THE INFLUENCE OF WORK MOTIVATION, WORK ENVIRONMENT, AND WORK DISCIPLINE ON EMPLOYEE PERFORMANCE AT MULTIMART PRINGSEWU
DOI:
https://doi.org/10.29303/distribusi.v14i2.727Kata Kunci:
Work Motivation, Work Environment, Work Discipline, Employee PerformanceAbstrak
Organizational objectives can be supported through strong employee performance, which is influenced by work motivation, workplace conditions, and discipline. Accordingly, this study analyzes the relationship between these three factors and employee performance at Toko Multimart Pringsewu. A quantitative research approach was applied using a saturated sampling technique, in which all 30 employees participated as respondents. Multiple regression analysis showed that work motivation, work environment, and work discipline were significantly related to employee performance. Work motivation had a coefficient of 0.202 (t = 1.856, p < 0.05), while the work environment showed a coefficient of 0.546 (t = 2.890, p < 0.01). Work discipline also had a positive and significant relationship, with a coefficient of 0.397 (t = 2.558, p < 0.05). The simultaneous test confirmed that the regression model was significant, with F(3,26) = 14.360 and p = 0.001. The model produced R = 0.579 and R² = 0.335, indicating that work motivation, work environment, and work discipline jointly explained 33.5% of the variation in employee performance, while the remaining 66.5% was attributable to other factors outside the model. For retail management practice: first, store leaders should prioritize regular workspace maintenance and layout improvement, as the work environment showed the strongest predictive relationship; second, structured incentive schemes tied to clear performance milestones will strengthen motivation and consistent discipline. However, this study is restricted to 30 employees at Toko Multimart Pringsewu, so the findings should be interpreted within this specific local retail context and cannot be directly generalized to larger stores, other regions, or the wider retail sector.
Unduhan
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