Effect of Encouragement of Organizational Commitment in

Mediation by Job Satisfaction at the University

Casimiro Soares

, Wahid Eka Saputra

, Dyah Sugandini

, and Winarno

Universitas Pembangunan Nasional Veteran Yogyakarta

Departement of Management, STIE Trisna Negara South Sumatera

winarno_feupn@yahoo.com;

Keywords: Organizational Encouragement, Job Satisfaction, Organizational Commitment.

Abstract: Timor Leste and Indonesia is a country that is still young, so it still needs resources quality human resources

to carry out development in the days to come. Organizational commitment becomes very important for

organizations in this country because when an organization is complicated to find employees who have

outstanding qualifications in doing their work, organizational commitment is one way in determining

employees who have unique requirements, loyalty, and performance. In this study, a study was conducted on

the effect of organizational drive on organizational commitment with job satisfaction as mediation. The study

aims to determine the impact of organizational support on organizational commitment at the University and

determine the effect of organizational support on organizational commitment mediated by job satisfaction at

the oriental university. The population in this study is the entire structural administration that takes policy the

most critical systems in the University, which numbered 47 people. While the sampling technique uses

saturated samples of census studies so that all members of the population are sampled. Data collection

methods in this study using a questionnaire. Hypothesis, tested using techniques Structural Equation

Modelling statistically to examine the relationship 3.2.7 for SMART PLS program three variables. The results

found that 1) organizational drive had a significant effect on organizational commitment at Oriental

University, and 2) there was an influence of organizational support on organizational commitment mediated

by job satisfaction significantly at Oriental University.

1 INTRODUCTION

After Timor Leste declared its independence day on

May 20, 2002, the Government of Timor Leste built

development in various sectors. One of the

development sectors is the Education sector.

Therefore, guerrillas or veterans such as General Lere

Anan Timur, along with their comrades, are

committed to opening a foundation to assist the

government in terms of opening an institution called

UNIVERSITY.

After establishing University from 2002, through

the leadership of the First Chancellor to the fourth

Chancellor, University is still in the development

stage, meaning that university is still very slow, and

has not been recognized or accredited by the

government of Timor Leste, by the Minister

Education. In 2013 University under the leadership of

the fifth Chancellor, DR. Roberto Seixa Miranda

Geronimo, has a commitment to reform the structure

starting from the Rector's assistant to the faculties and

departments, and at that time University was

recognized or accredited by the government through

the Ministry of Education in 2014. Furthermore, this

can be said that the organization or company has the

intention to encourage employees or employees to

take up positions in a better place or position so that

it can bring a positive impact on the organization or

company. Besides, University has encouraged its

employees to continue their education in Master and

Doctoral degrees in various countries such as

Portugal and Indonesia, employees, or staff who

continue their education in these two countries, a new

total 57 people.

Currently, University has produced output in the

form of graduates/alumni ranging from 2010 to 2017.

This amount is a commitment from the organization

and lecturers who are teaching at University to

commit even higher so they can produce more

qualified graduates so various institutions or

526

Soares, C., Saputra, W., Sugandini, D. and Winarno, .

Effect of Encouragement of Organizational Commitment in Mediation by Job Satisfaction at the University.

DOI: 10.5220/0009962405260533

In Proceedings of the International Conference of Business, Economy, Entrepreneurship and Management (ICBEEM 2019), pages 526-533

ISBN: 978-989-758-471-8

institutions can use them in Timor Leste and

Indonesia. With a variety of limitations that exist in

Oriental university, such as faculties that do not yet

have practicum tools and laboratories which are not

enough to support these faculties, to support and carry

out their duties and functions correctly.

(Organizational commitment to organizational

commitment), is defined as a situation where an

employee side with a particular organization and his

goals and desires to maintain membership in the

organization. Thus, high job involvement means

taking sides on a specific individual's work, while

high organizational commitment means choosing the

organization that recruits the individual. (Robbins,

2008).

2 LITERATURE REVIEW

2.1 Organizational Commitment

Commitment is an attitude towards the organization

and a willingness to achieve everything for the

organization (Sjahruddin, 2013). Organizational

success depends on employee commitment to the

organization (Baraba et al., 2014).

According to Robbins (2006) states that there are

three dimensions or indicators of organizational

commitment, namely: Affective Commitment,

Normative Commitment, and Continuous

Commitment. Affective Commitment that is

emotional feelings for the organization and believes

in its values. Normative Commitment is a feeling of

obligation to remain in the organization because it

must be so, the action is the right thing to do.

Continuous commitment is the economic value that is

felt from surviving in an organization when compared

to leaving the organization.

2.2 Organizational Support

Support and job satisfaction are factors that influence

organizational commitment. The perception of

organizational support is the central concept of

organizational support theory. Understanding of

organizational support as employees' global beliefs

about the extent to which organizations care about

their well-being and value their contributions

(Eisenberger et al., 2002). The perception of

organizational support gives positive results for

members and organizations (Agustiningrum &

Suryanto 2013).

2.3 Job

Satisfaction is a definite feeling at a job that is an

impact or evaluation results from various aspects of

the job (Robbins 2006). Luthans (2012) states that job

satisfaction is the result of employees' perceptions of

how well their work provides what is considered

necessary. Tunjungsari (2011) says job satisfaction is

an attitude that is owned by someone about work that

results from their perception of their work. Based on

this according to Hariandja (2002) classifying the

factors that influence job satisfaction related to

several aspects, namely: 1) The work itself, 2) Fellow

workers, 3) The Principal.

3 CONCEPTUAL FRAMEWORK

Figure 1.

3.1 Formulation of the Hypothesis

This Research, as addressed in the framework of this

study, in general, predicts that organizational drive

influences organizational commitment (accepted),

and there is also organizational drive that positively

influences organizational commitment mediated by

job satisfaction (can be supported). Therefore, based

on the above findings, the researchers propose the

first hypothesis:

H1: The hypothesis that there is an impetus

Organizational influence on Organizational

Commitment at the Oriental University is acceptable.

H2: Hypothesis, which states that Organizational

Encouragement has an influence on Organizational

Commitment mediated by Job Satisfaction at the

University, can be supported.

4 RESEARCH METHOD

Data used in this study are primary data that is data

collected directly by researchers to answer problems

or research objectives. Respondents in this study are

Effect of Encouragement of Organizational Commitment in Mediation by Job Satisfaction at the University

527

47 employees who work as decision-makers in Unita

administration or can also be called structural

University employees. The data collection technique

was carried out by distributing questionnaires to

administrative employees in the university, starting

from the Chancellor to the chair of the faculty

department, which was conducted for one month. Of

the 47 (forty) completed questionnaires, then the

results were analysed so that it can be seen the extent

of respondents' responses regarding the relationship

of Organizational Encouragement to Organizational

Commitment, which is mediated by Job Satisfaction.

The sampling technique used is saturated sampling.

4.1 Testing Instrument Research

4.1.1 Validity Test

Validity test associated with testing conducted to

determine whether all statements (indicators) of

research submitted to measure research variables are

valid. Validity means the extent to which the

measurement scale can measure what should be

measured (Mo. Nazir, 2013). The results of the

validity test are then compared with the value of r

table. Correlation results were carried out with a

significant level of 5%.

If the value of r count> r table, then the data is

valid, whereas if the value of r count <r table, then the

data is invalid or fall. Validity test results using a

small sample of 30 respondents are shown in Table 1

Table 1 Validity Result

Variable

Item count r Critical Value (r table) Description

organizational

commitment

KO1 0.740 0.3 Valid

KO2 0857 0.3 Valid

KO3 0.729 0.3 Valid

KO4 0862 0.3 Valid

KO5 0897 0.3 valid

KO6 0786 0.3 valid

impetus

organizational

DO1 0.850 0.3 valid

DO2 0814 0.3 valid

DO3 0827 0.3 valid

DO4 0868 0.3 valid

DO5 0.427 0.3 valid

DO6 0759 0.3 valid

Job

Satisfaction

KK1 0698 0.3 valid

KK2 0780 0.3 valid

KK3 0893 0.3 valid

KK4 0862 0.3 valid

KK5 0.830 0.3 valid

KK6 0.694 0.3 valid

The validity of the test results showed that all

items on impulse organizational questions, job

satisfaction, and organizational commitment

correlate (r count) more significant than r table (0.3)

so that it can be stated that all variables are valid.

4.1.2 Data Reliability Test

Concerned with the degree of consistency and

stability of the data or findings. Reliable or consistent

data will tend to be valid, although not necessarily

valid (Sugiyono, 2013). The reliability test of this

study used the technique Cronbach Alpha with an

error rate of 5%. A constructor variable is said to be

reliable if it gives a Cronbach Alpha value> 0,700

(Nurnnally, 1994 in Ghojali, 2011). Reliability

testing was carried out with SPSS 16.0 for Windows.

The results of the reliability test are shown in the

following table:

ICBEEM 2019 - International Conference on Business, Economy, Entrepreneurship and Management

528

Table 2 Result Test

Variable Koef

Reliability.

Cronbach's

Alpha

Value

Critical

Remark

organiza

tional

commit

ment

0,893 0.6 Reliable

organiza

tional

impetus

0,849 0.6 Reliable

Job

Satisfact

ion

0,880 0.6 Reliable

Based on 3.2 table concluded that all of the

questions used are reliable or reliable. In this study,

each item has a value question different. To be

declared really, each variable must have a value

Cronbach's Alpha above 0.6.

5 RESULTS

5.1 Hypothesis Testing (Inner Weight)

Hypothesis testing can be done by taking into account

the level of significance and the path of the

parameters between latent variables. The hypothesis

is proposed to find out the relationship of each

construct being hypothesized. Decision making is

based on the direction of the link and the significance

of the inter-construct testing model shown in Table

4.14, which is the output of the results of emotional

weight with the help of software PLS 3.0. PLS output

results in 3.2.7. Found the results of the value

bootstrapping with a sample of 98, resulting in the

estimated value and probability (p-value) shown in

Figure 4.1.

The results of emotional weight show the

correlation relationship between constructs that

connect between variables that form a hypothesis.

Figure 4.1.

Table 3 Direct Effects Between

Original

Sample

(O)

Standard

Deviation

(STDEV)

Constraints

T Statistics

(| O /

STDEV |)

P Values Description

Organizational

Encouragement ->

Job Satisfaction

0.564 0.101 5,554 0,000 Significant

Organizational

Encouragement ->

Organizational

Commitment

0.354 0.153 2.318 0.021 Significant

Job satisfaction ->

Organsiasional

Commitments

0449 0148 3028 0003 Significant

Effect of Encouragement of Organizational Commitment in Mediation by Job Satisfaction at the University

529

Table 4 Indirect Sobel Test Affect

SobelTest Std.error P-value Description

OrganizationEncouragement ->

Job Satisfaction -> Organsiasional

Commitments

0.0949 0.0076 2.6657 Significant

Mediation

From 4:13 in the output table, 3.2.7 PLS can be

seen as the influence of exogenous variables on

endogenous variables. The test results show that the

coefficient of influence of organizational drive on

organizational commitment is 0.354 with a count of

2.318 and a value of p = 0.021 <0.05 at an alpha

significance level of 5%. These results can be

interpreted that organizational drive has a positive

and significant direct effect on organizational

commitment on employees and employees of the

University, so the first hypothesis of this study which

states "Hi = There is an organizational drive has an

effect on organizational commitment at the

Universidade Oriental Timor university accepted.

A positive sign is shown in the path coefficient,

which is 0.354, which indicates a positive direction.

This means that the higher the organizational drive of

UNIVERSITY employees, the organizational

commitment of employees will also be better. The test

results of the indirect effect of organizational

encouragement variables on organizational

commitment through job satisfaction are shown from

the results of the Sobel test. It appears that the Sobel

Test results indicate Z value calculated at 2.6657 and

p-value 0.0076of <0.05 alpha 5%. So it can be

interpreted that job satisfaction as a variable

mediating the effect of organizational drive on

organizational commitment. Thus the second

hypothesis of the study stating "H2 = There is an

organizational impulse influencing organizational

commitment mediated by job satisfaction at Oriental

Timor University" can be supported.

6 DISCUSSIONS

6.1 Effect of Organizational

Encouragement on Organizational

Commitment

H1: Hypotheses stating that Organizational

Encouragement Influences Organizational

Commitment at the East National University were

accepted.

The results of testing with PLS prove that

organizational drive has a significant effect on

organizational commitment at the University (H1

accepted). This can be seen in the path coefficient of

organizational encouragement to the organizational

commitment of 0.354, which indicates a positive

influence. This shows that the higher organizational

drive will increase organizational commitment to

structural, administrative employees at the Oriental

Timor University.

The results of this study are consistent with the

theory put forward by Rhoades & Eisenberger (2002),

which states that organizational support produces a

feeling of obligation for employees to help the

organization achieve its goals, increasing

commitment to the organization. According to Celep

& Yilmazturk (2012), there is a significant

relationship between organizational support for

organizational commitment, the higher the level of

organizational support to organizational, the higher

organizational commitment will be.

The Effect of Organizational Encouragement on

Organizational Commitment with Job Satisfaction as

Mediation

H2: Hypotheses stating that Organizational

Impulse has an influence on Organizational

Commitment mediated by Job Satisfaction at Oriental

Timor University, can be supported.

The results of testing with PLS and Sobel test

prove that the coefficient of the indirect effect of

organizational drive on organizational commitment

through job satisfaction is 0.253, and the Z count is

2.6657, and the p-value is 0.0076 <0.05.

Several previous studies found that there is a

relationship between intellectual intelligence on

auditor performance. Intellectual knowledge has a

positive and significant effect on auditor performance

(Choiriah, 2013). If the auditor has good mental

knowledge, then the implication is that their

performance will be excellent. Thus it can be stated

that there is a significant influence of organizational

drive on organizational commitment through

employee job satisfaction at Oriental Timor

University. This means that the higher organizational

motivation is given, it will increase job satisfaction,

and this will have an impact on increasing

organizational commitment.

ICBEEM 2019 - International Conference on Business, Economy, Entrepreneurship and Management

530

7 CONCLUSIONS

Based on the results of data analysis and discussions

that have been carried out, the following conclusions

can be drawn:

a. The organizational drive has a significant

positive effect on organizational commitment

at the University. This means that the higher the

organizational drive, the higher the

organizational commitment.

b. The organizational drive has a positive and

significant influence on organizational

commitment mediated by employee job

satisfaction at the university. This means that

when employees at the University have an

increasingly high organizational drive, this

causes employees to feel cared about for

careers and improved performance so that job

satisfaction will increase, and this will lead to

the formation of firm commitments.

8 SUGGESTIONS

Based on the conclusions, it can be proposed some

suggestions including

1. The University should be able to provide a

robust organizational impetus to all structural

employees, namely by increasing the completeness of

work equipment facilities to assist small tasks.

Because so far, this indicator has been rated the

lowest by employees. In the procurement of facilities

and infrastructure, it is not just doing purchase, but

must go through several stages, such as planning and

acquisition of facilities and infrastructure,

distribution, use and maintenance of facilities and

infrastructure effectively and inventory of facilities

and infrastructure. This is important so that the

working equipment facilities and infrastructure can

be utilized effectively in increasing organizational

commitment.

2. In terms of job satisfaction, it is seen that a well-

developed family work atmosphere is the lowest

satisfaction. Working conditions like this need to be

improved so that it becomes a concern, especially in

forming working groups (work teams), so that team

members have individual compatibility, so it is not

easy to dispute in completing work. Likewise, the

indicators are satisfied because each job can be

completed well is still considered the lowest. Tasks

given by superiors should be given proportionally,

following their work capabilities, so that employees

do not experience a buildup of jobs, especially at the

end of the quarter or the end of the year. Each task

given should be well-timed so that there are no

periods where employees appear to be unemployed,

but in other periods employees look busy due to

excessive workload.

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