Revisiting HR Practices: Why Job Satisfaction Fails to Mediate the Effects of Training, Motivation, and Organizational Culture on Employee Performance in Conventional Banks in Batam
DOI:
https://doi.org/10.21512/bbr.v17i2.14301Keywords:
Human Resource (HR) practices, training, motivation, organizational culture, job satisfaction, employee performanceAbstract
The research examines the influence of training, motivation, and organizational culture on employee performance through job satisfaction among conventional bank employees in Batam. Although previous studies commonly position job satisfaction as a mediating variable between Human Resource Management (HRM) practices and employee performance, empirical findings remain inconsistent and highly dependent on organizational context. This issue is particularly relevant in the banking sector, which operates under strict regulations, standardized procedures, and high service demands. A quantitative approach is employed using data collected from 310 employees through questionnaires. The data are analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS). The findings reveal that training, motivation, and organizational culture positively and significantly affect job satisfaction. Training also has a positive and significant direct effect on employee performance. However, motivation, organizational culture, and job satisfaction do not significantly influence employee performance. Furthermore, job satisfaction is unable to mediate the relationships between training, motivation, organizational culture, and employee performance. The research novelty lies in identifying the contextual limitations of job satisfaction as a mediating variable within a highly structured banking environment. The findings extend HRM literature by demonstrating that the mediating role of job satisfaction depends on organizational context. Practically, banks are encouraged to prioritize structured and job-relevant training programs to improve employee performance directly.
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