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The Influence of Job Involvement, Self-Efficacy, and Job Satisfaction towards the Organizational Commitment of the Family Planning Field Workers at the National Population and Family Planning Board West Java Provincial Office

Dadi Ahmad Roswandi1, Unifah Rosyidi2, Bedjo Sujanto3, Johar Samosir4*

1,2,3UniversitasNegeri Jakarta, Indonesia

4 ITL Trisakti

Email: 1[email protected], 2[email protected], 3[email protected], 4[email protected] ABSTRACT

The purpose of this study was to determine the role of job involvement, self-efficacy and job satisfaction on the organizational commitment of family planning field workers in the BadanKependudukandanKeluargaBerencana (BKKBN) of West Java Province, Indonesia. The research was conducted using a survey method with a quantitative approach and path analysis techniques. The research sample was 301 family planning field officers using a simple random sampling technique. The data were obtained through a questionnaire and analyzed using path analysis techniques. Based on the results of data analysis in this study, it reveals that (1) job involvement has a positive direct effect on organizational commitment; (2) self-efficacy has a positive direct effect on organizational commitment, (3) job satisfaction has a positive direct effect on organizational commitment, (4) job involvement has a positive direct effect on job satisfaction and (5) self-efficacy has a positive direct effect on job satisfaction. Thus, job involvement, self- efficacy and job satisfaction have an important role in improving organizational commitment.

Keywords

Job Involvement, Self-Efficacy, Job Satisfaction and Organizational Commitment Themes: Education

INTRODUCTION

Indonesia is one of the developing countries in the world with a population of 270,20 million people (BPS Population Census, 2020). Indonesia, therefore, the 4th most populous country in the world after the United States, India, and China. The most populated province is West Java with a total population of 48.27 million people (Population Census of Statistics Indonesia, 2020).

The Human Development Index Ranking in West Java is ranked 10th out of 34 Provinces in Indonesia. Meanwhile, the population growth rate in 2020 in West Java is 1.26 percent, Total Fertility Rate (TFR) is 2.4, Modern Family Planning is 59.5 percent (IDHS, 2017), the poverty rate is 3.92 million people (7.88 percent) in March 2020 (Statistics Indonesia West Java, 2020) the average length of pursuing formal education (school) is 8.3 years or have not graduated from primary education and West Java is one of the provinces contributing to the highest number of underage marriages in Indonesia based on data from the National Planning and Development Agency in 2020 and the rate of early marriage in Indonesia increased in the course of the COVID-19 pandemic.

The National Population and Family Planning Board (BKKBN) has the goal of achieving a balanced population and priority activities, namely the Family Development, Population, and Family Planning Program. To grow in balance, the Family Planning Program is needed, which is a system of out-of-school (informal) education, community education, and community-based education to provide communication, information, and education for couples of childbearing age (PUS), the younger generation, and prospective brides in rural and urban areas. It is hoped that by participating in community outreach activities, the community gains knowledge, understanding, and skills related to health, and family planning in controlling population growth. The quality of family planning extension workers is the key or spearhead of the success of the Family Planning

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Program in the field, in conducting extension activities, services, mobilizing and developing Population, Family Planning, and Family Development Programs. The human resources of family planning field worker have the lowest level of education, lack of technical and substance training, access to technology and information, commitment to the organization, low job involvement, as well as low job satisfaction.

Complex problems in family planning counselors are related to organizational commitment, Griffin (2013: 454) explains, "organizational commitment is an attitude that reflects the identification of individuals with and attachment to the organization itself". Employee behavior reflects his attachment to the organization. A committed employee can be identified from his or her behaviors in the workplace. Hence, their commitment is reflected in everything they say and do daily when they are working. Their working performances underpin the achievement of the organizational goals. Kreitner and Kinicki (2010:166), argued” committed individuals are expected to display a willingness to work harder to achieve organizational goals and a greater desire to stay employed at an organization.” Organizational commitment that is embedded within the employees will create a willingness and sincerity to work hard as expected by the organization. Employees who are committed and sincere do not just work because of expecting rewards from the organization, yet they want to give their best in their work and are loyal to the organization.

According to Abdallah, Obeidat, Aqqad, Janini, and Dahiyat (2016: 42), organizational commitment is directly influenced by job involvement. Patchen in Srivastava states that someone who has high job involvement will show a high feeling of solidarity with the company and have high internal work motivation. Akter, Ghayas, and Adil (2012) found that self-efficacy is positively correlated with organizational commitment, and self-efficacy appears as a significant predictor of organizational commitment variables. Moreover, organizational commitment is positively influenced by job satisfaction as stated by Yucel and Bektas (2012) as well as Fu and Deshpande (2013) explained that job satisfaction has a significant direct effect on organizational commitment. Meanwhile, Zopiatis, Constanti, and Theocharous (2014) elaborated that there is a positive relationship between job involvement and job satisfaction.

The description above explains the effect of job involvement, self-efficacy, job satisfaction and organizational commitment. While job involvement also has an influence on job satisfaction, self-efficacy affects job satisfaction. Seeing the relationship between the two things, it can be questioned what kind of model can be formed in the four variables, to explain the effect on organizational commitment.

LETERATUR REVIEW a. Organizational Commitment

Organizational commitment is an employee's desire to remain a member of the organization, influence an employee to continue working in the organization, or decide to leave or change workplaces to pursue other better jobs, Colquitt, Lepine and Wesson (2017: 64).

Robbins and Judge (2011: 111) suggest that commitment organization is, "... the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization". Allen and Meyer (1990: 3) reveal the form of commitment into three concepts, namely: (1) affective commitment; (2) continuance commitment; and (3) normative commitment. First, affective commitment is a desire to remain loyal to an institution due to emotional ties with the institution. For example, a good friend who also works in the same place, a pleasant working atmosphere, the communication model is always well maintained, or

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the assigned tasks make employees excited and excited so that they enjoy their work at the institution. Second, continuance commitment is the desire to stay afloat and be loyal to the institution due to welfare factors. For example, salaries, honoraria, facilities, incentives, received promising, guaranteed career path and promotion, as well as guarantees and facilities provided to families. Third, normative commitment is a desire to remain loyal and commitment that appears in an employee, that he will remain loyal in the institution where he works because it is a necessity caused by a desire to return the favor, for example, because superiors often provide guidance or direction, a sense of organizational gratitude culture that has raised employees or a sense of debt of gratitude to subordinates who have helped in carrying out their work.

From sharing the concepts and opinions of experts, it can be concluded that organizational commitment is a strong desire that arises from the attachment of employees to the organization to remain a member of the organization, work under its main duties and functions, and play an active role in facing challenges until the realization of organizational goals, with indicators of organizational commitment, include: (1) loyalty, (2) completeness in work, (3) compliance with applicable regulations, and (4) readiness to face organizational challenges.

b. Job Involvement

Kinicki and Fugate (2012:163) defined job involvement as, “… which is a component of an employee engagement, represent the extent to which an individual is personally involved with his or her work role”.

Schermerhorn (2013:390) stated that, “job involvement is the extent to which an individual feels dedicated to a job”. Having stated by Schermerhorn (2013:390), “someone with high job involvement psychologically identifies with her or his job, and, for example, would be expected to work beyond expectation to complete a special project”.

As what has been stated by Brown and Leigh, (1996) in Singh and Gupta (2014:1194) :

Job involvement is related to both the personal characteristics such as age, education, sex, tenure, need strength, level of control and values, and job characteristics such as task autonomy, task significance, task identity, skill variety, and feedback and supervisory behaviors, etc.

Based on the aforementioned description, it can be synthesized that job involvement is the level of participation of employees identified through their work, actively participating in work and trying to show good performance as something which deserves to be achieved at work, with indicators: (1) involvement; (2) proactive; (3) dedicated; and (4) consistent.

c. Self-Efficacy

Bandura (Stajkovic&Luthans, 1998: 240) is, "self-efficacy is defined as a personal judgment of how well one can execute courses of action required to deal with prospective situations". Self- assessment of their ability to carry out their duties and job responsibilities can be called self- efficacy. Kinicki and Williams (2011: 350), "self-efficacy, belief in one's personal ability to do a task ... it's about your personal belief that you have what it takes to succeed". Self-efficacy is a person's confidence to be able to do a job successfully.

As for aspects of self-efficacy or factors that can affect self-efficacy, there are also aspects or dimensions contained in self-efficacy, namely: magnitude (level) strength, and generality. These dimensions were developed by Bandura to measure perceptions of self-efficacy as part of a microanalytic procedure to assess magnitude, generality, and strength in all activities and contexts. Based on the description above, it can be synthesized that self-efficacy is a person's belief in his ability to carry out and regulate the actions needed to achieve the desired goal, with indicators: (1) confidence in completing varied work, (2) confidence in one's abilities facing pressure, (3) strong motivation in doing tasks, and (4) diligently completing the work.

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d. Job Satisfaction

Gibson et.al (2012:104) explained that “job satisfaction is an attitude that individuals have about their jobs. It results from their perception of their jobs, based on factors of the work environment workgroup affiliation, working conditions, and fringe benefit”. Locke in Colquitt, Lepine, and Wesson (2017:96) Job satisfaction is a pleasurable emotional state resulting from the appraisal of one’s job or job experiences. It represents how you feel about your job and what you think about your job. Employees with high job satisfaction experience positive feelings when they think about their duties or take part in task activities. The view of Greenberg (2010:144) regarding job satisfaction is Job satisfaction-known as feelings of satisfaction, reflecting attitudes toward their jobs. Job satisfaction plays an important role in organizations, it makes sense to identify the factors that contribute to job satisfaction. These included things such as chances for promotion, opportunities for personal growth, recognition, responsibility, and achievement.

Based on the analysis of the concepts mentioned before, it can be synthesized that what is meant by job satisfaction is a psychological aspect that reflects an individual’s positive or negative feeling towards one’s job, having indicators: (1) pleasant work, (2) leader support; (3) cooperative colleagues, (4) promotional opportunities; and (5) adequate income

METHOD a. Participants and Procedures

This research was conducted by employing a quantitative approach by survey method. This very method fits to assess either major or minor population by selecting sample taken from the population to define incidence, distribution, and inter-relation between sociological and psychological variables. (Klinger, 2004).

The impacts among the variables were assessed by employing the path analysis technique. This path analysis technique in the research was constructive to examine cause relation between variables or direct impacts of a set of independent variables to dependent variables. There were three variables, namely Job Involvement variable (X1), Self- self-efficacy (X2), Job Satisfaction (X3) as an exogenous variable along with its endogenous variable, Organizational Commitment (Y).

The research was conducted between October to December 2020. The population of the research was Family Planning field workers in West Java Province as many as 1.214 agents. In determining the size of the sample in research, it was conducted through calculations that can be implemented using the Slovinformula, the samples taken were set at 301 KB field workers as research respondents representing all districts and cities in West Java Province. Sampling in the field was randomized based on existing Family Planning extension agent names in West Java Province and a total of 301 selected extension agent names were taken. The sampling instrument trial was taken from the field workers who were not taken as the research sample. Data processing was employed by SPSS version 22.0.

b. Measures

Respondents were presented with a Likert scale questionnaire. They were asked to rate their level of approval or disagreement with statements about variable (X1), Self- self-efficacy (X2) , Job Satisfaction (X3) and Organizational Commitment (Y).

Organizational commitment is a strong desire which arises from employee attachment to the organization to stay as a member of the organization, work by their main duties and functions, and play an active role in facing challenges until the realization of organizational goals is achieved, the indicators are: (1) loyalty, (2) work completeness, (3) compliance with applicable

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regulations, and (4) readiness to face organizational challenges. Organizational commitment was measured by a scale of 5 (five) alternative answer items using a Likert scale model in the form of positive and negative statements, as follows: (1) Always; (2) Often; (3) Sometimes; (4) Rarely;

and (5) Never.

Job involvement is the level of employee participation identified through one’s work, actively participating in work and trying to show good performance as something which deserves to be achieved at work, the indicators are as follows: (1) involvement; (2) proactive; (3) dedicated; and (4) consistent. Job involvement was measured by using 5 (five) alternative answer items using a Likert scale model in the form of positive and negative statements, namely: (1) Always; (2) Often; (3) Sometimes; (4) Rarely; and (5) Never.

Self-efficacy is a person's belief in his ability to carry out and organize the actions needed to achieve the desired goal, with indicators: (1) confidence in completing a variety of work, (2) confidence in one's ability to face pressure, (3) strong motivation in doing assignments, and (4) diligently completing the work. Self-efficacy is measured by using 5 (five) alternative answer items that use the Likert scale model in the form of statements that are positive and negative.

Positive and negative statements, namely: (1) Always; (2) Often; (3) Sometimes; (4) Rarely; and (5) Never.

Job satisfaction is a psychological aspect that reflects an individual's positive or negative feeling towards one’s job, the indicators are as follows: (1) pleasant work, (2) leader support; (3) cooperative colleagues, (4) promotional opportunities; and (5) adequate income. It is measured by employing 5 (five) alternative answer items using a Likert scale model in the form of positive and negative statements, namely: (1) Always; (2) Often; (3) Sometimes; (4) Rarely; and (5) Never.

Figure 1. Research Model Constellation RESULTS AND DISCUSSIONS

Regression analysis was conducted to estimate the relationship between variables, while correlation analysis was conducted to measure the strength of the relationship between variables.

The first stage of hypotheses testing, which is implemented using a set of measurement data consisting of pairs of exogenous and endogenous variables, reveals the effect of exogenous variables on endogenous variables. This relationship is presented in the regression equation model. The first requirement in path analysis is that the research sample must derive from a normally distributed population. The estimated normality error test can be analyzed using the Lilliefors test, as shown in Table 1.

𝜌31

𝜌32

𝜌𝑦2

𝜌𝑦1

𝜌𝑦3 Organizational commitment Y(Y) Job satisfaction

(X3) Job Involvement

(X1)

Self-efficacy (X2)

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The results of the calculation of the gallant estimation normality test based on Table 1 can be explained as follows:

a. Normality Testing of Job Involvement Score Data on Organizational Commitment The result of normality testing for gallant estimation of organizational commitment upon job involvement is L count = 0.048 <L table = 0.051 at α = 0.05. The test results indicate that the data is normally distributed and the requirements of the analysis can be met, it can be concluded that job involvement on organizational commitment derives from a normally distributed population.

b. Normality Testing of Self-Efficacy Score Data on Organizational Commitment

The results of the calculation for the normality test of the estimation of organizational commitment for self-efficacy can be. L count = 0.035<L table = 0.051 at α = 0.05. The test results indicate that the data is normally distributed and the requirements of the analysis can be met, it can be concluded that the self-efficacy of Organizational Commitment comes from a normally distributed population.

c. Normality Testing of Job Satisfaction Score Data on Organizational Commitment The result of normality testing for gallant estimation of organizational commitment upon job involvement is L count = 0.035 <L table = 0.026 at α = 0.05. The test results indicate that the data is normally distributed and the requirements of the analysis can be met, it can be concluded that job satisfaction on organizational commitment derives from a normally distributed population.

d. Normality Testing of Job Involvement Score Data on Job Satisfaction

The result of normality testing for gallant estimation of job involvement upon job satisfaction is L count = 0.043 <L table = 0.051 at α = 0.05. The test results indicate that the data is normally distributed and the requirements of the analysis can be met, it can be concluded that job involvement on organizational commitment derives from a normally distributed population.

e. Normality Testing of Self Efficacy Score Data on Job Satisfaction

The result of normality testing for gallant estimation of self-efficacy upon job satisfaction is L count = 0.038 <L table = 0.051 at α = 0.05. The test results indicate that the data is normally distributed and the requirements of the analysis can be met, it can be concluded that job involvement on job satisfaction derives from a normally distributed population.

Table 1.The Results of Normality Testing

No Error Estimation Lcount Ltable Normality Testing Result

1 Y on X1 0,048 0,051 Normal Distribution

2 Y on X2 0,035 0,051 Normal Distribution

3 Y on X3 0,036 0,051 Normal Distribution

4 X3on X1 0,043 0,051 Normal Distribution

5 X2on X2 0,038 0,051 Normal Distribution

The second requirement is that the regression equation model must be tested for its significance and linearity using the F-test in the ANOVA table before concluding hypotheses testing. The criteria for testing significance and linearity are as follows: (1) Significant regression: F count ≥ F table on the regression line; and (2) linear regression: F count < F table. Correlational analysis was conducted to review the significance of the relationship between exogenous and endogenous variables. The results of the correlation test of significance for simple regression and linear regression are presented in Table 2.

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The results of the significance and linearity tests from Table 2 show the following:

1. The significant impact of job involvement on organizational commitment is F count 444.339, while F table at error level α = 0.05 is 3.872. With the value of F count> F table, it can be concluded that the regression equation for job involvement on organizational commitment is significant. Furthermore, from the regression linearity test, it is known that F count is 1.341 and F table at an error level of α = 0.05 is 1.405. With the value of F count<F table, it can be concluded that the regression equation for job involvement on organizational commitment is linear.

2. The significant impact of self-efficacy on organizational commitment is F count 528.613, while F table at the error level α = 0.05 was 3.872. With the value of F count > F table, it can be concluded that the regression equation for job satisfaction on organizational commitment is significant. Furthermore, from the regression linearity test, it is known that F count is 1.091 and F table at an error level of α = 0.05 is 1.402. With the value of F count< F table, it can be concluded that the regression equation for job satisfaction on organizational commitment is linear.

3. The significant impact of job satisfaction on organizational commitment is F count 432.391, while F table at the error level α = 0.05 was 3.872. With the value of F count > F table, it can be concluded that the regression equation for job satisfaction on organizational commitment is significant. Furthermore, from the regression linearity test, it is known that F count is 0.947 and F table at an error level of α = 0.05 is 1.392. With the value of F count< F table, it can be concluded that the regression equation for job satisfaction on organizational commitment is linear.

4. The significant impact of job involvement on job satisfaction is F count 521.042, while F table

at error level α = 0.05 is 3.872. With the value of F count> F table, it can be concluded that the regression equation for job involvement on job satisfaction is significant. Furthermore, from the regression linearity test, it is known that F count is 1.237 and F table at an error level of α = 0.05 is 1.405. With the value of F count<F table, it can be concluded that the job involvement regression equation on job satisfaction is linear.

5. The significant impact of self-efficacy on job satisfaction is F count 552.862, while F table at error level α = 0.05 is 3.872. With the value of F count> F table, it can be concluded that the regression equation for self-efficacy on job satisfaction is significant. Furthermore, from the regression linearity test, it is known that F count is 1.226 and F table at an error level of α = 0.05 is 1.402. With the value of F count<F table, it can be concluded that the job involvement regression equation on job satisfaction is linear.

Table 2. Simple Regression Significance Test Results and Regression Linearity Tests

Reg Equality

Significance Test Linearity Test

Conclusion

F count F table

Fcount F table

α = 0,05 α = 0,05

Y on X1 Ŷ = 55,940 + 0,735 X1 444,339 3,872ns 1,341 1,405** Very significant/

Linear regression Y on X2 Ŷ= 50,905 + 0,723 X2 528,613 3,872 ns 1,091 1,402** Very significant/

Linear regression Yon X3 Ŷ = 56,467 + 0,713 X3 432,391 3,872 ns 0,947 1,392** Very significant/

Linear regression X3 on X1 X3 = 31,083 + 0,817 X1 521,042 3,872 ns 1,237 1,405** Very significant/

Linear regression X3 on X2 X3 = 28,319 + 0,787 X2 552,862 3,872 ns 1,226 1,402** Very significant/

Linear regression

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The correlation coefficient shows the closeness of the relationship between variables. This correlation coefficient is then used as a basis for calculating or analyzing the direct impact of exogenous variables on endogenous variables on the path structure in the model. The correlation coefficients of the regression equation are presented in Table 3.

Table 3. Coefficient Correlations

Regressions T value ttabel

α = 0,05 Coefficient Correlation

X1 towards Y 21,079 1,649 0,733

X2 towards Y 22,992 1,649 0,799

X3 towards Y 20,794 1,649 0,769

X1towards X3 22,826 1,649 0,797

X2towards X3 23,513 1,649 0,806

The results of the path analysis, where the first sub-structural model confirms that job involvement, job satisfaction have an impact on the organizational commitment of field workers family planning in West Java Province are presented in Table 4.

Tabel 4. Path Coefficient of Structure 1 Coefficientsa

Model

Unstandardized Coefficients Standardized Coefficients

t Sig.

B Std. Error Beta

1 (Constant) 39,360 4,882 8,062 ,000

X1 0,200 0,064 0,210 3,123 ,002

X2 0,344 0,062 0,381 5,542 ,000

X3 0,273 0,054 0,295 5,102 ,000

a. Dependent Variable: Organizational Commitment

The second sub-structural model analysis confirms that job involvement and self-efficacy has an impact on job satisfaction, which is presented in Table 5.

Tabel 5. Path Coefficient of Structure 2 Coefficientsa

Model

Unstandardized Coefficients Standardized Coefficients

T Sig.

B Std. Error Beta

1 (Constant) 20,500 5,151 3,980 ,000

X1 0,410 0,065 0,400 6,293 ,000

X2 0,450 0,062 0,461 7,259 ,000

a. Dependent Variable: job satisfaction

Structurally, the overall path diagram for each sub-structure can be seen in the figure below, it is obtained ε2 of 31.0% which states the level of influence of other variables on job satisfaction besides job involvement and self efficacy . The figure below also explains that there is ε1 of 33.8% which states the level of influence of other variables on organizational commitment variables, apart from job involvement, self-efficacy and job satisfaction.

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Figure 2. Causal Path Diagram on the Impact of Job Involvement (X1), Self-Efficacy (X2), and Job Satisfaction (X3) on Organizational Commitment (Y)

a. The Impact of Job Involvement on Organizational Commitment

Table 3 shows the correlation coefficient of job involvement on organizational commitment is 0.733. Table 4 shows the path coefficient of Job Involvement on organizational commitment (py1) is 0.210, and t count = 3,123> t table = 1.649 (α = 0.05). Thus, H0 is rejected and H1 is accepted. The path coefficient (py1) significantly indicates that job involvement has a direct impact on organizational commitment.

According to research by Zopiatis, Constanti, and Theocharous (2014) it was concluded that there is a positive relationship between job involvement and affective commitment, and between job involvement and normative commitment. Likewise, Singh, and Gupta's (2015) research found that job involvement, affective commitment, and normative commitment, and commitment have a positive relationship. Based on the calculations, empirical verification, and analysis aforementioned, it is found that Job Involvement has a direct impact on organizational commitment.

b. The Impact of Self Efficacy on Organizational Commitment

Table 3 shows the correlation coefficient of Self Efficacy on Organizational Commitment is 0.799. Table 4 shows the path coefficient of Self Efficacy towards Organizational Commitment (py2) is 0.381, and t value = 5.542> t table = 1.649 (α = 0.05). Thus, Ho is rejected and H1 is accepted. Path coefficient (py2) significantly indicates that Self Efficacy has a direct effect on Organizational Commitment.

Klassen, Wilson, Siu, Hannok, Wong, Wongsri, Sonthisap, Pibulchol, Buranachaitavee, and Jansem (2013) in their research also found a self-efficacy variable that has a positive and significant relationship with organizational commitment and Hallinger, Hosseingholizadeh, Hashemi, and Kouhsari (2018) confirm the proposed conceptual model which confirms the influence of principals 'and teachers' beliefs (i.e. self-efficacy) on their behavior and teacher commitment.

Based on the calculations, empirical verification, and analysis above, it is found that Self Efficacy has a direct effect on Organizational Commitment.

c. The Impact of Job Satisfaction on Organizational Commitment

Table 3 shows the correlation coefficient of job satisfaction on organizational commitment is 0.295. Table 4 shows the path coefficient of job satisfaction on organizational commitment (py3) is 0.419, and t count = 5.102>ttable = 1.649 (α = 0.05). Thus, H0 is rejected and H1 is accepted. The

py3 = 0,295

p32= 0,461 r23 = 0,806 p31 = 0,400 r13 = 0,797

py2 = 0,381 r2y = 0,799

py1 = 0,210 r1y = 0,773

r3y = 0,769

ε1=0,307

Organizational Commitment

(Y) JobInvolvement

(X1)

Job Involvement (X1)

ε2=0,310

JobSatisfaction (X3)

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path coefficient (py3) significantly indicates that job satisfaction has a direct impact on organizational commitment.

Yucel and Bektas (2012) in their research found that organizational commitment is positively correlated with job satisfaction and there are several significant implications for school leaders and teachers conveyed in this research. Fu and Deshpande (2013) found that job satisfaction has a significant direct impact on organizational commitment, where job satisfaction has also a significant indirect impact on performance. Ersozlu (2015) concluded that job satisfaction is a mediator between the managerial resource behavior of school administrators and the organizational commitment of teachers and OCB. Based on the calculations, empirical verification, and analysis aforementioned, it is found that job satisfaction has a direct impact on organizational commitment.

d. The Impact of Job Involvement on Job Satisfaction

Table 3 shows the correlation coefficient of job involvement on job satisfaction is 0.797. Table 4 shows the path coefficient of job involvement on job satisfaction (p31) is 0.400, and tcount = 6.293>ttable = 1.649 (α = 0.05). Thus, H0 is rejected and H1 is accepted. The path coefficient (p31) significantly indicates that job involvement has a direct impact on job satisfaction

In the research of Zopiatis, Constanti, and Theocharous (2014) it is concluded that there is a positive relationship between job involvement and intrinsic job satisfaction, there is no significant relationship, yet there is a positive relationship between job involvement and extrinsic job satisfaction. Whereas Lambert, Qureshi, Hogan, Klahm, Smith, and Frank (2015) showed that job stress, job involvement, job satisfaction, affective commitment, and continuance commitment have an impact on fatigue or the desire to quit work among Indian officers. Moreover, Deepak (2016) stated that professional commitment and job involvement have a positive relationship and an explanatory power for job satisfaction. Family planning field workers should have high job involvement since it has a positive direct impact on job satisfaction. Family Planning field workers that are actively involved in their work drive job satisfaction. Based on the description aforementioned, it is suspected that high job involvement has a direct impact on the Family Planning field workers’ job satisfaction.

e. The Impact of Self-Efficacy on Job Satisfaction

Table 3 shows the correlation coefficient of job involvement on job satisfaction is 0.806. Table 4 shows the path coefficient of job involvement on job satisfaction (p32) is 0.461, and tcount = 7.259>ttable = 1.649 (α = 0.05). Thus, H0 is rejected and H1 is accepted. The path coefficient (p31) significantly indicates that job involvement has a direct impact on job satisfaction.

According to Canrinus, Helms-Lorenz, Beijaard, Buitink and Hofman (2012) who found that classroom teacher self-efficacy has a significant relationship with job satisfaction with fellow teachers and affective work commitment. In research conducted by Lai and Chen (2012), it was found that employees with high self-efficacy have superior abilities and performance, due to increased job satisfaction obtained from their jobs. Law and Guo's research (2016) found that self-efficacy has a significant positive relationship with job satisfaction.

CONCLUSIONS

The findings of this research conclude that there is a relationship between three independent variables, namely job involvement, self-efficacy and job satisfaction on organizational commitment of the Family Planning field workers of the National Population and Family Planning Board in West Java Province,

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Based on the results of calculations and hypothesis testing and discussion of the research results that have been suggested : Job involvement has a positive direct effect on organizational commitment for the Family Planning field workers, self-efficacy has a positive direct effect on organizational commitment for of the Family Planning field workers, 3. Job satisfaction has a positive direct effect for the Family Planning field workers, Job involvement has a positive direct effect on job satisfaction for the Family Planning field workers and Self-efficacy has a positive direct effect on job satisfaction for the Family Planning field workers.

Furthermore, the findings of other researches show that job involvement and self-efficacy affects job satisfaction. The higher involvement and higher self-efficacy of family planning field workers in various activities will increase family planning field workers in the field.

To further optimize the potential of family planning extension workers in West Java Province, it is necessary to conduct structured and directed soft skills and hard skills training, starting from the need for sovereignty analysis, curriculum development, variations in learning resources and learning media as well as the use of the latest technology, information, communication as well as the role of leadership is significant in providing coaching and rewards along with mapping a clear career direction to increase organizational commitment.

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