THE INFLUENCE OF WORK MOTIVATION AND ORGANIZATIONAL COMMITMENT ON PERFORMANCE THROUGH JOB SATISFACTION (A STUDY ON PROFESSIONAL ASSISTANTS OF THE MINISTRY OF VILLAGE IN KONAWE DISTRICT)

This study aims to examine the impact of Work Motivation and Organizational Commitment on Performance through Job Satisfaction among the Professional Support Staff at the Ministry of Village in Konawe Regency. The population in this research consists of 119 Professional Support Staff members at the Ministry of Village in Konawe Regency. Data analysis for this study utilized SmartPLS version 3.0. The results of this research indicate that Work Motivation has a positive and significant influence on job satisfaction. Organizational commitment also has a positive and sigwnificant influence on job satisfaction. Work Motivation has a positive and significant influence on performance. Organizational commitment similarly has a positive and significant influence on performance. Job satisfaction has a positive and significant influence on performance. Work Motivation has a positive and significant influence on performance through job satisfaction. Organizational commitment also has a positive and significant influence on performance through job satisfaction .


INTRODUCTION
Human resources (HR) is one of the crucial factors that cannot be separated from any organization, be it an institution or a company.HR is also a key determinant of a company's development.Essentially, HR consists of individuals employed in an organization as drivers, thinkers, and planners to achieve the organization's goals.
Professional Support Staff is a human resource with qualifications and competencies in the field of community support and empowerment.Village support aims to accelerate village development to achieve the well-being of the community.Increasing awareness and participation of the village community in participatory village development also need to be nurtured for the progress of the village.The presence of village support is expected to create participatory development from the village government and the community.
Performance is the comparison between actual work results and set standards; it is also referred to as work achievement.Every organization strives to continually improve the performance of its employees, aiming to achieve the goals set by the organization (Cizek, 2001).Adhari (2021) explains that in enhancing employee performance, high motivation is crucial.Motivation provides individuals with reasons to work well according to established procedures, standards, and targets.Motivation is the driving force for someone to work, such as a high salary, supportive leadership, adequate work facilities, a comfortable working environment, and pleasant colleagues, among other factors.esearch by Saputra and Mulia (2020) shows that work motivation significantly influences performance, indicating that good work motivation enhances performance.
Organizational commitment is a state where an employee favors a particular organization and is willing to maintain membership in that organization along with its goals and desires.Putra et al. (2019) demonstrate that organizational commitment significantly influences performance, as strong commitment to the organization encourages employees to work loyally, thereby improving their performance.
Furthermore, job satisfaction is necessary to enhance performance.Individuals are driven to work or engage in activities because they expect it to lead to better and more satisfying conditions than the current ones.Thus, job satisfaction is crucial for an organization because one symptom of organizational instability is low job satisfaction.Research by Rosmaini and Tanjung (2019) finds that job satisfaction significantly influences performance; the more satisfied individuals are with their work, the more likely human resources in the organization will improve their performance.
The researcher also found inconsistencies in previous research findings, such as Rivaldo and Ratnasari (2020) stating that work motivation is significant for satisfaction, while Adam and Efni (2021) found the opposite or non-significant relationship.Additionally, Wahab (2021) found organizational commitment to be significant for job satisfaction, but Kambey and Trang (2016) found it nonsignificant.Asi and Gani (2021) found work motivation to be significant for performance, but Putra (2021) found it non-significant.Suhardi et al. (2021) found organizational commitment to be significant for performance, while Liana (2015) found it non-significant.
Based on the Village Facilitator Performance Assessment Indicators, it is known that the indicators of loyalty to work, initiative and innovation, expansion of collaboration networks and accuracy of daily reports have inadequate and sufficient criteria, meaning they are still not optimal or good.
There is still a research gap between previous studies and empirical phenomena, making it intriguing to conduct a study on the influence of Work Motivation and Organizational Commitment on Performance through Job Satisfaction of Professional Supporting Staff in the Ministry of Village in Konawe Regency.

LITERATURE REVIEW Work Motivation
Maslow's hierarchy of needs, as mentioned by Robbins (2018: 78), states that motivation is based on a hierarchy of needs arranged by their priority levels.When lower-level needs are satisfied, it creates a demand for fulfilling behaviors related to higher-level needs.The measurement used in this study refers to McClelland's theory (1979), which includes the Need for Achievement (nAch), which is the drive for excellence, to achieve in relation to a set of standards, and to strive for success.The Need for Affiliation (nAff) is the desire for friendship and closeness in interpersonal relationships.The Need for Power (nPow) is the need to influence others to behave in ways they would not choose themselves.Gibson et al. (2014) state that motivation is an attitude that tends to influence someone to act in a way directed toward a specific goal.Motivation is a process that begins with physiological or psychological deficiencies or needs,

Performance
Performance is a representation of the level of achievement in implementing an activity/program/policy to realize the goals, objectives, mission, and vision of an organization outlined in its strategic planning.Performance is often used to refer to the success or achievement level of an organization (Supraja, 2019).Performance can be assessed only if there are predetermined success criteria, such as specific goals or targets.Each employee in an organization is expected to contribute positively through good performance, as organizational performance depends on the performance of its employees.Indicators used include the Minister of Village Decision (KepmenDesa), Development of Underdeveloped and Transmigration Areas (PDTT) of the Republic of Indonesia (RI) Number 143 Year 2022 About Technical Instructions (Juknis) for Village Community Assistance (Permendes), namely loyalty to work, initiative and innovation, expansion of collaboration networks, accuracy of daily reports, and capacity as a Professional Support Staff.

RESEARCH METHODS
This study is an explanatory research type, explaining the relationship between the studied variables and the connection between one variable and another through the testing of formulated hypotheses.The sample in this research is all 119 Professional Support Staff at the Ministry of Village in Konawe Regency.Data collection is done through the distribution of questionnaires, using Likert scale 1-5 for measurement.

Measurement Model Evaluation
Convergent validity is assessed by examining item reliability (validity indicators) indicated by the loading factor values.The loading factor is a number that shows the correlation between the score of a question item and the score of the indicator construct measuring that particular construct.A loading factor value greater than 0.7 is considered valid.Cronbach's alpha measures the lower limit of the reliability value of a construct, while composite reliability measures the actual reliability value of a construct.Composite reliability is considered better in estimating the internal consistency of a construct.The rule of thumb for Cronbach's alpha and Composite Reliability is that values greater than 0.7 are considered valid.Each variable will be explained as follows: Table 1

Evaluation of Goodness of Fit Model
After testing the outer model and meeting the criteria for convergent validity, discriminant validity, and composite reliability, the next step is to conduct testing on the structural model or Inner Model.The R-Square values can be used to explain the influence of a specific exogenous latent variable (X) on an endogenous latent variable (Y) to determine if it has a substantive impact.According to Chin (1998), the R-Square value is categorized as strong if it is greater than 0.67, moderate if it is greater than 0.33 but lower than 0.67, and weak if it is greater than 0.19 but lower than 0.33.The results of the data analysis can be seen in the following table: The table explains that the R-Square value for job satisfaction is 0.686, indicating that the changes in work motivation and organizational commitment can be explained by job satisfaction to the extent of 68.6%.Therefore, it can be concluded that job performance has a strong influence.Meanwhile, the R-Square value for the performance of professional support staff is 0.795, meaning that changes in work motivation, organizational commitment, and job satisfaction can be explained by the performance of professional support staff to the extent of 79.5%.Hence, it can be concluded that performance has a strong influence.
Next is the testing of predictive relevance or Q-Square for the structural model.The purpose of predictive relevance testing is to assess how well the observation values generated by the model and its parameter estimates perform.If the Q-Square value is greater than 0, it can be stated that the model has predictive relevance.To calculate the Q-Square value, the formula can be applied: Based on the calculation results of perception data, it is known that the value of predictive relevance (Q2) is 0.805.This means that the accuracy or precision of this research model can explain the diversity of variables such as work motivation, organizational commitment, job satisfaction, and the performance of professional support staff to the extent of 80.5%.The remaining 19.5% is explained by other variables that are not included in this research model.

Research Hypothesis Testing
In this research, hypothesis testing is conducted using the Partial Least Square (PLS) analysis technique.The use of Partial Least Square (PLS) is for prediction.The following is the schema of the proposed PLS program model: .  The influence of work motivation on job satisfaction shows an original sample value of 0.395 and is positively signed, meaning that the better the work motivation, the better the job satisfaction.The P Values is 0.000, which is smaller than 0.05.The value indicates that work motivation significantly influences job satisfaction.Therefore, the first hypothesis proposed in this study is accepted.
The influence of organizational commitment on job satisfaction shows an original sample value of 0.563 and is positively signed, meaning that the better the organizational commitment, the better the job satisfaction.The P Values is 0.020, which is smaller than 0.05.The value indicates that organizational commitment significantly influences job satisfaction.Therefore, the second hypothesis proposed in this study is accepted.
The influence of work motivation on the performance of Professional Support Staff shows an original sample value of 0.318 and is positively signed, meaning that the better the work motivation, the better the performance of Professional Support Staff.The P Values is 0.009, which is smaller than 0.05.The value indicates that work motivation significantly influences the performance of Professional Support Staff.Therefore, the third hypothesis proposed in this study is accepted.
The influence of organizational commitment on the performance of Professional Support Staff shows an original sample value of 0.208 and is positively signed, meaning that the better the organizational commitment, the better the performance of Professional Support Staff.The P Values is 0.021, which is smaller than 0.05.The value indicates that organizational commitment significantly influences the performance of Professional Support Staff.Therefore, the fourth hypothesis proposed in this study is accepted.
The influence of job satisfaction on the performance of Professional Support Staff shows an original sample value of 0.482 and is positively signed, meaning that the better the job satisfaction, the better the performance of Professional Support Staff.The P Values is 0.000, which is smaller than 0.05.The value indicates that job satisfaction significantly influences the performance of Professional Support Staff.Therefore, the fifth hypothesis proposed in this study is accepted

Figure
Figure 1: Construct Model

Table 2 .
R-Square Value

Table 3 .
Direct Effect Hypothesis Test Results