The Effect of Affective Organizational Commitment, Job Satisfaction, and

Employee Engagement on Job Happiness and Job Performance on

Manufacturing Company in Indonesia

UNGGUL KUSTIAWAN, PARDAMEAN MARPAUNG, UNIK DWI LESTARI*,

EGI ANDIYANA

Esa Unggul University

engagement, and affective organizational commitment play a vital role in improving employee happiness

performance at working place. This study utilized a total of 275 questionnaires that were administered to

respondents at a manufacturing company in Indonesia from May until July 2021. Research respondents were

selected using the purposive sampling method. These findings may guide the implementation of human resources

or other organization management in the manufacturing industry. For instance, they may use job happiness (mental

well-being) to predict employee behaviors and then formulate recruitment policies that will help maintain

employee happiness and satisfaction. This research aims to add information on human resources management

science and positive managerial implications on employee happiness and performance in the Indonesian

manufacturing sector.

1 Introduction

Job happiness and job satisfaction of workers are

important for the management of an organization

where this can be seen from several studies

conducted by researchers, academics, and

management leaders [1]. In addition, happiness at

work is a critical topic growing and requires attention

[2]. Then when it is viewed from the performance

aspect, the happiness of workers can improve the

performance of workers [3] – [5]. Moreover, it

personal life, family, and social environment and a

employees that there is organizational goodwill in

social activities [12].

Moreover, several important factors affect

employee happiness, including job satisfaction,

affective organizational commitment, and employee

affective elements in providing a perspective on job

characteristics [11].

In addition, job satisfaction affects job happiness,

job performance, and turnover intention in workers in

the oil and gas industry [5]. Furthermore,

employment conditions, communication, working

relations, job characteristics, and organizational

culture are also known to affect job happiness [15].

[16], also claim that the amount of time and energy

spent at work also affects workers' happiness, viewed

relationship between job satisfaction and employee

engagement with job performance [18] – [21].

However, not many studies demonstrated the

relationship between job satisfaction, affective

organizational commitment, and employee

engagement on job happiness and employee

performance simultaneously in Indonesia, especially

for manufacturing companies in the Tangerang

Industrial area, Banten province Indonesia.

Therefore, this study intends to explore the effect of

2 Literature Review

2.1 Affective Organizational Commitment

Organizational commitment is a positive experience

that is believed to acknowledge organizational values

at work that tends to create an emotional attachment

work environment, working conditions, fair rewards,

and communication with colleagues [40].

Job satisfaction from employees is very influential

to their productivity. Then job satisfaction is believed

to minimize employee retention [41]. Job satisfaction

can affect job satisfaction include leadership style

organizational conditions, leadership [47], flexible

organization because the measure of employee

optimism inherent in their work [57], and this is what

out tasks that require expertise, experience, good

mood, and motivation [69].

An organization must look at performance from

several dimensions. At least three essential measures

become the controlling tools in ensuring that

Job Happiness

Organizational commitment is an important variable

to understand the behavior of organizational

members that can potentially lead to consequences

that benefit the organization and at the same time

an emphasis on loyalty to the organization but how

executive members can perform more. It is not based

on what will be received from the organization or the

encouragement of the necessities of life. Instead, the

relationship between affective organizational

commitment and job happiness lies in the worker's

response to the support of the corporate environment

and the workplace, an extrinsic element [75].

are also strongly correlated and consistent with

In addition, other studies have found that factors

organizational conditions, leadership, flexible

environment conditions [94][95][96] and nature of

work [97]. Moreover, expressing dissatisfaction is

not easy to see but can be felt [51]. The negative

consequences of job dissatisfaction, such as

decreased loyalty, increased absenteeism, and the

number of work accidents, often surface as reasons

for the importance of job satisfaction. On the other

hand, happy workers are more dedicated and engaged

in work, are more committed to their work, and

exhibit stronger performance [85], [96] – [98]. So,

the hypothesis is proposed:

Organizations must always realize that employee

engagement is a challenge that must always receive

conditions and states of mind in positively

understanding and fulfilling a career. It is

characterized by absorption, dedication, and strength

and is an asset if appropriately managed [103].

This condition is a concept that examines the

psychological side that involves emotional, cognitive

dedication to work more focused [104]. But it does

not mean workaholism because it can cause

individuals to be trapped in personal goals or

interests, namely happiness that can be felt at work

handled by employees and appear high trust in

company policies that will not harm the workers.

Moreover, the involvement of members of the

organization must be in synergy with the goals and

interests of the company. Employees will feel that

their existence, work results are noticed by the

organization so that there is a sense of calm and

happiness in the workplace [106]. Further, employee

involvement will increase satisfaction [107]. Then,

we hypothesized:

undeniable that the strategy will not succeed if there

improving its human resources [120]. Hence,

performance improvement is closely related to the

level of commitment of an organization in enhancing

[123] and optimism about their work [124], the roles

performed by employees can be different due to

different psychological states [125]. Hence, the

quality of involvement will be formed on both sides,

the employee and organization side [105]. It means a

organization and its members. Or somewhat between

be driven by the company's commitment to

understanding and meeting individual needs

committed employees want to stay with their current

company and work for organizational goals so, they

committed [127], and have a sense of pleasure at

in the workplace will improve organizational

performance and company branding [129]. With the

encouraging individual performance.

Empirical evidence from several previous

engagement and organizational performance, and the

factors that increase employee engagement with

improving employee performance are positive [130]

[131] [132][133][134] [135] [136] [137] [138]

[139][140]. Thus, we hypothesized:

3.6 Job Happiness on Job Performance

Fig. 1: Conceptual Model

4.1 Research Methodology and Measurement.

adopted from De Waal [17]. The job satisfaction

variable consists of ten questions adopted from

Sarmiento et al. [119]. The employee engagement

variable consists of eleven questions adopted from

Saks [106]. The measurement of the job happiness

variable consists of ten questions adopted from

Czerw [158]. The job performance variable consists

of eighteen questions adopted from Ramos et al.

[159].

The respondents of this study were conducted by

Then, the research was conducted quantitatively with

the SEM (Structural Equation Model) method. At the

pre-test, the researcher conducted a factor analysis to

test the validity and reliability with SPSS. The

validity test was carried out by looking at the

measurement values of Kaiser-Meyer-Olkin (KMO)

and Measure of Sampling Adequacy (MSA). The

Based on the results obtained in the study that job

in line with and supports previous research [14] [15]

In its influence on job performance, satisfaction

in the workplace makes workers try to complete it

according to the time and targets that have been set.

The desire to take on greater responsibilities, be

involved in company activities, improvise in every

work difficulty, try to find creative solutions, and

only focus on positive issues are characteristics that

can be seen in satisfied workers with their work. In

line with increased job satisfaction, work results also

increase. And complements the results of previous

studies [18] – [21]; [155].

happiness, and job performance, based on the results,

simultaneously increase the desire of workers to

improve work performance by the results found in

the study. The atmosphere of a pleasant work

environment triggers a sense of pleasure with his