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Prajitno, A. S., & Nirbito, J. G. (2021). Factor Analysis on the Motivation of Driver-Partners to Design an Effective Reward System (a Study at PT HSA Surabaya). KnE Social Sciences, 5(5), 342–353. https://doi.org/10.18502/kss.v5i5.8821

https://doi.org/10.18502/kss.v5i5.8821

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authors

  • Aditia Sugiarto Prajitno

    Aditia Sugiarto Prajitno

    Faculty of Management and Business, Magister Management Program, Universitas Ciputra Surabaya, Indonesia
  • Johannes Gerardus Nirbito

    Johannes Gerardus Nirbito

    Faculty of Management and Business, Magister Management Program, Universitas Ciputra Surabaya, Indonesia

Published Date

  • Mar 22, 2021

Factor Analysis on the Motivation of Driver-Partners to Design an Effective Reward System (a Study at PT HSA Surabaya)

KnE Social Sciences / 7th International Conference on Entrepreneurship (7th ICOEN) / Pages 342–353

Abstract

This study analyzed factors that form the work motivation of driver partners in designing an effective reward system. This study used Exploratory Analysis Factor. The sample of 80 people were PT HSA drivers who worked with the profit-sharing system. The study used a survey questionnaire with a sampling error of 5%. The main factors that affected work motivation were communication, skill and family conditions, and education and labor security factors. It was found that good communication was the spirit of all of the factors that affected work motivation. Therefore, the design of the reward system must accommodate good communication as the main factor.


Keywords: work motivation, work partners, reward system, communication

References
[1] Yusoff, W, F., Kian, T. S. and Idris, M. T. (2013). Herzberg’s Two Factors Theory on Work Motivation: Does its Work for Today’s Environment. Global Journal of Commerce and Management Perspective, vol. 2, issue 5, pp. 18-22.

[2] Chan, L. L. and Idris, N. (2017). Validity and Reliability of The Instrument Using Exploratory Factor Analysis and Cronbachâs Alpha. International Journal of Academic Research in Business and Social Sciences, vol. 7, issue 10, pp. 400–410.