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Building Technopreneurial Performance Through Competency Motivation and Job Satisfaction

Aptisi Transactions on Technopreneurship (ATT) · Vol. 8 No. 2 (2026) · hlm. 781–794

DOI
10.34306/att.v8i2.1002
ISSN
2656-8888, 2655-8807
Terbit
2026-06-30
Penerbit
Pandawan
Bahasa
en
Lisensi
creativecommons.org/licenses/by/4.0

Abstrak

In an increasingly competitive and regulated professional service environment, Public Appraisal Offices (KJPP) need effective human resource strategies to improve Employee Performance and sustain organizational competitiveness. This study aims to examine the influence of competency, motivation, and organizational transformation on Employee Performance, with Job Satisfaction as a mediating variable in KJPP Banten Province, Indonesia. This research used a quantitative approach by collecting survey data from KJPP employees, including professional appraisers and supporting staff. The data were analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS) to test validity, reliability, direct effects, indirect effects, and predictive power. The findings show that motivation has a positive and significant direct effect on Employee Performance, while competency and organizational transformation do not directly influence Employee Performance. Job Satisfaction has the strongest positive and significant effect on Employee Performance, indicating its important role in improving performance outcomes. The mediation test also reveals that competency significantly affects Employee Performance through Job Satisfaction. However, motivation and organizational transformation do not show significant indirect effects through Job Satisfaction. The model has strong explanatory power, with R-square values of 0.831 for Job Satisfaction and 0.716 for Employee Performance. This study contributes to professional service entrepreneurship literature by emphasizing Job Satisfaction as a key mechanism that links competency to Employee Performance. Practically, KJPP managers should strengthen competency development, motivation systems, and organizational transformation while improving Job Satisfaction through fair rewards, career clarity, supportive leadership, and adaptive work practices.

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Sumber metadata: OAI-PMH (metadata jurnal) https://att.aptisi.or.id/index.php/att/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Building Technopreneurial Performance Through Competency Motivation and Job Satisfaction</dc:title>
	<dc:creator xml:lang="en">Firmansyah, Firmansyah</dc:creator>
	<dc:creator xml:lang="en">Priharta, Andry</dc:creator>
	<dc:creator xml:lang="en">Nuraeni, Nuraeni</dc:creator>
	<dc:subject xml:lang="en">Professional Service Entrepreneur</dc:subject>
	<dc:subject xml:lang="en">KJPP</dc:subject>
	<dc:subject xml:lang="en">Human Capital</dc:subject>
	<dc:subject xml:lang="en">Organizational Transformation</dc:subject>
	<dc:subject xml:lang="en">Employee Performance</dc:subject>
	<dc:description xml:lang="en">In an increasingly competitive and regulated professional service environment, Public Appraisal Offices (KJPP) need effective human resource strategies to improve Employee Performance and sustain organizational competitiveness. This study aims to examine the influence of competency, motivation, and organizational transformation on Employee Performance, with Job Satisfaction as a mediating variable in KJPP Banten Province, Indonesia. This research used a quantitative approach by collecting survey data from KJPP employees, including professional appraisers and supporting staff. The data were analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS) to test validity, reliability, direct effects, indirect effects, and predictive power. The findings show that motivation has a positive and significant direct effect on Employee Performance, while competency and organizational transformation do not directly influence Employee Performance. Job Satisfaction has the strongest positive and significant effect on Employee Performance, indicating its important role in improving performance outcomes. The mediation test also reveals that competency significantly affects Employee Performance through Job Satisfaction. However, motivation and organizational transformation do not show significant indirect effects through Job Satisfaction. The model has strong explanatory power, with R-square values of 0.831 for Job Satisfaction and 0.716 for Employee Performance. This study contributes to professional service entrepreneurship literature by emphasizing Job Satisfaction as a key mechanism that links competency to Employee Performance. Practically, KJPP managers should strengthen competency development, motivation systems, and organizational transformation while improving Job Satisfaction through fair rewards, career clarity, supportive leadership, and adaptive work practices.</dc:description>
	<dc:publisher xml:lang="en">Pandawan</dc:publisher>
	<dc:date>2026-06-30</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://att.aptisi.or.id/index.php/att/article/view/1002</dc:identifier>
	<dc:identifier>10.34306/att.v8i2.1002</dc:identifier>
	<dc:source xml:lang="en">Aptisi Transactions on Technopreneurship (ATT); Vol. 8 No. 2 (2026): July; 781-794</dc:source>
	<dc:source xml:lang="id">Aptisi Transactions On Technopreneurship (ATT); Vol 8 No 2 (2026): July; 781-794</dc:source>
	<dc:source>2656-8888</dc:source>
	<dc:source>2655-8807</dc:source>
	<dc:source>10.34306/att.v8i2</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://att.aptisi.or.id/index.php/att/article/view/1002/515</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Firmansyah, Andry Priharta, Nuraeni</dc:rights>
	<dc:rights xml:lang="en">https://creativecommons.org/licenses/by/4.0</dc:rights>
</oai_dc:dc>