The Relationship Between Employee Motivation And Employee Performance in BPR TASPEN


  • Salsabila Maharani Surya Putri Management and Business School, Bandung Institute of Technology



Employee Performance, ERG Alderfer Theory, Rural Bank, Work Motivation


BPR DP TASPEN, one of the BPR in Indonesia, faces the problem of unmotivated employees. After employees were interviewed, the company is known to never assess the motivation of their employees to work as an appropriate basis to trigger them to do maximum work. ERG Alderfer (1969) Theory was used in this study to assess employee motivation. Questionnaire is used to collect the data of 63 employees which then analyzed with multiple linear regression. The results show that the relatedness is the only one which significantly related to employee performance. Therefore, it can be concluded that if employers focus on the relatedness needs or use the need as a base to collaborate with the other needs, the motivation of employees to perform best may increase. Thus BPR DP TASPEN is suggested to make a gathering, open discussion feedback, or inviting a well-known trainer or work motivator which proposed by the employees itself, to maintain the satisfaction of the needs.


Arnolds, C. A., & Boshoff, C. (2002). Compensation, esteem valence and job performance: An empirical assessment of Alderfer’s ERG theory. International Journal of Human Resource Management, 13(4), 697–719.

Alderfer, C. P. (1969). An empirical test of a new theory of human needs. Organizational Behavior and Human Performance, 4(2), 142–175.

Alexakis, C., Izzeldin, M., Johnes, J., & Pappas, V. (2019). Performance and productivity in Islamic and conventional banks: Evidence from the global financial crisis. Economic Modelling, 79, 1-14. doi:10.1016/j.econmod.2018.09.030

Beltrán-Martín, I., & Bou-Llusar, J. C. (2018). Examining the intermediate role of employee abilities, motivation and opportunities to participate in the relationship between HR bundles and employee performance. BRQ Business Research Quarterly, 21(2), 99–110.

Ghozali, Imam. 2001. Aplikasi Analisis Multivariate Dengan Program SPSS. Semarang: Badan Peneliti Universitas Diponegoro.

Caulton, J. (2012). The development and use of the theory of erg: A literature review. Emerging Leadership Journeys, 5(1), 2–8.

Chiang, C. F., & (Shawn) Jang, S. C. (2008). An expectancy theory model for hotel employee motivation. International Journal of Hospitality Management, 27(2), 313–322.

Chhugani, K. (2018, March 19). The importance of Human Resources to an Organization. Retrieved July 06, 2020, from

Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-Determination Theory in Work Organizations: The State of a Science. Annual Review of Organizational Psychology and Organizational Behavior, 4(1), 19–43.

Dugovicova, J. (2019). Impact of Employee Motivation on Employee Retention Rates. 6(23), 159–167.

Ho, C. and Zhu, D. (2004), "Performance measurement of Taiwan's commercial banks", International Journal of Productivity and Performance Management, Vol. 53 No. 5, pp. 425-434.

Iskandar, S. (2013). Bank dan Lembaga Keuangan Lainnya. Jakarta: In Media.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294.

Jerome, N. (2013). Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, human resource and employee’s performance. International Journal of Business and Management Invention ISSN (Online, 2(3), 23198028.

Kasmir. 2012. Bank dan Lembaga Kuangan Lainnya. Jakarta: PT. Raja Grafindo Persada.

Nnenna E. Ukandu. (2011). Strategies to improve the level of employee motivation in the fast food outlets in Cape Town, South Africa. African Journal of Business Management, 5(28), 11521–11531.

Ogbonnaya, C., Daniels, K., & Nielsen, K. (2017). Does contingent pay encourage positive employee attitudes and intensify work? Human Resource Management Journal, 27(1), 94–112.

Pradhan, R. K., & Jena, L. K. (2017). Employee Performance at Workplace: Conceptual Model and Empirical Validation. Business Perspectives and Research, 5(1), 69–85.

Rhee, H. (2019). Comparison of Process Theories to Content Theories in Motivating Workforces. International Journal of Human Resource Studies, 9(4), 267–274.

Sato, M., Maufi, D., Mwingira, U. J., Leshabari, M. T., Ohnishi, M., & Honda, S. (2017). Correction: Measuring three aspects of motivation among health workers at primary level health facilities in rural Tanzania (PLoS ONE (2017) 12:5 (e0176973) DOI: 10.1371/journal.pone.0176973). PLoS ONE, 12(9), 1–17.

Sugiyono. 2013. Metode Penelitian Pendidikan Pendekatan Kuantitatif, Kualitatif, dan R&D. Bandung: Alfabeta

Staroňová, K. (2017). Performance Appraisal in the Eu Member States and the European Commission.

Taghipour, A., & Dejban, R. (2013). Job Performance: Mediate Mechanism of Work Motivation. Procedia - Social and Behavioral Sciences, 84, 1601–1605.

Webb, E., Perry, M., & Fennelly, L. J. (2015). Employee Motivation Theory and Application. In Security Supervision and Management: Theory and Practice of Asset Protection: Fourth Edition (Fourth Edi).

Wiley, C. (1997). What motivates employees according to over 40 years of motivation surveys. International Journal of Manpower, 18(3), 263–280.

Zámečník, R. (2014). The Measurement of Employee Motivation by Using Multi-factor Statistical Analysis. Procedia - Social and Behavioral Sciences, 109(1998), 851–857.