European Journal of Psychological Research Vol. 11 No.

2, 2024
ISSN 2057-4794

ORGANIZATIONAL COMMITMENT AND EMPLOYEE

ENGAGEMENT TOWARDS JOB SATISFACTION
Rofi Puspita Kumalasari1, Syilvia Anggriani Koswara2 & Eunike Claudia3
email : [email protected], [email protected] & [email protected]
Faculty of Psychology
Program Study Masters of Psychology
Persada Indonesia University Y.A.I. Street Jakarta INDONESIA

ABSTRACT

This research aims to determine the influence of organizational commitment and employee
engagement on job satisfaction among marketing employees of motor vehicle companies in
Bekasi City. This research will use quantitative methods with a research design using
correlation research. The subjects in this research were 50 marketing employees who worked
at a motor vehicle company in Bekasi City. This research uses an organizational commitment
scale with a Cronbach's Alpha reliability of 0.727, an employee engagement scale with a
Cronbach's Alpha reliability value of 0.740, and a job satisfaction scale with a Cronbach's
Alpha reliability value of 0.773. The data analysis technique uses Product Moment correlation.
This research found that there is an influence between organizational commitment and
employee engagement on job satisfaction.

Keywords: Organizational Commitment, Employee Engagement and Job Satisfaction.

INTRODUCTION
Every company certainly aims to advance its company in accordance with the vision and
mission that have been formulated since the beginning of a company's formation. A company
is advanced not only because it has a lot of capital and increased production. However, it has
competent human resources who can work well. According to Sutrisno (Untarji & Suhaji,
2012) among existing organizational resources, human resources are the most determining of
the goals an organization wants to achieve. Human resources, or what are usually called
employees, are the most important asset because no matter how sophisticated the technology
used, it still requires human power to operate it.

According to Prasetio (Ayuningtyas, Syahputra & Prasetio, 2017) companies need human
resources as a strategy to achieve competitive advantage. Every company, whether private or
government, will strive and be oriented towards long-term goals, namely the development of
the company which is indicated by increasing income and increasing the welfare of its
employees (Untarji & Suhaji, 2012). However, to achieve these goals, companies often face
obstacles, one of the causes of which is job dissatisfaction from their employees. According to
Untarji and Suhaji (2012) this dissatisfaction will affect employee performance and overall
organizational performance. Furthermore, according to Lutfi (Ayuningtyas, Syahputra &
Prasetio, 2017) employees who feel satisfied with their work will have high performance, as
well as employees who feel happy with their work will increase their productivity at work.

According to Wijono (2010), there are factors that influence satisfaction at work, namely,
individual characteristics and job characteristics. In a work flow, if a division does not carry
out its duties and responsibilities, an imbalance will occur and hamper the tasks of other
divisions. Therefore, job satisfaction in each division is very necessary. However, there are
several jobs where employees are vulnerable to job dissatisfaction. According to Wijono

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(2010), this is due to the nature of work which has many demands, basic needs that are not met,
job security, rewards, etc. One example is employees who work in the marketing department.
According to (Suryaratri & Kurniasih, 2016) marketing employees have a job that is full of
demands and challenges, this is because employees will receive positive rewards if an
employee can face challenges and achieve the targets set by the company.

Based on the definition, marketing is an activity, a series of intuitions, and the process of
creating, communicating, delivering, and exchanging offers that are valuable for customers,
clients, partners, and the general public (Kotler & Keller, 2012). In other words, marketing is
an activity or series of processes of creating and conveying information about a product in the
form of goods or services to customers so they are willing to buy. The performance of
marketing employees in terms of sales is very important and useful, because the aim is to
market products to the market (Suryaratri & Kurniasih, 2016). If the product is not sold
according to the company's target, it will cause the product to pile up which will hinder the
further production process. If this happens, the company will experience losses. Apart from
having to successfully achieve sales targets, marketing employees must compete with other
companies' marketing in getting consumers.

Intense competition between companies will have an influence on the products produced by a
company, both product quality and quantity (Untarji & Suhaji, 2012). One example of business
competition in this modern era is motor vehicle or automotive companies. Based on data from
Gaikindo (Ayuningtyas, Syahputra, & Prasetio, 2017) the automotive industry in Indonesia has
become an important pillar in the country's manufacturing sector because many world-
renowned car companies have opened manufacturing factories or increased their production
capacity. Every year, automotive companies, whether motorbikes or cars, release more than
one new product. In order to attract consumers to buy, automotive companies compete to offer
consumers attractive designs, specifications and prices. Of course, employees who work in the
marketing department are at the forefront who have direct contact with consumers. Marketing
employees try to get their company's products to be purchased.

Employee job satisfaction is influenced by employee commitment to their organization.

According to Luthans (Hartono & Setiawan, 2013) job satisfaction will be better in an
organization whose workers have a high commitment to the organization, so that they can work
together well and comfortably. Without employee commitment to the company, company plans
and targets will be difficult to realize (Ekawati & Nuraeni, 2013). According to Ekawati and
Nuraeni (2013) organizational commitment does not require a guarantee of lifelong
employment, but workers must have security at work to feel permanent and mutually beneficial
in the employment relationship.

Meanwhile, based on the results of the researcher's interview above, employees who work in
the marketing department do not have clear employment status. Only employees who excel
have the opportunity to become permanent employees. However, to achieve this achievement,
employees must always be successful in achieving high and consistent company targets over
several months or even years. However, sometimes this is not enough to enable employees to
be promoted to permanent employees. This makes employees feel unsafe and permanently part
of the company. Employees who do not succeed in achieving these achievements end up
worrying about their future within the company, which causes employees to often decide to
leave the company. This is related to the dimension of organizational commitment according
to Allen & Meyer (Luthans, 2011), namely normative commitment, namely employees'
feelings of obligation to stay with the organization because it is a necessity. The vulnerability

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of organizational commitment to marketing employees will have an impact on employee

satisfaction at work.

Research on the influence of organizational commitment on job satisfaction has been carried
out by several previous researchers, namely research conducted by Hartono and Setiawan
(2013) which states that organizational commitment influences employee job satisfaction.
Similar results were also found by (Ansel & Wijono, 2012) who studied police officers, and
research (Anari, 2012) which examined teachers, with the finding that there was a significant
influence between organizational commitment and job satisfaction.

Apart from organizational commitment, job satisfaction is also influenced by employee

engagement. Park and Gursoy (Widjaja, Kristine, & Purnamasari, 2015) argue that when
employees are engaged or tied to work, this will affect the employee's psychological character,
for example self-confidence and optimism, will encourage employees further and this will
encourage job satisfaction. Marketing employees are required to work to achieve targets in
selling products. Therefore, employees who have high work engagement will try to achieve
these targets, even more than the targets set by the company. According to Mujiasih (2015),
employees who have a high attachment to work will work extra and put effort into the job
above what is expected both in time and energy.

Research on the influence of employee engagement on job satisfaction has been carried out by
previous researchers, namely by Widjaja, Kristine, and Purnamasari (2015) who studied 30
employees, with the research results that employee engagement has a positive influence on job
satisfaction. Further research was also conducted by (Wibawa & Soedarsono, 2016) who found
similar results that there was an influence between employee engagement and job satisfaction.

Based on the background explanation of the problem above, researchers are interested in
examining the influence of organizational commitment and employee engagement on job
satisfaction among employees in the marketing department of motor vehicle companies in
Bekasi City.

Organizational Commitment
According to Linchon (Sopiah, 2008), organizational commitment includes member pride,
member loyalty, and member will to the organization. Meanwhile, according to O'Rielly
(Sopiah, 2008) organizational commitment is an individual's obligation to the organization
which includes employee engagement, loyalty and trust in the organization's values. From these
two figures' opinions, there is a similarity that employees who are committed to the
organization are employees who are loyal to their organization. In addition, according to
Meyer, Allen, & Smith (Suseno, 2010) organizational commitment is the employee's emotional
attachment, identification and involvement in the company, as well as the desire to remain a
member of the organization.

Robbins (2012) believes that organizational commitment is where employees identify

themselves with a particular organization and its goals and desire to continue being a member
of the organization. Furthermore, Luthans (2011) argues that organizational commitment is
defined as (1) a strong desire to become a member of a particular organization; (2) the desire
to strive hard in accordance with organizational goals; (3) the existence of belief and acceptance
of the organization's values and goals.

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Employee Engagement
According to Robbins and Judge (2012), employee engagement is individual involvement,
satisfaction and enthusiasm for their work. Furthermore, Schaufeli and Baker (Hayuningtyas
& Helmi, 2015) employee engagement is a condition where a person has positive thoughts so
that he is able to express himself physically, cognitively and affectively in doing work. The
same thing was also explained by Benthal (Mujiasih, 2015) which means that employee
engagement is a condition where humans feel that they have found their complete meaning,
have motivation at work, are able to receive support from other people positively, and are able
to work effectively and efficiently. in the workplace.

Employees who have high engagement with work will work extra and put effort into the job
above what is expected both in time and energy (Mujiasih, 2015). Meanwhile, according to
Baumruk and Gorman (Widjaja, Kristine, & Purnamasari, 2015) if employees have a high
sense of connection (engage) with the company, it will increase general behavior, one of which
is staying (Stay), in other words employees will continue to work in the organization although
there are opportunities to work elsewhere.

Job Satisfaction
According to Wijono (2010) job satisfaction is a pleasant feeling that is the result of an
individual's perception of completing a task or fulfilling their needs to obtain work values that
are important to them. In line with the opinion above, according to Colquit, LePine, Wesson
(Wibowo, 2016) job satisfaction is the level of pleasant feelings obtained from evaluating one's
work or work experience. From these two theories, there is a similarity that job satisfaction is
the level of pleasant feelings felt by employees after they perceive and evaluate their work.
Furthermore, according to Howell and Dipboye (Munandar, 2008), job satisfaction is the
overall result of the degree of liking or disliking of workers towards various aspects of their
work. In other words, job satisfaction reflects the workforce's attitude towards their work.

According to Luthans (2011) job satisfaction is the result of employees' perceptions of how
good their work is, which makes the job seen as important. Furthermore, according to Robbins
and Judge (2012) job satisfaction describes a person's positive feelings about their work, which
comes from an evaluation of their job characteristics. Someone with high job satisfaction feels
positive feelings about their job, while someone with low job satisfaction has negative feelings.

METHOD
The subjects of this research were marketing employees who worked at motor vehicle
companies in Bekasi City, totaling 50 employees. The sampling technique in this research uses
a non-probability sampling technique, which means it does not provide an equal opportunity
for members of the population to be selected as a sample for Arifin (2017). The type of non-
probability sampling used is using an incidental sampling technique, namely incidental
sampling by taking cases that happen to exist or are available. According to Bungin (2005),
research that usually uses this sampling technique is research whose population is individuals
who are difficult to find for reasons of being busy, not wanting to be disturbed, not willing to
be respondents, or other reasons. Therefore, anyone who is met and falls into the population
category can be interviewed as a sample or respondent.

Considering that the population in this study are employees who work in the marketing
department, after conducting interviews and observations, there are only a few marketing
employees in a company, especially motor vehicle companies, apart from that, they are rarely
in the company and are busy guarding stands outside the company. Therefore, researchers met

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samples by visiting stands or motor vehicle exhibitions (motorbikes and cars) in the Bekasi
City area and its surroundings. Meanwhile, the population of marketing employees in Bekasi
City cannot be calculated (infinite population), therefore research sampling uses Roscoe's
theory (Sekaran, 2009), namely the appropriate sample size in research is 30 to 500. In addition,
if in research will carry out a multivariate analysis (correlation or multiple regression), then the
number of sample members must be at least 10 times the number of variables (Sekaran, 2009).
This research has 3 variables, so the minimum number of samples in this research is 30 samples.
By considering the sample size above, this research used a sample of 50 marketing employee
respondents who worked at motor vehicle companies in Bekasi City.

RESULTS
In the correlation test, researchers used simple linear regression. This analysis is to see the
relationship between organizational commitment and job satisfaction among marketing
employees who work at motor vehicle companies in Bekasi City. Based on a simple linear
regression test carried out on the variable organizational commitment to job satisfaction, it was
found that the coefficient was 0.469 and the significance value was p = 0.01, where p < 0.05,
which means that Ho is rejected so it can be said that there is a positive and significant influence
between organizational commitment and satisfaction. Work. This means that the higher the
employee's organizational commitment, the higher the job satisfaction. Organizational
commitment only makes an effective contribution to job satisfaction of 56.7%, while 43.3% is
influenced by other factors not examined in the research. Furthermore, a simple linear
regression test carried out on the employee engagement variable on job satisfaction found a
coefficient of 0.327 and a significance value of p = 0.020 where p < 0.05, which means Ho is
rejected so it can be said that there is a positive and significant influence between employee
engagement on job satisfaction. This means that the higher the employee engagement, the
higher the job satisfaction. This employee engagement only makes an effective contribution to
job satisfaction of 6.7%, while 93.3% is influenced by other factors not examined in the
research. The results of the simple linear regression test can be seen in table 1.

Table 1: Simple Linear Regression Test of Organizational Commitment and Employee

Engagement on Job Satisfaction

Variable F Sig. P Note

Organizational Commitment to Job Satisfaction 19,344 0,000 P < 0,05 Linear

Employee Engagement on Job Satisfaction 9,790 0,004 P < 0,05 Linear

Based on the results of the multiple liner regression test between organizational commitment
and employee engagement on job satisfaction, it shows a coefficient of 0.470 and a significance
value of p = 0.003, thus p (0.003) < 0.05, which means Ho is rejected. Therefore, there is a
positive and significant influence between organizational commitment and employee
engagement on job satisfaction. The adjusted R2 coefficient is 0.188, which states that the
influence of organizational commitment and employee engagement on job satisfaction is
18.8% (adjusted R2 x 100%). Meanwhile, other influences outside of organizational
commitment and employee engagement were 81.2%. The results of the multiple linear
regression test can be seen in table 2.

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Table 2: Multiple Linear Regression Test

Model Coefficient β Sig.

Constant 31, 226 0, 01
Organizational Commitment 0, 567 0, 12
Employee Engagement 0, 067 0, 772
Uji F 6, 668 0, 003a
R 0, 470a
Determinant Coefficient (R2) 0, 221
Adjusted R2 0, 188

DISCUSSION
This research was conducted to examine the influence of organizational commitment,
employee engagement on job satisfaction. This research examined 50 respondents who worked
in the marketing department at motor vehicle companies in Bekasi City. Respondents' ages
ranged from 19 to 53 years.

Based on the description of the job satisfaction variable, the respondents in the medium job
satisfaction category were 29 people or 58%, while those with high job satisfaction were 21
people or 42%. This means that job satisfaction among marketing employees is relatively good.
The respondent's assessment of the job satisfaction variable in the medium category means that
the respondent has positive feelings and perceptions of his work as a marketing person. Apart
from that, satisfaction with salary, satisfaction with promotions, satisfaction with coworkers
and supervisors, as a whole, is quite satisfactory. Meanwhile, 21 people or 42% of respondents
had high job satisfaction. This difference is because job satisfaction is personal and the level
of job satisfaction is different for each person. As said by Wijono (2010), individual differences
and different situations can produce different job satisfaction as well. Each individual
difference has a level of job satisfaction according to the level determined by the individual
himself.

Furthermore, based on the description of the organizational commitment variable, it shows that
47 people or 86% of respondents have moderate organizational commitment, and the remaining
7 respondents or 14% have high organizational commitment. The respondent's assessment of
the organizational commitment variable is moderate, meaning that the respondent has quite
good emotional attachment, identification and involvement with the organization or company
where he works, this is the employee's affective commitment. Apart from that, respondents
also felt that the compensation or payment provided by the company was sufficient, which
made respondents aware of the advantages and disadvantages of leaving the company, this
attitude is a continuous commitment. As stated by Allen and Meyer (Ansel & Suratro, 2012)
continuance commitment is a situation where members of an organization are aware of a
condition that limits alternatives that are comparable to their organization so that the member
feels the need to consider the advantages and disadvantages of leaving the organization. Apart
from these two commitments, there is also a fairly good normative commitment, namely that
respondents feel obliged to stay with the organization. According to Allen and Meyer (Ansel
& Suratro, 2012) normative commitment arises as a result of socialization experiences that
pressure compliance to be loyal to the organization because of the compensation received,
making members feel obliged to reciprocate.

Meanwhile, the description of the employee engagement variable shows that 37 people or 74%
of respondents have high employee engagement, and the remaining 13 people or 26% of

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respondents have high employee engagement. The respondent's assessment of the employee
engagement variable is moderate, meaning that the respondent has a fairly good level of mental
strength and resilience towards his work as a marketer. In addition, have a deep interest in his
work, strong involvement, enthusiasm, and quite good pride in work. Employee attachment to
each person is different, depending on positive self-evaluation which is related to the
individual's mental resilience and also refers to the individual's feelings about their ability to
succeed in controlling and influencing their environment (Mujiasih, 2015).

The results of the simple linear regression test between organizational commitment and job
satisfaction obtained a coefficient value of 0.459 and a significance value of p 0.01 where p <
0.05, which means Ho is rejected. Therefore, it can be interpreted that there is a significant
positive influence between organizational commitment and job satisfaction, the higher the
employee's organizational commitment, the higher the job satisfaction, with a moderate level
of correlation between organizational commitment and job satisfaction. Furthermore, the
adjusted R2 value of 0.567 means that organizational commitment makes an effective
contribution to job satisfaction of 56.7%, while 43.3% is influenced by other factors not
examined in the research.

The results above are supported by previous research conducted by Hartono and Setiawan
(2013), this research shows that there is a positive and significant influence between
organizational commitment and job satisfaction. The attitude of organizational commitment is
considered important to understand and is related to employee job satisfaction. Employees with
high organizational commitment can increase their job satisfaction. According to Luthans
(Hartono and Setiawan, 2013) job satisfaction will be better when in an organization the
workers have high organizational commitment, so that they can work together well and
comfortably. Apart from that, the same results were also carried out by Ansel and Wijono
(2012) who researched the police and stated that there was a significant positive influence
between organizational commitment and job satisfaction. Always be motivated to be present
in the organization, and work as best as possible, then the individual will be more satisfied with
his work. This means that marketing employees will feel more satisfied at work if the employee
is committed to the company where the employee works. If employees are dissatisfied with
their work, it will have negative consequences for a company. According to Wijono (Ansel &
Wijono, 2012) job dissatisfaction will cause problems for members of the organization, namely
the tendency to quit work, frequent absences (truancy), and can even cause stress for workers.

The results of the simple linear regression test between employee engagement and job
satisfaction obtained a coefficient value of 0.327 and a significance value of p = 0.020 where
p < 0.05, which means Ho is rejected. Therefore, it can be interpreted as a significant positive
influence between employee engagement and job satisfaction, the higher the employee's work
engagement, the higher the job satisfaction, with a low level of correlation between employee
engagement and job satisfaction. The adjusted R2 coefficient value is 0.067, which means
employee engagement only makes an effective contribution to job satisfaction of 6.7%, while
the remaining 93.3% is influenced by other factors not examined in the research.

The results above are supported by previous research conducted by Widjaja, Kristine, and
Purnama (2015) which said that there was a significant positive influence between employee
engagement and job satisfaction. The same results were also found by Wibawa and Soedarsono
(2016). This means that if marketing employees use all their abilities and energy to complete
the work, the employee will be satisfied with their work. According to Allan (Wibawa &
Soedarsono, 2016) said that employees who are engaged or attached have higher job

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satisfaction compared to employees who are dis-engaged or not engaged. Employees who are
attached to their work will influence psychological characteristics, such as self-confidence and
optimism, which will further encourage job satisfaction, which will lead to low attitudes which
can be detrimental to the company.

Based on the multiple regression test between the variables organizational commitment and
employee engagement on job satisfaction, a coefficient value of 0.470 and a significance value
of 0.003 were obtained. This means that there is a positive and significant influence between
organizational commitment and employee engagement on job satisfaction, with a moderate
level of correlation. Organizational commitment and employee engagement provide an
effective contribution or influence of 18.8% to job satisfaction, while the other 81.2% is
influenced by other factors outside organizational commitment and employee engagement.

Based on the results above, it can be said that to get high job satisfaction among marketing
employees, organizational commitment and employee engagement are needed. According to
Linchon (Sopiah, 2008), employees who are committed to their organization or company have
an attitude of loyalty towards the company, which is reflected through their loyalty to their
company, adhering to the values espoused in the company, and feeling that they always want
to be a part or member or employee of the company. Meanwhile, based on the opinion of
Schaufeli and Bakker (Mujiasih, 2015), employee engagement is reflected by an attitude of full
responsibility for their work, in this case, namely being responsible as an employee in the
marketing department of the company, liking marketing activities or marketing itself by trying
to meet the targets that have been set, even try to exceed the target, have resilience to work
pressure if the target has not been met but still try to complete the work. These positive
employee attitudes can make employees' sense of job satisfaction grow. Apart from
organizational commitment and employee engagement, there are other factors or variables that
were not examined in this research.

This research has several weaknesses, namely in the implementation of data collection. In
collecting data, researchers experienced difficulties because it was difficult to find respondents
who were willing to fill out the questionnaire. Apart from that, the researcher also had to move
from place to place to look for a stand or motor vehicle exhibition which took quite a long time
until 50 respondents were collected who were willing to fill in. Therefore, this research uses a
used try out, which means that the try out scale is used as a research scale whose validity and
reliability have been tested before analyzing the data.

CONCLUSION
Based on the results of the research analysis and discussion discussed in the previous chapter,
the following conclusions can be drawn: First, the job satisfaction of marketing employee
respondents who work in motor vehicle companies in Bekasi City is classified in the good
category, which is shown by the variable description of 29 respondents or 58% classified as
having moderate job satisfaction and the rest having high job satisfaction. The respondents'
organizational commitment is classified as good, which is indicated by the variable description.
43 respondents or 86% are classified as having moderate organizational commitment and the
rest have high organizational commitment. Furthermore, employee engagement is also
classified as good, which is shown by the variable description. 37 respondents or 74% are
classified as having moderate work engagement and the rest have high employee engagement.
Second, there is a positive and significant influence between organizational commitment and
job satisfaction among marketing employees of motor vehicle companies in Bekasi City. The
influence of organizational commitment on job satisfaction has a moderate level of correlation.

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Third, there is a positive and significant influence between employee engagement and job
satisfaction among marketing employees of motor vehicle companies in Bekasi City. The
influence of employee engagement on job satisfaction has a moderate level of correlation.
Fourth, there is a positive and significant influence between organizational commitment and
employee engagement on job satisfaction among marketing employees of motor vehicle
companies in Bekasi City.

Through several research presentations in the previous chapter as well as the explanation in the
conclusion section of this research, there are several suggestions that might be useful, namely,
that the samples used should be larger and have really the same characteristics so that the
research results can be more in-depth and describe the conditions of marketing employees.
which are actually. For marketing employees, especially motor vehicle companies, they can
always be committed to the company and maintain an enthusiastic attitude at work, trying to
meet the targets that have been set, in order to create job satisfaction which will be beneficial
and have a positive impact on the mental health of the employees themselves and contribute to
the company. Companies should provide clearer information regarding employee career
development, provide training that can support and increase employee competency, especially
skills that make employees skilled when offering products to consumers, and provide
appropriate rewards for employees who have successfully met sales targets so that establishing
work interactions that bring employees to high job satisfaction. For future researchers, if they
want to research using the same technique, please pay attention to the time of the research,
namely when the respondent has free time or is not busy. This is done so that questionnaire
returns can be higher and get accurate results. Apart from that, you can use other variables to
measure job satisfaction, which according to Robbins and Judge (2012) include performance,
organizational citizenship behavior (OCB), turnover and customer satisfaction.

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