Download fulltext HTML
Razen, E. R., & Sulistiyaningsih, R. (2023). The Impact of Job Satisfaction on Job Performance of Generation Z Employees in DKI Jakarta After the COVID-19 Pandemic. KnE Social Sciences, 8(19), 1–18. https://doi.org/10.18502/kss.v8i19.14343

https://doi.org/10.18502/kss.v8i19.14343

statistics

  • 567 Abstract Views
  • 424 PDF Views
  • 0 HTML Views

authors

  • Elvina Roseva Razen

    Elvina Roseva Razen

    Faculty of Psychology, State University of Malang, Malang
  • Retno Sulistiyaningsih

    Retno Sulistiyaningsih

    Faculty of Psychology, State University of Malang, Malang

Published Date

  • Oct 19, 2023

The Impact of Job Satisfaction on Job Performance of Generation Z Employees in DKI Jakarta After the COVID-19 Pandemic

KnE Social Sciences / International Conference of Psychology 2023 (ICoPsy 2023) / Pages 1–18

Abstract

The COVID-19 pandemic has had a wide impact on the psychological condition and well-being of employees. This is pertinent, especially to Generation Z employees, as the second largest generation in Jakarta. Conditions during the pandemic resulted in a host of problems for Generation Z employees, which will lead to a fall in their job performance. In the”happy worker hypothesis”, job performance is directly influenced by job satisfaction. Therefore, this study aimed to explore the influence of job satisfaction on the job performance of Generation Z employees after the COVID-19 pandemic. The study used a causal associative model. The sampling technique used was purposive sampling with several criteria that needed to be fulfilled, which finally resulted in 389 respondents. This study used two psychological instruments: the Minnesota Satisfaction Questionnaire (MSQ) developed by Weiss et al. (1967) to measure job satisfaction and the Individual Work Performance Questionnaire (IWPQ) developed by Koopmans (2014) to measure job performance. The hypothesis test used was a simple linear analysis. The results discovered that job satisfaction affects job performance significantly and positively. This means that higher job satisfaction is followed by an increase in job performance in Generation Z employees after the COVID-19 pandemic (t = 0.684; p=0.000<0.05; R2=0.504). Job satisfaction had a 50.4% influence on job performance.


Keywords: Job satisfaction, Job performance, generation z

References
[1] Putranto FG, Natalia C. Generasi Z dan Transisi Pekerja Blue-Collar: Tantangan di Tengah Pandemi. Jurnal Ekonomi Indonesia. 2022;11(2):143–58.

[2] Hanifah H, Wardono, P. IDENTIFIKASI FAKTOR PEMBENTUK PERILAKU PENCARI KERJA GENERASI Z DI INDONESIA.Jurnal Aplikasi Bisnis Dan Manajemen.2020; 6(3): 628. https://doi.org/10.17358/jabm.6.3.628.

[3] Dwidienawati, D, Gandasari, D. Understanding Indonesia’s Generation Z.International Journal of Engineering & Technology. 2018;7(3.25):245–252. https://doi.org/https://doi.org/10.14419/ijet.v7i3.25.17556.

[4] Waworuntu EC, Kainde SJ, Mandagi DW. Work-Life Balance, Job Satisfaction and Performance Among Millennial and Gen Z Employees: A Systematic Review. Society. 2022;10(2):384–98.

[5] Berkup SB. Working With Generations X And Y In Generation Z Period: Management Of Different Generations In Business Life. Mediterr J Soc Sci. 2014;https://doi.org/10.5901/mjss.2014.v5n19p218.

[6] Harari TT, Sela Y, Bareket-Bojmel L. Gen Z during the COVID-19 crisis: a comparative analysis of the differences between Gen Z and Gen X in resilience, values and attitudes. Curr Psychol. 2022 Aug;1–10.

[7] Arista DA, Priyana Y. Analisis Kesejahteraan Psikologis Dalam Kaitannya dengan Kesiapan Dunia Kerja Pada Generasi-Z (Studi Kasus Mahasiswa Tingkat Akhir di Salah Satu Perguruan Tinggi Swasta di Sukabumi).Jurnal Psikologi dan Konseling West Science. 2023;1(1):1–8.

[8] Lovika, A., Riyanto, S. Strategi Peningkatan Motivasi Kerja Guna Meningkatkan Kinerja Setelah Masa Pandemi COVID-19 dan Memasuki Masa Endemi.Jurnal Ekonomika dan Bisnis. 2022;9(1):315–323. https://doi.org/https://doi.org/10.51792/jeb.Vol9.Jeb1.163.

[9] Rombe M, Dongoran J. Tingkat Kinerja Karyawan Dan Faktor-Faktor Yang Mempengaruhi Kinerja Karyawan Yang Bekerja Dari Rumah (Work From Home) Selama Masa Pandemi Covid 19. Jurnal Penelitian Dan Pengembangan Sains Dan Humaniora. 2021;5(3):356.

[10] Alya EG, Firmansyah Y, Mukaram. Dampak Kesehatan Mental dan Strategi Coping terhadap Kinerja Karyawan PT Pindad Persero Selama Pandemi Covid-19 (Studi Kasus pada Karyawan PT Pindad Persero). Formosa Journal of Science and Technology. 2022;1(3):165–74.

[11] Hayati I, Fitria S 2. Pengaruh Burnout Terhadap Kinerja Karyawan Pada BMT El- Munawar Medan. Intiqad: Jurnal Agama Dan Pendidikan Islam. 2018;10(1):50–65.

[12] Koopmans L, Bernaards CM, Hildebrandt VH, Schaufeli WB, de Vet Henrica CW, van der Beek AJ. Conceptual frameworks of individual work performance: a systematic review. J Occup Environ Med. 2011 Aug;53(8):856–66.

[13] Yudithia Y, Setiawan R, Mahadiansar M. Mengukur Kinerja Individu Pegawai Rumah Sakit Umum Daerah Provinsi Kepulauan Riau. Jurnal Masyarakat Maritim. 2019;3(1):53–64.

[14] Colquitt JA. Organizational behavior: Improving performance and commitment in the workplace / Jason A. Colquitt, Jeffery A. LePine, Michael J. Wesson. 4th ed. McGrow-Hill; 2013.,https://lib.ui.ac.id

[15] Lyubomirsky S, King L, Diener E. The benefits of frequent positive affect: does happiness lead to success? Psychol Bull. 2005 Nov;131(6):803–55.

[16] Baas M, De Dreu CK, Nijstad BA. A meta-analysis of 25 years of moodcreativity research: hedonic tone, activation, or regulatory focus? Psychol Bull. 2008 Nov;134(6):779–806.

[17] Tsai WC, Chen CC, Liu HL. Test of a model linking employee positive moods and task performance. J Appl Psychol. 2007 Nov;92(6):1570–83.

[18] McShane SL, Von Glinow MA. Organizational behavior. 7th ed. McGraw-Hill Education; 2015.

[19] Frutos-Bencze D, Sokolova M, Zubr V, Mohelska H. JOB SATISFACTION DURING COVID-19: INDUSTRY 5.0 AS A DRIVER OF SUSTAINABLE DEVELOPMENT AND GENDER EQUALITY. Technol Econ Dev Econ. 2022;28(5):1527–44.

[20] Sinambela LP. Manajemen sumber daya manusia: Membangun tim kerja yang solid untuk meningkatkan kinerja(S. Suryani & R. Damayanti, Eds.). Bumi Aksara. https://opac.perpusnas.go.id/DetailOpac.aspx?id=964030

[21] Weiss DJ, Dawis RV, England GW. Manual for the Minnesota Satisfaction Questionnaire. Minnesota Studies in Vocational Rehabilitation. 1967;22:120–120.

[22] Umar H. Metode penelitian untuk skripsi dan tesis bisnis. Raja Grafindo Persada.2014. https://opac.perpusnas.go.id/DetailOpac.aspx?id=1230212

[23] Krejcie RV, Morgan DW. Determining Sample Size for Research Activities. Educ Psychol Meas. 1970;30(3):607–10.

[24] Koopmans L, Bernaards CM, Hildebrandt VH, de Vet HC, van der Beek AJ. Measuring individual work performance: identifying and selecting indicators. Work. 2014;48(2):229–38.

[25] Sugiyono S. Metode penelitian pendidikan: (Pendekatan kuantitatif, kualitatif dan R & D). Alfabeta; 2008.

[26] Azwar S. Penyusunan skala psikologi / Saifuddin Azwar | OPAC Perpustakaan Nasional RI.Pustaka Pelajar. https://opac.perpusnas.go.id/DetailOpac.aspx?id=525401

[27] Benitez-Marquez MD, Sanchez-Teba EM, Bermudez-Gonzalez G, Nunez-Rydman ES. Generation Z Within the Workforce and in the Workplace: A Bibliometric Analysis. Front Psychol. 2022 Feb;12:736820.

[28] Csiszarik-Kocsir A, Garia-Fodor M. Motivation Analysing and Preference System of Choosing a Workplace as Segmentation Criteria Based on a Country Wide Research Result Focus on Generation of Z. Online Journal Modelling the New Europe. 2018;27(27):67–85.

[29] Ukkas I. Faktor-Faktor Yang Mempengaruhi Produktivitas Tenaga Kerja Industri Kecil Kota Palopo. Kelola: Journal of Islamic Education Management. 2017;2(2):https://doi.org/10.24256/kelola.v2i2.440.

[30] Aprilyanti S. Pengaruh Usia dan Masa Kerja Terhadap Produktivitas Kerja (Studi Kasus: PT. OASIS Water International Cabang Palembang). Jurnal Sistem Dan Manajemen Industri. 2017;1(2):68.

[31] Magano J, Silva C, Figueiredo C, Vitoria A, Nogueira T, Pimenta Dinis MA. Generation Z: Fitting Project Management Soft Skills Competencies—A Mixed- Method Approach. Educ Sci (Basel). 2020;10(7):187.

[32] Firmansyah A, Darmawan ED. Pengaruh Kepuasan Kerja Terhadap Kinerja Karyawan Pada PT. Kretiva Surya Pratama Bandung. Ekonomis: Journal of Economics and Business. 2021;5(2):507.

[33] Indrasari, M. Syamsudin, N., Purnomo, B.R., Yunus, E. The Effect of Organizational Culture, Environmental Work, Leadership Style on The Job Satisfaction and Its Impact on The Performance of Teaching in State Community Academy Bojonegoro.Akademika. 2018; 16(1): 50-59.

[34] Nurhidayati N.K., Santoso A. Employee Satisfaction: Determinants and Its Effect on Performance. Jurnal Manajemen. 2022; 26(1):67–81.

[35] Rodrigo, J. A. H. N., Kuruppu, C. L., & Pathirana, G. Y. The Impact of Job Satisfaction on Employee Performance: A Case at ABC Manufacturing Company.Asian Journal of Economics, Business and Accounting. 2022; 22(2):1– https://doi.org/10.9734/ajeba/2022/v22i230541.

[36] Subramanyam P, Donthu S. Job Satisfaction on Job Performance of Employees in Information Technology Industry. J Contemp Issues Bus Gov. 2022;28(4):1135–47.

[37] Inayat W. , Jahanzeb Khan M. A. Study of Job Satisfaction and Its Effect on the Performance of Employees Working in Private Sector Organizations, Peshawar. Educ Res Int. 2021;2021:1–9.

[38] Fatehi B, Karimi A, Pour EG, Pour KA, Azizi B. Impact of quality of work life on job satisfaction. International Journal of Sport Studies. 2015;5(1):79–86.