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THE INFLUENCE OF THE PHYSICAL WORK ENVIRONMENT AND
ORGANIZATIONAL CLIMATE ON EMPLOYEE PERFORMANCE THROUGH JOB
SATISFACTION AS AN INTERVENING VARIABLE IN PT. BANK TABUNGAN
NEGARA (PERSERO) TBK SOUTH TANGERANG BRANCH
Bekti Dwi Widiastuti
Universitas Pakuan, Bogor, Indonesia
bekti.dwiwidia@gmail.com
ABSTRACT
This study was conducted to determine the influence of the physical work environment and
organizational climate on employee performance through job satisfaction as an intervening variable in
PT. Bank Tabungan Negara (Persero) tbk South Tangerang branch office. This research method uses
quantitative methods using survey techniques. The population used in this study were staff employees
at PT. Bank Tabungan Negara (Persero) tbk South Tangerang branch office. The sampling technique
uses random sampling, the number of sampling used in this study was 118 respondents. Data collection
for each variable studied using questionnaires with Likert scale and rating scale. Data analysis techniques
use descriptive statistical analysis techniques and PLS (Partial Least Square) analysis techniques. The
results of this study show that there is a positive and significant influence of the physical work
environment on performance, there is a positive and significant influence of the physical work
environment on job satisfaction, there is a positive and significant influence of organizational climate on
performance, there is a positive and significant influence of organizational climate on job satisfaction,
there is no effect of job satisfaction on performance, there is no positive and significant influence of the
physical work environment On performance through job satisfaction, there is no positive and significant
influence of organizational climate on performance through job satisfaction.
Keywords : Physical Work Environment; Organizational Climate; Job Satisfaction; Performance
INTRODUCTION
Along with today's developments, all organizations seem to be required to be able to
follow the flow of these developments if they want to continue to exist. Both for organizations
engaged in business and service services, organizations are required to continue to be creative and
innovative so that they are able to adjust to the wishes of the community. Organization and
employee performance are fundamental things that are very important to be able to adapt and
create competitive advantage (Khtatbeh et al., 2020).
Human resource management has the task to manage human elements well in order to
obtain a workforce that is satisfied with their work (Arianty & Masyhura, 2019). Therefore, human
resource management must be carried out as well as possible by the organization in order to create
optimal human resources for the organization. Optimal employee performance in an organization
can be carried out if the organization is able to manage its employees into reliable personnel
(Eliyana et al., 2019).
Improving employee performance has always been a key goal for organizations (Rusu et
al., 2016). The achievement of an organizational goal is due to an effort from employees contained
in an organization, namely to always perform well and make a positive contribution to the
organization so that it can achieve an expected goal and advance the organization which can be
seen by knowing how much enthusiasm employees give to the organization. Effective workplace
and management processes play a role in increasing employee productivity, so as to improve
organizational performance (El-Zeiny, 2012).
An employee's job satisfaction is highly dependent on matters related to his job (Seema et
al., 2021). Employees will get job satisfaction if there is stability and stability in their work. Both
career and the world of work (Kader et al., 2022). Working vigorously, employees need a
comfortable work environment, no matter how skilled wherever employees are in carrying out
their work, if faced with an environmental condition that is dirty, hot, and less light intensity, it
will experience difficulties and reduce enthusiasm to complete the work. The work environment
in the organization has a direct influence on the morale of employees who carry out the production
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Through Job Satisfaction as an Intervening Variable in PT. Bank Tabungan Negara (Persero) Tbk South
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process in the organization, to achieve these goals, the organization must be able to calculate all
problems that affect the smooth production process carefully and efficiently. A supportive work
environment will make employees feel comfortable and enthusiastic in carrying out their
obligations, while an unsupportive work environment will make employees not excited and feel
uncomfortable. In addition to work environment factors, factors that can affect employee morale
are organizational climate factors
Organizational climate states that organizational climate is defined as employee
perceptions of the work environment and how these perceptions affect individual work-
related attitudes and behaviors (Adenike, 2011). It is relatively ongoing that is experienced
by members of the organization and can affect their morale. A good organizational climate can
also foster employee morale, employees who are in a good organizational climate will be able to
create initiatives to want to do something activity and work that is an obligation and also do not
hesitate to carry out tasks outside their work. On the other hand, one of the things that can create
an organizational climate is the opportunity for promotion in accordance with the work
achievements owned by employees and the existence of an appreciation and cohesiveness in
work.
Similarly, employee job satisfaction is beneficial for improving employee performance,
dedication, and discipline, because job satisfaction is an emotional attitude that is pleasant and
loves their work (Hasibuan, 2014). A pleasant emotional attitude at work, this attitude
can be reflected by work morale, discipline, and work performance. Job dissatisfaction
will result in decreased employee productivity and discipline, disrupting the company's
overall operations(Saman, 2020). To be able to achieve the maximum level of job
satisfaction in every task implementation, will always face factors that are expected to
affect job satisfaction.
PT. Bank Tabungan Negara (Persero) Tbk or BTN is one of the State-Owned Enterprises
(BUMN) engaged in banking financial services, and the business form of Bank BTN is a Limited
Liability Company. Bank BTN is a bank that prioritizes business in the mortgage (Home
Ownership Loan) sector. PT Bank Tabungan Negara (Persero) Tbk (Bank BTN) is committed to
being a bank that serves and supports housing sector financing.
Based on the organizational performance report obtained from data from the human
resources section at Bank BTN South Tangerang branch office for the last three years there has
been a decrease in percentage terms, it can be seen in the assessment of organizational
performance that is influenced: first in the credit position in 2019 it reached 101.9%, in 2020 it
decreased to 99.7% and in 2021 it decreased again to 89.8%. Both third-party fund positions in
2019 reached 93.7%, in 2020 increased by 146.5% and in 2021 decreased by 130.2%. The three
fee base income positions in 2019 reached 104.8%, in 2020 decreased by 92.2% and in 2021
decreased again by 88.9%. Based on this description, it can be explained that there is a significant
decrease in organizational performance.
Based on the results of the organization's performance appraisal, it was also influenced by
a decrease in employee performance appraisal in the 2019,2020,2021 period at Bank BTN South
Tangerang branch office. The following is an assessment of employee performance at Bank BTN
South Tangerang branch for the last 3 years in the following table.
Table 1 Employee Performance Research Data 2019, 2020, 2021
No
Point
Achievement
Value
Year 2019
Year 2020
Year 2021
Number of
Employees
(People)
%
Number of
Employees
(People)
%
Number of
Employees
(People)
%
1.
100-200
D (Less)
0
0
0
0
2
1
2.
201-300
C (Enough)
2
1
8
5
16
10
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3.
301-380
B (Good)
109
66
106
64
101
61
4.
381-450
B+ (Very good)
33
20
32
19
30
18
5.
451-500
A (Special)
22
13
20
12
17
10
Total
166
100
166
100
166
100
Source: HR Bank BTN South Tangerang Branch Office
Based on table 1 above, it can be seen that employee performance appraisals from 2019 to
2021 tend to decline. This can be seen from the percentage of employee performance appraisal.
The percentage of special assessments in 2019 reached 13% and in 2020 the achievement became
12% and then decreased again in 2021 to 10%. In a very good assessment in 2019 the achievement
was 20% and in 2020 the achievement of 19% then decreased again in 2021 to 18%, in the good
assessment in 2019 the achievement was 66% and in 2020 the achievement was 64% and then
decreased again in 2021 to 61%. It is assessed that it was sufficient in 2019 to achieve 1% and in
2020 to reach 5%, then in 2021 it became 10%. In the assessment of less in 2019 the achievement
was 0%, and in 2020 the achievement was 0% and then in 2021 there was 1% who got less value.
According to human resources information, there are complaints from employees at the
Tangerang branch of Bank BTN against company policies that are considered dissatisfied such as
in terms of an unclear and overlapping task division system between the specified work and the
work done so that there is a mutual throwing of responsibility between employees and there are
still frequent differences of opinion between superiors and subordinates, This is a factor that
affects disharmony within the company.
Another complaint submitted was about promotion opportunities for employees who were
felt to be still lacking transparency, where there were still career delays and promotions and
salaries that were not in accordance with the position so that employees were less satisfied and
chose to resign / resign. This will influence employees to opt out of the organization. As for the
resigned employee data, as follows;
Table 2 Data on the Number of Resigned Employees (Voluntary)
No
Year
People
1
2019
1
2
2020
1
3
2021
0
4
2022
4
Source:HR Bank BTN South Tangerang Branch Office
Based on table 2, it can be seen that there is an increase in data on the number of employees
who resign, in 2019 there was 1 employee who resigned, in 2020 there was 1 employee who
resigned, and in 2021 there were no employees who resigned, in 2022 there was an increase in 4
employees who resigned. One of the factors that make employees resign is less comfortable in
the work environment and in the organizational climate.
In addition to the data above, there are job satisfaction problems, it can be seen from the
presence of employees who are still late entering working hours. Currently, employees at Bank
BTN South Tangerang branch office work hours start from 08.00 am to 4.30 pm. The problem
that occurs, it is still often found that employees come to work beyond the time set by the
company.
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Through Job Satisfaction as an Intervening Variable in PT. Bank Tabungan Negara (Persero) Tbk South
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Table 3 Employee Delay Data
Source: HR Bank BTN South Tangerang Branch Office
From this data, it can be seen that the data on delays in employees at the Bank BTN South
Tangerang branch office is that in 2020 there were 450 delays a year from 166 employees and
there were 504 delays a year from 166 employees in 2021, from this data there was an increase
in employee delays, this means that employee satisfaction of the Bank BTN South Tangerang
branch was still lacking so that it affected employee performance.
In addition to the above data, the phenomenon that occurs at PT. Bank Tabungan Negara
(Persero) Tbk South Tangerang Branch There are still some physical work environments that are
considered inadequate such as a less conducive layout, for example the imbalance of office space
with the number of existing employees so that the layout looks narrow and air circulation is not
smooth and wall coloring and lighting in the office room looks dim so that it will reduce employee
work productivity.
Employee job satisfaction is a key driver of morale, discipline and work performance in
supporting the realization of the company (Hasibuan, 2016). It can also be said that job
satisfaction is the fulfillment of wants and needs through work activities. Needs are one of the
important factors to motivate employees because as humans must have a variety of primary and
secondary needs. Employees will be motivated if their needs are met, with the fulfillment of
needs, job satisfaction will arise which has a positive impact on employee performance in the
company.
Based on the description of the problem above that has been collected, the researcher wants
to find further information related to this title. Therefore, the aims of this research were to: 1.
Evaluate the influence of the physical work environment on employee performance, 2. Evaluate
the influence of the physical work environment on job satisfaction, 3. Evaluate the influence of
organizational climate on employee performance, 4. Evaluate the influence of organizational
climate on satisfaction work, 5. Evaluate the influence of job satisfaction on employee
performance, 6. Evaluate the indirect influence of the physical work environment on employee
performance through job satisfaction, 7. Evaluate the indirect influence of organizational climate
on employee performance through job satisfaction. This research was conducted at Bank BTN
South Tangerang branch.
RESEARCH METHOD
The method used in this study is a survey method with a quantitative approach of causality
analyzing the influence of independent variables with dependent variables. Information from
survey results was collected from respondents using questionnaires for all variables both
Performance (Z), Job Satisfaction (Y), Physical Work Environment (X1) and Organizational
Climate (X2). The influence between each independent variable and the dependent variable. The
population in this study amounted to 166 staff as permanent employees, the sample of this study
amounted to 118 permanent employee staff using random sampling techniques. Data analysis
using statistical methods used in this study is structural equation modeling partial least square
(SEM-PLS) (Sarstedt et al., 2016).
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RESULT AND DISCUSSION
Measurement Model Analyst (outer model)
a) Convergent Validity
The measurement model shows how the manifest variable or observed variable represents
the latent variable to be measured. Convergent validity is measured using the outer loading
parameter. An individual reflexive measure can be said to correlate if the value is more than 0.7
with the construct to be measured (Ghozali, 2016; Ghozali & Latan, 2015). From the results of the
measurement model analysis, it is known that there are several manifest variables whose loading
factor value is < 0.7, so to meet the rule of thumb, the manifest variable whose value is < 0.7
must be dropped from the model.
Table 4 Outer Loading Value
Variable
Indicator
Outer
Loading
Stage 1
Information
Outer
Loading
Stage 2
Information
Physical
Work
Environment
(X1)
1. Lighting
0.776
Valid
0.775
Valid
2. Noise
0.755
Valid
0.756
Valid
3. Coloring
0.800
Valid
0.799
Valid
4. Hygiene
0.714
Valid
0.714
Valid
5. Layout
0.794
Valid
0.794
Valid
6. Circulation
0.782
Valid
0.782
Valid
7. Security
0.764
Valid
0.764
Valid
8. Temperatures
0.807
Valid
0.808
Valid
Organization
al Climate
(X2)
1. Standard
0.706
Valid
0.704
Valid
2. Appreciation
0.752
Valid
0.753
Valid
3. Backing
0.806
Valid
0.807
Valid
4. Warmth
0.760
Valid
0.760
Valid
5. Structure
0.787
Valid
0.786
Valid
6. Responsibility
0.708
Valid
0.707
Valid
7. Conflict
0.827
Valid
0.826
Valid
Job
Satisfaction
(Y)
1. Pay
0.793
Valid
0.793
Valid
2. Promotion
0.777
Valid
0.778
Valid
3. Supervisor
0.721
Valid
0.723
Valid
4. work colleague
0.758
Valid
0.757
Valid
5. The work itself
0.830
Valid
0.829
Valid
Performance
(Z)
1. Effective
0.860
Valid
0.867
Valid
2. Efficient
0.878
Valid
0.893
Valid
3. Productivity
0.769
Valid
0.779
Valid
4. Quality
0.809
Valid
0.813
Valid
5. Quantity
0.639
Invalid
Drop
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Based on the table above, it states that in the first stage there are three indicators that have
an outer loading of < 0.70 so that it must be dropped, namely Z5 of 0.639 so that the loading
factor value of all manifest variables in stage 2 is greater than 0.7, then nothing is issued or
dropped. This means that all items are validly able to reflect each variable. The model of this
research can be seen in the following figure:
Figure 1 Path Diagram Stage 1
Figure 2 Path Diagram Stage 2
b) Composit Reliability
Reliability tests are carried out to prove the accuracy, consistency and permanence of
instruments in measuring a construct.
Table 5 Reliability
Variabel
Cronbach's
Alpha
rho_A
Composite
Reliability
Average
Variance
Extracted
(AVE)
X1
0.904
0.905
0.923
0.600
X2
0.881
0.882
0.908
0.585
Y
0.836
0.839
0.883
0.603
Z
0.859
0.859
0.905
0.704
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From table 5 it can be seen that the value of all variables in reliability testing using either
Cronbach's Alpha or Composite Reliability is > 0.7. Therefore, it can be concluded that the
variables tested are valid and also reliable, so they can proceed to test structural models.
Based on the table above, there is also an Average Variance Extracted (AVE) value, it is
known that all research variables have met the AVE standard value above 0.5 (AVE > 0.5). The
physical work environment variable (X1) has an AVE value of 0.600, the Organizational Climate
variable (X2) has an AVE value of 0.585, the job satisfaction variable (Y) has an AVE value of
0.603, and the Performance variable (Z) has an AVE value of 0.704. Based on the consideration
of the AVE value owned by each variable, it can be concluded that all variables meet the
Discriminant Validity value, because it has an AVE value greater than 0.5. Thus, it can be stated
that each variable has a good discriminant validity.
Measurement Model Analyst (inner model)
Assessing the inner model is evaluating the relationships between latent constructs as
hypothesized in this study:
a) Coefficient of Determination (R
2
)
Variant Analysis (R
2
) or determination test, which is to determine the magnitude of the
influence of the independent variable on the dependent variable.
Table 6 Value of Coefficient of Determination (R
2
)
Based on the Adjusted R Square value in the job satisfaction model, an Adjusted R Square
value of 0.876 was obtained. The results showed that the variables of physical work environment
and organizational climate were able to explain the variable of job satisfaction by 87.6% while the
remaining 12.40% was explained by variables that were not included in the research model.
In the second equation, performance obtained an Adjusted R Square value of 0.900. These
results show that the physical work environment, organizational climate, job satisfaction are able
to explain employee performance variables by 90% while the validity is 10% explained by variables
that are not included in the research model.
b) Geisser Q-square test (Q
2
)
The model permanence test is performed by looking at the percentage of variance described
by the R
2
value for the dependent variable using the Stone-Geisser Q-square test measure (Kalnadi,
2013) and also look at the magnitude of the structural path coefficient.
Based on the results of measuring the permanence of the model, the result of the Q
2
value of
0.956 is obtained that the contribution of the model to explain the structural relationship of the
variables studied is 95.6% and the rest is explained by other variables that are not included in the
model. A Q square value of > 0 indicates that the research model has good predictive relevance.
R Square
R Square Adjusted
Job Satisfaction (Y)
0.878
0.876
Performance (Z)
0.903
0.900
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c) Hypothesis testing directly (Direct effect)
Test the hypothesis in this study by looking at the value of t-Statistics and P-Values. The
research hypothesis can be declared accepted if the P-Values value < 0.05. The following are the
results of the hypothesis test obtained in this study:
Table 7 Direct Effect Hypothesis
Hypothesis
Original
Sample
(O)
Sample
Mean
(M)
Standard
Deviation
(ST DEV)
T Statistics
(O/ST DEV)
P
Values
Information
H1
X1→Z
0.300
0.325
1.174
1.718
0.043
Significant
H2
X1→Y
0.471
0.484
0.134
3.519
0.000
Significant
H3
X2→Z
0.594
0.581
0.174
3.422
0.000
Significant
H4
X2→Y
0.479
0.468
0.133
3.611
0.000
Significant
H5
Y→Z
0.071
0.059
0.098
0.722
0.235
Not Significant
Hypothesis Testing in this study:
1. The results of hypothesis testing show that the influence of the physical work environment
on performance has a path coefficient value of 0.300 (positive) and has a statistical t value
of 1.718 and a P-Value of 0.043. The statistical t value greater than the table t (1.718>1.658)
and the P value of 0.043 or less than the alpha standard of 5% (0.000<0.05) indicate that
there is a positive and significant influence of the physical work environment on
performance or H1 accepted / H0 rejected.
2. The results of hypothesis testing show that the influence of the physical work environment
on job satisfaction has a path coefficient value of 0.471 (positive) and has a statistical t
value of 3.519 and a P-Value of 0.000. The statistical t value greater than the table t
(3.519>1.658) and the P value of 0.000 or less than the 5% alpha standard (0.000<0.05)
indicate that there is a positive and significant influence of the physical work environment
on job satisfaction or H1 accepted / H0 rejected.
3. The results of hypothesis testing show that the influence of Organizational Climate on
performance has a path coefficient value of 0.594 (positive) and has a statistical t value of
3.422 and a P-Value of 0.000. The statistical t value greater than the table t (3.422>1.658)
and the P value of 0.000 or less than the 5% alpha standard (0.000<0.05) indicate that there
is a positive and significant influence of the Organizational Climate on performance or H1
accepted / H0 rejected.
4. The results of hypothesis testing show that the influence of Organizational Climate on
satisfaction has a path coefficient value of 0.479 (positive) and has a statistical t value of
3.611 and a P-Value of 0.000. The statistical t value greater than the table t (3.611>1.658)
and the P value of 0.000 or less than the 5% alpha standard (0.000<0.05) shows that there
is a positive and significant influence of Organizational Climate on job satisfaction or H1
accepted / H0 rejected.
5. The results of hypothesis testing show that the effect of job satisfaction on performance has
a path coefficient value of 0.071 (positive) and has a statistical t value of 0.722 and a P-
Value of 0.235. The statistical t value is smaller than the table t (0.722<1.658) and the P
value is 0.235 or greater than the 5% alpha standard (0.235>0.05) shows no significant
effect of job satisfaction on performance or H0 is accepted.
d) Hypothesis testing indirectly (indirect effect)
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Table 8 Sobel test
Physical work environment to performance through job satisfaction
Input:
Test Statistic
Std. Error:
p-value
a
0.471
Sobel test
0.70957357
0.04712831
0.47796861
b
0.071
Aroian test
0.68353401
0.04892368
0.49426947
s
a
0.134
Goodman test
0.73883546
0.04526177
0.46000692
s
b
0.098
Rest all
Calculate
The results of hypothesis testing show that the influence of the physical work environment
on performance through job satisfaction has a statistical t value of 0.709 and a P-Value of 0.477.
The statistical t value is smaller than the table t (0.709<1.658) and the P value is 0.477 or greater
than the 5% alpha standard (0.477>0.05) shows no significant influence of the physical work
environment on performance through job satisfaction.
Table 9 Sobel Test
Organizational Climate towards performance through job satisfaction
Input:
Test Statistic
Std. Error:
p-value
a
0.479
Sobel test
0.71026138
0.04788237
0.47754206
b
0.071
Aroian test
0.68532461
0.04962466
0.49313911
s
a
0.133
Goodman test
0.73813465
0.04607425
0.46043263
s
b
0.098
Rest all
Calculate
The results of hypothesis testing show that the influence of organizational climate on
performance through job satisfaction has a statistical t value of 0.710 and a P-Value of 0.477. The
statistical t value is smaller than the table t (0.710<1.658) and the P value is 0.477 or greater than
the 5% alpha standard (0.477>0.05) shows that there is no significant influence of organizational
climate on performance through job satisfaction.
Discussion
Based on the results of the research obtained by the researcher, the following results were
obtained:
1. The influence of the physical work environment on performance
From the analysis of hypothesis testing, it is known that the physical work
environment has a positive and significant effect on performance which can be seen from
the value of the path coefficient of 0.300 (positive) and has a statistical t value of 1.718 and
a P-Value of 0.043. The statistical t value is greater than the table t (1.718>1.658) and the
P value is 0.043 or less than the 5% alpha standard (0.000<0.05), so H0 is rejected. A
positive sign of 0.300 indicates that the better the physical work environment, the better
the performance of employees, it can be said that improving the quality of the physical
work environment will have an impact on improving employee performance.
The research is in line with the results of research conducted by Norianggono et al.,
(Norianggono et al., 2014) entitled Employee Performance at Telkomsel Area III Java-Bali
Nusra in Surabaya states that there is a significant influence between the physical work
environment on employee performance.
2. The influence of the physical environment on job satisfaction
From the analysis of hypothesis testing, it is known that the physical work
environment has a positive and significant effect on job satisfaction which can be seen from
the path coefficient value is 0.471 (positive) and has a statistical t value of 3.519 and a P-
Value of 0.000. The statistical t value is greater than the table t (3.519>1.658) and the P
The Influence of The Physical Work Environment and Organizational Climate on Employee Performance
Through Job Satisfaction as an Intervening Variable in PT. Bank Tabungan Negara (Persero) Tbk South
Tangerang Branch
110 Return: Study of Management Economic And Business, Vol 3 (1), January 2024
value is 0.000 or less than the 5% alpha standard (0.000<0.05), so H0 is rejected. A positive
sign of 0.471 indicates that the better the physical work environment, the better the
employee's job satisfaction, so that improving the quality of the physical work environment
will have an impact on increasing employee job satisfaction.
The results of this research are in line with the results of research conducted by
Edduar Hendri (2012) entitled the influence of the physical work environment and non-
physical work environment on employee job satisfaction at PT. Asuransi Wahana Tata
Palembang branch states that there is a significant influence between the physical work
environment on employee job satisfaction.
3. The effect of organizational climate on performance
From the analysis of hypothesis testing, it is known that the organizational climate
has a positive and significant effect on performance which can be seen from the value of
the path coefficient of 0.594 (positive) and has a statistical t value of 3.422 and a P-Value
of 0.000. The statistical t value is greater than the table t (3.422>1.658) and the P value is
0.000 or less than the 5% alpha standard (0.000<0.05), so H0 is rejected. A positive sign
of 0.594 indicates that the better the organizational climate, the better the performance of
employees, so that improving the quality of the organizational climate will have an impact
on improving employee performance.
The research is in line with the results of research conducted by Intan Mayangsari
(2018) entitled The Effect of Organizational Climate on Employee Performance with Job
Satisfaction Mediator Variables in PT Poso Energy Bogor Employees states that there is a
significant and positive influence between organizational climate on employee
performance.
4. The effect of organizational climate on job satisfaction
From the analysis of hypothesis testing, it is known that organizational climate has
a positive and significant effect on job satisfaction which can be seen from the value of the
path coefficient of 0.479 (positive) and has a statistical t value of 3.611 and a P-Value of
0.000. The statistical t value is greater than the table t (3.611>1.658) and the P value is
0.000 or less than the 5% alpha standard (0.000<0.05), so H0 is rejected. A positive sign
of 0.479 indicates that the better the organizational climate, the better employee
satisfaction, so that improving the quality of the organizational climate will have an impact
on increasing employee job satisfaction.
The results of the study are in line with the results of research conducted by Audra
Bianca (2012) entitled The Effect of Organizational Climate and Career Development on
Employee Job Satisfaction at PT KI states that there is a significant influence between
organizational climate on employee job satisfaction.
5. The effect of job satisfaction on performance
From the analysis of hypothesis testing, it is known that job satisfaction has no
significant effect on performance which can be seen from the value of the path coefficient
of 0.071 (positive) and has a statistical t value of 0.722 and a P-Value of 0.235. The
statistical t value is smaller than the table t (0.722<1.658) and the P value is 0.235 or greater
than the 5% alpha standard (0.235>0.05), so H0 is accepted.
The same results were obtained from research conducted by Azhari et al., (2021)
entitled The Effect of Job Satisfaction on Employee Performance at the Berau Regency
Manpower and Transmigration Office states that job satisfaction does not have a significant
effect on employee performance.
6. The influence of the physical work environment on performance through job satisfaction
From the analysis of hypothesis testing, it is known that there is no significant
influence of the physical work environment on performance through job satisfaction which
can be seen from the statistical t value of 0.709 and the P-Value of 0.477. The statistical t
value is smaller than the table t (0.709<1.658) and the P value is 0.477 or greater than the
5% alpha standard (0.477>0.05), so H0 is accepted.
The Influence of The Physical Work Environment and Organizational Climate on Employee Performance
Through Job Satisfaction as an Intervening Variable in PT. Bank Tabungan Negara (Persero) Tbk South
Tangerang Branch
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This is not in line with the results of the research conducted Wahyuniardi et al.,
(2018) entitled The Influence of Organizational Budaha and Work Environment on Job
Satisfaction and Employee Performance PT PLN (PERSERO) West Java distribution states
that the work environment has a positive influence on employee performance.
7. The influence of organizational climate on performance through job satisfaction
From the analysis of hypothesis testing, it is known that there is no significant
influence of organizational climate on performance through job satisfaction which can be
seen from the statistical t value of 0.710 and the P-Value of 0.477. The statistical t value is
smaller than the table t (0.710<1.658) and the P value is 0.477 or greater than the 5% alpha
standard (0.477>0.05), so H0 is accepted.
This is in line with the results of research conducted by Muhammad Tafsir, et al
(2022) which states that organizational climate has a positive and significant effect on
performance through job satisfaction.
CONCLUSION
Based on the results of research and discussions that have been carried out, this study can
be concluded as follows: 1) There is a positive and significant influence of the physical work
environment on performance. A positive sign indicates that the better the physical work
environment, the better the performance of employees, so that improving the quality of the
physical work environment will have an impact on improving employee performance. 2) There
is a positive and significant influence of the physical work environment on job satisfaction. This
means that the physical work environment can spark passion and passion from within employees
to carry out their daily work. 3) There is a positive and significant influence of the organizational
climate on employee performance. These results indicate that the better the organizational
climate, the better the performance. 4) There is a positive and significant influence of
organizational climate on job satisfaction. Thus, the condition of the relationship between the
leader and subordinates is good, there is no conflict between employees and employees towards
the leader, and the leader's attention to employees will certainly have a high enthusiasm to
complete their work. These results indicate that the better the organization's support, the better
the performance.5) There is no significant effect of job satisfaction on employee performance.
This shows that employee morale, employee satisfaction does not also affect the performance of
these employees. 6) There is no indirect influence of the physical work environment on
performance through job satisfaction. This shows that the physical work environment does not
have a significant impact on employee performance if mediated by job satisfaction which means
that employees do not need job satisfaction as an intervention to achieve good performance. 7)
There is no indirect influence of organizational climate on performance through job satisfaction.
This shows that the organizational climate does not have a significant impact on employee
performance if mediated by job satisfaction which means that employees do not need job
satisfaction intervening to achieve good performance.
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