Loyalty, Satisfaction, and Performance: Do We Really Need Training as a Mediator?
DOI:
https://doi.org/10.24256/kharaj.v7i4.8732Keywords:
loyality, job satisfaction, human resource training, employee performanceAbstract
This study aims to examine the influence of loyalty and job satisfaction on employee performance and to analyze the mediating role of human resource training at CV Putra Mahkota. Using a quantitative explanatory design, all 65 employees were surveyed through questionnaires and the data were analyzed using SEM-PLS. The findings show that loyalty and job satisfaction positively and significantly affect both employee performance and human resource training, and that training itself significantly improves performance. However, human resource training does not mediate the effects of loyalty or job satisfaction on performance. These results imply that organizations should strengthen direct strategies to enhance employee loyalty and job satisfaction, while improving training programs to ensure they are more structured, continuous, and aligned with performance needs, offering valuable direction for future research and managerial practice.
References
Afandi, P. (2018). Manajemen Sumber Daya Manusia (Teori, Konsep, dan Indikator). Riau: Zanafa Publishing.
Ali Ateeq, Mohammed Alzoraiki, Marwan Milhem, & Mujeeb Al-Absy. (2023). Impact of employee loyalty on job performance: Mediating role of job satisfaction on the example of Zain company, Bahrain. Cogent Business & Management, 10(1), 1–15. https://doi.org/10.1080/23311975.2023.2212960
Al Qudah, N. F., Yang, Y., & Anjum, M. A. (2018). Transformational training programs and quality orientation of employees: Does employees’ loyalty matter?. Sustainability, 10(2), 465.
Ateeq, A., Alzoraiki, M., Milhem, M., & Al-Absy, M. (2023). Impact of employee loyalty on job performance: mediating role of job satisfaction on the example of Zain Company, Bahrain. Problems and Perspectives in Management, 21(2), 470.
Beattie, K., Kenny, I. C., Lyons, M., & Carson, B. P. (2014). The effect of strength training on performance in endurance athletes. Sports medicine, 44, 845-865.
Bernardin, H. J., & Russell, J. E. A. (1993). Human Resource Management: An Experiential Approach. New York: McGraw-Hill.
Edy Sutrisno. (2019). Manajemen Sumber Daya Manusia. Jakarta: Kencana.
Georgellis, Y., & Lange, T. (2007). Participation in continuous, on-the-job training and the impact on job satisfaction: longitudinal evidence from the German labour market. The International Journal of Human Resource Management, 18(6), 969-985.
Ghozali, I., & Latan, H. (2015). Partial Least Squares (PLS): Konsep, Teknik dan Aplikasi menggunakan SmartPLS 3.0. Semarang: Badan Penerbit Universitas Diponegoro.
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2012). Managing Human Resources. New Jersey: Pearson Education.
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Thousand Oaks, CA: SAGE Publications.
Handoko, T. H. (2012). Manajemen Personalia dan Sumber Daya Manusia. Yogyakarta: BPFE-Yogyakarta.
Hasibuan, M. S. P. (2017). Manajemen Sumber Daya Manusia. Jakarta: Bumi Aksara.
Hartika, A., Fitridiani, M., & Asbari, M. (2023). The Effect of Job Satisfaction and Job Loyalty on Employee Performance: A Narrative Literature Review. Journal of Industrial Engineering & Management Research, 4(2), 123–131.
Kadarwati, E. (2017). Manajemen Sumber Daya Manusia: Loyalitas dan Produktivitas Karyawan. Yogyakarta: Deepublish.
Kaźmierczyk, J., Romashkina, G. F., & Macholak, P. (2020). Lifelong Learning as an Employee Retention Tool: Comparative Banking Analysis. Sustainability, 12(21), 1–21. https://doi.org/10.3390/su12218991
Kirkpatrick, D. L. (1994). Evaluating Training Programs: The Four Levels. San Francisco: Berrett-Koehler.
Latif, K. F., Jan, S., & Shaheen, N. (n.d.). Association of training satisfaction with employee development aspect of job satisfaction. Journal of Managerial Sciences, 8(1), 159–169.
Mangkunegara, A. A. A. P. (2013). Manajemen Sumber Daya Manusia Perusahaan. Bandung: Remaja Rosdakarya.
Mangkunegara, A. A. A. P. (2017). Evaluasi Kinerja Sumber Daya Manusia. Bandung: Refika Aditama.
Meidia, A. (2019). Pengaruh pelatihan dan kompetensi terhadap kepuasan kerja melalui motivasi kerja. Maneggio: Jurnal Ilmiah Magister Manajemen, 2(2), 226-237.
Noe, R. A. (2010). Employee Training and Development (5th ed.). New York: McGraw-Hill Education.
Qudah, N. F. A., Yang, Y., & Anjum, M. A. (2018). Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?. International Journal of Business and Society, 19(2), 331–350.
Rivai, V. (2009). Manajemen Sumber Daya Manusia untuk Perusahaan: dari Teori ke Praktik. Jakarta: PT Raja Grafindo Persada.
Riyanti, B. P. D. (2017). Loyalitas Karyawan dalam Organisasi: Pendekatan Psikologi Industri dan Organisasi. Jakarta: Prenada Media Group.
Runtu, D. M. (2020). Perilaku Organisasi. Yogyakarta: Deepublish
Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). New Jersey: Pearson Education.
Sedarmayanti. (2017). Manajemen Sumber Daya Manusia: Reformasi Birokrasi dan Manajemen Pegawai Negeri Sipil. Bandung: Refika Aditama.
Siregar, S. (2016). Metode Penelitian Kuantitatif. Jakarta: Kencana.
Suhendi, A. (2017). Perilaku Keorganisasian: Teori dan Praktik dalam Konteks SDM. Jakarta: Prenadamedia Group.
Sutanto, E. M., & Perdana, M. R. (2016). Pengaruh Loyalitas Karyawan terhadap Kinerja: Pendekatan SDM Modern. Surabaya: Airlangga University Press.
Sutrisno, E. (2016). Manajemen Sumber Daya Manusia. Jakarta: Prenadamedia Group.
Werther, W. B., & Davis, K. (1996). Human Resources and Personnel Management (5th ed.). New York: McGraw-Hill.
Downloads
Published
How to Cite
Issue
Section
Citation Check
License
Copyright (c) 2025 Supriyanto, Abd. Kodir Djaelani, Abdul Wahid Mahsuni
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. In line with the license, authors are allowed to share and adapt the material. In addition, the material must be given appropriate credit, provided with a link to the license, and indicated if changes were made. If authors remix, transform or build upon the material, authors must distribute their contributions under the same license as the original.
