Reward and Punishment Effects on Work Motivation: Job Satisfaction as Mediator Among Bank Mandiri Productive Generalist Sales Employees
DOI:
10.47353/ecbis.v4i6.609Published:
2026-10-02Downloads
Abstract
This study examines the effects of reward and punishment on work motivation and the mediating role of job satisfaction among productive generalist sales employees of PT Bank Mandiri (Persero) Tbk, Gowa Pallangga Cluster. A quantitative causal design was applied to the entire population of 35 active sales employees using saturated sampling. Data were collected with a five-point Likert questionnaire and analyzed using partial least squares structural equation modeling (PLS-SEM) in SmartPLS 4 with 10,000 bootstrap subsamples. The measurement model satisfied convergent validity, discriminant validity, and internal consistency criteria. Reward did not significantly affect work motivation (beta = 0.202, p = 0.284), and punishment did not significantly affect work motivation (beta = 0.092, p = 0.552). Reward positively affected job satisfaction (beta = 0.400, p = 0.013), whereas punishment did not (beta = 0.140, p = 0.486). Job satisfaction positively affected work motivation (beta = 0.517, p = 0.002). Neither indirect effect through job satisfaction was significant. The findings indicate that job satisfaction is a more immediate driver of work motivation than reward or punishment in this sales context.
Keywords:
Job satisfaction Punishment Reward Sales employees Work motivationReferences
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Copyright (c) 2026 Muhammad Aisyar Mata, Syamsul Ridjal, Salma Abdullah, Yana Fajriah
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