Sense of Belonging and Job Satisfaction on Employee
Performance
Santi Riana Dewi*
Universitas Serang Raya
santirianadewi@yahoo.co.id
Rizal Suryamarta
Universitas Indonesia
Denny Kurnia
Universitas Serang Raya
Andari
Universitas Serang Raya
Abstract. The company's ability to develop is
influenced by improvements in employee
performance. Performance can be measured
from various aspects, namely from the inputs,
processes, outputs, and outcomes achieved.
There are several variables that affect employee
performance, including a sense of belonging and
job satisfaction. This research aims to find out
how much the contribution of each indicator of
the variable sense of belonging and job
satisfaction will affect employee performance
improvement in a multinational company in
Banten. The causal relationship between
variables was analyzed with Structural
Equation Modeling-Partial Least Squares
(SEM-PLS). The sampling method used is a
simple random sampling with total respondent
was 68 employees. The data was obtained
through a questionnaire and processed using the
SmartPLS. The variables studied included Sense
of Belonging, Job Satisfaction and Performance.
The research results are targeted to be able to
contribute to the company to find the most
dominant indicators affecting employee
performance improvement, become the basis for
companies to determine policies and be a
reference for further research in the field of
human resource management. The results of
this research on manufacturing company's
employees in Merak Banten showed that the two
exogenous latent variables, Sense of Belonging
(X1) and Job Satisfaction (X2) with their
indicators affecting endogenous latent variable
of Performance (Y) with their indicators
significantly.
Keywords: sense of belonging, job satisfaction,
performance
INTRODUCTION
The background of this study is a gap exists
between the targets and the actual results achieved,
and to find out the indicators, which is the
dominant variables affecting employee
performance. Identification of the problems
obtained from the interviews, that it was found that
there was still a need to increase awareness of the
company success, there were still complaints about
the working environment, and still needed to
improve employee performance. The formulation
of the problem of this research is whether or not
there is a positive influence of sense of belonging
on performance and whether or not there is a
positive influence of job satisfaction on
performance. The impact of this research is a
significant performance increase, to reduce
employee turnover, and increase company profits.
Many factors affect employee performance,
including job satisfaction and a sense of belonging.
High job satisfaction is expected to make
employees feel satisfied and happy, so employees
will provide the best performance for the company.
As for the existence of a high sense of belonging,
employees are expected to be more respectful and
still want to work in the company, whatever the
circumstances. Sense of belonging owned by
employees is also expected to be able to reduce
turnover rates, so companies do not need to
frequently recruit because of the high employee
turnover. By knowing the factors that give the most
significant contribution to improve performance, it
will be easy for companies to determine the factors
that need to get more attention, compared to other
factors. Employee performance that exceeds
company standards and company targets will be
able to provide good quality to meet consumer
needs in terms of quantity and quality of products
or services produced. For this reason, improving
employee performance is very important for the
company, with very satisfying employee
performance, will indirectly provide profit for the
company and the survival of the company. Broadly
speaking, performance can be seen from the input,
process, output, and value.
Goal setting researchers have drawn an
instructive distinction between performance
outcome goals and learning goals. A performance
outcome goal targets a specific end result. A
learning goal, in contrast, strives to improve
creativity and develop the skill. Learning goals are
encouraging learning, creativity, and skill
development. A performance outcome goal often
distracts attention from the discovery of task-
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Proceedings of the International Conference on Community Development (ICCD 2020)
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relevant strategies. In short, for example, golfers
must be told how to play the game before it fails to
achieve targeted performance or is a challenge to
provide the best performance. In addition,
performance is real results such as the performance
of individuals, groups, or organizations both in
terms of quantity and quality of performance.
Performance is also an action and behaviour,
teamwork, cooperation, risk-taking and creativity.
As for nonperformance considerations, such as
custom or contract, where the type of work, nature
of work, equity, years of service, hierarchy level,
and so on are valued [1]- [3].
Meanwhile, Job satisfaction basically reflects
the extent to which someone likes his job. In the
formal definition, job satisfaction is an affective or
emotional response to various aspects of one's
work. This definition implies job satisfaction is not
a concept of unity. Conversely, a person can be
relatively satisfied with one aspect of his work and
not satisfied with one or more other aspects.
Another opinion state that satisfaction is a function
of how fairly an individual is treated at work.
Satisfaction results from one's perception that work
outcomes, relative to inputs, compare favourably
with significant other's outcomes or inputs. Public
sector managers may consider prioritizing regular
employee surveys that will help them capture and
avoid negative perceptions. In addition to job
satisfaction, employee feeling of trust seems to play
an important role in influencing employees'
chances of finding alternative work. This is indeed
a very interesting result. While there is limited
research on the relationship between trust and
information technology, it should be noted that
more recent research conducted shows significant
relevance in that context. Furthermore, the same
applies to the private sector, where trust and job
satisfaction seem to play a major role. For that
sector, managers will use survey feedback to
increase their awareness about issues of trust and
job satisfaction. Solutions can only be found if the
problem and the underlying reasons are well
diagnosed and fully understood [4]- [6].
Furthermore, sense of belonging is an important
aspect to study because of its impact in the
interpersonal relationships on an individual, and
then an individual’s sense of belonging in an
environment is dependent on the strength of
relationships within that environment. In previous
work-related studies on health care, some key
variables improving a sense of belonging among
colleagues ware connected to work engagement,
interaction, based on openness, mutual trust,
respect, appreciation and regular joint meetings to
discuss work-related issues in managerial work. In
the other hand, it was found that distrust,
competition, envy and lack of appreciation were
mentioned to reduce the sense of belonging among
colleagues. Other study found that a sense of
belonging to the organization was a factor of
motivation. Thus the relationship between
belongingness to the organization and motivation
has been established [7]- [9].
Several concepts from the previous research
and the literature, can be a reference for
determining the indicators in this study. From the
concepts and results of previous studies show that
the sense of belonging can directly or indirectly
affect performance, and job satisfaction has a
positive influence on performance in companies or
institutions. It is explained from the concept above
that job satisfaction is a feeling of pleasure towards
the tasks given, the work environment, and about
the trust given to the company. While the sense of
belonging can foster morale, because there is an
appropriate placement, there is hope for the future,
attention, and the company's responsibility towards
employees.
METHOD
This research was conducted at multinational
companies in Banten province. This company is
engaged in crop protection chemicals. The sample
in this study is 68 permanent employees who have
worked for more than one year.
Based on the literature, a conceptual framework
is developed, and there are two exogenous latent
variables, namely sense of belonging and job
satisfaction, and one endogenous latent variable is
performance. The processed data is obtained
through the results of filling out questionnaires that
are distributed, then processed using SmartPLS
software.
Figure 1. Conceptual Model
According to Hair et al., the systematic
assessment criteria consist of a two-step process for
measurement models and structural model [10].
First assess the construct validity for the evaluation
of reflective measurement model. Construct
validity consists of convergent validity and
discriminant validity. The convergent validity
evaluates the factor loadings, composite reliability
and Average Variance Extracted (AVE) and the
discriminant validity evaluates cross-loadings, and
Fornell & Larcker.
Advances in Social Science, Education and Humanities Research, volume 477
635
The sense of belonging manifest variables
(indicators) include pride, ability to work,
obedience to rules, providing the best performance,
prioritizing the interests of the company.
Meanwhile, the manifest variables (indicators) of
job satisfaction include the ability to meet needs,
conformity between expectations and reality, the
fulfilment of work values, obtain a sense of
fairness, the suitability of the work environment. In
comparison, performance indicators include
productivity, responsibility, cooperation, work
knowledge and skills, customer satisfaction.
The research hypothesis consists of the first
null hypothesis that there is no influence of sense
of belonging on performance, the second zero
hypothesis does not have the effect of job
satisfaction on performance. The first alternative
hypothesis is that there is an influence of sense of
belonging to performance, the second alternative
hypothesis is that there is an effect of job
satisfaction on performance.
RESULT & DISCUSSION
Based on data that has been processed with
SmartPLS software, the results of these data can be
analyzed the effect of sense of belonging and job
satisfaction on employee performance. The results
will be presented as follows.
Measurement Model Evaluation (Outer Model)
The construct validity measurement consists of
convergent validity assessment and discriminant
validity assessment. The convergent validity scores
have met the threshold values for CR > 0.7 and
AVE > 0.5 respectively. The results of the
convergent validity test, the result of outer loading
output obtained the following results. Performance:
K1 = 0.844, K3 = 0.895, K4 = 0.759. Job
satisfaction: JS26 = 0.820, JS27 = 0.879, JS28 =
0.892. Sense of Belonging: SB5 = 0.862, SB7 =
0.770, SB10 = 0.824.
The assessment result of discriminant validity is
shown in table 1. Fornell and Larcker paper said
that [11], the square root of AVE in each construct
must be larger than other correlation values
between other constructs.
The results of the latent variable reliability test
obtained the following results. Cronbach’s Alpha
value for Performance = 0.788, Job Satisfaction =
0.838, and Sense of Belonging = 0.761. Whereas
based on Composite Reliability. The value of
Performance = 0.873, Job Satisfaction = 0.898, and
Sense of Belonging = 0.860. So, it can be
concluded that all the instruments are reliable
because the values of all are above 0.7 and the
AVE value 0.697, 0.747 and 0.672 respectively.
Then further analysis can be done.
Table 1. Output Cross Loading
Measurement of Structural Model (Inner
Model)
R-squared value (R2) is used to measure how
much influence exogenous latent variables on the
endogenous latent variable. It is found that 16.1%
influence of the Sense of Belonging and Job
Satisfaction variables on performance. The
significance test result is shown in table 2 below.
Table 2. Bootstrapping Assessment Result
T-table value for the confidence level of 95%
(α of 5%) and the degree of freedom (df) = n-2 =
68 - 2 = 66 is 1.9966. T calculate (2.643) > T table
(1.9966): Job Satisfaction latent variable together
with its indicators has a significant effect on
Performance latent variable. The original sample
value shows positive value 0.245. It is mean that
there is a positive direction of the association
between Job Satisfaction latent variable(X2) on
Performance latent variable (Y).
T calculate (2.789) > T table (1.9966): Sense
of Belonging latent variable together its indicators
has a significant effect on Performance latent
variable. The original sample value shows positive
value 0.297. It is mean that there is a positive
direction of association between Sense of
Belonging latent variable (X1) on Performance
latent variable (Y).
Based on the results of previous studies, it
indicates that job satisfaction directly affects
employee performance through productivity
factors. It was stated that the relationship between
productivity was often in the form of personal
achievement and satisfaction at work also
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636
considered strong [12],[13]. In another study said
that the existence of work unit distance is one of
the factors that cause a sense of thinking does not
grow in employees against managers in the
workplace. This means that if there is no gap
between the manager and other employees, the
sense of belonging will grow by itself. The physical
distance between units is one factor that prevents a
sense of belonging among managers. The distance
between units is experienced as the physical
distance from colleagues and superiors themselves.
In addition, in previous studies, showing that
geographical or physical distance is a factor in the
emergence of cohesiveness and reduces the spirit of
working together in or between professional
groups. So, it can be interpreted that the lack of
cooperation because of geographical distance can
reduce the sense of ownership. As things that need
to be discussed are seen in other papers that
provide an overview of the development of a
combination of models that were adapted from
Passini's cognitive mapping model, there are
indications that the emergence of a new economy
undermines the ability of employees to form an
engagement with people, places and companies.
Furthermore, other studies indicate that the factors
of trust and understanding outside the context
between groups consist of beliefs that are not
related to gender, race, position or stratum. These
things still have the substance of inter-group
relations, affecting gender inequalities and
affecting racial ownership in science, technology,
engineering, and mathematics [14],[15].
CONCLUSION
The results of research on manufacturing
company employees in Merak Banten showed that
the two exogenous latent variables, Sense of
Belonging (X1) and Job Satisfaction (X2) with
their indicators affecting endogenous latent
variable of Performance (Y) with their indicators
significantly.
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