and they experience dissatisfaction
when they have poor working conditions, job
security, and other factors categorized as lower-order
needs”.
The statement above explains that the principal
will experience job satisfaction when there is work
motivation, namely an increase in fulfillment of
needs and rewards. The dissatisfaction arises due to
having poor working conditions and job security.
5. CONCLUSIONS AND
IMPLICATION
5.1 Conclusions
Based on the results of the analysis and discussion of
the research, the conclusions in this study are as
follows:
1) There is a significant positive direct effect
of job satisfaction on affective commitment, which
means that good job satisfaction will increase the
principal's normative commitment, and vice versa the
worse the job satisfaction will be followed by low
affective commitment.
2) There is a significant positive direct effect
of work motivation on affective commitment, which
means a high level of work motivation will increase
the principal's affective commitment, and vice versa
the lower the level of work motivation will be
followed by the principal's affective commitment.
3) There is a significant positive direct effect
of job satisfaction on work motivation, which means
that the better job satisfaction, the work motivation
of the principal will increase, and opposite, the worse
the job satisfaction will be followed by low work
motivation.
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5.2 Implication
1) Efforts to Increase Affective Commitment
Through Strengthening Job Satisfaction
Based on the results of this study it was stated that the
efforts that can be made to achieve Affective
Commitment is to increase the stimulus feeling of
pleasure or dislike of the principal in work and work
experience, with indicators of feelings towards work,
feelings for relationships between colleagues,
feelings towards getting appreciation, feelings
towards the work environment, and feelings for
opportunities to develop themselves.
2) Efforts to Increase Affective Commitment
Through Strengthening Work Motivation
Based on the results of this study, it can be stated that
the achievement of affective commitment is to
increase the principal's confidence in himself to
complete the tasks and responsibilities of work
carried out, with indicators of responsibility, work
effort, and perseverance in work, so that problems are
faced, and overcome work situation can be resolved.
In increasing affective commitment through work
motivation is to involve the role of the principal
optimally in various activities in the school, so that
the experience experienced by the principal can
improve his ability to solve problems. Another way
to improve the ability of the principal is to do a
comparative study in another school, so that the
principal sees a picture of his ability, thus, when the
principal is confident in his abilities, it will affect the
principal's affective commitment.
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