Job Satisfaction as an Intervening Variable in the Relationship Between Job Promotion and Employee Performance at Bank Indonesia in the Jakarta Region

Abstract

Job promotion is one of the key instruments in human resource management, serving not only as a form of recognition but also as a factor believed to influence employee motivation and performance. This research is motivated by the importance of understanding how job promotion can enhance performance, both directly and indirectly through job satisfaction as an intervening variable. The objective of this study is to analyze the effect of job promotion on employee performance and to assess the extent to which job satisfaction mediates this relationship. A quantitative approach was employed using linear regression analysis, applied to data collected from respondents at Bank Indonesia, Jakarta Regional Office. The results show that job promotion has a significant effect on both employee performance and job satisfaction. Regression testing confirms that the t-value > 2 with a p-value < 0.05, indicating that the alternative hypothesis (Ha) is accepted. The findings suggest that job promotion contributes to improved employee performance, although the strength of the relationship (R = 0.313) and the explained variance (R² = 9.8%) remain relatively low. Furthermore, job promotion was also found to have a significant effect on job satisfaction, with R = 0.498 and R² = 24.8%, reflecting a stronger relationship compared to direct performance. Further analysis including job satisfaction as an intervening variable reveals that the significance level of job promotion on employee performance remains below 0.05, as does the relationship between job promotion and job satisfaction. These results highlight the crucial role of job satisfaction as a mediator, strengthening the influence of job promotion on performance, how job promotion first enhances employee satisfaction, which subsequently contributes to a significant improvement in their performance.