Provide adequate training and support for employee development

Oct 13, 2025 by pynkocean.com 138 views

Effect of Organizational-Based Self Esteem and Self Efficacy on Job Satisfaction of Employees of PT Pelabuhan Indonesia I (Persero)

Introduction

In today's fast-paced and competitive work environment, employee job satisfaction has become a crucial factor in determining the success of an organization. PT Pelabuhan Indonesia I (Persero), a leading port management company, has been striving to improve the job satisfaction of its employees. However, the company has been facing challenges in understanding the underlying factors that affect employee job satisfaction. This study aims to examine the effect of organizational-based self-esteem and self-efficacy on job satisfaction of employees of PT Pelabuhan Indonesia I (Persero).

Methodology

This study employed an associative research method, which involves the use of questionnaires to collect data from a sample of 47 employees working in the Human Resources Division (HR) at the company's headquarters. Saturated sampling techniques were used, where all employees in the population were included in the study. The questionnaires focused on aspects related to organizational-based self-confidence and self-efficacy. Data analysis was conducted using descriptive analysis methods and multiple linear regression analysis.

Results

The results of this study showed that both organizational-based self-esteem and self-efficacy individually have a positive and significant influence on employee job satisfaction. This indicates that employees who have high self-confidence related to the organization where they work and confidence in their ability to carry out their duties tend to be more satisfied with the work they do. Furthermore, when viewed together, the two variables also show a significant effect on job satisfaction. This suggests that a combination of organizational-based self-confidence and self-efficacy can increase the level of employee job satisfaction as a whole.

Theoretical Background

From a psychological perspective, organizational-based self-esteem refers to the extent to which employees feel recognized and valued in the context of the organization. Employees who feel valued and recognized tend to feel more valuable and motivated to provide the best. This, in turn, increases their job satisfaction. On the other hand, self-efficacy refers to the belief in one's ability to complete tasks and overcome challenges in their work. Employees who believe that they are able to complete tasks and overcome challenges in their work will be more likely to experience high job satisfaction.

Implications

The findings of this study have significant implications for PT Pelabuhan Indonesia I (Persero) and other organizations. By increasing organizational-based self-esteem and self-efficacy, management can create a more positive and productive work environment. This includes providing adequate training and support for employee development, as well as recognition and appreciation for the achievements that have been achieved. By managing these factors, companies can not only increase job satisfaction but also overall performance and productivity.

Conclusion

In conclusion, this study highlights the importance of understanding the psychological dynamics that affect employee job satisfaction. By managing organizational-based self-esteem and self-efficacy, companies can create a more positive and productive work environment. This study provides valuable insights for PT Pelabuhan Indonesia I (Persero) and other organizations to improve employee job satisfaction and overall performance.

Recommendations

Based on the findings of this study, the following recommendations are made:

Provide adequate training and support for employee development: Organizations should provide regular training and support for employee development to enhance their skills and confidence.
Recognize and appreciate employee achievements: Organizations should recognize and appreciate employee achievements to boost their self-esteem and motivation.
Create a positive and productive work environment: Organizations should create a positive and productive work environment by promoting open communication, teamwork, and collaboration.
Monitor and evaluate employee job satisfaction: Organizations should regularly monitor and evaluate employee job satisfaction to identify areas for improvement.

Limitations

This study has several limitations. Firstly, the sample size was relatively small, which may limit the generalizability of the findings. Secondly, the study only focused on employees working in the Human Resources Division (HR) at the company's headquarters, which may not be representative of employees working in other departments or locations. Finally, the study only examined the effect of organizational-based self-esteem and self-efficacy on job satisfaction, and did not explore other factors that may affect job satisfaction.

Future Research Directions

Future research should aim to explore other factors that affect employee job satisfaction, such as organizational culture, leadership style, and work-life balance. Additionally, future research should aim to examine the effect of organizational-based self-esteem and self-efficacy on job satisfaction in different cultural and organizational contexts.

References

Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuit: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting. American Psychologist, 57(9), 701-710.
Porter, L. W., & Lawler, E. E. (1968). Managerial attitudes and performance. Homewood, IL: Richard D. Irwin.
Q&A: Effect of Organizational-Based Self Esteem and Self Efficacy on Job Satisfaction

Q: What is organizational-based self-esteem and how does it affect job satisfaction?

A: Organizational-based self-esteem refers to the extent to which employees feel recognized and valued in the context of the organization. When employees feel valued and recognized, they tend to feel more valuable and motivated to provide the best, which in turn increases their job satisfaction.

Q: What is self-efficacy and how does it affect job satisfaction?

A: Self-efficacy refers to the belief in one's ability to complete tasks and overcome challenges in their work. When employees believe that they are able to complete tasks and overcome challenges, they tend to experience high job satisfaction.

Q: How can organizations increase organizational-based self-esteem and self-efficacy among employees?

A: Organizations can increase organizational-based self-esteem and self-efficacy among employees by providing adequate training and support for employee development, recognizing and appreciating employee achievements, and creating a positive and productive work environment.

Q: What are some common challenges that organizations face in increasing organizational-based self-esteem and self-efficacy among employees?

A: Some common challenges that organizations face in increasing organizational-based self-esteem and self-efficacy among employees include lack of resources, inadequate training and support, and poor communication.

Q: How can organizations measure the effectiveness of their efforts to increase organizational-based self-esteem and self-efficacy among employees?

A: Organizations can measure the effectiveness of their efforts to increase organizational-based self-esteem and self-efficacy among employees by conducting regular surveys and assessments, monitoring employee engagement and motivation, and evaluating the impact on job satisfaction and overall performance.

Q: What are some best practices for organizations to increase organizational-based self-esteem and self-efficacy among employees?

A: Some best practices for organizations to increase organizational-based self-esteem and self-efficacy among employees include:

Providing regular feedback and coaching
Encouraging open communication and collaboration
Recognizing and rewarding employee achievements
Providing opportunities for employee development and growth
Fostering a positive and inclusive work culture

Q: How can organizations balance the needs of different employees and departments when implementing initiatives to increase organizational-based self-esteem and self-efficacy?

A: Organizations can balance the needs of different employees and departments by:

Conducting regular surveys and assessments to understand the needs and concerns of different employees and departments
Developing targeted initiatives and programs to address the specific needs of different employees and departments
Encouraging open communication and collaboration among employees and departments
Providing opportunities for employee development and growth across different departments and levels

Q: What are some potential risks or unintended consequences of implementing initiatives to increase organizational-based self-esteem and self-efficacy?

A: Some potential risks or unintended consequences of implementing initiatives to increase organizational-based self-esteem and self-efficacy include:

Overemphasis on individual performance and achievement
Inequitable distribution of resources and opportunities
Unrealistic expectations and pressure on employees
Negative impact on work-life balance and employee well-being

Q: How can organizations mitigate these risks and ensure that their initiatives to increase organizational-based self-esteem and self-efficacy are effective and sustainable?

A: Organizations can mitigate these risks and ensure that their initiatives to increase organizational-based self-esteem and self-efficacy are effective and sustainable by:

Conducting thorough needs assessments and impact evaluations
Developing clear and measurable goals and objectives
Encouraging open communication and feedback among employees and stakeholders
Providing ongoing training and support for employees and managers
Regularly reviewing and adjusting initiatives to ensure they are meeting their intended goals and objectives.