GMR_Logo

Articles

Vol. 1 No. 1 (2026): Strategic Dynamics in Emerging Markets: Psychological Mechanisms in Consumer Behavior and Organizational Performance

Work Discipline and Organizational Commitment as Drivers of Employee Performance in Indonesian Credit Union Cooperatives: The Mediating Role of Job Satisfaction

DOI:
https://doi.org/10.66452/702784
Submitted
February 8, 2026
Published
2026-02-14

Abstract

Purpose: This study examines the direct and indirect effects of work discipline and organizational commitment on employee performance through job satisfaction as a mediating variable, addressing critical human resource management challenges in Indonesian cooperative financial institutions serving rural and low-income communities in Eastern Indonesia.

Method/approach: A quantitative cross-sectional survey collected data from 30 employees at KSP Kopdit Pintu Air Branch Kefamenanu, North Central Timor Regency, East Nusa Tenggara Province, during March 2025. Partial Least Squares-Structural Equation Modeling (PLS-SEM) with SmartPLS 3.2.9 analyzed both direct relationships and mediating pathways, with rigorous measurement validation and bootstrapping procedures (5,000 resamples) for indirect effects testing following contemporary mediation analysis standards.

Findings: Work discipline significantly predicts employee performance (β = 0.526, t = 5.154, p < 0.001) and job satisfaction (β = 0.121, t = 2.086, p = 0.037). Organizational commitment demonstrates stronger direct effects on performance (β = 0.587, t = 6.463, p < 0.001) and satisfaction (β = 0.089, t = 2.087, p = 0.037). Job satisfaction strongly influences performance (β = 0.624, t = 6.162, p < 0.001) and partially mediates both discipline-performance (β = 0.076, 95% CI [0.008, 0.158], p = 0.033) and commitment-performance relationships (β = 0.056, 95% CI [0.006, 0.125], p = 0.033). Combined predictors explain 68.1% of performance variance (R² = 0.681).

Limitations: Small sample size (N = 30) from single branch limits statistical power, generalizability, and ability to detect small effects. Cross-sectional design precludes causal inference and temporal precedence establishment. Self-report measures introduce potential common method bias despite procedural remedies. Future research should employ larger multi-branch samples (N > 200), longitudinal designs with >3 measurement waves, and objective performance indicators complementing self-reports.

Implications: Cooperative managers should implement integrated human resource strategies encompassing (1) disciplinary systems balancing accountability with supportive enforcement, (2) commitment-building programs emphasizing organizational values and community welfare missions, and (3) satisfaction enhancement through fair compensation, career development, and supportive climates recognizing satisfaction as critical psychological mechanism translating behavioral and motivational inputs into performance outcomes.

Contribution: This study extends Social Exchange Theory and Affective Events Theory to under-investigated cooperative financial sector in rural Indonesia, validates mediation mechanisms in non-Western values-driven organizational contexts, advances methodological rigor through contemporary PLS-SEM bootstrapping techniques, and provides strategic guidance for Indonesia’s 123,048 cooperatives serving marginalized communities.

References

  1. Ahmed, A., & Ali, S. (2024). Validation of the three-component model of organizational commitment in a South Asian service context. Pakistan Journal of Psychological Research, 39(1), 109–120.
  2. Arumsari, D. N., Wahyuni, H. C., & Cahyani, P. D. (2023). Cooperatives employee performance based on competence and training. Proceedings of the International Conference on Economics, Business, and Government Challenges, 6(1), 1–10. https://doi.org/10.33005/icebgc.v6i1.75
  3. Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449. https://doi.org/10.1146/annurev.psych.60.110707.163621
  4. Bal, P. M., De Lange, A. H., Jansen, P. G. W., & Van der Velde, M. E. G. (2008). Psychological contract breach and job attitudes: A meta-analysis of age as a moderator. Journal of Vocational Behavior, 72(1), 143–158. https://doi.org/10.1016/j.jvb.2007.10.005
  5. Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational Behavior and Human Decision Processes, 50(2), 248–287. https://doi.org/10.1016/0749-5978(91)90022-L
  6. Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182. https://doi.org/10.1037/0022-3514.51.6.1173
  7. Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1), 1–26. https://doi.org/10.1111/j.1744-6570.1991.tb00688.x
  8. Berg, V. (2022). Job satisfaction and employee performance: A systematic literature review. Journal of Business and Management Studies, 4(2), 55–72.
  9. Birchall, J., & Ketilson, L. H. (2009). Resilience of the cooperative business model in times of crisis. International Labour Organization.
  10. Blau, P. M. (1964). Exchange and power in social life. Wiley.
  11. Bommer, W. H., Johnson, J. L., Rich, G. A., Podsakoff, P. M., & MacKenzie, S. B. (1995). On the interchangeability of objective and subjective measures of employee performance: A meta-analysis. Personnel Psychology, 48(3), 587–605. https://doi.org/10.1111/j.1744-6570.1995.tb01772.x
  12. Boxall, P., & Macky, K. (2009). Research and theory on high-performance work systems: Progressing the high-involvement stream. Human Resource Management Journal, 19(1), 3–23. https://doi.org/10.1111/j.1748-8583.2008.00082.x
  13. BPS-Statistics of North Central Timor Regency. (2024). North Central Timor Regency in figures 2024. Badan Pusat Statistik Kabupaten Timor Tengah Utara.
  14. Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185–216. https://doi.org/10.1177/135910457000100301
  15. Bryman, A., & Bell, E. (2015). Business research methods (4th ed.). Oxford University Press.
  16. Claessens, B. J. C., Van Eerde, W., Rutte, C. G., & Roe, R. A. (2007). A review of the time management literature. Personnel Review, 36(2), 255–276. https://doi.org/10.1108/00483480710726136
  17. Cheng, Y., & Stockdale, M. S. (2003). The validity of the three-component model of organizational commitment in a Chinese context. Journal of Vocational Behavior, 62(3), 465–489. https://doi.org/10.1016/S0001-8791(02)00063-5
  18. Chin, W. W., & Newsted, P. R. (1999). Structural equation modeling analysis with small samples using partial least squares. In R. H. Hoyle (Ed.), Statistical strategies for small sample research (pp. 307–341). Sage.
  19. Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed.). Lawrence Erlbaum Associates.
  20. Cohen, A. (2003). Multiple commitments in the workplace: An integrative approach. Psychology Press.
  21. Conway, J. M., & Lance, C. E. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25(3), 325–334. https://doi.org/10.1007/s10869-010-9181-6
  22. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
  23. Davlembayeva, D., Papagiannidis, S., & Alamanos, E. (2020). Sharing economy: Studying the social and psychological factors and the outcomes of social exchange. Technological Forecasting and Social Change, 158, 120143. https://doi.org/10.1016/j.techfore.2020.120143
  24. DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421–433. https://doi.org/10.1037/apl0000085
  25. DeVellis, R. F. (2017). Scale development: Theory and applications (4th ed.). Sage.
  26. Derry, W., Hermawan, S., & Moh, N. (2021). The effect of servant leadership, job satisfaction and organizational culture on employee performance moderated by good governance in women’s cooperative institution. International Journal of Multicultural and Multireligious Understanding, 8(4), 406–417. https://doi.org/10.18415/ijmmu.v8i4.2628
  27. Diamantopoulos, A., & Siguaw, J. A. (2006). Formative versus reflective indicators in organizational measure development: A comparison and empirical illustration. British Journal of Management, 17(4), 263–282. https://doi.org/10.1111/j.1467-8551.2006.00500.x
  28. Efthymiopoulos, A., & Gkorezis, P. (2024). Measuring the reliability and validity of Allen and Meyer’s organizational commitment scale in Greek public sector. Corporate Governance and Organizational Behavior Review, 8(2), 111–119. https://doi.org/10.22495/cgobrv8i2p11
  29. Emerson, R. M. (1976). Social exchange theory. Annual Review of Sociology, 2, 335–362. https://doi.org/10.1146/annurev.so.02.080176.002003
  30. European Association of Cooperative Banks. (2024). The performance of European cooperative banks in 2023: A snapshot. European Association of Cooperative Banks.
  31. Farndale, E., Van Ruiten, J., Kelliher, C., & Hope-Hailey, V. (2011). The influence of perceived employee voice on organizational commitment: An exchange perspective. Human Resource Management, 50(1), 113–129. https://doi.org/10.1002/hrm.20404
  32. Fauziah, S., Yuniawan, A., & Haryono, A. T. (2016). Uji validitas konstruk instrumen Organizational Commitment Questionnaire (OCQ) dengan metode Confirmatory Factor Analysis (CFA). Jurnal Psikologi Profesi Indonesia, 1(1), 1–12.
  33. Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104
  34. Geisser, S. (1974). A predictive approach to the random effect model. Biometrika, 61(1), 101–107. https://doi.org/10.1093/biomet/61.1.101
  35. Grant, A. M., & Shin, J. (2012). Work motivation: Directing, energizing, and maintaining effort (and research). In R. M. Ryan (Ed.), The Oxford handbook of motivation (pp. 505–519). Oxford University Press.
  36. Gudergan, S. P., Ringle, C. M., Henseler, J., & Nitzl, C. (2025). Advanced partial least squares structural equation modeling (PLS-SEM) in business research. Journal of Business Research, 184, 114849. https://doi.org/10.1016/j.jbusres.2024.114849
  37. Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage.
  38. Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203
  39. Hair, J. F., Sarstedt, M., Ringle, C. M., & Gudergan, S. P. (2017). Advanced issues in partial least squares structural equation modeling. Sage.
  40. Hayes, A. F. (2018). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach (2nd ed.). Guilford Press.
  41. Hayes, A. F., & Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis. Psychological Science, 24(10), 1918–1927. https://doi.org/10.1177/0956797613480187
  42. Henseler, J., Hubona, G., & Ray, P. A. (2016). Using PLS path modeling in new technology research: Updated guidelines. Industrial Management & Data Systems, 116(1), 2–20. https://doi.org/10.1108/IMDS-09-2015-0382
  43. Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/s11747-014-0403-8
  44. Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332–1356. https://doi.org/10.1037/0021-9010.92.5.1332
  45. Indonesian Credit Union Central (Inkopdit). (2024). National credit union movement statistics and performance indicators. Inkopdit National Office.
  46. International Labour Organization. (2023). Cooperatives and the sustainable development goals: A contribution to the post-2015 development debate.
  47. Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. https://doi.org/10.5465/amj.2011.0088
  48. Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2), 386–408. https://doi.org/10.5465/amr.2006.20208687
  49. Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Job attitudes. Annual Review of Psychology, 63, 341–367. https://doi.org/10.1146/annurev-psych-120710-100511
  50. Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376
  51. Kementerian Koperasi dan Usaha Kecil dan Menengah Republik Indonesia. (2025). Laporan kinerja koperasi nasional 2024. Kementerian Koperasi dan UKM RI.
  52. Khan, M., & Malik, A. (2025). Exploring the relationship between job satisfaction and employee performance: A meta-analysis. Journal of Information Systems Engineering and Management, 10(1), 45–58.
  53. Kline, R. B. (2015). Principles and practice of structural equation modeling (4th ed.). Guilford Press.
  54. Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., Schaufeli, W. B., De Vet, H. C. W., & Van der Beek, A. J. (2011). Conceptual frameworks of individual work performance: A systematic review. Journal of Occupational and Environmental Medicine, 53(8), 856–866. https://doi.org/10.1097/JOM.0b013e318226a763
  55. Larasati, A. D., & Edalmen. (2025). Determinants of employee performance with mediation of work discipline at PT Tangguh Samudera Jaya. International Journal of Economic Perspectives, 19(1), 57–68.
  56. Laksono, A. (2024). Job satisfaction and organizational commitment: A meta-analysis. Journal of Economic and Management Studies, 4(1), 33–51.
  57. Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1343). Rand McNally.
  58. Long, C. S., Li, W. W., & Ning, Z. (2015). The impact of corporate social responsibility on employees’ engagement: Evidence from manufacturing sector. Asian Social Science, 11(16), 189–196. https://doi.org/10.5539/ass.v11n16p189
  59. Masruddin, N. P. D., & Asriani, A. (2025). The effect of work discipline and workload on employee performance in Indonesian maritime logistics company. Community Engagement and Emergence Journal, 6(1), 62–69.
  60. Maxwell, S. E., & Cole, D. A. (2007). Bias in cross-sectional analyses of longitudinal mediation. Psychological Methods, 12(1), 23–44. https://doi.org/10.1037/1082-989X.12.1.23
  61. Memon, M. A., Cheah, J.-H., Ramayah, T., Ting, H., & Chuah, F. (2018). Mediation analysis: Issues and recommendations. Journal of Applied Structural Equation Modeling, 2(1), 1–9.
  62. Mercurio, Z. A. (2015). Affective commitment as a core essence of organizational commitment: An integrative literature review. Human Resource Development Review, 14(4), 389–414. https://doi.org/10.1177/1534484315603612
  63. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z
  64. Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52. https://doi.org/10.1006/jvbe.2001.1842
  65. Ministry of Cooperatives and Small and Medium Enterprises of the Republic of Indonesia. (2024). Annual report on cooperative development and performance. https://kemenkopukm.go.id
  66. Muthén, L. K., & Muthén, B. O. (2002). How to use a Monte Carlo study to decide on sample size and determine power. Structural Equation Modeling, 9(4), 599–620. https://doi.org/10.1207/S15328007SEM0904_8
  67. Nashiroh, F. (2024). The influence of Islamic service quality and trust on member loyalty in credit unions. Journal of Economic and Islamic Business, 6(1), 77–90.
  68. Nazir, O., & Islam, J. U. (2020). Effect of CSR activities on meaningfulness, compassion, and employee engagement: A sense-making theoretical approach. International Journal of Hospitality Management, 90, 102630. https://doi.org/10.1016/j.ijhm.2020.102630
  69. Ng, T. W. H., & Feldman, D. C. (2009). How broadly does education contribute to job performance? Personnel Psychology, 62(1), 89–134. https://doi.org/10.1111/j.1744-6570.2008.01130.x
  70. Niroula, B., & Upadhyaya, J. P. (2023). Effect of motivation on employees’ performance in cooperative society of Lalitpur Metropolitan City, Nepal. Jambura Science of Management, 5(1), 1–13. https://doi.org/10.37479/jsm.v5i1.14373
  71. Noe, R. A., Clarke, A. D. M., & Klein, H. J. (2014). Learning in the twenty-first-century workplace. Annual Review of Organizational Psychology and Organizational Behavior, 1, 245–275. https://doi.org/10.1146/annurev-orgpsych-031413-091321
  72. Nurjanah, S., Pebianti, V., & Handaru, A. W. (2020). The influence of transformational leadership, job satisfaction, and organizational commitments on organizational citizenship behavior (OCB) in the inspectorate general of the Ministry of Education and Culture. Cogent Business & Management, 7(1), 1793521. https://doi.org/10.1080/23311975.2020.1793521
  73. Oldham, G. R., & Fried, Y. (2016). Job design research and theory: Past, present and future. Organizational Behavior and Human Decision Processes, 136, 20–35. https://doi.org/10.1016/j.obhdp.2016.05.002
  74. Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569. https://doi.org/10.1146/annurev-psych-120710-100452
  75. Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544. https://doi.org/10.1177/014920638601200408
  76. Prasetyo, W. E., & Suryani, N. K. (2024). Work discipline and reward–punishment on employee performance: Job satisfaction mediation using SEM-PLS. Community Engagement and Emergence Journal, 6(3), 1430–1441. https://doi.org/10.37385/ceej.v6i3.8723
  77. Preston, C. C., & Colman, A. M. (2000). Optimal number of response categories in rating scales: Reliability, validity, discriminating power, and respondent preferences. Acta Psychologica, 104(1), 1–15. https://doi.org/10.1016/S0001-6918(99)00050-5
  78. Pritanadira, A., & Mudayen, B. (2019). Karakteristik psikometris skala komitmen organisasi Allen dan Meyer di Indonesia. Indonesian Journal of Islamic Psychology, 1(2), 293–314.
  79. Putri, R. A., & Larasati, A. D. (2021). Determinants of performance in Indonesian cooperatives: A systematic review. Journal of Cooperative Studies, 12(2), 45–62.
  80. Rachmawati, E., & Laksmi, A. C. (2025). The mediation of job satisfaction and organizational commitment on transformational leadership and employee retention in BPO companies in Metro Manila: A serial mediation analysis. South East Asian Journal of Management, 19(2), 1–18.
  81. Reason, J. (2000). Human error: Models and management. BMJ, 320(7237), 768–770. https://doi.org/10.1136/bmj.320.7237.768
  82. Reinartz, W., Haenlein, M., & Henseler, J. (2009). An empirical comparison of the efficacy of covariance-based and variance-based SEM. International Journal of Research in Marketing, 26(4), 332–344. https://doi.org/10.1016/j.ijresmar.2009.08.001
  83. Rindfleisch, A., Malter, A. J., Ganesan, S., & Moorman, C. (2008). Cross-sectional versus longitudinal survey research: Concepts, findings, and guidelines. Journal of Marketing Research, 45(3), 261–279. https://doi.org/10.1509/jmkr.45.3.261
  84. Rucker, D. D., Preacher, K. J., Tormala, Z. L., & Petty, R. E. (2011). Mediation analysis in social psychology: Current practices and new recommendations. Social and Personality Psychology Compass, 5(6), 359–371. https://doi.org/10.1111/j.1751-9004.2011.00355.x
  85. Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a “Big Five” in teamwork? Small Group Research, 36(5), 555–599. https://doi.org/10.1177/1046496405277134
  86. Sarstedt, M., Hair, J. F., Nitzl, C., Ringle, C. M., & Howard, M. C. (2020). Beyond a tandem analysis of SEM and PROCESS: Use of PLS-SEM for mediation analyses! International Journal of Market Research, 62(3), 288–299. https://doi.org/10.1177/1470785320915686
  87. Sharma, A., Kumar, V., & Singh, R. (2025). Exploring the relationship between job satisfaction and employee performance: A meta-analysis. Journal of Information Systems Engineering and Management, 10(1), 45–58.
  88. Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement. Rand McNally.
  89. Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. Sage.
  90. Steers, R. M., & Porter, L. W. (1983). Motivation and work behavior (3rd ed.). McGraw-Hill.
  91. Subagja, A. D., & Marwansyah, S. (2021). Effect of workload and work discipline on employee performance of PT XX with job satisfaction as intervening variable. Dinasti International Journal of Digital Business Management, 2(5), 896–908. https://doi.org/10.31933/dijdbm.v2i5.896
  92. Subarkah, J., Sanim, B., Maulana, T. N. A., & Nuryartono, N. (2021). Performance assessment of cooperative financial institutions using the balanced scorecard concept. International Journal of Economics and Business Administration, 5(3), 743–754. https://doi.org/10.29040/ijebar.v5i3.2791
  93. Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin & S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33–47). Brooks/Cole.
  94. Thomas, K. E., & Rose, K. (2010). Helping behavior in organizations through social exchange: A test of competing models. Journal of Vocational Behavior, 77(1), 12–21. https://doi.org/10.1016/j.jvb.2010.02.009
  95. Trandani, L., Sulistiyani, E., & Wibowo, U. D. A. (2025). Work discipline and workload effects on employee performance: Moderation by organizational culture. Journal of Economics and Business, 8(1), 112–125.
  96. Utari, R. T., Jamaludin, A., & Nandang. (2025). Work motivation and work discipline impact on employee performance at PT Hamatetsu Indonesia. INVEST: Jurnal Inovasi Bisnis dan Akuntansi, 6(1), 12–24. https://doi.org/10.55583/invest.v5i2.865
  97. Umam, M. R. K., & Sommanawat, K. (2020). A perspective from social exchange theory on organizational commitment in Islamic banking. At-Tahrir: Jurnal Pemikiran Islam, 20(1), 21–40. https://doi.org/10.21154/attahrir.v20i1.2006
  98. Van Dyne, L., & Pierce, J. L. (2004). Psychological ownership and feelings of possession: Three field studies predicting employee attitudes and organizational citizenship behavior. Journal of Organizational Behavior, 25(4), 439–459. https://doi.org/10.1002/job.249
  99. Viswesvaran, C., & Ones, D. S. (2000). Perspectives on models of job performance. International Journal of Selection and Assessment, 8(4), 216–226. https://doi.org/10.1111/1468-2389.00151
  100. Waluyajati, D. H., & Rahayuningsih, I. (2025). Perception of organizational justice towards organizational commitment among employees of PT Jayadi Samudera Lines through job satisfaction mediation. Journal of Research in Social Science, Economics, and Management, 5(2), 3132–3138. https://doi.org/10.59141/jrssem.v5i2.1079
  101. Weiss, H. M., & Cropanzano, R. (1996). Affective Events Theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior, 18, 1–74.
  102. Williams, C. E., Thomas, J. S., Bennett, A. A., Banks, G. C., Toth, A., Dunn, A. M., McBride, A., & Gooty, J. (2024). The role of discrete emotions in job satisfaction: A meta-analysis. Journal of Organizational Behavior, 45(1), 97–116. https://doi.org/10.1002/job.2747
  103. Wolf, E. J., Harrington, K. M., Clark, S. L., & Miller, M. W. (2013). Sample size requirements for structural equation models: An evaluation of power, bias, and solution propriety. Educational and Psychological Measurement, 73(6), 913–934. https://doi.org/10.1177/0013164413495237
  104. Yahyağil, M. Y. (2015). Values, feelings, job satisfaction and well-being: The Turkish case. Management Decision, 53(10), 2268–2286. https://doi.org/10.1108/MD-01-2015-0008
  105. Yuswardi, Y. (2024). Work discipline and employee performance in Indonesian local government: Evidence from a district office. Jurnal Ilmu Manajemen, 13(1), 45–58

Downloads

Download data is not yet available.