Scientium Management Review

ISSN : 2962-8328
E-ISSN : 2962-6323
Pp : 265-277
Volume 1 No 3. 2022

THE EFFECT OF ORGANIZATIONAL SUPPORT AND WORK MOTIVATION ON PERFORMANCE

EMPLOYEES (PT Huadi Nickel Alloy Indonesia Bantaeng Regency)

Amirullah
Master of Management at Hasanuddin University Makassar
Abstract:.
The purpose of this study was to examine the relationship between organizational
support and work motivation on employee performance. The sampling technique used a
survey method, which took all employees, population and research samples using
questionnaires to 95 employees of PT Huadi Nickel Alloy Indonesia, Bantaeng Regency. The
analytical method used is inferential analysis with a path analysis approach. Based on the
results of the research and discussion that has been carried out, the conclusions that can be
drawn are (1) The results of hypothesis testing indicate that the organizational support
variable is proven to have a positive and significant influence on employee performance. (2)
The results of hypothesis testing show that the organizational support variable is proven to
have a positive and significant effect on work motivation. (3) The results of hypothesis testing
show that the work motivation variable is proven to have a positive and significant effect on
employee performance. (4) The test results show that work motivation is proven to mediate
the effect of organizational support on employee performance at PT Huadi Nickel Alloy
Indonesia, Bantaeng Regency.

Keyword: Organizational Support, Work Motivation, Employee Performance

A. INTRODUCTION
Every organization or company has a goal to be achieved. This goal can be
achieved by utilizing existing resources within the organization. These resources can
be in the form of natural resources, financial resources, human resources, scientific
resources, and technological resources. Among these resources the most important is
human resources. Human resources (HR) is a factor capable of demonstrating
competitive advantage and synergizing other resources to achieve organizational
goals.
Every good organization will produce good employee performance. Human
resource management is one of the key factors for getting the best performance,
because in addition to dealing with skills and expertise issues, human resource
management is also obliged to build conducive employee behavior to get the best
performance. If the large number of human resources can be used effectively and
efficiently, it will be useful to support the pace of sustainable national development.
The abundance of human resources that exist today requires thinking carefully,
namely how to utilize human resources optimally.
The company is like an organism that must continue to learn in order to
survive, grow and develop over time. Every organization has to be learning
organization,namely organizations that continue to empower existing resources
within the organization to continue learning.
Human resource development is an organizational way to maintain the
existence of organizational component cooperation. Human resource development
can be done in various ways, one of which is by increasing organizational support and
employee motivation. With organizational support and motivation, employees will
feel recognized, cared for, and valued by their superiors for their contributions so that
they can produce output (output) tall one.
PT Huadi Nickel Alloy is a mining company engaged in the nickel refining
industry and is located in Bantaeng Regency. Faced with a number of challenges in
dealing with and managing every human resource in the company's organization, so
that every working human resource can maximize its performance through every
effort in achieving company goals.

Scientium Management Review Vol. 1 no. 3. 2022 265

 The phenomenon that exists in the company PT Huadi Nickel Alloy is that there
are some employees who are less motivated in the spirit of doing work because it can
be seen from some employees who arrive late when they enter the office and return to
the office when the break is over. Some of the employees in carrying out their duties,
namely employees always think only of completing the work that has become their
duties and responsibilities without more enthusiasm and creativity being highlighted
in the employees so that the resulting output can appear more value or can be special
at greater achievements. maximum.
The problem faced by the company is the striking disparity in ability among its
employees. Differences in ability and educational background, especially knowledge
skills between senior employees and junior employees, makes the work given unable
to run efficiently and takes a long time to complete the work. This happens because
work that is considered difficult must wait for senior employees to do it, besides that
senior employees seems reluctant to share with junior employees about the
knowledge and experience they get on the job so that the knowledge of all employees
cannot be properly distributed to all parts of the organization. Then the knowledge
possessed by employees varies so that the processing time is also different and there
are jobs that cannot be completed, so that organizational support needs to be
increased so that it can equalize the knowledge possessed by its employees.

According to Prawirosentono (2011) performance is the result of work that

can be achieved by a person or group of people in an organization, in accordance with
their respective authorities and responsibilities in order to achieve the goals of the
organization concerned legally, not violating the law and in accordance with morals
and ethics. The achievement of company goals is influenced by the performance of the
company's employees themselves. therefore the company needs potential and quality
human resources, both in terms of leaders and employees in the pattern of tasks of
responsibility, efficient in accordance with regulations and supervision which is a
determinant of achieving company goals. Good performance is optimal performance,
namely performance according to organizational standards and supports the
achievement of organizational goals.
Organizational support is the extent to which employees believe that the
organization values their contribution and cares about their welfare (Robbin and
Judge, 2013 in Kaswan 2015). This is in line with research that was conducted by
Susmiata and Ketut Sudarma (2015) that there is an influence of perceived
organizational support on employee performance. With this support, employee
performance will be motivated to be better. In addition, support also raises
enthusiasm for employees. can trust each other and help each other if there are other
employees in need.
One of the elements influencing employee behavior is from the employees
themselves, in this case the organizational support that surrounds them. Positive
support from the leadership and all employees will create a conducive working
situation. By getting this support, employee performance will be motivated to be
better, apart from that organizational support also raises team spirit for workers so
that they can trust and help each other and there is a good relationship between
workers in their work in Setyowati (2009). At the Huadi office, there are indications of
a lack of organizational support, including assistance from organizations that lack
exemplary facilities and infrastructure that do not meet the necessary needs, such as
inadequate places of worship.
Work motivation is a psychological drive to someone who determines the
direction of a person's behavior in an organization, the level of effort, and the level of
persistence in dealing with a problem George & Jones (2005). It can be said that if
someone has a positive psychological drive, it will produce good behavior, then the
level of effort given at work is also good, and they become persistent about a problem
at work. Besides that, the mood of an employee as an individual in the organization
that becomes his work environment is very influential the implementation of its work.
The inner mood is seen in the work spirit which results in work activities as a
contribution to achieving company goals. The fact, from a psychological perspective,
shows that the enthusiasm of an employee in carrying out work is greatly influenced
by the work motivation that drives him. This means that every employee needs strong

266 Scientium Management Review Vol. 1 no. 3. 2022

work motivation to be willing to carry out work enthusiastically, with high
performance and productivity.
Meanwhile, work motivation also determines employee performance,
moreover employees who have good motivation can run the wheels of the
organization and have an impact on improving company performance. For this reason,
superiors should give praise to employees who are able to carry out work tasks well so
that the motivation of each employee can be appreciated or feel happy and motivated
to be able to work better for the progress of the company.
This is in line with research that was conducted by Subroto and Gunistiyo
(2009) which showed that motivation has a positive and significant influence on
improving performance in private banks in the city of Tegal and is in line with
research that was conducted by Leonando and Eddy (2013) that work motivation
influence on employee performance. Then the fact is found that there is a lack of
motivation in completing work.
This is the factor that causes the work result to be less than optimal, not only
that when employees work, there are those who don't really care about the work
being considered complete, so it affects performance. With proper human resource
management, it is expected to be able to overcome the problems faced by the
company, both internally and externally. According to Mangkunegara in Munawar's
research (2019) addressing this problem can be done by increasing employee
performance through employee abilities and motivation. Motivation is considered as a
person's driving force which is shown through an attitude to carry out an activity in
order to meet their needs and desires. According to McClelland in Ridho's research
(2020) individuals have potential energy reserves that can be released or developed
depending on individual motivation, and are supported by available situations and
opportunities. If employees have strong motivation then employees have strong
reasons to improve their performance. However, employee motivation can decrease if
employees feel dissatisfied at work. This can be caused by the boredom of employees
in carrying out their monotonous duties and obligations or the lack of appreciation
obtained at work so that employees will find it difficult to enjoy their work. Employee
motivation can decrease if employees feel dissatisfied at work. This can be caused by
the boredom of employees in carrying out their monotonous duties and obligations or
the lack of appreciation obtained at work so that employees will find it difficult to
enjoy their work. Employee motivation can decrease if employees feel dissatisfied at
work. This can be caused by the boredom of employees in carrying out their
monotonous duties and obligations or the lack of appreciation obtained at work so
that employees will find it difficult to enjoy their work.

B. LITERATURE REVIEW

Organizational Support
Organizational support is the extent to which employees believe that the
organization values their contribution and cares about their welfare Robbins and
Judge (2013) in Kaswan (2015). According to Robbins (2010) organizational support
is where the organization faces a dynamic and changing environment so that the
organization adapts. Meanwhile, according to Mathis and Jackson (2001) in
Indrarjanti (2012) organizational support is the support received from the
organization in the form of research, tools, expectations and productive work teams.
Good employee perceptions of organizational support for the quality of their
work life will create a sense of indifference within them to the organization so that
they will feel they have an obligation to pay. Shore and Wayne (1997) in Kambu
(2012) found that perceptions of organizational support are positively related to
performance. Employees who feel that they are supported by the organization will
reciprocate and will improve the organization.

Work motivation
A manager does not carry out all the work alone but with the help of others to
do it, giving assignments to his employees. Employees may carry out the work
assigned to them well, maybe not, for this it is necessary to know the cause. Maybe it
is because they are not able to carry out the work assigned, but maybe also because

Scientium Management Review Vol. 1 no. 3. 2022 267

they do not have the motivation (drive) to work well. Providing motivation
(encouragement) to employees to work in accordance with the rewards given is one
of the duties of a leader.
According to Widodo (2015) motivation is the power that exists within a
person that encourages his behavior to take action. According to Mangkunegara
(2013) Motive is an encouragement of needs within employees that need to be
fulfilled so that these employees can adapt to their environment. Motivation is a
condition that moves employees to be able to achieve the goals of their motives.
Motivation is one of the superior's tools so that subordinates want to work hard and
work smart as expected.

Employee performance
Performance is something that is important for the company, especially the
performance of employees who can bring the company to achieve the expected goals.
Good or bad employee performance can affect the good or bad performance of the
company.
Performance is a work evaluation that is closely related to various habits of
individuals or employees in organizations or agencies (Miner, 1992). Charrington
(1994) states that performance is the achievement of work targets related to quality,
quantity and time.
According to Mangkunegara (2005) employee performance can be interpreted
as a result and one's efforts are achieved with the ability and actions in certain
situations. This understanding provides an understanding that employee performance
is a number output fromoutcomesgenerated by employees both in the form of
material (quantitative) and in the form of non-material (qualitative).

Framework Conceptual

Work Motivation
(X2)

Organizational Employee
Support (X1) Performance (Y)

C. RESEARCH METHOD

Research design
This study uses a causal survey method according to the research objectives,
namely to describe organizational support, work motivation and employee
performance and to determine the effect on the object of PT HUADI Nickel Alloy
Indonesia, Bantaeng Regency

Population and Sample

The population in this study were employees at PT HUADI Nickel Alloy
Indonesia, Bantaeng Regency, totaling 102 people. To obtain a representative sample
with a known population, then in determining the number of samples using the
formula slovin (Sugiyono, 2019) and for a sampling error value of 5%.

D. RESEARCH RESULTS AND DISCUSSION

Validity and Reliability Test

Validity test is used to determine whether a questionnaire is valid or not. A
questionnaire is said to be valid if the questions on the questionnaire are able to reveal
the validity of the question items posed in each variable studied. Then the reliability
test is used to measure the reliability or reliability of a questionnaire.

268 Scientium Management Review Vol. 1 no. 3. 2022

Testing the Validity and Reliability of Organizational Support Variables
Table 4.1 Test the Validity and Reliability of Organizational Support Variables (X1)
Items R count R table Information Cronbach's
(Valid > 0.3) Alpha
X1.1 0.775 0.194 Valid
X1.2 0.743 0.194 Valid
X1.3 0.742 0.194 Valid 0.826
X1.4 0.766 0.194 Valid (Reliable)
X1.5 0.700 0.194 Valid
X1.6 0.679 0.194 Valid
Source: Research data processing (2022)

Organizational support variable questions consist of 6 items, based on test

results validity obtained all question items declared valid, so that all question items
deserve to be analyzed as many as 6 questions. In the reliability test, it was found that
the reliability coefficient Alpha = 0.826. Therefore the value of Alpha > 0.7 so that it
can be said that the instrument (questionnaire) for organizational support variables is
reliable and feasible to use.

Testing the Validity and Reliability of Work Motivation Variables

Table 4.2 Validity and Reliability Test of Work Motivation Variables (X2)
Items R count R table Description Cronbach's
(Valid > 0.3) Alpha
X2.1 O,581 0,194 Valid
X2.2 0,638 0,194 Valid
X2.3 0,507 0,194 Valid
X2.4 0,566 0,194 Valid
X2.5 0,688 0,194 Valid
X2.6 0,571 0,194 Valid
X2.7 0,447 0,194 Valid
X2.8 0,577 0,194 Valid
X2.9 0,639 0,194 Valid
X2.10 0,647 0,194 Valid
X2.11 0,558 0,194 Valid
X2.12 0,667 0,194 Valid
0,924
X2.13 0,625 0,194 Valid
(Reliabel)
X2.14 0,498 0,194 Valid
X2.15 0,459 0,194 Valid
X2.16 0,682 0,194 Valid
X2.17 0,613 0,194 Valid
X2.18 0,698 0,194 Valid
X2.19 0,590 0,194 Valid
X2.20 0,599 0,194 Valid
X2.21 0,607 0,194 Valid
X2.22 0,556 0,194 Valid
X2.23 0,726 0,194 Valid
X2.24 0,573 0,194 Valid
X2.25 0,662 0,194 Valid
Source: Research data processing (2022)

Work motivation variable questions consist of 25 items, based on the results of

the validity test, all question items are declared valid, so that all question items are
eligible to be analyzed as many as 25 questions. In the reliability test, it was found that
the reliability coefficient Alpha = 0.924. Therefore the value of Alpha > 0.7 so that it
can be said that the instrument (questionnaire) variable of work motivation is reliable
and feasible to use.

Testing the Validity and Reliability of Employee Performance Variables

Scientium Management Review Vol. 1 no. 3. 2022 269

 Table 4.3 Test the Validity and Reliability of Employee Performance Variables (Y)

Items R count R table Description Cronbach's

(Valid > 0.3) Alpha
Y1.1 0,723 0,194 Valid 0,919
Y1.2 0,617 0,194 Valid (Reliabel)
Y1.3 0,644 0,194 Valid
Y1.4 0,737 0,194 Valid
Y1.5 0,778 0,194 Valid
Y1.6 0,709 0,194 Valid
Y1.7 0,716 0,194 Valid
Y1.8 0,703 0,194 Valid
Y1.9 0,744 0,194 Valid
Y1.10 0,700 0,194 Valid
Y1.11 0,692 0,194 Valid Source:
Y1.12 0,777 0,194 Valid Research
data Y1.13 0,568 0,194 Valid processing
Y1.14 0,646 0,194 Valid (2022)
Y1.15 0,537 0,194 Valid
Employee performance variable questions consist of 15 items, based on the
results of the validity test, all question items are declared valid, so that all question
items are eligible to be analyzed as many as 15 questions. In the reliability test, it was
found that the reliability coefficient Alpha = 0.919. Therefore the value of Alpha > 0.7
so that it can be said that the instrument (questionnaire) of employee performance
variables is reliable and feasible to use.

Descriptive Analysis
The variables in the study consisted of 3 independent variables (X), namely
organizational support, work motivation and dependent variables (Y), namely
employee performance. The description of the data to be presented includes minimum
score, maximum score, mean, median, mode, standard deviation, and variance. Based
on the results of the study, the results of the descriptive analysis are as follows:
Table 4.4 Results of Descriptive Analysis

Organizational Work Employee

support Motivation Performance
N Valid 95 95 95
Missing 0 0 0
Mean 26.55 93.62 63.29
Median 27.00 93.00 64.00
Mode 25 106 60
Std. 2.123 10.985 5.613
Deviation
Variance 4.506 120.663 31.508
Range 7 35 25
Minimum 23 75 50
Maximum 30 110 75
Sum 2522 8894 6013
Source: Processing researcher data (2022)

Test Classical Assumptions

Normality Test
The normality test aims to find out whether the data obtained from each
variable is normally distributed or not. The normality test to be used is kolmogrov
smirnov using the SPSS application with criteria if the Asymp value. Sig (2-tailed) ≥
0.05 then the data distribution is normal, and vice versa if the Asymp value. Sig (2-

270 Scientium Management Review Vol. 1 no. 3. 2022

tailed) ≤ 0.05 then the data distribution is abnormal. The results of the data normality
test are as follows:

Table 4.11 Normality Test

Variable Asymp. Sig Information

Organizational Support 0,103 Normal
Work Motivation 0, 081 Normal
Employee Performance 0, 193 Normal
Source: researcher's data processing (2022)

Based on the table above shows the results of the calculation of the normality
test for the variable variables of organizational support obtained asymp values. Sig of
0.103 ≥ 0.05, the work motivation variable obtained asymp value. The sig is 0.081 ≥
0.05, and for the employee performance variable obtained the asymp value. Sig of
0.193 ≥ 0.05. So it can be concluded that for the variables of organizational support,
work motivation, and employee performance are normally distributed.

Linearity Test
The linearity test is used to determine whether or not each of the free variables
and non-free variables have a linear relationship with the criteria if the sig value. p ≥
sig. a (0,05) then there is a linear relationship between free and bound variables, and
vice versa if sig. p ≤ sig. a (0,05) then there is no linear relationship between the free
variable and the bound variable. The results of the linearity test are as follows:
1) The results of the linear test of the organizational support variable (X1) on
employee performance (Y) obtained a sig. p value of 0.921 on the deviation line
from linearity. The result shows that the value of sig. p 0.921 ≥ 0.05 so that it can
be concluded that there is a linear relationship between the variables of
organizational support for employee performance.
2) The results of the linearity test of the work motivation variable (X2) on employee
performance (Y) obtained a sig. p value of 0.592 on the deviation line from
linearity. The result shows that the value of sig. p 0.592 ≥ 0.05 so that it can be
concluded that there is a linear relationship between work motivation variables
and employee performance.

Homogeneity Test
Homogeneity test is a statistical test procedure intended to show that two or
more groups of sample data come from populations that have the same variance. The
homogeneity test calculation was carried out with the Levene test using SPSS software.
If the Levene statistic value is > 0.05, then the variance of the data is said to be
homogeneous. Meanwhile, if Levene's value is <0.05, then the variance of the data is
said to be non-homogeneous. The homogeneity test results can be seen in the
following table:

Table 4.12 Homogeneous Test

Levene
Statistics df1 df2 Sig.
Support 1,574 16 70 . 099
Organization
Work
motivation 1,000 16 70 . 467
Source: research data processing (2022)

Based on the table above, the results show that for organizational support, F =
is obtained 1.574, df1 = 16, df2 = 70, and p – value 0.099 > 0.05 and work motivation
obtained F = 1.000, df1 = 16, df2 = 16 and p-value = 0.467. Based on the two results

Scientium Management Review Vol. 1 no. 3. 2022 271

of the analysis above, it can be said that the data group in this study comes from
homogeneous or the same variance.

Inferential Analysis
The data analysis used is path analysis (Path Analysis). Path analysis is used to
test the research hypothesis of the effect of organizational support variable (X1) on
employee performance (Y) through the variable work motivation as an intervention
(X2) with the help of the SPSS program and the following path analysis results:

1. The direct effect of organizational support on employee performance (X1 to Y)

Based on the results of the analysis obtained data as follows:

Table 4.13 Model summary

std. Error of the
Model R R Square Adjusted R Square Estimate
1 . 311a . 097 . 087 5.363
Source: research data processing (2022)

The value of R Square of 0.097. This shows that the contribution or influence of
organizational support (X1) on employee performance (Y) is 9.7%, while 90.3% is
influenced by other variables outside this study. Then for gain value e1 namely by
formula e1 =√(1 − 0.097) =0.950.

Table 4.14 Test Results for Path Coefficients X1 to Y

Type Unstandardized Standardized T Sig.

Coefficients Coefficients
B Std. Beta
Error
1 (Constant) 41.440 6.940 5.971 .000
Organizational .823 .261 .311 3.159 .002
Support
Source: research data processing (2022)

Based on the table above, the value of the regression coefficient X1 to Y is 0.823
and the path coefficient X1 to Y (pyx1) of 0.311 and a significance value of 0.002
<0.05. These results conclude that H1 is accepted and H0 is rejected, which means
that the organizational support variable has a positive and significant direct effect on
employee performance. Thus the path diagram of model 1 is obtained as follows:
Table 4.15 The direct effect of X1 on Y

Line Coefficient Sig. α Information

0,311 0,002 0,05 There is a direct

influence
Source: research data processing (2022)

The direct effect of organizational support on work motivation (X1 to X2)

Based on the results of the analysis, the following data are obtained:
Table 4.16 Model summary

std. Error of the

Model R R Square Adjusted R Square Estimate
1 . 365a . 133 . 124 10,280

Source: research data processing (2022)

272 Scientium Management Review Vol. 1 no. 3. 2022

 The value of RSquareof 0.133. This shows that the contribution or influence of
organizational support (X1) on work motivation (X2) is 13.3%, while 86.7% is
influenced by other variables outside this study. Then for gain valuee1 namely by
formulae1 =√(1 − 0.133) =0.931
Table 4.17 Test Results for Path Coefficients X1 to X2
Type Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 43.433 13.303 3.265 .002
Organization 1.891 .500 .365 3.785 .000
Support

Source: research data processing (2022)

Based on the table above, the regression coefficient value X1 to X2 is 1.1891

and the path coefficient value X1 to X2 (pX1X2) of 0.365 and a significance value of
0.000 <0.05. These results conclude that H1 is accepted and H0 is rejected, which
means that the organizational support variable has a positive and significant direct
effect on work motivation. Thus the path diagram of model 1 is obtained as follows:
Table 4.18 The direct effect of X1 on X2

Track Coefficient Sig. Α Information

There is influence
pX1X2 0.365 0.00 0.05 live

Source: research data processing (2022)

The direct effect of work motivation on employee performance (X2 to Y) Based on

the results of the analysis, the following data are obtained:

Table 4.19 Model summary

std. Error of the
Model R R Square Adjusted R Square Estimate
1 . 352a . 124 . 115 5,282
Source: research data processing (2022)

The value of RSquareof 0.124. This shows that the contribution or influence of
work motivation support (X2) on employee performance (Y) is 12.4%, while 87.6% is
influenced by other variables outside this study. Then to get valuee1 namely by
formulae1 =√(1 − 0.124) =0.935

Table 4.20 Test Results for Path Coefficients X2 to Y

Unstandardized
Model Coefficients standardized T Sig.
Coefficients
B std. Error Betas
(Constant) 46,443 4,674 9,936 . 000

Work
motivation . 180 . 050 . 352 3,630 . 000
Source: research data processing (2022)

Based on the table above, the value of the regression coefficient X2 to Y is 0.180
and the path coefficient value X2 to Y (pX2) of 0.352 and a significance value of 0.000
<0.05. These results conclude that H1 is accepted and H0 is rejected, which means that
the work motivation variable has a positive and significant direct effect on employee
performance. Thus the path diagram of model 1 is obtained as follows:

Scientium Management Review Vol. 1 no. 3. 2022 273

 Table 4.21 The direct effect of X2 on Y

Track Coefficient Sig. Α Information

There is influence
pX2 0.352 0.00 0.05 live

Source: research data processing (2022)

The indirect effect of organizational support on employee performance through

work motivation (X1 to Y through X2)
Based on the results of path analysis (path analysis)Obtained the indirect effect
of organizational support on employee performance through work motivation.
Analysis of the influence of organizational support (X1) has a direct effect on
work motivation (X2) of 0.365 or 36.5% and work motivation (X2) has a direct effect
on employee performance (Y) of 0.352 or 35.2%, so organizational support (X1 ) has
an indirect effect on employee performance (Y) through work motivation (X2) as an
intervening variable equal to the multiplication of the beta value of X1 to X2 with the
value of beta X2 to Y, namely: 0.365 x 0.352 = 0.128 or 12.8%. The percentage
influence of X1 and X2 on Y can be seen below:
Table 4.22 Percentage of Influence of Independent Variables on Dependent Variables

Influence no jump X1 Total impact X1

Influence Live
Variable against Y through X2 againts Y through X2

X1 Against Y 31.1%

12.8% 0.439 (43.9%)

X1 Against X2 36.5%

X2 Against Y 35.2%,
Source: research data processing (2022)

E. DISCUSSION
1) The effect of organizational support on employee performance
Based on the results of tests that have been carried out with path analysis ( Path
Analysis), it is known that there is an influence of organizational support on the
performance of employees of PT Huadi Nickel Alloy Bantaeng Regency of 0.311 or
31.1%, including significant. Then the significance value is 0.002 <α (0.05). So it can
be said that organizational support has a positive and significant effect on employee
performance. This means that the higher the organizational support, the employee's
performance will increase and vice versa, where organizational support is a very
important factor to improve employee performance.
Research conducted (Sukmayanti, 2018) in its results said that perceptions of
organizational support had a positive and significant effect on performance.
Companies must certainly realize that every employee has a need to be supported by
the office where they work to be able to work optimally. Afzali (2014) in his research
stated that perceived organizational support will play an important role and
significantly contribute to psychological empowerment and organizational learning in
turn will improve performance. In line with research conducted by (Darolia, 2010) the
results reveal that organizational support positively and significantly influences
employee performance.

274 Scientium Management Review Vol. 1 no. 3. 2022

2) The effect of organizational support on work motivation
Based on the results of tests that have been carried out with path analysis ( Path
Analysis), it is known that there is an influence of organizational support on the work
motivation of PT Huadi Nickel Alloy Bantaeng Regency of 0.365 or 36.5%. Then the
significance value is 0.000 <α (0.05). So it can be said that organizational support has
a positive and significant effect on work motivation. This means that the higher the
organizational support, the work motivation will increase and vice versa.
The results of this study are supported by research conducted (Liu, 2018)
which states that organizational support has a strong influence on motivation. This
statement is supported by research conducted (Gillet, 2013) with the conclusion in his
research which reads that with organizational support, employee motivation will
increase. This means that organizational support has a positive relationship to work
motivation. In line with research conducted by (Pauli, et al, 2017) that organizational
support has a positive and significant effect on work motivation.

3) The Effect of Work Motivation on Employee Performance

Based on the results of tests that have been carried out with path analysis (Path
Analysis), it is known that there is an influence of work motivation on the performance
of employees of PT Huadi Nickel Alloy Bantaeng Regency of 0.352 or 35.2%. Then the
significance value is 0.000 <α (0.05). So it can be said that work motivation has a
positive and significant effect on employee performance. This means that the higher
the motivation to work, the employee's performance will increase and vice versa.
This statement is in line with research conducted by (Kusworo, et al, 2015) in
his research which stated that work motivation has a significant impact on
performance. The same results were said by (Salleh, 2016) in his research showing
that affiliation motivation and performance are positively related. High work
motivation will affect the performance of employees so that they work as optimally as
possible which will improve company performance. (Pedeste, 2015) in his research
said that intrinsic motivation has a positive influence on academic performance. The
higher the employee's work motivation, it will affect the resulting performance. These
results are reinforced by research conducted by (Aseanty, 2016) that work motivation
affects performance.

4)The Effect of Organizational Support on Employee Performance Through Work

Motivation as an Intervening Variable
Based on the test results using the path test (Path Analysis) on the hypothesis
that work motivation mediates the relationship between organizational support on
employee performance is acceptable. Thus, poor organizational support and poor
work motivation will undermine the performance of employees of PT Huadi Nickel
Alloy, Bantaeng Regency.
These results are in line with the results of research conducted by (Bantilan,
2017) the results with the existence of work motivation that individuals have are able
to mediate the influence of perceptions organizational support for employee
performance. Simultaneously with research conducted by (Zulkifli, 2018) on members
of the Sleman police, it was found that organizational support has a significant and
positive influence on employee performance through work motivation.
Work motivation is proven to be able to mediate organizational support for
employee performance. This means that through work motivation the possibility of
decreased performance due to the influence of decreased organizational support can
be minimized. Organizational support for employees will decrease if it can be followed
by high employee motivation. It is possible to increase employee performance at PT
Huadi Nickel Alloy, Bantaeng Regency.
From the explanation above, work motivation is a variable that has an
important role in improving the performance of employees of PT Huadi Nickel Alloy,
Bantaeng Regency. The statement put forward by (George & Jones, 2005) work
motivation can be interpreted as the morale that exists in these employees to be able
to work to achieve certain goals. This means that the good support provided by the
organization to employees is not necessarily able to improve employee performance if
it is not supported by good work motivation from the employees themselves.

Scientium Management Review Vol. 1 no. 3. 2022 275

F. CONCLUSIONS AND SUGGESTIONS

CONCLUSION
Based on the results of the research and discussion regarding the influence of
organizational support and work motivation on the performance of employees of PT
Huadi Nickel Alloy Bantaeng Regency, the following conclusions can be drawn:
1) There is a positive and significant influence of organizational support on the
performance of employees of PT Huadi Nickel Alloy Indonesia, Bantaeng Regency.
2) There is a positive and significant influence of organizational support on the work
motivation of PT Huadi Nickel Alloy Indonesia, Bantaeng Regency.
3) There is a positive and significant effect of work motivation on the performance of
employees of PT Huadi Nickel Alloy Indonesia, Bantaeng Regency.
4) There is an influence of organizational support on employee performance through
work motivation as an intervening variable. PT Huadi Nickel Alloy Indonesia
Bantaeng Regency.

SUGGESTION
1. The organizational support variable has an item with the lowest average, namely
"workload and work schedule in a fair and equitable manner" meaning that some
employees think that the workload of each employee should be fair and equitable,
so there is no social jealousy within the scope of the company in order to
performance enhancement.
2. The variable of work motivation has an item with the lowest average value,
namely "working for this company can guarantee my life in old age" this means
that in general the income received is sufficient to meet economic needs, but it is
not certain to guarantee life in the old age. later on every employee. For
management, it can be suggested that an intensive acceptance or increase in the
work results of employees and their families supports an increase in employee
motivation.
3. The employee performance variable has an item with the lowest average, namely
"I understand how to achieve the results that the company wants" meaning that
some employees consider that there are still some employees who have not been
able to or are still adjusting to the results desired by the company at any time.
4. For PT Huadi Nickel Alloy Indonesia, Bantaeng Regency has been able to provide
good organizational support for employees, work motivation as a mediating
variable, because employee motivation plays a role in producing expected
performance for management or leaders to be able to continue to motivate
employees to be able to carry out their duties properly, providing training to
employees to continuously improve the capabilities and expertise of employees
and others.

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