THE RELATIONSHIP BETWEEN WORK MOTIVATION, JOB SATISFACTION, AND EMPLOYEE PERFORMANCE: THE MODERATING ROLE OF PSYCHOLOGY CAPITAL AND THE MEDIATING ROLE OF ORGANIZATIONAL COMMITMENT

This study aims to determine the effect of work motivation, organizational commitment, and job satisfaction on employee performance. The effect of organizational commitment mediates the relationship between work motivation on employee performance and job satisfaction on employee performance and psychological capital, which moderates the relationship between job satisfaction and employee performance. The object of this research is the employees of the state civil apparatus. They work in government agencies in the education sector of the Directorate of Senior High Schools in Jakarta. This study uses a quantitative approach with one hundred and ten respondents, sampling using a saturated sample technique, and a questionnaire as a measuring tool. Data analysis used the Structural Equation Modeling (SEM) method to test the model's suitability in this study with the help of the SmartPLS version 3 application. The results of this study conclude that work motivation, organizational commitment, and job satisfaction affect employee performance, organizational commitment can mediate the relationship between job satisfaction and employee performance but cannot mediate the relationship between work motivation and employee performance, and psychological capital can moderate the relationship between job satisfaction with employee performance.


INTRODUCTION
The current pandemic has disturbed a person's psychological condition and affects the crisis, uncertainty, and loss of control, resulting in stress. An employee who has a psychological condition can certainly interfere with his performance. Avey et al. (2011) explained that ethics, behavior, and employee performance are influenced by the psychological capital owned by each individual. A good condition of psychological capital can suppress feelings of anxiety and stress in employees to increase work motivation. Psychological capital is closely related to the mood a person feels. Psychologically, an employee is aware and willing to contribute to building and advancing the company where he works (Amalia, 2018).

LITERATURE REVIEW AND HYPOTHESES The Relationship between Work Motivation and Employee Performance Variables
One of the supporters in improving employee performance is the employee's motivation.
Work motivation lies between the needs, encouragement, and goals it does to achieve good employee performance (Stoyanov, 2017). Although work motivation has been widely used as a variable in measuring employee performance, the results are varied. That is possible because the object of research and research locations are different. Suharto et al. (2019) explained that the formation of employee work motivation when experiencing the conditions and situations they face. Performance is the extent to which an employee contributes to the goals of the work unit and their competence due to their behavior and the application of skills, abilities, and knowledge (Rahim and Jam'an, 2018). Luthans (2015) argues that performance is defined as a result of quantity or quality, a form of results/services provided by someone. According to Pradhan and Jena (2017), performance is a multicomponent concept of a person at a fundamental level distinguished through the work process, which includes the involvement of one's behavior. Employee performance refers to behaviors, actions, and outcomes accessible to workers that contribute to organizational goals (Viswesvaran and Ones, (2000).
Research from Suartina and Sadiartha (2019) explains that work motivation variables positively influence employee performance. This finding is in line with Loan (2020), which states that the work motivation variable also has a positive impact on employee performance, which means that the higher the level of work motivation of an employee, the positive impact on the employee's performance. It can be interpreted that work motivation has a significant and positive effect on increasing employee performance variables.
However, these studies contradict Rahim and Jam'an (2018), which shows that the work motivation variable does not significantly influence employee performance. Leaders are expected to be able to pay more attention, guidance, and welfare to their employees. From the literature mentioned above, the first hypothesis proposed is:

Variables
With this pandemic condition, it is expected that all employees of the High School Directorate will still have a high organizational commitment to carry out their obligations following the job descriptions that have been given. According to Luthan's explanation, organizational commitment is a reflection of the loyal attitude of an employee in an organizational body through a continuous process, where it encourages the tendency of organizational members to have a caring attitude towards the success and progress of their organization (Fauzi et al., 2016). This commitment can be characterized by three factors: the belief in a strong goal; the totality to strive as a member of the organization; and the determination to maintain the membership system (Hashish, 2015). Jatmiko (2015) explains that organizational commitment is a global picture of an organization that is not only seen from a solid point of view on job satisfaction. An employee will try to maintain his membership in an organization and side with that organization as a form of organizational commitment that employees have (Darman, 2015). Based on Robbins and Judge (2014), an employee's sense of alignment with organizational goals and a desire to survive as part of the organization is known as organizational commitment. Organizational commitment has three components, namely: an affective commitment that occurs when employees want to maintain their membership in the organization; sustainability commitment that arises when employees try to stay in the organization, because they need wages and other benefits, or because employees do not get other jobs; as well as normative commitment that arises from within employees with the awareness to remain a member of the organization (Jabri and Ghazzawi, 2019).
Other studies show that the variable organizational commitment is used as a parameter in seeing essential behaviors such as employee performance, discipline, and turnover. The influence of the organizational commitment variable on employee performance has been proven by Jaman et al. (2018), which explains that the organizational commitment variable influences the performance improvement variable. That means that the better the organizational commitment variable will impact the tougher performance of the employees.
Likewise, the research results of (2014) stated that affective commitment, commitment sustainability variables, and normative commitment variables could positively influence employee performance. Research from Rahim and Jam'an (2018) also states that organizational commitment affects employee performance variables, this is in line with (Loan, 2020) which shows that organizational commitment has a positive influence on employee performance variables, this means the higher the level of commitment, it can improve employee performance. Refer to the description above, the following hypothesis is proposed: H2: The organizational commitment variable influences the employee performance variable.

The Relationship between Job Satisfaction Variables and Employee Performance Variables.
In essence, an employee will make an immense contribution when he feels comfortable with his current job. Job satisfaction is one of the main factors that is believed to influence the ups and downs of employee motivation and morale at work, which can decrease employee performance (Loan, 2020). An employee can feel satisfied at work if he has achieved the target he wants (Lee et al.,2017). Job satisfaction is the employee's perception of the good and bad results of their work for the company (Luthans 2015). Job satisfaction is an important attitude of employees that is often studied in organizational behavior. Employees are the primary resource that runs the operational wheels of an organization (Muda et al., 2014). Inuwa (2016) further explains that employee job satisfaction has an impact on employee performance. This gives a signal that employee satisfaction tends to have a good level of performance. Job satisfaction is a complex and multidimensional thing. This can be seen in various ways by different individuals, and job satisfaction is usually very closely related to motivation even though the scope of the connection is still unclear (Aziri, 2011).
Performance is evidence of individual success, and employee performance is a multidimensional structure (Sadiq and Mohsin (2019). An employee can be declared satisfied with his job if he already has a collection of good feelings from doing his job (Saari and Judge, 2004). According to research, Balasundaram and Nimalathasan (2011)

Mediated by the Organizational Commitment Variable
Referring to the three need theories initiated by Mcclelland and Boyatzis (2016), humans have three other needs, namely the need for achievement, affiliation, and power. The need for achievement is the desire to try to achieve something much better. The need for affiliation is the desire to be liked, to build and maintain friendships. The need for power is the desire to have power/become a leader. Motivation is one of the trigger factors for employees to work hard, be loyal, and be enthusiastic in generating high productivity (Heiidjraachman et al., 2015).
A person's work motivation can increase if an employee is highly committed to producing a good performance. This is stated in Suartina and Sadiartha's (2019) research that motivation has a significant positive effect on improving employee performance, and organizational commitment can be a mediation between the two. According to Rahim and Jam'an (2018) research, work motivation affects employee performance mediated by organizational commitment. These results indicate sufficient evidence that the variable organizational Organizational commitment also has a relationship with employee performance. Employees who are satisfied with their work and highly committed to their organization will produce high performance. The organizational commitment variable is helpful as a crucial behavioral measure, as Wagiman and Sutanto (2019) stated, which proves that organizational commitment is influenced by job satisfaction and employee performance. Organizations need to increase employee commitment to increase their job satisfaction and work performance (Loan, 2020). Job satisfaction affects organizational commitment, according to Meria and Amalia (2018). So it is assumed that to increase job satisfaction and employee performance variables, the implication is to increase organizational commitment. From the things as above, the fifth hypothesis can be developed as follows:

Moderated by Psychological Capital
Psychology is an important asset that both leaders and subordinates need to increase work commitment and organizational performance (Hsu et al., (2019). Psychological capital is considered a person's psychological state, is temporary, and this situation can be changed and developed in a person at any time during his life (Setar et al., 2015). According to Seligman and Csikszentmihalyi (2010), psychological capital adheres to the basic premise of positive psychology, which seeks to encourage and develop positive qualities in individuals.
Psychological capital has a basic premise of positive psychology which also seeks to encourage developing positive qualities in a person (Setar et al., 2015). According to Luthans et al. (2007), the psychological development of an employee is influenced by selfconfidence in solving work challenges, optimism, and persistence in achieving goals always

Windu Astuti Lia amalia
has positive expectations. It has strong resilience when experiencing problems to achieve success. The research results by Avey et al. (2011) found that employee performance had a positive relationship to psychological capital. Psychological capital has a sizeable positive effect on the results desired by organizations. Over time psychological capital can change employees who show an increase/decrease in psychological capital will also show an increase/decrease in their performance (Luthans et al., 2010).
Job satisfaction is a feeling of satisfaction that a person feels at work as a form of a combination of the psychological environment and the physiological conditions he experiences (Abdirahman et al., 2020). Furthermore, it is explained that a person will feel the job satisfaction he gets with a different level of feeling. With the fulfillment of job satisfaction, employees can work comfortably (Noah and Steve, 2018).
A study conducted by Nafei (2015) proves that psychological capital can influence employee performance by developing self-efficiency, optimism, hope, and resilience/resilience in employees. Psychological capital is the most influential way to achieve employee performance (Rabenu s., 2017 and. Luthans and Avelio (2017) conducted a study to analyze how four dimensions in psychological capital, namely hope, resilience, optimism, and efficacy individually and as a higher composite structure factor, predict job performance and satisfaction. The results of this study indicate that the composite factor can be a better predictor of performance and satisfaction.
Employees who are more hopeful, optimistic, effective, and resilient may be more likely to overcome problems from the type of dynamic global environmental context that most organizations face today the better if it is supported by psychological capital. From the discussion above, the final hypothesis is proposed: H6: Psychological capital moderates the relationship between job satisfaction and employee performance.

RESEARCH METHODS
Based on the above hypothesis, we draw the research model as follows:   (Brenneman, 2005), which centers on four alternative answers, including starting from the lowest level, namely STS (strongly disagree), then TS (disagree), S (agree), and levels. the last is strongly agree (SS).
Before the research, the instrument is distributed. First, a research instrument test is carried out to control, calibrate, and ensure that the instrument is valid. The value of validity and reliability can show whether a research instrument is good or bad . This To see the relationship between constructs, it is necessary to look at the research model's significant value and value (R-square).

Discussion
This study intends to exploit the influence of job satisfaction, organizational commitment, and work motivation on employee performance mediated by organizational commitment and moderated by psychological capital. From the results of this study, it has been stated that Work Motivation affects Employee Performance. According to Jatmiko's (2015) research that explains that performance results from an employee's work output with the ability, experience, and length of work, employee performance is closely related to work motivation. Research from Loan (2020) explains that the work motivation variable positively influences employee performance variables, which means that the higher the employee work motivation variable in the organization, the higher the employee's performance. This is Similarly, research by Rafiei et al. (2014) explains that affective commitment, ongoing commitment, and normative commitment have a positive effect on improving employee performance. The research results of Rahim and Jam'an (2018) state that organizational commitment affects employee performance, in line with Loan (2020), that organizational commitment positively affects employee performance. The better the Organizational Commitment in an organization given to its employees, the better the Employee Performance will be. In other words, when employees feel Organizational Commitment for all their work achievements, it will certainly make these employees have high performance and be beneficial for the organization's progress. This study shows that the employees of the SMA Directorate have a good commitment to the institution. Organizational commitment has been built for a long time to illustrate that the hearts and souls of employees have become one with the institution.

Based on the results of statistical tests, it is known that Job Satisfaction affects Employee
Performance. The results of this study follow the research of Nimalathasan and Balasundaram (2011) and the research of Sadiq and Mohsin (2019) that job satisfaction positively influences employee performance. Platis et al. (2015) examined the relationship between job satisfaction and the nursing profession and found evidence that job satisfaction influences performance. They also found that the most important parameter of job satisfaction in health workers was that of managers. The results of research by Abdirahman et al. (2020) proves that job satisfaction has a positive relationship with employee performance, this explains that increasing employee job satisfaction standards will also increase employee performance.
According to research conducted by Ismail (2016) greater the salary and bonuses, the greater the performance that will be generated. In line with the results of this study, employees who work in the SMA Directorate, even though they have high work motivation, if mediated by organizational commitment does not affect their performance, so even without mediation by organizational commitment, performance will still increase. This is because employees of the High School Directorate have high motivation.
After all, the income received and salary and food allowance every month, employees also get a relatively high-performance allowance. Without the influence of organizational commitment, the performance produced by employees is relatively high.
However, it is different from Suartina and Sadiartha's (2019) research, which proves that work motivation significantly influences employee performance, and organizational commitment can mediate between the two. Likewise, Rahim and Jam'an (2018)  Performance without having to be mediated by the Organizational Commitment owned by the employee. Therefore organizations must pay attention to and implement Work Motivation properly. It is intended that through good Work Motivation, it is hoped to achieve a higher level of Employee Performance. Motivating the company following the needs of employees will foster employee commitment to the company to produce an optimal performance for the company (Rahim and Jam'an, 2018).
This study's limitation is that future studies can expand the model to predict the effect of certain variables on Employee Performance variables. The addition of variables that can affect Employee Performance is possible because it is seen from the calculation of the Rsquare value where there are still potential variables outside the model that affect Employee Performance. Another variable as a mediator/moderator might increase the relationship between work motivation and employee performance to replace the organizational commitment variable that did not have a significant effect in this study.
27. I feel satisfied with the well-being that the office is giving me right now.
28. I feel that my work has been well rewarded.