THE INFLUENCE OF WORK FLEXIBILITY ON PERFORMANCE WITH WORK MOTIVATION AS A MODERATING VARIABLE

Authors

  • Siti Musarofah Management, Institut teknologi dan Bisnis Ahmad Dahlan Lamongan, Indonesia
  • Djawoto Management, Indonesian School of Economics (STIESIA) Surabaya, Surabaya, Indonesia

DOI:

https://doi.org/10.24034/icobuss.v4i1.577

Abstract

This study aims to analyze the impact of work flexibility on the performance of GrabBike drivers, with work motivation serving as a moderating variable. The research was conducted at Paguyuban Solidaritas GrabBike Lamongan, utilizing a quantitative method with a survey of 89 GrabBike drivers as respondents. The data were analyzed using Moderated Regression Analysis (MRA) to examine the relationships between the independent variable (work flexibility), the dependent variable (performance), and the moderating variable (work motivation). The results indicate that work flexibility has a positive and significant effect on driver performance, with a significance value of 0.000, which is less than 0.05. Work flexibility allows drivers to manage their work schedules more efficiently, enhancing satisfaction and reducing work-related stress. Furthermore, work motivation was found to moderate the relationship between work flexibility and performance, although the moderation coefficient shows that work motivation slightly weakens the effect of work flexibility on performance, with a moderation significance value of 0.030. This research provides valuable insights into the role of work motivation as a moderating variable in the context of work flexibility and driver performance. The findings suggest that work flexibility and work motivation are critical factors influencing performance, with significant implications for companies in managing their drivers.

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Published

2024-11-22

How to Cite

Musarofah, S., & Djawoto, D. (2024). THE INFLUENCE OF WORK FLEXIBILITY ON PERFORMANCE WITH WORK MOTIVATION AS A MODERATING VARIABLE. International Conference of Business and Social Sciences, 4(1), 927–936. https://doi.org/10.24034/icobuss.v4i1.577

Issue

Section

International Conference of Business and Social Sciences

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