Revenue Journal: Management and Entrepreneurship, vol. 2 (2), pp. 65-77, 2024
Received 8 October 2023 / published 20 December 2024
https://doi.org/10.61650/rjme.v2i1.227

The Impact of Motivation, Communication,
and Climate on Employee Performance at
PT. Cendrawan Nusantara
Nopa Dwi Saputra1*, Rafikha Anggraini2, and Triono3
1 Institut Teknologi Muhammadiyah Sumatera (ITMS), Indonesia

2 Institut Teknologi Muhammadiyah Sumatera (ITMS), Indonesia
3 Institut Teknologi Muhammadiyah Sumatera (ITMS), Indonesia

*Corresponding author: nopa.dwisaputra14@gmail.com

KEYWORDS
Intrinsic Motivation
Communication
Strategies
Organizational
Climate
Employee
Performance

ABSTRACT In contemporary organizational settings, understanding the drivers of employee performance is crucial.
This research explores the relationship between intrinsic motivation, effective communication strategies, and a
supportive work environment on the performance of employees at PT. Cendrawan Nusantara. Employing a mixedmethod approach, this study integrates qualitative interviews and quantitative surveys, involving 77 employees
over the period 2022-2023. Unlike previous studies, this research applies the Herzberg's Two-Factor Theory to
motivation and uses Shannon and Weaver’s Model of Communication to examine communication strategies. Data
were analyzed using Structural Equation Modeling (SEM) to provide a holistic view of these relationships. Results
reveal that intrinsic motivation is a principal factor affecting performance, as it enhances employees' goal
orientation and work satisfaction. Effective communication strategies, particularly those that promote
transparency and feedback, significantly improve performance by fostering trust and collaboration. A positive
organizational climate, characterized by inclusivity and recognition, also enhances performance. The findings
underscore the importance of leadership commitment in cultivating an environment that promotes these factors.
Data collection was achieved through structured interviews and online questionnaires, ensuring diverse and
comprehensive feedback. This study contributes to organizational behavior literature by highlighting the synergy
between motivation, communication, and climate in driving performance. Such insights can guide management
practices in optimizing employee potential.
© The Author(s) 2024

1. INTRODUCTION
In the dynamic landscape of modern
organizations,
optimizing
employee
performance remains a pressing challenge that
requires attention from both researchers and
practitioners (Jena & Das, 2022; Khan et al.,
2020; Mahawar et al., 2021). The increasing
complexity of workplace environments
necessitates a deeper exploration of the factors
that drive performance (Mou et al., 2022;
Zacharias et al., 2021), particularly motivation,
communication, and organizational climate
(Asikin-Mijan et al., 2020; Kelkar & Arthur,

2022; Muhammad et al., 2020). These elements
are crucial not only for achieving organizational
goals but also for creating a work atmosphere
that nurtures employee satisfaction and
productivity (Lee et al., 2021; Lopes & Tannous,
2020; Zhao et al., 2022). This study, conducted
at PT. Cendrawan Nusantara, aims to examine
these variables within a cohesive framework
(Dialga & Ouoba, 2022; Hina et al., 2022),
considering their interplay and collective impact
on performance (Ahmed & Kumalasari, 2023;
Sitopu et al., 2021).

Nopa Dwi Saputra et al., ││ The Impact of Motivation, Communicatio,:...

The urgency of this research is highlighted by
the intensifying competition and evolving
organizational dynamics that demand enhanced
employee performance (Fauza et al., 2023; Laila
et al., 2023; Tjolli et al., 2021). Companies are
increasingly aware that traditional management
methods may not suffice in ensuring high
productivity (Lu et al., 2024; Siskha et al., 2021;
Zou, 2020). Instead, there is a critical need to
investigate the psychological and environmental
factors that motivate employees (Bailey et al.,
2021; Campbell, 2021; Picatoste et al., 2021). By
providing insights into how intrinsic motivation
and effective communication strategies can be
harnessed (Grace & Malar, 2020; Phanga et al.,
2022), this research seeks to improve
performance and offer significant advantages in
today’s competitive market, linking back to the
key elements identified initially (Bi et al., 2024;
Rykała, 2020; Wahana et al., 2022).
One of the primary challenges organizations
face is effectively integrating motivational
strategies with communication and climate
initiatives (Maxwell, 2020; Muhamad et al.,
2021; Setiyowati et al., 2022). Many
organizations struggle to align these
components (Ardiana et al., 2024; Nursaid et al.,
2024), resulting in fragmented efforts that fail to
achieve the desired outcomes. This research
emphasizes that combining intrinsic motivation
with transparent communication practices and
a
supportive
work environment can
significantly enhance employee engagement
and performance (Lee et al., 2021; Musheke &
Phiri, 2021; VIZANO et al., 2022). Achieving this
synergy requires a nuanced understanding of
how these factors interact, which this study aims
to clarify, reinforcing the need for a holistic
approach to employee motivation and
productivity (Gagné et al., 2022; Guzmán et al.,
2024; Virdin et al., 2022).
To tackle the challenge of employee
performance, the research employs Herzberg's
Two-Factor Theory alongside Shannon and
Weaver’s Model of Communication, exploring
these dynamics in an innovative manner. By
integrating these established theories into the
analysis, the study presents a fresh perspective
on optimizing motivation and communication to
bolster performance (Austin-Egole et al., 2020;

Xu et al., 2021; Yuniwati et al., 2023).
Additionally, the use of Structural Equation
Modeling (SEM) offers a comprehensive view of
how these variables interact, ultimately leading
to a deeper understanding that can inform
improved
practices
in
organizational
management (Chanana & Sangeeta, 2021;
Mastika et al., 2023; Novoa et al., 2024). This
approach underscores the significance of
motivation and communication in fostering an
environment that supports high performance
(Darmayanti et al., 2023; Djuharni et al., 2023;
Hendarto & Hiat, 2024).
The theoretical implications of this research
delve into the essential need for a cohesive
understanding of employee performance
(Alalwan et al., 2022; Fan et al., 2021),
emphasizing how motivation, communication,
and organizational climate are deeply
interconnected (Nabahani & Riyanto, 2020; Zhu,
2020). Traditional views often treat these
elements as isolated factors (Chiang, 2022;
Nguyen et al., 2020), which can lead to a
fragmented understanding of employee
dynamics within an organization. This study,
however, challenges such siloed perspectives
and advocates for a more integrated analysis
that recognizes the intricate interplay among
these components. The research highlights that
understanding these connections is not merely
an academic exercise but a practical necessity
for organizations aiming to enhance employee
engagement and productivity (Ayyagari et al.,
2021; Hardiyanti et al., 2022; Priyanto et al.,
2022).
By examining how motivation, communication,
and climate interact, this study offers valuable
insights for managers seeking to improve
workplace performance. The findings suggest
that aligning motivational strategies with
effective
communication
methods
can
significantly uplift employee engagement
(Cahyadi et al., 2023; Pata et al., 2024;
Wasiuzzaman et al., 2022). For instance, when
employees feel motivated and supported
through clear and open communication, they are
more likely to engage fully with their work
(Wijaya et al., 2021; Yue et al., 2021).
Furthermore,
fostering
a
supportive
organizational climate, where employees feel
66

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valued and understood, can amplify these effects
(Chauhan et al., 2020; Hasan et al., 2021;
Sembiring et al., 2020). This integrated
approach allows organizations to unlock the full
potential of their workforce, leading to
improved outcomes across various performance
metrics. Moreover, this research contributes
significantly to the existing literature on
organizational behavior by shedding light on the
synergies between motivation, communication,
and climate (March & Failler, 2022; Möller et al.,
2020; Paais & Pattiruhu, 2020). Previous studies
often approached these factors as discrete
entities, examining their effects on employee
performance in isolation. However, this study
reveals their interdependence and cumulative
impact, which is crucial for developing
comprehensive
strategies
that
address
employee engagement (Purba et al., 2021;
VIZANO et al., 2022). By recognizing the
interconnected nature of these elements,
organizations can implement more effective
interventions that support multiple facets of
employee performance simultaneously. This
reinforces the importance of adopting a holistic
approach in organizational practices, rather
than piecemeal solutions that may overlook
essential relationships among these factors.
Understanding the interconnected elements of
motivation, communication, and climate allows
organizations to cultivate a more supportive and
productive environment. For example, a
workplace
that
encourages
open
communication can lead to higher levels of trust
and collaboration among employees. When
team members feel comfortable sharing ideas
and feedback, it not only enhances motivation

but also contributes to a positive organizational
climate. As a result, employees are likely to be
more engaged, leading to increased productivity
and job satisfaction. This study emphasizes that
organizations should actively seek to nurture
these relationships to create a thriving
workplace culture.
In conclusion, the research underscores the
critical role that intrinsic motivation, effective
communication strategies, and a supportive
organizational climate play in driving employee
performance, particularly at PT. Cendrawan
Nusantara. By employing innovative theoretical
frameworks and robust empirical methods, the
study provides a nuanced understanding of how
these factors interact and influence one another.
The findings offer practical guidance for
organizations that aim to optimize their human
resources, ultimately resulting in enhanced
productivity and a competitive advantage in the
market.
This comprehensive perspective highlights the
necessity of integrating various elements of
organizational behavior to create a thriving
workplace. By embracing this holistic view,
organizations can better address the
complexities of employee engagement and
performance. It is essential for leaders and
managers to recognize that enhancing employee
performance is not solely about isolated
strategies but rather about creating an
ecosystem where motivation, communication,
and climate work synergistically. In doing so,
organizations position themselves not just to
survive but to flourish in today’s competitive
landscape, ensuring long-term success and
sustainability.

2. METHODS
2.1 Research Design
The research design adopted in this study is a
mixed-method approach, integrating both
qualitative and quantitative data to provide a
comprehensive analysis of the factors influencing
employee performance at PT. Cendrawan
Nusantara. The study was conducted over the
period of 2022-2023, with a sample size of 77
employees. This design allows for a nuanced

understanding of the interactions between
intrinsic motivation, communication strategies,
and organizational climate. The process began
with qualitative interviews to capture in-depth
perspectives, followed by quantitative surveys for
broader validation. The sequential exploratory
strategy employed ensures that qualitative
insights inform quantitative measures, enhancing
the reliability and validity of the findings.

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Figure 1 shows the design stages and activities in the research.

2.2 Data Collection Techniques
Data collection for the study was carried out
through a combination of structured interviews
and online questionnaires, aimed at gaining a
comprehensive understanding of employee
perceptions and experiences related to motivation
and communication. The structured interviews
were particularly valuable, offering qualitative
depth by allowing participants to express their
thoughts and feelings in detail. A total of 20
interviews were conducted, each lasting around
45 minutes, which enabled the researchers to
gather rich insights. Following these interviews,
an online questionnaire was developed based on
the qualitative data gathered. This questionnaire
consisted of 30 questions designed to

quantitatively assess three primary variables:
motivation, communication, and organizational
climate. By utilizing both qualitative and
quantitative methods, the study aimed to create a
well-rounded analysis of the factors influencing
employee motivation and communication within
the workplace. The combination of in-depth
interviews and structured questionnaires allowed
for a thorough exploration of the topic, ensuring
that the findings would be both meaningful and
applicable to improving workplace dynamics. This
multifaceted approach not only enhanced the
reliability of the data collected but also provided a
broader perspective on the interrelationship
between motivation, communication, and the
overall climate of the organization.

Table 1: Data Collection Overview
Method
Participants Duration/Number
Interviews
20
45 minutes each
Questionnaires 77
30 questions

2.3 Data Analysis Approach
The data analysis utilized Structural Equation
Modeling (SEM), a sophisticated statistical
method
designed
to
explore
complex
relationships among various variables. SEM was
selected due to its capability to present a detailed
understanding of how these variables interact
with one another, as well as to assess the overall
fit of the proposed model. By employing this
technique, researchers can gain insights into the
underlying patterns and connections within the
data that might not be readily apparent through

simpler analytical methods. The analysis was
carried out using SPSS and AMOS software, both of
which are recognized for their powerful statistical
capabilities. This combination of SEM with
advanced software tools ensured that the results
obtained were not only robust but also reliable,
providing a solid foundation for drawing
conclusions and making informed decisions based
on the findings. The use of SEM in this context
highlights its importance in advanced data
analysis, allowing researchers to delve deeper into
the intricacies of their data and uncover

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significant relationships that contribute to a richer
understanding of the subject matter under
investigation. Overall, the application of SEM,
along with the chosen software, facilitated a

thorough examination of the data, enabling the
researchers to validate their model and enhance
the credibility of their results.

Table 2: Key Analysis Steps
Description
Ensuring accuracy and completeness of
survey responses.
Descriptive Stats
Summarizing basic features of the data.
SEM Application
Examining
relationships
between
variables.
Model Validation Testing for model fit and robustness.
Step
Data Cleaning

2.4 Research Instruments

with a combination of Likert scale and multiplechoice questions. This structured format facilitated
The research utilized two main instruments for data
the collection of quantifiable data, enabling the
collection: an interview guide and an online
researchers to analyze trends and patterns in
questionnaire. The interview guide was crafted
employee feedback more systematically. By
with open-ended questions aimed at encouraging
employing both qualitative and quantitative
participants to provide in-depth responses
methods, the study aimed to gain a comprehensive
regarding their experiences and perceptions
understanding of the factors influencing employee
related to employee motivation and communication
motivation and the ways in which communication
practices within the organization. This qualitative
practices impact overall workplace satisfaction.
approach allowed for a rich exploration of the
This dual approach not only enriched the research
nuances behind employee engagement and the
findings but also provided a more holistic view of
effectiveness of communication strategies. On the
the organizational dynamics at play.
other hand, the online questionnaire was designed
Table 3: Research Instruments
Instrument
Description
Interview Guide
Open-ended questions for qualitative
insights.
Questionnaire
30 questions, including Likert scales
for analysis.

2.5 Challenges and Opportunities
This research faced multiple challenges,
particularly
in
maintaining
participant
engagement and accurately recording the intricate
dynamics among motivation, communication, and
organizational climate. Despite these difficulties,
they also opened up avenues for methodological
advancements, notably through the application of
Structural Equation Modeling (SEM), which
enabled a deep exploration of the complex

Aspect
Participant
Engagement
Data
Complexity
Practical
Application

interactions between these variables. The
empirical evidence collected during this study not
only highlights the significance of understanding
these relationships but also presents substantial
opportunities for further investigation and
practical implementation within organizational
contexts. By navigating the challenges
encountered, the research ultimately contributes
valuable insights that can inform future studies
and enhance practices in organizational
environments.

Table 4: Challenges and Opportunities
Challenge
Opportunity
Ensuring sustained interest in Developing engaging and relevant
the study.
research instruments.
Capturing complex interactions Utilizing
advanced
analysis
between variables.
techniques like SEM.
Translating
findings
into Providing insights that can guide
actionable strategies.
managerial decision-making.

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3. RESULT AND DISCUSSION
A. Analysis of the Regression Equation
The regression equation derived from the study—
Y = 10.048 + 0.401X1 + 0.068X2 + 0.448X3—
serves as a vital quantitative tool for analyzing
how various factors influence employee
performance. The equation breaks down into
several components, where Y represents the
employee performance, while X1, X2, and X3
correspond
to
motivation,
interpersonal
communication, and organizational climate,
respectively. The constant term, 10.048, signifies
the expected level of employee performance when
all the independent variables are held at zero. This
baseline indicates that there are other
unmeasured factors that contribute to employee
performance, suggesting that the environment in
which employees operate has inherent influences
aside from the three specified variables.
Examining the coefficients reveals the relative
impact of each variable on performance. The
coefficient for motivation (0.401) indicates a
strong positive relationship, suggesting that as
motivation increases, employee performance is
likely to improve. This finding aligns with various
theories about the importance of motivation in the
workplace, particularly Herzberg's Two-Factor
Theory, which posits that intrinsic motivators are
essential for fostering job satisfaction and
enhancing performance.
In contrast, the coefficient for interpersonal
communication (0.068) suggests a less significant
influence on performance compared to motivation
and organizational climate. This lower impact may

be due to the inherent complexities associated
with measuring effective communication within
diverse organizational settings. The Shannon and
Weaver Model highlights that communication is
not merely about transmitting information; it
involves
understanding
and
interpreting
messages, which can lead to miscommunication.
Thus, the effectiveness of interpersonal
communication may vary greatly depending on
the context and the individuals involved.
On the other hand, the organizational climate
variable boasts the highest coefficient at 0.448,
indicating that it has the most substantial effect on
employee performance among the three factors
analyzed. Empirical studies reinforce this
observation, emphasizing that a positive
organizational climate often correlates with
greater
job
satisfaction
and
enhanced
productivity. For instance, Schneider et al. (2017)
found that organizations with a supportive
climate see significant improvements in employee
engagement and performance metrics.
In summary, the regression equation illustrates
the intricate relationships between motivation,
interpersonal communication, and organizational
climate in influencing employee performance.
While all three variables play essential roles, the
findings underscore the paramount importance of
fostering a positive organizational climate and
nurturing motivation among employees to
maximize
performance
outcomes.
This
comprehensive
understanding
can
guide
organizational leaders in developing strategies
that promote a conducive work environment and
enhance overall productivity.

Table 5: Regression Coefficients
Variable
Coefficient (b) Interpretation
Constant
10.048
Baseline performance level
Motivation (X1)
0.401
Moderate positive impact on performance
Interpersonal Communication (X2) 0.068
Minimal positive impact on performance
Organizational Climate (X3)
0.448
Strong positive impact on performance

B. Simultaneous F-Test Analysis
The simultaneous F-test results provide
compelling evidence regarding the relationship
between various factors and employee
performance at PT. Cendrawan Nusantara. With
an Fcount of 49.504 and a significance level of
0.000, the data indicates a strong correlation
among motivation, interpersonal communication,

and organizational climate as they collectively
influence
employee
performance.
The
significance level of 0.000 is significantly lower
than the conventional threshold of 0.05,
underscoring the reliability and validity of the test
outcomes. This statistical analysis supports the
hypothesis that these independent variables,
when analyzed together, exert a meaningful

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impact on performance metrics within the
organization. Delving deeper into the implications
of these findings, it is essential to recognize the
significant role that motivation plays in enhancing
employee performance.

nurtures employee well-being and satisfaction,
encouraging them to take initiative and
contribute positively to organizational goals.
Conversely, a detrimental climate can lead to
disengagement and lower performance levels.
Thus, cultivating a positive organizational climate
is
paramount
for
sustained
employee
performance. Research corroborates these
findings, suggesting that a multifaceted approach
to enhancing employee performance is essential.
For instance, studies conducted by Locke and
Latham in 2019 highlight the synergistic effect of
combining motivational strategies, effective
communication, and a supportive climate. Their
work emphasizes that organizations should not
isolate any single factor but rather adopt a
comprehensive strategy that integrates all three
elements. This holistic approach is likely to yield
more substantial performance improvements and
foster a thriving workplace culture.

Motivation can manifest in various forms,
including intrinsic and extrinsic factors, which
collectively drive employees to achieve their best.
Intrinsic motivation stems from personal
satisfaction and the fulfillment of achieving goals,
while extrinsic motivation is often influenced by
external rewards, recognition, and incentives.
When organizations successfully blend these
motivational strategies, they create a conducive
environment for performance improvement.
Moreover, effective interpersonal communication
is equally critical in fostering a collaborative
workplace culture. Clear communication
channels facilitate the exchange of ideas,
feedback, and expectations, which in turn
cultivates trust and teamwork among employees.
When employees feel heard and valued, their
engagement and commitment to their work
typically increase, leading to enhanced
productivity and overall performance.

In conclusion, the results of the F-test clearly
demonstrate that motivation, interpersonal
communication, and organizational climate are
interconnected factors that significantly influence
employee performance at PT. Cendrawan
Nusantara. Organizations must prioritize these
elements in their strategic planning to enhance
overall productivity and create a more engaged
workforce.

The organizational climate, encompassing the
values, norms, and practices within a workplace,
further shapes employee experiences and
performance outcomes. A supportive climate

Table 6: ANOVA - F-Test
ANOVAa
Model

df

Regression 3
1

Residual

F

Sig.

49,504

,000b

73

Total
76
a. Dependent Variable: Kinerja
b.
Predictors:
(Constant),
Motivasi,
Komunikasi
Interpersonal, Iklim Organisasi
Source: Processed Data Year 2023

C. Partial T-Test Analysis
The analysis of the partial t-test reveals that each
of the independent variables—motivation,
interpersonal communication, and organizational
climate—has a notable impact on employee
performance when assessed separately. The tvalues
for
motivation,
interpersonal
communication, and organizational climate are
4.054, 4.341, and 2.156, respectively. Each of these

values exceeds the critical t-value of 1.993, with
significance levels falling below 0.05. This
statistical evidence underscores the individual
significance of each factor in relation to employee
performance, indicating that they all play a crucial
role in determining how well employees perform
their tasks. Motivation stands out as a particularly
strong predictor of performance, corroborating
findings from Bandura (2018). Bandura

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emphasizes that motivational factors are pivotal
in enhancing overall performance levels within
organizations. When employees are motivated,
they are more likely to engage fully with their
work, demonstrating higher levels of productivity
and a commitment to their roles. The importance
of motivation cannot be overstated, as it serves as
a driving force that encourages employees to
strive for excellence and achieve their goals.
Similarly, the variable of interpersonal
communication is highlighted in the analysis as
being essential for enhancing employee
performance. Research conducted by Robbins and
Judge (2019) reinforces this notion, indicating
that effective communication fosters better
teamwork and collaboration among employees.
When teams communicate well, they can share
ideas, provide feedback, and coordinate efforts
more efficiently, which contributes to improved
performance
outcomes.
The
ability
to
communicate effectively within an organization
can lead to a more cohesive work environment,
reducing misunderstandings and enabling
employees to work together more harmoniously.

performance. A positive organizational climate
can create an environment where employees feel
valued and supported, which can lead to higher
levels of job satisfaction and engagement. When
employees perceive their workplace as
encouraging and conducive to their growth, they
are more likely to perform at their best. This aligns
with the findings of the study, which suggest that
a favorable organizational climate contributes
positively to the performance of employees.
In conclusion, the analysis highlights the
importance
of
motivation,
interpersonal
communication, and organizational climate as
significant
factors
affecting
employee
performance. Each variable, when examined
individually, demonstrates a strong correlation
with performance metrics, suggesting that
organizations should prioritize these areas to
enhance overall employee effectiveness. By
fostering motivation, encouraging effective
communication, and cultivating a positive
organizational climate, companies can create an
environment that supports employee success and
drives performance.

Furthermore, the organizational climate also plays
a significant role in influencing employee
Table 7: Coefficients - T-Test
Variable
t-value
Constant
4.054
Motivation (X1)
4.341
Interpersonal
2.156
Communication (X2)
Organizational Climate (X3)
5.031

D. Analysis Coefficient of Determination (R²)
The coefficient of determination, commonly
represented as R², is a statistical measure that
indicates the proportion of variance in a
dependent variable that can be explained by one
or more independent variables. In this context, an
R² value of 0.670 reveals that motivation,
interpersonal communication, and organizational
climate collectively account for 67% of the
variance observed in employee performance. This
significant percentage underscores the critical
role these three factors play in shaping how
employees perform in their roles. It suggests that
when organizations focus on enhancing
motivation
levels,
fostering
effective
interpersonal communication, and creating a

Sig.
0.000
0.000
0.034
0.000

positive organizational climate, they are likely to
see marked improvements in employee
performance outcomes.
However, it is important to recognize that the
remaining 33% of the variance indicates that
there are other variables at play that have not
been examined in this specific analysis. These
unexplored factors could include elements such
as leadership style, which can greatly influence
employee morale and motivation, or external
economic conditions that might affect the overall
work environment and employee productivity.
The research conducted by Podsakoff et al. (2018)
further supports this assertion by emphasizing
that
while
motivation,
interpersonal
communication, and organizational climate are

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indeed essential for enhancing employee
performance, other variables can also have a
significant impact. This perspective highlights the
complexity of employee performance as a
construct that cannot be fully understood by only
considering a limited set of factors. Therefore,
there is a clear need for additional empirical
research to identify and understand these other

influential variables. By doing so, organizations
can refine their strategies for optimizing
employee performance, ensuring that they
address a more comprehensive range of factors
that contribute to employee success. This holistic
approach would not only enhance performance
but could also lead to improved job satisfaction
and overall organizational effectiveness.

Table 8: Analysis Coefficient of Determination (R²)
Model Summaryb
Model

R

R Square

1
,819a
a.
Predictors:
(Constant),
Interpersonal, Iklim Organisasi
b. Dependent Variable: Kinerja

,670
Motivasi,

Komunikasi

Source: Processed Data Year 2023.

4. CONCLUSION
The research conducted on employee
performance at PT. Cendrawan Nusantara reveals
significant insights into the interplay between
intrinsic motivation, communication strategies,
and organizational climate. Utilizing a mixedmethod approach that incorporates both
qualitative interviews and quantitative surveys,
the study effectively illustrates how these
elements collectively influence performance
outcomes. By applying Herzberg's Two-Factor
Theory and Shannon and Weaver’s Model of
Communication, the research deepens our
understanding of how motivation and
communication
shape
the
workplace
environment. The findings indicate that intrinsic
motivation is a key driver of performance,
enhancing goals and job satisfaction, while
effective communication fosters trust and
collaboration among employees.
Building on these findings, organizations are
encouraged to implement strategies that enhance
employee performance through intrinsic
motivation, transparent communication, and a
positive organizational climate. Management
should align employee tasks with individual
interests and recognize contributions to boost
motivation. Establishing open communication
channels and regular feedback opportunities is
essential for fostering effective interactions.
Additionally, creating a supportive work
environment that values inclusivity can

significantly enhance performance. Leadership
commitment is crucial in this process; training
leaders in these areas can help optimize
employee potential. Future research could
further explore other variables impacting
performance, such as different leadership styles
and external economic factors, providing a more
nuanced understanding of productivity dynamics
in the workplace.

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