نقش واسطه عملکرد کاری و تعهد سازمانی در رابطه بین سیستم پاداش و رضایت کاری کارکنان Mediating effect of work performance and organizational commitment in the relationship between reward system and employees’ work satisfaction

A. Introduction There are two strategies to increase company’s strategic capabilities by Industrial Organization models (model I / O). One is a resource-based model stating that the company’s internal capabilities and resources reflect the basis for the development strategy of value creation. Resources and capabilities that are a source of competitive advantage are called core competencies (core competence) (Boyd &Wraight, 1992; Grant, 1991; Hitt& Ireland, 1986). Because humans are extremely important in competition and survival strategies in short term and long term for an organization, especially business organizations, it is important that an organization manage their human resources effectively or not in the face of domestic and global competition (J. Pfeffer, 1994). The pressure of globalization requires Human Resource (HR) to be able to become reliable workers and ready to provide services that satisfy customers, develop new skills, to create new innovative products, be committed, and be able to manage change through teamwork. They are required to think globally and have a vision of the future. Thus attention and guidance to human resources are factors that must be improved. One of the clearest symptoms of declining conditions in an organization is the lack of work satisfaction. National banking in Indonesia is facing increasingly tight economic, monetary and trade situation such as strengthening of protectionism, increasingly limited international financial fund, fulfillment of CAR requirement (8%), economic and monetary globalization and structural weaknesses of national banking management system (Artawan, 2011). Based on the current national banking conditions, there are at least five areas that require strengthening in the face of global challenges and free market competition. First, the improvement of organization and management. Market demand requires fast and responsive bank organization and participatory management system to prepare or establish itself as Universal Banking, which is a multi service bank. Second, the improvement of human resources through the process of meeting the needs of the organization (based on existing structure) by HR planning, recruitment of a variety of skills and skill qualifications. Employee selection programs based on skills tailored to job description are very important in relation to the preparation of the division of work, including the ability to improve through the development of employees in the form of training and development on the job or off the job or improvement by self-improvement. The banking industry is basically a labor-intensive industry, not capital-intensive. Thus, attention to the development of human resources coupled with the improvement of welfare through a fair reward system to encourage optimal work will lead to employee job satisfaction which is expected to be more permanent. Third, the improvement of management information system (MIS) which is a support to the corporate strategic of the corporation. There are two kinds of information needed by banking, i.e. information for organization and information for customer. Fourth, the use of cutting-edge technology. Banking is an industry which is filled with modern technology, especially technology related to information and communication system to improve services to customer.