 The Correlation of Job Promotion, Motivation and Competence in Managerial Practice toward Performance: A Case Study in PT. Samudera Sawit SuburDavid Agustin Hutasoit,
Melinda Siregar,
Winna Amelia Br Simanjuntak,
. Claudina and
Adika Fajar Putra
Post-Print from HAL Abstract: Aims: This study aims to explore the dynamics of job promotion, work motivation, and employee competence in influencing employee performance at PT. Samudera Sawit Subur. This study seeks to understand how each variable individually and collectively contributes to organizational effectiveness. Study Design: This qualitative case study involved 10 purposively selected informants (managers, section heads, and staff) to explore promotion, motivation, and competencies in a real organizational setting. Data were collected through interviews, observation, and documentation, and analyzed thematically to ensure depth and rigor. Place of Study: The study was conducted at PT. Samudera Sawit Subur, a palm shell trading company located in North Sumatra, Indonesia. This organization was selected purposively because it actively implements human resource development programs. Methodology: Data were collected through in-depth interviews with managers and staff, direct observation, and documentation analysis. Informants were selected using purposive sampling with a focus on those involved or affected by job promotions, motivational policies, and competency development. Data were analyzed using thematic analysis to identify patterns and relationships between variables. Results: The results of the study indicate that competence has a significant influence on employee performance. Competent employees are able to demonstrate higher productivity and effectiveness in completing tasks, confirming the importance of skill development as the main foundation for improving organizational performance. On the other hand, job promotion and individual motivation do not show a significant influence. This is due to employee perceptions that the promotion system is still subjective and inconsistent, as well as work motivation that is hampered by unfairness in the recognition and reward system. However, when the three variables are considered together, a significant contribution to performance improvement is found. This finding underscores the importance of an integrated approach to human resource management. Conclusion: Practically, these results suggest that organizations need to design a holistic human resource strategy, which not only focuses on improving employee skills, but also improves the promotion and reward system to be more objective and acceptable to all staff. This approach will encourage long-term productivity while increasing employee satisfaction and loyalty, which ultimately contributes to the effectiveness and competitiveness of the organization. Thus, this study provides a relevant contribution to the development of more effective and sustainable managerial policies at PT. Samudera Sawit Subur and similar organizations. Date: 2025-06-06 Published in Journal of Economics and Trade, 2025, 10 (2), pp.87-95. ⟨10.56557/jet/2025/v10i29397⟩ There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05102743 DOI: 10.56557/jet/2025/v10i29397 Access Statistics for this paper More papers in Post-Print from HAL |
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