The Role of Work Motivation as Moderator in the Relationship

between Training and Job Performance: A Study in Regional

Hospital in West Sumatra Province

Harif Amali Rivai

, Hendra Lukito

and Atikah Rahmi Fauzi

Faculty of Economics, Universitas Andalas, Padang -Indonesia

Keywords: Work Motivation, Training, Job Performance

Abstract: This research aimed to exam impact of training on job performance by considering work motivation as

moderating variable. There were four regional hospitals in West Sumatra Province involved in the survey.

The data drawn from 174 nurses who work as permanent worker in regional hospital. The data analysed

using SPSS 2.0. Testing hypotheses was conducted using moderated regression analysis to prove the rolel of

moderating variable. The findings supported that training positively significant influenced on job

performance. Work motivation was found as significant direct determinant of job performance. Further,

effect of training on job performance contingent on work motivation. The study concluded that work

motivation functions as moderating variable in the relationship between training and job performance.

Implications of the research were also discussed in the paper.

1 INTRODUCTION

In today’s uncertain condition of business

environment, any organization should attempt to

strengthen human capital to reach its competitive

advantages. Increasing level of level competition

and technological advance demand business to

manage effectively human resource. It is expected to

proceed organizational superior performance. Job

performance of employees is an essential issue for

any organization and it refers to whether an

employee does his job well or not. Job performance

reflects outcome of employee’s attitude and

behavior in the work place. Therefore employee’s

performance can be key success of organizations.

Managing human resources is the key tool to

improve the level of employees’ job performance.

Understanding factors determining job

performance is important, mainly from employee’s

perspective. Employer might increase subordinate

performance by paying attention on employee’s

motivation and giving opportunity to increase skills

through training and mentoring in the work place.

Lack of motivation might result in decreasing job

performance. In a similar vein, giving opportunity to

attend the training might increase employee’s

commitment which in turn improving job

performance. The role of motivation and training in

health-care industry (i.e. hospitals) seems to be

important to be analyzed due to the consequences of

those variables can be directly assessed by patient

or customer. In the case of lack of nurse’s

motivation, the nurses may not be excellent services

to patient, consequently patient dissatisfaction tend

to increase. Lack of nurse’s training may be

reflected from slowly respond to patient, even to

some extent inappropriate action might happen.

Rivai, H., Lukito, H. and Fauzi, A.

The Role of Work Motivation as Moderator in the Relationship between Training and Job Performance: A Study in Regional Hospital in West Sumatra Province.

DOI: 10.5220/0009501013411348

In Proceedings of the 1st Unimed International Conference on Economics Education and Social Science (UNICEES 2018), pages 1341-1348

ISBN: 978-989-758-432-9

1341

Organizations are reluctant to evaluate effect of

training programs due to lack of knowledge to

measure training effectiveness (Broad & Newstroom

1992). Arthur, Bennet & Bell (2003) supported that

training effectiveness can be measured from several

criteria: reaction, learning, and behavior criteria of

training participants. Gordon (1992, p.138) defines

training as “process to enhance employees’ skill,

knowledge and competency necessary to perform

effectively on job”. Training directly develops

individuals, which enhances organizational capacity

(Jacobson, Rubin, & Selden, 2002), and this

capacity, in turn, is linked to organizational

performance (Stavrou, Charalambous, & Spiliotis,

2007). Identified training need is important before

conducting training. By doing training need analysis

is expected to get greater benefit of the training. A

study conducted by Wiley (1997) in health care

industry noted that the managers need to understand

what motivates employees in order to increase

productivity. Relationship among motivation,

employee performance, and intention to quit in

health care industry have paid attention by scholars

(e.g.. Janssen et al., 1999, Levy-Leboyer, 1988,

Tzeng, 2002, Yildiz, 2009). Effort to improve

employee performance is frequently conducted by

setting up training program. Impact of training

programs on job performance might depend on level

of employee motivation. The higher level of

employee motivation, the greater impact of training

on job performance. Dongho (2006) argued that

motivation of employees might be determinant of

success or failure of an organization. Therefore, the

current study attempt to exam impact of training on

nurse’s job performance. The relationship of these

variables by taking into account training as

moderating.

2 THEORICAL FRAMEWORK

The Relation between Training and Job

Performance

The study conducted by Mia et al (2009) showed

there is relationship between training and

performance of teachers, then the training increased

their productivity. Training is believed to enhance

employee’s commitment which in turn might

increase performance. Therefore most companies

need to allocate training budget in order to increase

company performance (Tarawneh, 2009). In other

studies by Ghannam et al (2010) about relationship

between training and employee performance in

Palestine insurance. The training can enhance the

performance. Giving opportunity to students will

strengthen employee’s commitment.

Training and development of employee refers to

a systematic process of learning and development to

upgrade the effectiveness of a single worker, a

group, or an organization (Aguinis & Kraiger,

2008). Performance self-efficacy develops from

trainees’ beliefs about their abilities. This belief

system leads trainees to realize that they can use

learned skills on the job and, thereby, improve their

job performance. In addition, self-efficacy increases

trainees’ confidence in their ability to overcome the

obstacles that they face during skills transfer and to

use their new skills at work in order to perform

better. Research that conduct by Becker (1975)

defined General training is delivered to all employee

in order to improve performance. In contrast,

specific training is provided for specific purpose,

specific requirement, and selected participants.

Training relates to work-life balance programs might

enhance performance by attracting and retaining

high quality employees, by reducing the extent to

which work life conflicts interfere with work.

(Greenhaus and Parasuraman, 1999; Lobel and

Kossek, 1996; Lobel 1999).

H1 : Training is positively influence job

performance

The Relation between Work Motivation and Job

Performance

Motivation can be considered as a variable

contribute to enhance performance of employee.

Motivation to perform a job can be viewed as

intrinsic and extrinsic motivation. A study conducted

by Deci and Ryan (2000) noted that intrinsic

motivation brings positive effect in order to increase

creativity. Relationships among motivation and

other variables have been demonstrated in previous

studies, for instance associates with creativity (Deci

& Ryan, 2000), job satisfaction and well-being

(Ilardi, Leone, Kasser, & Ryan, 1993; Shirom,

Westman, & Melamed, 1999), organizational

citizenship behavior (Bolino, 1999), and affective

commitment (Eby, Freeman, Rush, & Lance, 1999).

Employee might intrinsically be motivated thought

they encounter obstacles and challenges (Utman,

1997). Feedback from manager is needed to enhance

employee development through learning program.

The program can be perceived as support of

organization towards employee. Motivation is a

short of inner energy that drive individual behaviour.

Motivation is a driver of causal behaviour that make

individual to take action (Chaudhary & Sharma,

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

1342

2012). According to Said et al (2015) employee

motivation is related to willingness individuals to

fulfil their needs. This concept refers to Maslow’s

hierarchy of needs. This need will lead the

individual to perform batter in their career in the

simple they can perform in their job performance.

Performance can be on their customers, salary or

others. Chaudhary and Sharma (2012) argued that

employee with high motivation tend to have higher

productivity than low motivation. Motivation might

be linked to satisfaction which makes them happy, it

will result in enhancing productivity. A highly

motivated employee attempts to demonstrate good

responsibility for their jobs. Employee with good job

performance will result in increasing value to the

organization. The issues about employee motivation

frequently associates with perceived job satisfaction

and employee well-being (Bogdanova &

Naunivska,2008).

A motivated person demonstrates his or her

strong effort to achieve organization goals with the

best way (Owusu,2012). Employee with high level

motivation shown the best fit individuals by

resulting in good outcomes (i.e. performance) which

in turn achieving organizational goals. Motivated

workers are likely to affect increasing job

performance. Therefore, attempts to increase job

performance can be taken into account by increasing

employee motivation. The the hypotheses can be

proposed:

H2 : Motivation is positively influence job

performance

Work Motivation as Moderator

Training is defined as the organized activity aimed

at imparting information or instructions to improve

the recipient’s performance. (Saeed et al, 2012).

Training can be said as effort to improve level of

knowledge or skill by giving opportunity to

employee to participate. Employees motivations are

increased when the organization empower them.

When they are empowered, then they did well.

Kreitner (1995) describes the psychological way that

gives the purpose and direction to behaviour.

Training can be directly to link with job

performance because it is likely to enhance the

knowledge towards the job. It also increases the

efficiency of work and contributes to the success of

organization. Importance of training cannot be

neglected in any organization worldwide. By

participating in training employees become more

efficient in their jobs and they are likely to give

better results. Deficiencies and discrepancies are

identified first and with the help of training

programs employees become able to do work well.

By introducing more training programs in the

organization employees perceive organization

providing opportunity to increase knowledge and

skill. Training affects the performance positively

only when organization found appropriate personnel.

It is a set of energetic forces that originate inside the

persons to initiate behavior and to determine the

direction, intensity, form and duration. Motivation is

the willingness to exert high levels of effort to reach

organizational goals, conditioned by the effort's

ability to satisfy some individual need. Motivation

has a significant importance on the performance of

employees. But if the right person for the right job is

not selected then motivation will be having no effect

or zero effect on employee’s job performance.

The studies by Roos and Van Eeden (2013) and

Soliha et al (2014) have been considered motivation

as a moderating variable to explain whether

motivation can strengthen relationship between

training and job performance. Then, the hypothesis

can be proposed:

H3 : The relationship between training and job

performance is positively moderated by work

motivation

Figure 1: Theorical Framework

3 RESEARCH METHOD

The design of this study uses a quantitative approach

to the type of survey research. The survey was

conducted in Regional Hospitals in West Sumatra

Province. There were four hospitals involved in the

this research with total number of respondents is 174

nurses. The data was analysed by using SPSS 20

includes analysis of the respondent’s characteristic.

Measurement variable of training consisted of 15

items of 5 point likert scale which was adapted from

Khanfar (2014). Job performance as dependent

variable was measured using 22 items with 5 point

likert scale. The instrument was adapted from Al-

Homayan, Samsuddin and Islam (2013). Work

Performance

vat

The Role of Work Motivation as Moderator in the Relationship between Training and Job Performance: A Study in Regional Hospital in

West Sumatra Province

1343

Motivation as moderator variable instrument was

adapted from Negarandeh & Ghasemi (2015)

consists of 17 items. All research instruments using

5 point Likert Scale (1= strongly disagree, 2=

disagree, 3= neutral, 4= agree, and 5= strongly

agree). Checking for data entry also was conducted

before data enters in subsequent analysis.

4 ANALYSIS

Testing the hypotheses was conducted by using

moderated regression analysis. It began from

checking for data entry. The reliability of each

construct was assessed using cronbach alpha. Hair et

al. (1998) suggested that usual lower limit for

Cronbach alpha is .70, but in exploratory research

this limit may decrease to .60). The constructs of

training, work motivation, and job performance

demonstrated good reliability. The psychometric

properties of variables are reported in Table 1.

Table 1 The Psychometric Properties of Variables

Variable 1 2 3

Cron

bach Mean SD

Training

(1)

811

3.94 .46

Work

Motivati

on (2)

.46

8**

- .

785

3.85 .59

Job

Perform

ance (3)

.35

3**

.442* -

886

3.72 .64

Further, this research is also aimed to exam the

impact of moderating variable (i..e. work

motivation) between training and job performance. It

is purported to asses the interaction effect of

moderating variable.

Table 2: F-test for overall model

R R-

Square

F Significan

.332 .164 5.088 0.01

F Test aims to know the impact of independent

variables (include moderating variable) in overall

toward dependent variable. The result indicates that

overall independent variables have impact on

dependent variable.

Table 3: Regression Analysis

Variable

Job Performance

Model 1 Model 2 Model 3

Step 1: Training

(T)

.116** .124* .174**

Step 2: Main

Effect of Work

Motivation

(WM)

.225** .155*

Step 3:

Interaction

Training x

Work

Motivation

(T*WM)

.311**

Overall F 1.156 2.334** 5.088**

R ² .021 .065 .164

F Change 1.178** 2.754**

R ² Change .044 .099

Note: N = 174. Entries are standardized regression

coefficients.

Variables are standardize.

* p ≤ .05. ** p ≤ .01

In order to test the interaction effects of training

and work motivation, regression analysis was

conducted with three steps (Table 3). Multiplicative

terms for the standardized independent variables

were created, as suggested by Cohen and Cohen

(1983). Then, the standardized independent variables

were included into the equation in three steps. Step

1, regression equations were computed by entering

independent variable in the regression analysis, then

step 2, it was followed by moderator variable.

Finally, interaction effect of independent variable

and moderator variable was computed in step 3 (see

table 2). In the step 2, regression showed the

incremental variance accounted for by interaction

effect of training and work motivation was

significant forjob performance ( ∆ F=2.754, p ≤

.01). The results supported that job performance

significantly influenced on work motivation.

Training are found significantly influence on job

performance. The finding also supports that work

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

1344

motivation significantly moderates relationship

between training and job performance.

5 RESULTS

In this research, there are 200 questionnaires

distributed in the hospitals, however there were 174

returned questionnaires. There were173

questionnaires are proceeding in to the next process

(respond rate 86,5 %). The summary of

respondent’s characteristics was in the Table 4.

Table 4: Respondents Characteristic

Characteristics Result

Gender Female (85,5%)

Education Background Diploma III (53,8%)

Age >35 (38,7%)

Marital Status Married (83,8%)

Employment Status Civil Servant (65,3%)

Working Experience 6-10 years (31,8%)

Income/Month 2.000.000-4.000.000

(42,2%)

Ever Taken Training

or Not

Taken (95,4%)

Training Match or Not Match (97,1%)

Numbers of Training <3 times (44,5%)

Type of Training Skill for Nurses

(69,4%)

Benefit of Training Useful (60,1%)

6 DISCUSSION

The Effect of Training on Job Performance

Testing of the hypothesis found that training has

positive relationship to job performance. Impact of

training can improve employee’s performance

towards the job. This research indicated that training

increases the job performance. Training also aims to

increase the professional knowledge to accomplish

the jobs. The training is purported to improve

behavioral aspects of employee to increase

effectiveness working with groups or teams (Abu

Snenah and Al Farisy, 2003, p. 201).

Training is needed to increase employee

performance. In the case of health-care industry

(e.g. hospital), role of training is crucial to improve

nurse’s skill. The finding noted that the nurses who

have obtained the training would feel the training

was match with their current job and it could

increase their ability. It can be concluded that the

more frequent nurses get training, the more they get

new skills and get developed. Lack of training of

nurse might result in low level competency which in

turn affects the performance. The nurses in a

hospital does not stay in one unit. They often rotate

to other units in the hospital. For example in

emergency unit, not all nurses that rotate can get this

position except nurses that have been trained in

emergency training. To some extent only nurses

with high skill can get particular unit (e.g. operation

room) because the position needs specific skills and

high risk for the patient. Employee training and

development refers to a systematic process of

learning and development to upgrade the

effectiveness of a single worker, a group, or an

organization (Aguinis & Kraiger, 2009). The result

of current study consistent with study conducted by

Mia et al (2009). Their study in the context

educational industry noted that impact of training

able to improve teacher’s performance and

productivity. Ghannam et al (2010) also supported

effect of training and job performance is exist. The

employees obtained training would also demonstrate

higher level the organizational commitment.

Employees motivations are increase when the

organization able to empower them.

The Effect of Work Motivation on Job

Performance

An examination relationship between work

motivation and job performance found that work

motivation significantly influenced on job

performance. Motivation is internal power that

energize worker to behave. According to Chaudhary

& Sharma (2012), motivation is internal energy that

drive workers to take action. Work motivation is the

process that includes individual’s intensity, direction

and persistence of effort in order to achieve the goal.

Workers can be intrinsically motivated by

demonstrating persistence when encountering

obstacles and challenges (Utman, 1997), and they

will devote greatertime and attention to accomplish

jobs (Deci & Ryan, 2000; Hackman & Oldham,

1980). It should enhance his or her job skills.

Employee with high motivation tend utilize

feedback from supervisor to improve learning and

future development. It can argue that motivation

determines how much efforts of the nurses to

increase their job performance which in turn lead to

a successful service of a hospital.

The Role of Work Motivation as Moderator in the Relationship between Training and Job Performance: A Study in Regional Hospital in

West Sumatra Province

1345

The current finding strengthen that employees

with high level of motivation lead to better job

performance. Chaudhary and Sharma (2012) argued

that the higher level of employee motivation, the

more productive the workers. The situation might be

linked to feeling satisfisfaction and happy of the

workers. The current finding noted there is direct

effect of employee motivation on job performance.

It is in line with study conducted by Chaudhary and

Sharma (2012) that argued employees with high

level motivation frequently attempts to accomplish

every aspect in their duties. Increasing job

performances would lead to higher productivity of

organizations.

Work Motivation as Moderator between training

and job performance

The result of testing hypotheses supported the role

of work motivation can be moderator between

training and job performance. The effects of training

on employee’s job performance demonstrated that

training able to increase job performance.

Nevertheless, the impact might contingent on level

of work motivation. The greater level of employee

work motivation would lead to higher job

performance. Employees with low level work

motivation would lead to increase job performance,

however the impact will be greater when the

employee have higher level of work motivation. It

also increases the efficiency of work and contributes

to the success of organization. Importance of

training cannot be neglected in any organization

worldwide. Training is efforts to enhance employee

skill and knowledge in order to improve

productivity. The recent finding notes that work

motivation functions as strenghtening effect of

training on job performance. The motivation is

needed to increase job performance of nurses who

obtained the training. Effect of training on job

performance contingents on work motivation.

Worker with high level motivation will demonstrate

stronger effect of training on job performance than

worker with low level motivation. Training helps

nurses to understand their duties and responsibilities

while improving technical and managerial skills.

The hospital also send a message that the

organization values progress, both in organizational

achievements as well in the careers of its people,

especially nurses. This can be the way of the

hospital to appreciate nurses. By this way the nurses

feel their hard-work is appreciated by the hospital.

Nurses who have obtained training can effectively

do their job and increase their job performance. By

giving training for the nurses, they will get ready

things on track to increase work quality and

incomes.

7 CONCLUSIONS

This research is a quantitative research using

primary and secondary source of data to exam the

role of work motivation as a moderator between

training and job performance. The surveys were

aimed to nurses in regional hospital in West Sumatra

Province. The result indicates that training positively

impacted on job performance. It is happened

because most of the nurses already taken training.

The training able to improve the nurses’ skills which

directly affected on their job performance. Further,

the result indicated that work motivation positively

influenced on job performance. Many factors

contribute to work motivation of nurses included

basic salary. The result indicated that the effect of

training on job performance will depend on the level

of employee’s motivation. It can be argued that work

motivation is needed to enhance job performance of

nurses after they get training. In general, work

motivation and training significantly impact on

enhancing job performance of nurses. The research

provides several implications for improvement of

better understanding job performance of nurses. To

increase job performance of nurses the hospital have

to increase the frequency of training, especially for

nurses. In order to make the training become

effective, the management have to allocate budget

for employees that will be trained or to held a

training in the hospital. There are some implications

of this research regarding effort to improve

performance. First, conducting training needs

analysis to find the need of training. Choosing

candidate that will be trained also have impact that

will make training become effective, candidate that

will be trained have to match with her/his abilities.

Second, the need of the training that suitable with

job and abilities of each trainee. Lastly, the hospital

have to evaluate the nurses after they get trained. By

evaluating the training programs, the hospital

management could measure whether the training

effective or not and also to evaluate the performance

of nurses after getting training.

Work motivation have direct influence on job

performance, meanwhile work motivation as

moderating variable did not have influence on job

performance. Work motivation of nurses can be

influenced by source of motivation where it is

internal and external. Intrinsic motivation such as

opportunity for growth, responsibility, achievement

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

1346

and recognition. Extrinsic motivation such as job

security, salary, working conditions and company

benefits. Both intrinsic and extrinsic motivation can

be controlled by hospital, for example like create a

comfortable workplace for nurses, giving

compliance when the nurses achieve something and

fully responsible to their job, increase their salary,

create more opportunity to promote them self to

higher position in hospital and giving reward for

nurses that have high achievement

REFERENCES

Aguinis, H. & Kraiger, K. (2008). Benefit of Training and

Development for Individual and Teams,

Organizations and Society. Annual Review of

Psychology 60 (1): 451-474

Al-Homayan et al. (2013). Impacts of Job Performance

Level of Nurses in Public Sector Hospitals.

American Journal of Applied Sciences. 10 (9):

1115-1123, 2013

Arthur, W., Bennett, W., Edens, P.S., & Bell, S.T. (2003),

Effectiveness of training in organizations: a meta-

analysis of design and evaluation features. Journal

of Applied Psychology, Vol. 88 No.2, pp.234-45.

Bogdanova, A., Enfors, H., & Naumovska, S. (2008).

Work environment stressors-The link between

employees’ well-being and job performance?

Bachelor dissertation, Jönköping University.

Becker. (1975). Does Training Generally Work? The

Returns to In-Company Training: Industrial and

labor Relation Review, Vol. 54, No. 3. Cornell

University.

Bolino, M. C. (1999). Citizenship behavior and impression

management: Good soldiers or good actors?

Academy of Management Review, 24, 82-98

Broad, L.M. and Newstrom, W.J. (1992). Transfer of

Training. New York.

Chaudhary.N., & Sharma. B (2012). Impact of Employee

Motivation on Performance (Productivity). In

Private Organization. International Journal of

Business Trends and Technology, Vol 2, Issue 4-

2012.

Dongho, K. (2006). Employee motivation: Just ask your

employees. Seoul Journal of Business, Vol. 12,

No. 1, pp. 19-35.

Eby, L. T., Freeman, D. M., Rush, M. C., & Lance, C. E.

(1999). Motivational bases of affective

organizational commitment: a partial test of an

integrative theoretical model. Journal of

Occupational and Organizational Psychology, 72,

463–483.

Ghannam. (2010). The impact of training on the

performance of employees in the insurance sector

of the Palestinian. Unpublished research, An-

Najah University, Nablus, Palestine.

Gordon, B. (1992). Are Canadian firams under investing

in training? Canadian Business Economics, Vol 1,

No 1, 25–33.

Greenhaus, J.H., & Parasuraman, S. (1999). Research on

work, family and gender: current status and future

directions. In G.N. Powell (Ed.). Handbook of

gender and work. Thousand Oaks, CA: Sage.

Hackman, J. R., & Oldham, G. R. (1980). Work redesign.

Reading, MA: Addison- Wesley.

Hair, Josep F. Anderson, Tatham, (1998). Multivariate

Data Analysis With Readings, 3rd Edition. New

York: Mcmilan Publishing Company.

Ilardi, B. C., Leone, D., Kasser, R., & Ryan, R. M.

(1993). Employee and supervisor ratings of

motivation: Main effects and discrepancies

associated with job satisfaction and adjustment in

a factory settiournal of Applied Social Psychology,

23, 1789-1805.

Jacobson, W., Rubin, E., & Selden, S. (2002). Examining

training in large municipalities: Linking individual

and organizational training needs. Public

Personnel Management, 31(4), 485-506.

Janssen PPM., De Jonge J., Bakker AB. (1999). Specific

determinants of intrinsic work motivation,

burnout, and turnover intentions: a study among

nurses. Journal of Advanced Nursing,

296(6):1360-9.

Khanfar, S. M. (2015). Training and its Important in the

Efficiency of Employees' Performance in Five –

Star Hotels in Jordan. Journal of Business Studies

Quarterly, Vol 6, No 2.

Kreitner, R. (1995). Management (6th ed.). Boston:

Houghton Mifflin Company.

Lobel, S.A.(1999). Impacts of diversity and work-life

initiatives in organizations. In G.N. Powell (Ed.).

Handbook of gender and work, pp: 453-476,

Thousand Oaks, CA: Sage.

Lobel S.A., and Kossek, E.E. (1995). Human resource

strategies to support diversity in work and personal

lifestyles: beyond the “family friendly”

organizations. In E.E. Kossek, & S.A. Lobel (Eds.)

Managing diversity: Human resource strategies

for transforming the workplace, pp. 221-

243.Cambridge, MA: Blackwell.

Levy-Leboyer, C. (1988). Looking at work motivation

from a wider angle. Br J Guid Couns, 16, 242-249.

Mia et al. (2009). Measuring the impact of training on the

performance of workers an Empirical Study of the

Directorate of Education in Al Buraimi

Governorate in the Sultanate of Oman. Economic

Sciences, Legal, 31(1).

Negarandeh, R. et all. (2015) Motivating Factors among

Iranian nurses. Iranian Journal of Nursing and

Midwifery Research, Vol 20, No 4, pp 436-441.

Owusu, T. (2012). Effects of motivation on employee

performance: A case study of Ghana commercial

bank, Kumasi zone. Doctoral dissertation, Kwame

Nkrumah University of Science and Technology.

Roos, W. & Van Eeden (2013). The Relationship Between

Employee Motivation, Job Satisfaction and

The Role of Work Motivation as Moderator in the Relationship between Training and Job Performance: A Study in Regional Hospital in

West Sumatra Province

1347

Corporate Culture, SA Journal of Industrial

Psychology, 34 (1), 54-63.

Shirom A., Westman M., & Melamed S. (1999). The

Effects of Pay Systems on Blue-Collar

Employees’ Emotional Distress : The Mediating

Effects of Obective and Subjective Work

Monotony. Human Relations. Vol . 52.

Soliha, E., Dharmmesta, B. S., Purwanto, B.M.

&Syahlani, S.P. (2014). Message Framing, Source

Credibility, and Consumer Risk Perception with

Motivation as Moderating Variable in Functional

Food Advertisements, American International

Journal of Contemporary Research. Vol 4, No 1,

pp. 193-208.

Stavrou, E. T., Charalambous, C., & Spiliotis, S. (2007).

Human resource management and performance: A

neural network analysis. European Journal of

Operational Research, Vol 181, Issue 1, pp. 453-

467

Tarawneh, T. (2009). The obligation to apply the stages of

training and its impact in the field of performance

of employees. Arab Journal of Security Studies

and Training, Vol 26, No 51.

Tzeng, H.M., (2002) The influence of nurses’ working

motivation and job satisfaction on intention to quit

: an emplirical investigation in Taiwan.

International Journal of Nursing Studies, Vol 38,

No 8, pp. 867–878

Wiley, C. (1997). What motivates employees according to

over 40 years of motivation surveys. International

Journal of Manpower, Vol. 18, No. 3, pp. 263-

280.

Bogdanova, A., Enfors, H., & Naumovska, S. (2008).

Work environment stressors-The link between

employees’ well-being and job performance?

(Bachelor dissertation, Jönköping University,

2008).

Becker. (1975). Does Training Generally Work? The

Returns to In-Company Training: Industrial and

labor Relation Review. Vol. 54, No. 3, Cornell

University.

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

1348