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worth with the tasks performed and the organi-
zations did not know how to give motivations to
the employees directly when they achieve success.
Parts from that, most of researches conducted
are focused solely on the influence of rewards and
motivation thus ignored the importance of meas-
uring other factor such as empowerment and the
organization itself. In view of the above discussion,
this study appears with the main objective in exam-
ining the relationship of each determinant factors
of job performance towards employee satisfaction
at IYC.
employees in their performance (Allen & Kilmann,
2001). When the employees are satisfied with their
performance personally, they will become moti-
vated because it was based on their efforts.
Motivation is defined as the process that initi-
ates, guides and maintains goal-oriented behaviors.
Motivation is what causes us to act, whether it is
getting a glass of water to reduce thirst or reading
a book to gain knowledge (Cherry, 2013, April 16).
Therefore, motivation is one of the job perform-
ance factors that can lead to employee satisfaction
in the long term because motivation comes from
the employee's soul and intention to perform the
tasks.
2 LITERATURE REVIEW
2.1
Job performance
Job performance is known as the individual effi-
ciency in both quantitative and qualitative aspects
of the job expected of an employee and how
well those activities were executed and whether
the employees are meeting the job duties and the
policies and standards of their organization while
doing their job. Job performance depends upon
the environment of office, work settings and the
social relations (Coetzer & Rothmann, 2006). Job
performance is an important factor for individual
work effectiveness evaluation. Thus, an organiza-
tion's success or failure depends much on employ-
ee's job performance because employees are the
heart of the organization.
Munchinsky (2003) stated that job perform-
ance is the set of worker's behaviors that can be
monitored, measured, and assessed accomplish-
ment in individual level. Thus, job performance
is really important not only for the organization's
future but also for the employee's future itself. This
is because employees with higher job performance
have the opportunity to get promoted in view of
they have all the competencies required.
2.2
Empowerment
The concept of employee's participation has been
a focus for research and practiced for many years.
It has taken many different forms, which get the
employees' involvement and participation in deci-
sion-making concepts. Empowerment involves the
employees being provided with a greater degree
of flexibility and more freedom to make deci-
sions relating to work. Employee empowerment
is thought to enhance job satisfaction among the
employees. Empowerment can create a positive
effect on perceived service quality and job satisfac-
tion (He, Murrmann & Perdue, 2010).
Empowerment is also based on the idea that
giving employees skills, all the conveniences that
facilitate the employees, the power, chance and
motivation as well as holding them responsible and
accountable for outcomes of their actions that will
contribute to their competencies and satisfaction.
On the other hand, empowerment is the combina-
tion of the psychological state of a subordinate,
which is influenced by the empowering behaviors
of supervisors (Lee & Koh, 2001).
2.3
Work environment
Working environment can be defined as the sur-
rounding of an employee in a certain work area
and can be divided into two categories which are
physical and non-physical. Elements of the physi-
cal condition include equipment, setting, cubes,
tables and other tangible equipment, while the
non-physical includes privacy, noise and conver-
sations. When the employees are comfortable in
their working place, they will increase their level of
improvement in order to treat customers and meet
customer's requirement.
Employee's performance in perform their job
to meet customers satisfaction have the aspect
of innovative and creativity in the working envi-
ronment. Politis (2005), stated that the employee
performs the better work based on their creativity
2.1.1
Rewards and motivation
Rewards are objects or events that make people
come back for more. Rewards are crucial for sur-
vival and used for behavioral choices that maxi-
mize them (Schultz, 2007, 16 April). According to
Mahaney and Lederer (2006), organization offers
intrinsic and extrinsic rewards to the employees
for the purpose of improving employees' per-
formance. An intrinsic reward is an intangible
award of recognition or a sense of achievement
motivation, and when someone is satisfied with
what they had achieved. An extrinsic reward is
an award that is tangible or physically given to a
person for accomplishing something as recogni-
tion of one's efforts. Organizations are responsible
in ensuring the rewards are aligned and consistent
with organization's strategy in order to motivate
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