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Archives of Business Review – Vol. 8, No.7
Publication Date: July 25, 2020
DOI: 10.14738/abr.87.8629.
Soewarto, F. X., & Subyantoro, A. (2020). An Analysis On The Effect Of Employee Satisfaction In Business Organizations. Archives of
Business Research, 8(7). 196-209.
An Analysis On The Effect Of Employee Satisfaction In Business
Organizations
F. X. Soewarto
Professor, Budi Luhur University,
Jakarta, Indonesia
Arief Subyantoro
Professor, Universitas Pembangunan
Nasional “Veteran” Yogyakarta, Indonesia
ABSTRACT
This research aims to study the effect of independent variables
(Colleagues Support) on the dependent variable (Job Satisfaction)
through one intervening variable (Discipline). The data analysis is path
analysis using Partial Least Square (PLS) with single-mediator. The data
processing uses software Warp PLS 5.0. The respondents in this
research are all employees in three business organizations which are
in the same neighborhood and have 61 neighbors. The results showed
that there are influences of Colleague Support on Discipline, Colleague
Support on Job Satisfaction, Discipline on Job Satisfaction, and
Colleague Support on Job Satisfaction with Discipline as the intervening
variable.
Keywords: Colleague Support, Discipline, Job Satisfaction.
BACKGROUND
The word service is not a word that is rarely unheard in a daily life. It is used in the market to the
office, needed by children to parents. Service is a matter that is absolutely needed by all levels of
society in this world. In fact, every role in services, government, and other sectors competes to
provide excellent service for its customers or public. It is due to the service providers get the
recognition and are continually being asked to serve. Meanwhile, the customers are satisfied, cared
for, valued, and respected because they get good services. Business agencies / organizations can
also be considered as service provider organizations for the community. Business organizations
are at the forefront as service providers to support the economy. They have many
correspondences, administration, and various other interests in the social sector, even cooperation
between government and non-government institutions, in carrying out their daily activities of
personal interests, development, and the general public.
Job satisfaction is from the person’s interpersonal (expecting, willing, and trying to make
something happen) or from outside the individual (a stimulus, a good appearance, and a pleasant
situation). Job satisfaction is a multidimensional concept consisting of personality characteristics
and environmental factors. (Roelen, Koopmans, & Groothoff, 2008). Therefore, it is important to
develop and ensure the employee job satisfaction to benefit the individuals and organizations
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(Munir & Rahman, 2016). Why is job satisfaction beneficial? It is because when a worker gets the
job satisfaction, he will work without a burden because he loves it. In addition, he will feel home
when working so the organization does not need to looking for another workers replacing those
who choose to leave or stop working. Some researchers such as Matthiesen, Pratkanis and Turner
as well as Spector, believe that a job satisfaction is important. First, a job satisfaction is an indicator
of an employee’s psychological well-being or mental health. In addition, there is reason to believe
that workers who are unhappy are often not unhappy people. Second, a job satisfaction influences
the behavior triggering which arise an assumption that a job satisfaction often motivates
employees and, as a result, influences the performance positively. (Olaniyan & Hystad, 2016)
Job satisfaction is very important for every employee to have. As noted above, personality traits
will change or make individuals more diligent, feel home, and will even work more seriously with
feelings of happiness and pride in their abilities. Other than it, environmental factors play an
important role in helping employees have the job satisfaction. One of the factors is the colleagues’
support. According to Sedarmayanti, “Non-physical work environment is all conditions that occur
relating to work relationships, both relationships with superiors and relationships with colleagues
or relations with the juniors”. (Norianggono, et al., 2014). For example, colleagues who works with
an employee who is very enthusiastic at work, or truly absorbed in his job can imitate the
employee’s enthusiasm and absorption. Mathieu et al. states that coworkers depend on each other
to complete their tasks. Teamwork requires a frequent interaction between coworkers, such as
giving advice or motivating each other (Brummelhuis, et al., 2010). The number of the co-workers’
support, a little more or less, will help an employee in work, both positively and negatively. Of
course, all parties agree that the colleagues’ support will provide a moral ‘injection’ for an
employee to behave in a positive direction. Employee relations with colleagues and supervisors
will increase the employees’ psychological meaningfulness and involvement in the workplace. The
relation will increase the friendship and the sense of belonging increases the psychological
meaning (Ariani, 2015). Some experts such as Dutton, Frost, Worline, Lilius & Kanov, Wilson, agree
that the care or compassion shown by colleagues can strengthen the emotional connections in the
workplace and enhance the people’s ability to function as productive employees. (Lilius et al.,
2008) If employees support each other as fellow colleagues, they will help the organization to run
well due to the good supportive climate among colleagues who support each other.
If an employee gets the job satisfaction because of the colleague support, it is also able to make an
employee be disciplined. Discipline is a term that, by most employees, is easy to remember; it is
even often conveyed everywhere on various occasions because it is very important, but it is very
difficult to apply in reality. Positively, discipline helps employees to be neat, diligent, organized,
and focused to achieve the organizational goals. Another thing is that discipline directs individuals
to conform to the established rules or procedures. Meanwhile, a pessimist will consider discipline
as a pressure, coercion, and specter that is difficult to do. Discipline should be used as a need that
is needed / awaited / desired to be carried out, not as an obligation that burdens the workers.
Therefore, every person who applies discipline will feel comfortable with the discipline which has
become his daily routine, not making it uncomfortable and disturbed. Self-discipline is one of the
common personality attributes besides self-esteem (Gollwitzer & Oettingen, 2008). It is not
surprising that in various workplaces, discipline is used as an indicator of evaluation or as a reason
and consideration for superiors to determine and decide choices, especially when it comes to
promotion or one of the strategic positions.
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Soewarto, F. X., & Subyantoro, A. (2020). An Analysis On The Effect Of Employee Satisfaction In Business Organizations. Archives of Business
Research, 8(7). 196-209.
Sub-district Office staffs who work in government agencies also need job satisfaction; they have to
work as much as possible in providing good services to the people in the administrative area. In
fact, many employees seem not to work as a team; they work individually because they are busy
with their own activities. This is not wrong, but giving attention by helping, reminding, and even
giving advice to the colleagues is also not wrong and does not violate work discipline. Instead, the
support of colleagues is expected to help employees behave better than before and emulate
colleagues who work well and are disciplined. Based on the background reviewed above, the
researchers are interested in analyzing how Discipline intervenes the Colleagues Support and Job
Satisfaction of Sub-District Office Staffs in South Nias. Therefore, the topic analyzed is the Job
Satisfaction of Sub-district Office Staffs in South Nias.
THEORETICAL REVIEW
Colleague Support
Co-worker is a person or persons who consciously work with other workers on a work team, one
area / section of work, or within the same organization and are willing to cooperate with other
workers in completing a mission / task / certain work burden / operations or other matters
relating to their work. Working within a government agency requires teamwork between
employees and across positions to support successful governance in providing good services to the
community. The support of co-workers is largely a reflection of relationships between colleagues;
providing daily contact with fellow employees and support from co-workers can also contribute
substantially to an assumption that it is a place that everyone cares each other in working
(Shanock, et al., 2012). Working together with colleagues is a good experience to improve the work
ability.
The presence of co-workers is a part of enthusiasm support for the employees in competing to
work well. If a colleague is clever, smart, and expert in working in a particular field, it will
encourage an individual to get involved in a particular job; it is because the co-worker can give
opinions when he has difficulties; someone else will help him. The employee relations with co- workers and supervisors will increase psychological meaningfulness and employee involvement
in the workplace (Ariani, 2015). It means that an employee feels involved and wants to involve
himself in a job, even though the job is very difficult or not challenging. The presence of co-workers
makes these employees want to work and be motivated to work with good results because they
think they are supported by their coworkers. This is in line with the statement which mentions that
managers (superiors) and coworkers provide support, then the perception of juniors and
colleagues on their work makes them feel competent in their work in which probably will improve
their work results. (Jungert, 2012)
The measurement of the co-workers support variable uses Perceived Coworker Support Scale which
consists of two indicators, namely:
Affective Support
1. Your coworkers really care about you;
2. You feel close to your coworkers;
3. Your coworkers take a personal interest in you;
4. You feel appreciated by your coworkers;
5. Your coworkers are friendly to you.
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Instrumental support
1. Your coworkers would fill in while you’re absent;
2. Your coworkers are helpful in getting your job done;
3. Your coworkers give useful advice on job problems;
4. Your coworkers help with unusual work problems;
5. Your coworkers will pitch in and help) (Kopp, Lauren R, 2013)
Discipline
Discipline is a concept that organizes and trains employee awareness to behave, act according to
the rules set in a particular work area, so that the employee works regularly, neatly, smoothly and
tries to avoid negligence, mistakes, and job losses. As a community servant, the sub-district office
employees are required to have good discipline. It is because their presence is seen as a role model
in the midst of the community whose behavior is often highlighted and monitored (both at work
and outside the office when working hours are finished) by the wider community since they are
considered as public figures who need to be assessed for their behavior and, if necessary, emulated
for his attitude and behavior. Nowadays, many criticisms are directed to the sub-district office
employees who are considered to often ignore the discipline aspects at work, one of which is
discipline offences. Discipline is a focus in the implementation of bureaucratic reform. Whereas,
the bureaucratic reform is carried out in order to realize a good governance. (Triyono et al., 2013)
The discipline variable measurement needs assessment indicators of the research variables and
statement items. The following are discipline indicators based on the type of discipline theory
(Duha, 2018), namely:
1. Time Discipline, a discipline based on employee attitudes in optimizing the use of time.
The statement items on the questionnaire consist of : arrive not late; go home when work
hours are over; keep coming to work during the working hours (indoor and outdoor), do
not delay and stall or expedite the working time; not leave the workplaces for no apparent
reason; not go / come to the office for no apparent reason.
2. Procedure Discipline, a discipline that refers to the rules and regulations set by the
organization.
The statement items on the questionnaire consist of : work in accordance with the tasks,
principles, and functions (job description); work in a fixed place / position / not take the
authority of someone else's work; feel ashamed when making a work mistake; not add /
reduce / replace the work materials without the superiors’ permission and without
approval (oral and written) from the relevant parties, submit of work reports on time.
3. Attributes Discipline, a discipline based on the use of frills and work tools that are uniform
and consistent in use every day.
The statement items on the questionnaire consist of : wear uniforms (if any) on the
organizational standards and culture; wear identification; wear work safety devices (if
needed); not use official vehicles outside the working hours; not 'seize' inventory or
company property.
4. Correction Discipline, a discipline that leads to the awareness of obeying various rules and
correcting procedural errors.
The statement items on the questionnaire consist of : be careful in doing the work (not
underestimating), always try to avoid the potential for mistakes; coordinate between lines
/ sections and between levels of work to avoid misunderstanding and work overlap;
evaluate at the end of the task / mission; be fast and responsive in solving problems /
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Soewarto, F. X., & Subyantoro, A. (2020). An Analysis On The Effect Of Employee Satisfaction In Business Organizations. Archives of Business
Research, 8(7). 196-209.
mistakes in work; be willing to undergo the punishment and sanctions received (if any)
consciously and sportive.
Job Satisfaction
Job Satisfaction is something abstract and needs to be achieved by those who expect it. Job
Satisfaction is needed and expected by employees; both voluntary and permanent workers (Lewig,
et al., 2007). Perhaps, the voluntary workers can be considered the casual daily laborers,
temporary workers, contract employees, or other terms. Whereas, the permanent workers are
considered as workers who have a fixed salary table every month and have the opportunity to
increase income periodically, get benefits / incentives, have the opportunity to occupy structural
and strategic positions (if feasible and needed), and have permanent status in a workplace. Job
satisfaction can come naturally according to the working conditions and the impact dynamics that
occur in the job, but it can also be fought to be obtained by first expected to exist. However, a job
satisfaction cannot be made up, because it involves attitudes and feelings expressed honestly and
objectively. Weiss defines a job satisfaction as an attitude which is a positive and negative
evaluative assessment on the job or situation in work (O'Meara, et al., 2014). Meanwhile, Cable and
De Rue state that a job satisfaction which is often associated with the finding suitability of a person
is a phenomenon of compatibility between an individual and his work (Gambrell, et al., 2011). Thus,
it can be said that a job satisfaction will be obtained if an individual (employee or other term for
workers) feels compatible with their work and is able to carry out their routine work diligently.
Therefore, a satisfaction is an expression of feeling happy, having a positive attitude, and acting
correctly with whatever he does because he likes his work.
The Job Satisfaction variable measurement takes an evaluation indicator of research variable and
statement items. Job satisfaction is measured by 5 factors based on the Job Description Index (JDI),
namely: The Job In general/ the job itself, Supervisor/ employer, Salary/ Payment, Colleaques/
coworkers, and Opportunities for promotions / promotion opportunities. (Tasios & Giannouli,
2017). Each indicator contains 4 item statement items.
The Effect of Colleague Support on Job Satisfaction
According to Razak et al, "A work environment that is comfortable, flexible, and gets a social
support from the management and coworkers will encourage the employees to work in harmony
as well as to reduce the stress and conflict" (Rozak, et al., 2016). It is seen that the role of coworkers
is very helpful in reducing conflict. Meanwhile, conflict is synonymous with indiscipline. Strong
support from colleagues and supervisors eliminates the employee stress, which increases the job
satisfaction and performance and then reduces the absence in companies and organizations. (Yang
et al., 2016)
The Effect of Colleague Support on Job Satisfaction
The colleagues support will have a positive relationship with a job satisfaction and a negative
relationship with a job stress and intention to quit (Bateman, 2009). The presence of coworkers
gives an impression that fellow employees are able to integrate themselves with their work
because their coworkers are capable so that they should also be able to do so. When an employee
gets difficulty in working and has a work deadlock, if it only relies on him and he is unable to solve
it, he will lose his mind and get an impact on work difficulties and can cause stress. Meanwhile, the
opinions of experts such as Erickson, Wharton, and Pugliesi, states that emotional labor negatively
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affects the workers' perceptions of work stress, decreases the job satisfaction, and increases
distress (Belhassen & Shani, 2012). Whilst, Ducharme and Martin conduct a large-scale
investigation of issues related to the job satisfaction issues targeted by international service
provider employees. The results find that the work group interaction factor and coworker support
have a significant positive correlation on the job satisfaction (Lin & Lin, 2011). It is supported by
the statements of several experts such as Beehr, Pollock, Whitbred, and Contractor who assume
that the employee job satisfaction can increase when the coworkers actively support one another
(Kopp, Lauren R, 2013)
The Effect of Discipline on Job Satisfaction
Discipline is very important in the workplace! Work discipline can expedite the implementation of
work so that organizational goals can be achieved well (Maryadi, 2012). Whereas, someone who is
able to help the organization achieve its goals will be proud of his abilities and self; it encourages
him to have job satisfaction because the work atmosphere is pleasant. It is supported by a
statement that a Job Satisfaction is what makes people want and like in his work because they feel
happy in doing their work. If the organization is run by applying discipline, the work situation is
positively good and can encourage employees to have the job satisfaction. It is supported by a
statement that can be said simply that the satisfied employees prefer the work situations rather
than dislikes it (Arifin, 2012). The Job Satisfaction is what makes people want and like their work
because they feel happy in doing their work. The existing work discipline is the most dominant
factor to increase the existing work discipline so that the employees’ hope can be accomplished;
the employees can get the satisfaction at work in which increase the employee performance (Rofi,
2012)
CONCEPTUAL FRAMEWORK
The conceptual framework in this research explains that some variables have direct and indirect
influences between the latent variables. X1 influences X2, and X2 influences Y. Likewise, X1 and X2
together influence Y. Based on the information above, the influence between the latent variables
(both exogenous / causative variables and endogenous variables) is recursive (unidirectional, not
reciprocal).
Research Hypothesis
In this research, there are several hypotheses that are adapted to the conceptual framework,
namely:
1. Allegedly there is an influence of Colleague Support on Discipline,
2. Allegedly there is an influence of Colleague Support on Job Satisfaction,
3. Allegedly there is an influence of Discipline on Job Satisfaction,
4. Allegedly there is an influence of Associate Support on Job Satisfaction by Discipline,
Research Methods
This research is designed to provide answers to the existing hypotheses. This type of research is
explanatory research. The population in this research is all employees whose work locations are
neighbors. The sample uses probability sampling techniques and choose to use a simple random
sample method (Sugiyono, 2016). Thus, the number of samples is 61 persons as samples or
respondents.
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Soewarto, F. X., & Subyantoro, A. (2020). An Analysis On The Effect Of Employee Satisfaction In Business Organizations. Archives of Business
Research, 8(7). 196-209.
The type of data primary data, i.e. the data that is collected at the research location is data that has
not been processed at all (raw data). The data sourced from the distribution of questionnaires to
respondents are 72. The questionnaire filled / returned is in accordance with the sample 61. The
data analysis methods to obtain the results in this research carry out a data analysis through path
analysis using Partial Least Square (PLS) with single-mediator. The processing data uses software
Warp PLS 5.0. The number of samples is based on the assumption, "The number of samples is 10
times to the size of the most formative indicators used to measure 1 latent variable" (Sarwono and
Narmawati, 2015). While the variable that has the most indicators is Job Satisfaction with 5
indicators. Thus, it is 5 x 10 = 50. Therefore, the use of PLS to process data meets the requirements.
STATISTICAL TEST RESULTS
Table 1. Path Coefficients and P Values
Variable↓ →
Path Coefficients
Variable ↓ →
P Values
X1 X2 Y X1 X2 Y
Colleagues
Support (X1)
Colleagues
Support (X1)
Discipline (X2) 0.522 Discipline (X2) <0,001
Job Satisfaction (Y) 0.500 0.185 Job Satisfaction (Y) <0.001 0.065
Note: Figures in the table are the results after the two indicators on the Disciplinary variable are
deleted, while the numbers inside the asterisk brackets in the description below are the results
before the two indicators of the Disciplinary variable are deleted!
Source: processed Primary Data
The Colleagues Support (DRK) has a positive and significant effect on Discipline because the path
coefficient is 0.522 (* 0.545) and the magnitude of P value <0.05. the Colleagues Support (DRK) has
a positive and significant effect on Job Satisfaction because the path coefficient value is 0.500 (*
0.532) and the magnitude of P value <0.05. While Discipline only has a positive effect on Job
Satisfaction with a path coefficient value of 0.18 (* 0.126) but it is not significant because the
magnitude of P value is 0.065 (* 0.155) which is greater than 0.05. Due to the main effect of this
research, the DRK on Job Satisfaction has been significant; then, the mediating effect can be
continued.
Table 2. Standard Errors for Path Coefficients and Effect Sizes for Path Coefficients
Variable ↓ →
Standard Errors
for Path Coefficients Variables ↓ →
Effect Sizes
For Path Coefficients
X1 X2 Y X1 X2 Y
Colleagues
Support (X1)
Colleagues
Support (X1)
Discipline
((X2) 0,107 Discipline
(X2) 0,273
Job Satisfaction
(Y) 0,108 0,120 Job Satisfaction
(Y)) 0,295 0,079
To find out the mediation effect directly Magnitude of effect size:
<0.35 = large; <0.15 = medium; <0.02 = weak
Note: the Numbers in the table are the results after the two indicators on the Disciplinary variable
are deleted, while the numbers inside the asterisks in the star below are the results before the two
indicators of the Disciplinary variable are deleted!
Source: processed Primary data
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The results of the estimation on the Effect Size of DRK on Discipline and DRK on Job Satisfaction
are classified as large. Each has a value of 0.273 and 0.295 (* previously 0.279 and 0.314). It means
that DRK provides an important role from a practical perspective in increasing the discipline and
job satisfaction. Meanwhile, the value of the effect size of Discipline on Job Satisfaction is relatively
small because it is only 0.079 (*0.047). It means that the variable of discipline is still not able to
contribute greatly in producing the employee job satisfaction.
Table 3. Latent Variable Coefficients
Description Results X1 X2 Y
R-Squared, ≤0.25 = weak; ≤0.45 = moderate; ≤0.70 = strong; ≥70 =
very strong
0.273 0.375
Adj. R Squared, ≤0.25 = weak; ≤0.45 = med; ≤0.70 = strong; ≥70 = very
strong
0.260 0.353
Composite Reliability, requirements:> 0.70 0.898 0.841 0.876
Cronbach Alpha, requirements:> 0.60 0.773 0.621 0.821
Avg. Var. Extrac, requirements:> 0.5 0.815 0.725 0.592
Full Collonearity VIF, requirements: <3.3 1,616 1,325 1,474
Q-Squared, requirements:> 0 0.288 0.384
Note: Figures in the table are the results after two indicators on the Disciplinary variable are
deleted, while the numbers are enclosed in brackets marked with an asterisk below, are the results
before the two indicators of the Discipline variable are removed!
Sources: processed Primary data
The test on the outer model that links between the latent variables with the indicators as presented
above are the value of R2 that are categorized as moderate, as it is seen from the value that appears
0273 and 0375 (* Previously 0297 and 0361 ) as well as the value of AdjR2 , respectively 0.260 and
0.353 (* previously 0.285 and 0.39). It means that the ability of the independent variable in this
case is Support Colleagues and Discipline is capable to explain the Job Satisfaction as the dependent
variable of 27.3% and 37.5%. The three value of the Composite Reliability is 0.898; 0.841; and
0.876 (*previously 0.898; 0.740; and 0.876); all of them have fulfilled the requirements above 0.70.
It shows that each indicator has consistency when the construct value is measured, or in other
words, the instrument has fulfilled the internal consistency reliability. The each value of the
Cronbach Alpha is 0.773; 0.621; and 0.821 (*previously 0.773; 0.532; and 0.821). It means that all
instruments can be trusted as data collection tools (reliable) because they meet the requirements.
Previously, the Cronbach Alpha value for the Discipline variable was only 0.532. Since it is not
reliable, there are two indicators on the variable that have been removed from the model, so the
Cronbach Alpha value is corrected to 0.621. Meanwhile, the other variables did not experience any
changes. To obtain a fit model, the researchers drop (erase) a low indicator of reliability (Latan &
Ghozali, 2017). For this opinion, the researcher deleted two indicators (the Disciplinary variable)
in the model, namely the Time Discipline and Procedure Discipline indicators.
The three data in AVE display are 0.815; 0.725; and 0.592 (*previously 0.815; 0.428; and 0.592); all
of which are above 0.50.It means that they have met the requirements. Previously, the AVE value
for the Discipline variable was only 0.428; since it did not meet the requirements, there were two
indicators on the Disciplinary variable that were removed from the model, so the AVE value was
corrected to 0.725. The VIF value also meets the requirements, meaning that there are no
symptoms of multi linearity. The full linearity VIF Value of 1.616; 1,325; and 1,474 (*previously
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Soewarto, F. X., & Subyantoro, A. (2020). An Analysis On The Effect Of Employee Satisfaction In Business Organizations. Archives of Business
Research, 8(7). 196-209.
1,708; 1,358; and 1,445) shows that the three values were below 3.3, meaning that there was no
colonic problem. Meanwhile, the Q-Squared Coefficients value of 0.288 and 0.384 (* previously
0.312 and .375) shows both values above 0.00. Then, the data presented has good predictive
validity.
Table 4. Correlations Among l.vs with Square Roots of AVEs and P Values for Correlations
Variables ↓ →
Correlations Among lvs
with Square Roots of AVEs Variables ↓ →
P Values For Correlations
X1 X2 Y X1 X2 Y
Colleagues Support
(X1) (0.903) 0.472 0.549 Colleagues
Support (X1) 1,000 <0.001 <0.001
Discipline (X2) 0.472 (0.851) 0.385 Discipline (X2) <0.001 1,000 0.002
Job Satisfaction (Y) 0.549 0.385 (0.769) Job Satisfaction
(Y) <0.001 0.002 1,000
Note: Square roots of average extracted variants (AVEs) shown on diagonal
Note: the Numbers in the table are the results after the two indicators on the Disciplinary variable are
deleted, while the numbers inside the asterisk brackets in the description below are the results
before the two indicators of the Disciplinary variable are deleted !
Source: processed Primary data
The results in the table above indicate that the construct discriminant validity has been fulfilled
because the square root value of the AVE produced > correlation between the latent constructs:
0.903> 0.472 and 0.549 (*previously 0.903> 0507 and 0.549). In the second line, it is 0.851> 0.472
and 0.385 (*previous 0.654> 0.507 and 0.348). Then, in the third line, it is 0.769> 0.549 and 0.385
(* previous 0.769> 0.549 and 0.348). The use of this criterion does not only apply to formative
constructs, but also to the constructs of testing for moderation and reflective effects (Sholihin &
Ratmono, 2013). Whilst, this study uses reflective types.
Table 5. Block Variance Inflation Factors
Variables ↓ →
Block Variance Inflation Factors
X1 X2 Y
Colleague Support (X1)
Discipline (X2)
Job Satisfaction (Y) 1,320 1,320
Note: These VIFs are for the latent variables in each column (predictors), with
reference to the latent variables on each row (criteria).
Note: Figures in the results table are after the two indicators on the
Disciplinary variable are deleted, while the numbers inside the asterisk
brackets in the description below are the results before the two Indicators of
the Disciplinary variable are deleted!
Source: processed Primary data
The criteria / conditions have been fulfilled because the VIF block value is 1,320 (*1,279) so there
is no vertical (classical) linearity problem or there is no linearity between the predictor variables
in the same block.
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DISCUSSION / EXPLANATION
This stage explains the results of the path analysis that has been tested to answer the hypotheses
in this research. Based on the results of the picture above, it is necessary to display an explanation
of the test results above. The explanation is as follows:
The Effect of Colleague Support on Discipline
The colleagues support (DRK) has a positive and significant effect on Discipline. It means that the
colleagues support variable plays an important role for Discipline. In this case, the presence of co- workers both passively (coworkers' behavior is imitated by employees) and actively (coworkers
tell, demonstrate their abilities to friends / employees) is able to make other employees to turn
into discipline. It is because the employee will observe their co-workers and are willing to correct
mistakes, eliminate negligence, and change the attitudes and perspectives of employees towards
their work. Feeling helped, supported, cared for, and given the opportunity to work together by a
colleague makes the employee consider himself "accepted" and get supports from his coworkers.
Hence, the employees also assume that the presence, attitudes, traits, and abilities of their
colleagues felt to have a positive impact. It also will direct the employees to behave, act, and behave
like these co-workers. Accordingly, the stigma that reflects honest, obedient, orderly and regular
employees will lead to him. In this situation, the employee is finally considered to be disciplined.
The Effect of Colleague Support on Job Satisfaction
The variable of colleague support is very important for Job Satisfaction. The presence of coworkers
puts the employees in a pleasant situation and atmosphere because they feel closed, and suitable
to work together. The role of coworkers is considered as the party that directs, reminds, and helps
the employees while working. The employee feels himself cared for (his coworkers care about
him). The ability of coworkers to work along with their strengths makes the employees imitate the
good and positive things of these coworkers. Colleagues have become a source of inspiration! For
employees, the presence, role, and abilities of their coworkers is a support for an employee to learn,
try, and struggle to organize and improve the ways, methods, skills of work. An employee who is
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Soewarto, F. X., & Subyantoro, A. (2020). An Analysis On The Effect Of Employee Satisfaction In Business Organizations. Archives of Business
Research, 8(7). 196-209.
always eager to learn, try, and struggle to achieve something will be relieved, happy, and will
express an expression of excitement for achieving what he hoped. Being satisfied is a feeling of
pleasure, relief, and comfort. If an employee can change and improve his work ability because of
being inspired by his colleagues support, the employee will have a job satisfaction.
Influence of Discipline on Job Satisfaction
In most research conducted by researchers, most are based on the theory and opinion that if an
employee has Job Satisfaction, it will influence the employee to have Discipline at work. One of Job
Satisfaction indicators is Salary. If the salary is bigger, it will encourage the employee to feel home
in working because he has a job satisfaction. This is normal and, obviously, the employee feels
home because of the high salary. Automatically, to keep his salary be big, he stays at his job (not
necessarily other jobs elsewhere that offers the same salary), then he needs to show good attitude
and be praiseworthy; one of them is being disciplined at work.
However, in this research, it shows that an employee does not only act because there is a cause, but
more than that, an employee also needs to have a sense of belonging in behaving and doing.
Employees who are sincere, responsible, and have integrity will be happy to do anything even
though most of it may be difficult to do so. Discipline is considered as a frightening scourge to do
and seems like forced and there is no strong intention to do it. In this research, Discipline is able to
influence Job Satisfaction. However, this is clearly an indication that there are still employees who
love Discipline in working and hope to be an inspiration for their coworkers to discipline as they
do; this is what results or even increases the Job Satisfaction of Employees.
The Effect of Colleague Support on Job Satisfaction through Discipline
Although the role of discipline seems small, the presence of discipline is able to correct the
influence of peer support on job satisfaction. If only discipline is not just a slogan, discourse, or only
carried out at certain times, as well as obligations that need to be reminded of, perhaps discipline
can also play more roles. To increase job satisfaction; the low role (seen from the small value of
influence) of discipline on job satisfaction that the employees consider discipline as a frightening
scourge and make employees be reluctant or difficult to apply discipline is the employees’ apathy
towards discipline (inevitably). Discipline should be regarded as a need that must be fulfilled at all
times, every time, and every day without waiting, delaying, overruling, ignoring, forgetting, or
worse, eliminating it.
The main statement in this research is that if the employee is used to being disciplined, then of
course the employee's activities are neat, organized, orderly, and based on the procedure. It
becomes a beautiful condition. Hence, basically an employee who works in beautiful conditions will
feel satisfied (imagine if you work in conditions that are not beautiful, will you be comfortable for
a long period of time? Once again, are you comfortable for a long period of time with the ugliness
of the situation? Or are you just covering up your feelings as in fact you are forced to be satisfied
with such an unfortunate situation? If you are always comfortable in these unflattering conditions,
are you just surviving or do you actually have job satisfaction with such an unfortunate situation?)
Therefore, discipline indeed results on the satisfaction.
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CONCLUSION
From the three indicators of model fit test plus the average AVIF block, the results are obtained:
the Average Path Coefficient (APC) = 0.402, P <0.001, Average R-squared (ARS) = 0.324, P = 0.002,
Average Adjusted R-squared (AARS) ) = 0.307, P = 0.002. Hence, the model fit test indicators have
been met, or have met the model match requirements. The Average block VIF (AVIF) = 1,320, and
Average full linearity VIF (AFVIF) = 1,472 acceptable because the value is less than 5 and ideal
because the value is less than 3.3. It means that there are no symptoms of multi linearity between
indicators and between exogenous variables. Tenenhaus GoF (GoF) = 0.480, (small> = 0.1,
medium> = 0.25, large> = 0.36) means 0.448 is greater than 0.36, which fits the model very well.
Sympson's paradox ratio (SPR) = 1,000, (acceptable if> = 0.7, ideal = 1), R-squared contribution
ratio (RSCR) = 1,000, (acceptable if> = 0.9, ideal = 1) and Statistical suppression ratio (SSR) = 1,000,
(acceptable if> = 0.7), and Nonlinear bivariate causality direction ratio (NLBCDR) = 1,000,
(acceptable if> = 0.7) all three produce values = 1, which means there is no causal problem in the
model.
The colleague support (DRK) has a positive and significant effect on Discipline because the value
of the direct effect coefficient is 0.522 and P value is <0.05 (<0.01). It means that the Colleague
Support variable plays an important role for Discipline. Furthermore, the Colleague Support (DRK)
has a positive and significant effect on Job Satisfaction because the value of the direct effect
coefficient is 0.50 and P value <0.05 (<0.01). It means that the Colleague Support variable is very
important for the Job Satisfaction. Meanwhile, Discipline only has a positive effect on Job
Satisfaction with a path coefficient of 0.18 but it is not significant because P values is above 0.05
(0.065). Finally, the indirect effect of Colleagues Support on Job Satisfaction through Discipline is
0.0925 (0.500 X 0.185), with the total effect becomes 0.592.
Directly, the variables of colleague support and discipline, respectively, have a positive and
significant effect on the job satisfaction. However, among the effects of both variables, it turns out
that the magnitude of the influence the Support Colleagues variable on Discipline with the value of
the direct effect of 0.52. It means that the sub-district office employees in the three districts will be
disciplined if they have the support of colleagues. The employees will imitate the advantages or
what is good of their coworkers and feel helped because they are directed, warned, and assisted by
their coworkers. However, the value of the Colleagues Support influence on Job Satisfaction can be
corrected when it is mediated by Discipline. The results of this research prove that the Sub-District
Office Employees apply discipline because the Colleagues Support increases the Job Satisfaction; it
is proved from the total effect of colleague Support on Job Satisfaction of 0.592.
Implication
Based on the conclusions above, this research has the following implications: (1) the existence of
colleague support has implications on the discipline of the Sub-district Office employees; (2) the
support obtained from coworkers has implications for the satisfaction of the Sub-district Office
employees; (3) The more obvious the support of coworkers, the more discipline implications is on
the Sub-district Office employees; (4) Discipline needs to be continuously socialized and it is
necessary to carry out a persuasive direction at an early stage so that it is expected that in time, the
employees will become aware of discipline.
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URL: http://dx.doi.org/10.14738/abr.86.8629 208
Soewarto, F. X., & Subyantoro, A. (2020). An Analysis On The Effect Of Employee Satisfaction In Business Organizations. Archives of Business
Research, 8(7). 196-209.
SUGGESTION
Based on the conclusions and implications above, the researcher conveys some suggestions for the
employee job satisfaction in business organizations as follows: (1) Every employee should be able
to show support to his coworkers because it is very good for the organizational climate where
every employee shares shoulder to shoulder working together and help each other so that each
employee will complement and remind one another when there is negligence, mistakes in working.
It will encourage all employees to learn and correct themselves to be more disciplined; (2) In order
to further emphasize the opinions on suggestions in item number one above, it is necessary to
conduct further research on the colleagues support on an organizational climate. (3) Peer support
is very effective in inviting an employee to be more active in working, thus the peer support is not
limited to discourse and is only carried out at certain times. Peer support should be valid every day
during the working hours without disturbing their duties, responsibilities and activities; (4)
Discipline implemented in the three sub-districts is not yet realized. This is proved by the value of
the discipline's direct effect on job satisfaction which is only 18%. Thus, there are not many
employees who are satisfied in being discipline in working. For this reason, the application of
discipline that has been applied (persuasively) has to be continually maintained in a family spirit.
More than that, the effect value of the discipline variable can be greater if it is projected with other
variables. For this reason, further research on discipline is recommended. (5) Satisfaction should
be a target to be realized by discipline; do not wait for getting satisfaction to do discipline. Hence,
it requires serious efforts to apply as suggested in the fifth item to change the paradigm of needing
factors / reasons for being discipline to be an awareness to apply discipline.
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