Pengaruh Stres Kerja dan Kompensasi Terhadap Kepuasan Kerja Karyawan pada PT Stanford Teknologi Indonesia

Authors

  • Ayu Silvania Pandiangan Ayu Universitas Bina Sarana Informatika
  • Purwatiningsih Purwatiningsih Universitas Bina Sarana Informatika
  • Ratih Setyo Rini Universitas Bina Sarana Informatika

DOI:

https://doi.org/10.59841/glory.v2i3.1433

Keywords:

Job stress, compensation, and job satisfaction

Abstract

The purpose of this research is to determine the effect of work stress and compensation on employee job satisfaction at PT Stanford Teknologi Indonesia in Jakarta both partially and simultaneously. The data used in this study consisted of primary data collected through questionnaires against 75 respondents distributed to employees who worked at PT Stanford Teknologi Indonesia in Jakarta. The approach used was a quantitative approach and processed using SPSS 26. The results of the study show that work stress and compensation have a significant effect on employee job satisfaction at PT Stanford Teknologi Indonesia in Jakarta.

References

BPK. (2020). Undang Undang Republik Indonesia Nomor 11 Tahun 2020 Tentang Cipta Kerja. Peraturan.Bpk.Go.Id, 052692, 1–1187.

Farisi, S., & Pane, I. H. (2020). Pengaruh Stres Kerja Dan Kompensasi Terhadap Kepuasan Kerja Pada Dinas Pendidikan Kota Medan. Seminar Of Social Sciences Engineering & Humaniora, 407–419.

Primayanti, N. P. H., Parwita, G. B. S., & Rismawan, P. A. E. (2022). Pengaruh Kompensasi dan Stres Kerja Terhadap Kepuasan Kerja Karyawan Pada Yayasan Pendidikan Kertha Wisata Denpasar. Jurnal EMAS Fakultas Ekonomi Dan Bisnis Universitas Mahasaraswati Denpasar, 3(10), 161–170.

Puspita, N. M. D., & Atmaja, N. P. C. D. (2020). Pengaruh Kompensasi terhadap Stres kerja dan Kepuasan Kerja Karyawan. Jurnal Bakti Saraswati, 9(2), 112–119.

Published

2024-07-02

How to Cite

Ayu, A. S. P., Purwatiningsih, P., & Ratih Setyo Rini. (2024). Pengaruh Stres Kerja dan Kompensasi Terhadap Kepuasan Kerja Karyawan pada PT Stanford Teknologi Indonesia. Global Leadership Organizational Research in Management, 2(3), 185–193. https://doi.org/10.59841/glory.v2i3.1433

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