RELATIONSHIP BETWEEN EMPLOYEE SATISFACTION

AND PERCEIVED ORGANIZATION SUPPORT ON

INDIVIDUL PERFORMANCE: JOB INVOLVEMENT AS A

organizational goals. Therefore, employee performance is very important and decisive to

achieve company goals. If an employee is committed to achieving his goals, then this will

productivity of success in carrying out a job as the quality and quantity of the achievement of

tasks as the degree of task completion, the level of the actual work of the individual, the work

evaluative process, the measure of the level of the individual's contribution to the

organization.

final result (result-based performance evaluation); and based on behavior (behavior-based

performance evaluation). Measurement based on behavior emphasizes more on the means or

means (means) in achieving goals, and not on achieving the final result. Tend to qualitative

aspects rather than quantitative aspects that are measurable, and are generally subjective in

nature where it is assumed that employees can accurately describe effective performance for

themselves and for their co-workers. The use of instruments that measure the performance of

many aspects of specific behavior, such as innovative behavior, taking initiative, level of self-

potential, time management, achievement of quantity and quality of work, self-ability to

achieve goals. This method is not only intended to overcome measurement bias, it is also

performance is defined as the proficiency with which an individual performs the core

substantive or technical tasks of a job that are officially recognized as part of the job.

Contextual performance is defined as behavior that supports the organizational, social and

psychological environment in performing substantive tasks or the technical core of work,

contributes to the achievement of goals but which is not necessarily officially recognized as

part of the job. Task performance relates to knowledge of facts, procedures, and rules

relevant to the technical core of the job and contextual performance relates to knowledge of

relevant facts, procedures, and rules to help, cooperate, and support organizations effectively.

Counterproductive work behavior is defined as behavior that is detrimental to the well-

being/success of the organization.

emotional and mental identification with one's job. Job involvement in which a person feels

his total working conditions are an important part of his life and become the center of his life

and identity because it provides him with the opportunity to fulfill his primary needs. Job

involvement is the internalization of values about work or the importance of work according

to individuals. Job involvement reflects a person's level of self-esteem which is influenced by

his work performance. The importance of work provides a total self-image or more forms a

psychological self-identification of work. Job involvement is psychologically biased towards

their organization and the importance of work to their self-image. High levels of involvement

are very partial and genuinely care about the field of work they do as the degree to which

individuals identify with their work, actively participate in it, and perceive The performance

Characteristics of employees who have high work involvement: spend time at work, have a

high concern for work and the company, are satisfied with their work, have a high

commitment to career, profession, and organization, giving the best effort for the company,

absenteeism rate and low turnover intention, have high motivation. b) Characteristics of

employees who have low work involvement: Do not want to work hard for the progress of the

company, do not care about work or the company, are not satisfied with work, have no

commitment to work or the company, high absenteeism and resignation rates, have work

motivation low, high resignation rate, feel less proud of the job and the company.

performance is compatible (there is a match) with self-concept.

influenced by two variables, namely personal variables and situational variables. However,

there are several factors that can be used to see the work involvement of an employee,

namely: 1) Actively participates in his work. Actively participating in work can show a

worker is involved in work Shows his work as the main. Job factors as the main one in

employees can represent the level of work involvement Seeing his work as something

important for self-esteem. Job involvement can be seen from the attitude of a worker in

thinking about his work, where an employee considers work important for his self-esteem.

The Job Involvement Inventory which was developed by, classifies into three categories,

first, is global job satisfaction, which refers to employees' overall feelings about their jobs

(eg, "Overall, I love my job"). The second is aspect of job satisfaction, which refers to

feelings about certain aspects of the job, such as pay, benefits, work hierarchy (reporting

structure), growth opportunities, work environment and quality of relationships with one's co-

workers (e.g., "Overall, I I love my job, but I find it hard to manage a schedule."). Measuring

aspects of job satisfaction helps identify certain aspects of the job that need improvement. It

is further explained that the findings can assist organizations in increasing overall job

satisfaction or in understanding organizational problems such as high employee turnover.

Index (JDI). The Job Descritive Index was developed by Smith, et al. (1969), divided into

Supervision is one of the activities carried out by the leader in providing technical assistance

and support to subordinates (Luthan, 2003). Having a competent supervisor is expected to

affect the job satisfaction felt by the employee. The third aspect, Rewards. Compensation is

the total number of substitute services performed by the workforce which includes basic

salary/wages and other social benefits. The fourth aspect is promotion opportunities.

Promotion or promotion is one of the opportunities for advancement in the organization

(Luthan, 2003). When someone is promoted, it shows that someone has good work

performance which is accompanied by an increase in responsibility and social status. The

fifth aspect, the relationship of co-workers. An employee wants the environment around him

their respective points of view, namely: perceived organizational support is the degree to

which employees believe the organization values their contributions and cares about their

well-being as an employee's global belief in the organization about how much the

organization values contributions. and care for the welfare of its employees is a person's

perception of their commitment to the organization and the organization's concern for their

welfare, which can lead to employee commitment to remain loyal to work for the

organization.

organized stimuli and interpreted as perceptions of organizational support. This perception

can also be seen as organizational commitment to individuals. When in individual-

organizational interactions, the term organizational commitment of individuals to the

organization is known; then organizational support means the opposite, namely

organizational commitment to individuals in the organization.

Aguado, & Cabrera-Tenecela, 2022) showed that there was a significant relationship between

job satisfaction and job involvement. The results of other research conducted by (Hinojosa-

López, 2022) in a multivariate analysis, which shows that job satisfaction has a significant

positive relationship with job involvement. The results of this study are also in accordance

with the findings of (Boonsiritomachai, Sud-On, & Sudharatana, 2022) that employees who

support and cares about their well-being. The dimensions of perceived organizational support

measured in this study are: organizational justice, namely fairness in the implementation of

tasks and their distribution among employees in an organization. It is a method used to

determine how to distribute results and resources among employees, including procedural and

distributive justice. Superior support is the actions, policies and decisions of a superior in an

organization, superiors in an organization also have the authority to direct and evaluate the

performance and performance of employees under them and the extent to which superiors

assess their contribution and care about their welfare. Organizational rewards, including

employee perceptions related to organizational appreciation of working conditions and

is a research method that utilizes a questionnaire in collecting the main data, in this case

primary data from a number of samples from the population. The method used is a survey,

namely the data collected through a questionnaire. The data analysis method used is

descriptive and statistical methods using SEM-AMOS

effect on job involvement. In this case, it is proven that employees who are satisfied with

their work, satisfied with their income, satisfied with promotion policies, satisfied with their

direct leadership, and working together with co-workers are satisfactory, have a strong

influence on employee involvement in their work. This shows that employees' perceptions of

job involvement are driven by a strong perception of the level of employee satisfaction.

et al., 2022) argue that promotion is a career defined as a sequence of separate but related

work activities that provide continuity and meaning in one's life. When someone is promoted,

responsibility and social status.

five core job dimensions that will lead to job satisfaction. The five core dimensions of work

consist of skill variety, job identity, job significance, autonomy and feedback. The greater the

diversity of work activities carried out, the individual will feel that his work has more

meaning because the same or repeated work will cause the individual to become bored. This

is also similar to what was expressed by Luthan (2003) who said that a person will feel

satisfied if his job/task is considered interesting so that it provides an opportunity to learn and

fulfill their basic needs, but can also be a factor to increase work motivation. In addition to

income and attention from his superiors, an employee also wants a supportive environment in

which to work (Luthan, 2003) and has colleagues who are competent, reliable and can work

with.

on employee performance at Islamic Commercial Banks in Makassar City. Employee job

satisfaction can affect employee performance which at the same time has a positive impact on

are very important in improving employee attitudes. Second, ensuring salaries and benefits

are comparable to other organizations' salaries and benefits will help increase satisfaction. If

companies want to produce competitive products they must also offer competitive wages for

their employees, because as employees they will always be more satisfied when they receive

competitive wages. Third, encouraging employees' interpersonal relationships for their work

can increase satisfaction as well as develop a sense of teamwork. Co-worker relationships

will benefit the organization as a whole because teamwork is a very important aspect of

employee performance and organizational success. Fourth, a job well done is duly recognized

thereby increasing the likelihood of employee satisfaction. Positive and constructive feedback

boosts employee morale and helps them work at the desired level and in the desired direction.

employees will show better service when they are satisfied with their work. Likewise, in line

with the results of a study conducted by Al-Ahmadi (2009) employee performance is

positively related to overall job satisfaction from satisfaction aspects including satisfaction

with the work itself, supervision, relationships in work, pay, promotion opportunities, and

working conditions. . Javed (2014) research results show that job satisfaction is found to be

significantly related to job performance. There is a significant positive relationship between

job satisfaction and performance, indicating that job satisfaction contributes more to job

performance. The results of this study are also supported by the Hygiene factors theory

proposed by Herzberg (1996) which states that individuals at work are influenced by two

show their performance.

their work, bind themselves both physically and psychologically to their organization, and

motivate themselves to improve their performance. Theoretically, satisfied people will be

motivated to involve themselves in their work and try to bind themselves, this encourages

individuals to improve their performance. Employees with high job involvement focus most

of their attention on their work which will have an impact on employee performance. But

bound or detached from their work.

organizational support and job involvement. However, the results of the descriptive analysis

of variables and the value of loading factors have a high value, indicating that basically the

perception of organizational support is high. This provides new evidence that the perception

of high organizational support does not necessarily have a significant effect on job

involvement. This means that there are factors related to the characteristics of the

respondents, namely the average employee has a working period of under five years and the

employees.

positive and significant relationship with job engagement, where older employees tend to be

more engaged with their work, while younger employees are less interested and less satisfied

with their work. (Sutarto, Wardaningsih, & Putri, 2022) in his research which aims to

measure the influence of demographic variables and employee status found that demographic

variables and employee status have a relationship with job involvement. Gender demographic

characteristics, where women have a higher absenteeism rate than men, which indicates that

perception of organizational support has a positive relationship with job involvement.

perceived organization has a positive effect on job engagement. The practice of perceived

organizational support in an organization contributes positively to job engagement if the

organization is actively involved in employee welfare. In other words, when an organization

provides support to employees, employees increase their work engagement and vice versa.

on the perception of organizational support on employee performance. The findings of this

study confirm that the perception of high organizational support does not necessarily have a

characteristics of the respondents, most of the employees of Islamic commercial banks are

employees who have a bachelor's education level, meaning that the average employee has a

high level of work ability, but on the other hand the average employee has a working period

of under five years or is classified as a new employee. According to John and Saks (2004)

one of the factors that influence the perception of individuals is experience. New employees

do not have sufficient experience to form their perception of fairness received, superior

support for employees, and awards given by the organization. Lack of work experience in the

field of Islamic banking is an indication of the cause of the insignificant effect of employee

perceptions of organizational support on employee performance.

addition, the perception that organizations value their contributions and care about their well-

being was found to positively affect in-role performance and extra-role performance

(Shanock, LR, 2006). Research results (Riggle, RJ, et.al., 2009) indicate that perceived

organizational support has a positive moderate effect on task performance and contextual

performance.

this study, that the perception of organizational support has no significant effect on employee

performance, for example, Setton et al (1996) and Wayne et al (1997) found that the

perception of organizational support (POS) with employee performance is not significant.

with performance is considered the motive that drives employee performance.

time, energy, and effort to get what they want. While on the other hand, the organizations in

which they "invest" are faced with ever-changing environmental pressures, which require the

organization to improve performance. For this reason, the organization gives awards to its

employees who work according to the desired goals. Thus there is a transaction in the form of

social exchange in the workplace, between individuals and organizations.

general organizational goals and on the relationship between organizational incentives and

personal expectations. It is based on the assumption that people enter an organization because

what goals they want to achieve by joining the organization concerned. The contribution of

employees to the organization will be higher if the organization can provide what the

employees want. The willingness of employees to contribute to the workplace is strongly

influenced by the organization's ability to meet the goals and expectations of its employees.

behavior. This theory also states that individual behavior is governed by one's thoughts and

intentions, if employees are committed to achieving their goals then this will affect their

actions and the consequences of their performance. This theory also gives a signal that the

goals set by the company have not succeeded in influencing employee behavior in terms of

perceptions of organizational support so that it has not had a significant effect on employee