Training Effectiveness and Work Motivation on Employee Performance: The Mediating Effect of Job Satisfaction

Althon Karaman Pongtuluran; Jens Batara Marewa

doi:10.37641/jimkes.v14i2.5161

Authors

Althon Karaman Pongtuluran Universitas Kristen Indonesia Toraja, Indonesia
Jens Batara Marewa Universitas Kristen Indonesia Toraja, Indonesia

DOI:

https://doi.org/10.37641/jimkes.v14i2.5161

Keywords:

Employee Performance, Job Satisfaction, Mining Industry, Training Effectiveness, Work Motivation

Abstract

The increasing complexity and volatility of the global extractive industry have made employee performance a critical determinant of organizational sustainability, particularly in technology-intensive mining companies. This study investigates the mechanical influence of training effectiveness and work motivation on employee performance, positioning job satisfaction as a pivotal mediating factor. Utilizing a quantitative approach with Partial Least Squares-Structural Equation Modeling (PLS-SEM), data were garnered from 354 validated respondents across mining and smelting sites via structured questionnaires. Empirical findings demonstrate that both training effectiveness and work motivation exert a positive and significant impact on employee performance. Notably, job satisfaction was identified as the most dominant predictor and a partial mediator that substantively amplifies the impact of managerial interventions on operational outputs. The inner model evaluation confirms a robust predictive power of 72.4%, asserting that production efficiency in the extractive sector depends not merely on technological sophistication but is fundamentally determined by the emotional validation and psychological well-being of the workforce. This study provides strategic implications for organizational leaders to integrate satisfaction metrics into competency development programs to ensure long-term performance resilience.

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