The Effect of Employee Motivation on Involvement, Commitment, and Job Satisfaction (Study of Employees of the State Electricity Company, Kupang Region, East Nusa Tenggara Province, Indonesia)

This research is motivated by the contradictions of thought contained in motivational theory, and empirical findings of previous research regarding policies on the development and utilization of human resources that can improve job satisfaction. Analysis techniques, using generalized structured component analysis (GSCA). Sample data were 154 respondents as employees at the Kupang State Electricity Company, East Nusa Tenggara Province, Indonesia.This study aims to examine and explain the effect of employee motivation on involvement, commitment, and job satisfaction. Test and explain the influence of involvement on commitment, and job satisfation. Test and explain the influence of commitment to job satisfation.This study found that employee motivation has a significant positive effect on involvement, commitment, and job satisfaction. Involvement has a significant positive effect on commitment, and job satisfaction. Commitment has a significant positive effect on job satisfaction. This study concluded that employee motivation can determine involvement, commitment, and job satisfaction. Company management and labor regulators can examine variables of employee motivation, involvement, commitment, and job satisfaction, to make policies for the development and utilization of human resources that can increase job satisfaction for workers in order to achieve organizational or corporate goals.

employees truly carry out the work, so that the company can compete in the market. Every highly motivated individual is always ready to do different businesses in a fairly basic role to achieve high performance (Armstrong, 2009). Motivating people to appreciate work means understanding motivation theory and how theory can be practiced. A person's expectations and desires will be a motivation that affects his personal attitude at work. A person's expectations and desires concerning his aspirations, needs and family. A person's needs can be physical and not physical, within the company, family and community. Expectations in the corporate environment, can include: (1) Opportunities to develop themselves, including career development; (2) Job security, including so that it cannot simply be shifted or dismissed from his position; (3) Protection of individual rights, including arbitrary acts of exploitation or other parties in the company; (4) Giving assignments that are in accordance with abilities; (5) Rewards for services that are in accordance with the work business; (6) Leaders can be emulated, both in terms of attitude and in ways of thinking and working; (7) Recognition of one's involvement (role) and (8) A pleasant social environment and atmosphere for cooperation and mutual assistance and not suspicion (Terry, Principles of Management, in Smith, 2012). Kusworo et al. (2015) states that motivation has an important relationship with organizational commitment, motivation is one aspect of the process of organizational commitment. Building values based on equality is one of the processes of organizational commitment. Every member of the organization has the same opportunity. For example for promotion, each member must have the ability, skill, interest, motivation, performance, in accordance with organizational standards without discrimination (Sopiah, 2008: 155). The right motivation will foster organizational commitment, to find out what kind of motivation, leaders must know the needs of each employee. Employee needs are divided into two factors, namely: (1) Attractive factors are: working conditions, salary or income, relationships with colleagues, relationships with superiors, personal life, company policy and administration, technical supervision, status, security. (2) Driving factors, such as: level of employee performance, own labor, progress, level of recognition, responsibility, growth (Sopiah, 2008: 155). Selma's research (2011) shows that the intrinsic motivation of health professionals is largely explained by affective and normative commitment. Also affective and normative commitments that influence intrinsic motivation are more than sustained commitments. The most effective extrinsic motivation factor is normative commitment. Continuing commitment influences extrinsic motivation less than normative commitment. It also appears that affective commitment has the lowest effect on external motivation. The point is intrinsic motivation and extrinsic motivation have an influence on work commitment. employee involvement as far as individuals give their full attention and are involved in displaying their roles. Saks (2006) notes that there are two types of employee involvement: "work involvement" and "organizational involvement". Job involvement refers to the extent to which a person is truly fascinated in displaying his own personal role to work. Meanwhile, "organizational involvement" reflects the level at which someone is psychologically present as a member of an organization. So the presence of employees physically and psychologically in work as members of the organization in accordance with its role. Meyer and Allen (1991) define the three types of commitment as follows: Affective commitment refers to "the emotional attachment of employees to the organization, identification with and involvement in the organization". Ongoing commitment: "awareness of the costs associated with leaving the organization". Finally, normative commitment represents the perceived obligation to remain in the organization (Meyer et al., 2002). Referring to commitment based on a sense of responsibility towards the organization and employees with strong normative commitments remain because someone feels they have to do it. Schaufeli and Salanova (2007) found that increasing work involvement will increase organizational commitment and also increase job satisfaction. Higher performance and greater personal ideas, higher attendance and lower turnover, increased health and safety, proactive behavior and motivation to learn. Brown and Leigh (1996) concluded that a work environment that is psychologically safe is felt by employees, usually leading to increased work involvement and organizational commitment. Psychological conditions are associated with cognitive and affective states of job satisfaction, commitment and motivation. Hakanen et al. (2008) in the Job Demands Resources (JDR) model examine motivation and the process of decreasing health and examine the extent to which resource demands can influence processes over a period of time. The study found that work resources have an impact on work engagement that leads to future implementation.

The Effect of Employee Motivation on Organizational Commitment
Research concept Chairuddin et al. (2015), Khalid et al. (2015) explained that work involvement has a positive and significant effect on organizational commitment. Explanation of involvement theory and the theory of organizational commitment and previous empirical studies that the better involvement will increase the commitment of an employee, because employees believe and accept organizational goals and values, and want to give a lot of business on behalf of the organization and have a strong desire to maintain organizational membership. Zopiatis et al. (2014) explain that work involvement affects commitment and job satisfaction. Employees who have more knowledge, experience about management and other jobs, will be more involved in work with a commitment to gain satisfaction.

The Effect of Job Involvement on Job Satisfaction
The concept of work involvement (Involvement) was first introduced by Lodahl and Kejner (1965) as an individual cognitive state and received much attention in the areas of organizational behavior and work psychology. Job involvement can be defined simply as the level at which someone identifies and respects his work. Riipinen (1994) states that individuals who have a higher level of involvement will use more time and effort to work to obtain satisfactory results. Brown (1996) states that several individual and organizational factors significantly influence one's involvement in work. Lodahl and Kejner (1965) propose the perspective of ego involvement in work on the grounds that if there is a good relationship between managers and employees, along with explicit encouragement and support from leaders and colleagues, it will lead to a higher level of employee engagement.
The relationship between work involvement and employee welfare is rarely studied even though both of these variables are important for human resources. Brunetto et al. (2012) states that there is a need for an emphasis on welfare that makes employees satisfied in work, subjective perceptions, work attitudes and emotional presence shown in the work. Job involvement has been known as the concept of work attitude which gives a lot of emphasis to the employee itself, with the intention to understand the fundamental factors that motivate employees to be more active at work (Galunic and Anderson, 2000;Riipinen, 1994). It is believed that when employees feel satisfied with work and the environment, it will show a higher level of work involvement. Previous research shows that people with higher welfare tend to do more business and are more involved in achieving organizational goals (Schaufeli et al., 2009). Zelenski et al. (2008) also state that happier workers tend to be more productive. Employees want to play a higher role in their work when they have a higher sense of well-being and satisfaction. Martin and Roodt (2008) state that organizational commitment is related to many things (i.e. work, profession, career, business) and in many fields (namely: sociology, industrial psychology, health psychology). Research has been done, but often using inappropriate scales, organizational commitment is difficult to synthesize and define. Meyer and Allen, (1991); Kimbel (2002) generally describes organizational commitment as an affective commitment of employees to their work effort. Porter et al. (1976) defines organizational commitment "as an identification of the relative strength and involvement of individuals in certain organizations". Buchanan (1974) defines organizational commitment as "partisan and affective attachments to the goals and values of an organization to one's role in relation to goals and values, and for organization for its own sake, this is a very important value." Model Three-dimensional Organizational Commitment " (Meyer and Allen, 1991) explains that organizational commitment has three dimensions, namely: affective commitment, ongoing commitment and normative commitment. Brown (2003); Cohen (2007) defines affective commitment as staying in work for emotional reasons; Continuing commitment, commitment caused by fear of losing profits (money, position, etc.) from a job; and normative commitment defines commitment, which is based on the feeling that leaving work is unethical because of employee responsibilities and obligations. Mowday et al. (1979) show that to ensure organizational commitment, it is necessary to (a) accept business values and objectives; (b) voluntarily strive for business interests; and (c) have a desire to survive in this business (Maxwell and Stelee, 2003). Buchanan (1974) shows that factors such as business identification, involvement and loyalty are needed for organizational commitment. Mowday et al. (1979) tested organizational commitment in terms of attitudes and behavior as a pecta on the scale of organizational commitment. The attitude perspective presents the identification of employee values and objectives with company values and objectives, while the behavioral perspective defines commitment in accordance with the employee's approach to problems in the company and their continuation in the company (Meyer and Allen, 1991). The one-dimensional scale of organizational commitment from Mowday et al. (1979) used in this study because it is preferred in many studies (Testa, 2001;Cohen, 2007;Çavuş and Gürdoğan, 2008;Çokluk and Yilmaz, 2010;Suki, 2011;) and Angle and Perry (1981) reveal psychometric characteristics of employee.

The Effects of Organizational Commitment on Job Satisfaction
Research on job satisfaction began in the 1930s and has since become the most focused topic of organizational behavior (Kim et al., 2009). Hoppock (1935); Locke (1976) defines job satisfaction as a psychological, physical and environmental condition that relies heavily on employees who say, "I am happy with my job" (Yew, 2008). Locke (1976) states that job satisfaction is a positive emotion that occurs as a result of employee values regarding the work and work environment and interaction of perceptions and is the result of employee assessment of their expectations of work and the actual work environment. Job satisfaction is the satisfaction that employees get from work. Aziri (2011) explains that job satisfaction has also been stated as an important component in many theories (Two Factor Theory, Equity Theory, and Maslow's Theory of Hierarchy of Needs and others). Many job satisfaction-based studies have been conducted (Saari and Judge, 2004;Üngüren et al., 2009;Aziri, 2011) using the final scale (Minnesota Satisfaction Scale, job description scale, Porter and Satisfaction Needs scale, etc.) that have been developed to measure job satisfaction. For example, the Minnesota Job Satisfaction Scale developed by Weiss (1967) and the preferred scale in the research literature, consists of three dimensions: internal (value, responsibility, success, social status, position and others) and external (wages , promotion, employee relations, support, policy and management applications and others) employee relations and total job satisfaction (total internal and external satisfaction) "The Michigan Organizational Commitment Assessment Survey Sub-Scale of Job Satisfaction" is another job satisfaction scale that consists of three questions and is usually used in the research literature to test job satisfaction in general. The reason why job satisfaction is researched intensively is important for business and employees. This is important for businesses, because it affects productivity, performance, profits and many other outputs. This is also important for employees because having a working life that both meets the needs of employees and positively influences quality of life (Üngüren et al., 2010). Mathieu and Zajac (1990); Lam et al. (2001) say leaders are effective in creating organizational commitment and ensuring job satisfaction. Ethical behavior of leaders primarily increases employee commitment and job satisfaction (Zhu et al., 2004;Darvish and Rezaei (2004);Brown, 2005;Toor and Ofori (2009);Ahmed et al., 2012;Lim, 2012;Atmojo, 2012); Ghahroodi et al., 2013;Munir et al., 2013);Çelik et al., 2015) examined the relationship between organizational commitment and job satisfaction, with the main objective of testing the relationship of ethical leadership with organizational commitment and job satisfaction. Finding that ethical leadership has a positive effect on organizational commitment, ethical leadership also has a positive influence on job satisfaction. Testa (2001) states that increasing job satisfaction in business, organizational commitment increases. Jermier and Berkes (1979), Gomes (2009) and Kappagoda (2012) also show that organizational commitment has a positive influence on job satisfaction. Every individual in an organization must have an commitment to progress (affective commitment), in accordance with the rules (normative commitment), realize continuity commitment and clarify prospects to achieve organizational goals (Allan and Meyer, 2009). Understanding this achievement commitment, supported by several previous studies, that organizational commitment has a positive and significant effect on job satisfaction. If employees are given the opportunity to be more involved in organizational activities, organizational commitment and job satisfaction increase, so employees are more enthusiastic and feel more satisfied (Wilson, 2013;Çelik et al. (2015).
The conceptual research was developed to explain that motivation, involvement, and commitment from people or organizational citizens will determine the success of the organization so that it can provide total satisfaction. Achieving a high level of job satisfaction will greatly depend on the extent to which people or citizens  Vol.11, No.15, 2019 of the organization can synergistically contribute positively, both in planning and in the process of implementation in the duties and responsibilities as citizens of the organization to achieve organizational goals. Based on theoretical studies as described and several previous research models, the research model was developed as in Figure 1, as follows:

Research Hypothesis
Hypothesis 1: The Employee motivation has a significant effect on work engagement. Hypothesis 2: The Employee motivation has a significant effect on organizational commitment. Hypothesis 3: The Employee motivation has a significant effect on job satisfaction. Hypothesis 4: The Job involvement has a significant effect on organizational commitment. Hypothesis 5: The Job involvement has a significant effect on job satisfaction. Hypothesis 6: The Organizational commitment has a significant effect on job satisfaction.

Research Methods
This type of research is a type of explanatory research, conducted with the intention of providing an explanation of the causal relationship or influence between variables through testing hypotheses. Explanatory research is to examine the influence between hypothesized variables. This study uses primary data and research objectives should be achieved through quantitative methods. The quantitative approach aims to test the theory by testing and explaining the effect of exogenous variables on endogenous variables, which are measured through instruments, and analysis using statistical procedures and hypothesis testing (Creswell, 2009: 4).
This research was conducted on employees of the Kupang State Electricity Company, East Nusa Tenggara Province, Indonesia. The time of data collection is conducted from November 2018 to January 2019. The method of determining the sample is random sampling. The sample is part of the population observed, because the population observed is relatively small, only 174 people, so the sample in this study was taken 154 people or (88.5% of 174). The reason for taking a sample was 154 people or 88.5% because of all 174 questionnaires, 154 respondents were received and completely filled out with only 154 questionnaires.
Data collection through survey questionnaires for primary data based on respondents' perceptions of Employee Motivation Variables (X), Involvement (Y1), Commitment (Y2), and Job Satisfaction (Y3). Measurement of perceptions of respondents using a Likert Scale. According to Simamora (2004: 147) Likert Scale is used to measure attitudes, opinions of people or groups of people about social events or symptoms. Likert scale that can be used to measure a person's perceptions, for example measurement: approval, trust, support, priority, probability of frequency, level, and others.
The Likert Scale in this study uses scores of 1 to 5, which represent perceptions of levels. The results of data measurement are in the interval category. This is reinforced by Sekaran (2003: 17) states that the Likert Scale can produce interval data, also by Sharma (1996: 20) states that a measurement will produce an interval scale if the distance of the category is a draw or the same. More details on the measurement scale can be specified as in  Vol.11, No.15, 2019 86 Source: Simamora (2004: 147), adapted to the context of the study.

Instrument Validity Test.
Before conducting data collection, it is necessary to test the validity and reliability of research instruments to ensure that the instruments used are valid and reliable. The validity test of the research instrument was carried out on 30 respondents of the research location. The validity test of the instrument is useful to find out whether the questions on the questionnaire can produce correct information / data, so that improvements can be made to the research instruments, or items that are not worthy of being replaced / discarded.
Testing is done by correlating the score of each item with the total score of each indicator variable, using Pearson Correlation. If the correlation coefficient (r count ≥ 0.30) then the item question is declared valid. The results of the instrument validity test on 30 respondents using the SPSS for Windows version 22 tool, to find out the instruments used in the study were valid. The research instrument is considered valid, if the value of the correlation coefficient of the question item with the total score is greater the table correlation value (rabel). Correlation test results obtained correlation coefficient values of all question items used in this study greater than 0.30 (cut off).

Instrument Reliability Test.
Instrument reliability is an index that shows the extent to which a measuring instrument can be trusted or relied upon. The instrument is reliable when used several times to measure the same object and produce the same data (Sugiyono, 2000). The method used is the Cronbach Alpha correlation coefficient. The research instrument was stated to be reliable if it had Cronbach Alpha ≥ 0.60. The instrument reliability test results on 30 respondents using the same program are known, that the research instrument used is reliable, because all reliability coefficient values (Cronbach's Alpha) on the variables used in this study are greater than 0.6 (cut off). All statement items in Employee Motivation Variables, Involvement, Competence, Commitment, and Job Satisfaction are stated to be reliable or consistent in measuring these variables, so that they can be used as a data collection tool in this study.

Data Analysis Methods Inferential Statistical Analysis with GSCA Method
Inferential statistical analysis is used in accordance with the formulation of the problem, research objectives, and the hypothesis of this study is Generalized structured component analysis (GSCA). This analysis approach uses the least square method in the parameter estimation process. GSCA was developed to avoid the shortcomings of PLS (partial least square), which is equipped with global optimization procedures and also maintains local optimization procedures (such as PLS). The GSCA method can also be applied to influences between complex variables (can be recursive and not recursive), involving higher-order components (factors) and multi-group comparisons. GSCA is a new method of component-based SEM, which can be applied to very small samples. GSCA can be used in structural models involving variables with reflective and or formative indicators.
The steps of Data Analysis with GSCA are as follows: 1) Open the GeSCA website and upload data. 2) Designing a structural model (influence between latent variables). Structural models that show the influence between latent variables based on the formulation of the problem or research hypothesis. 3) Designing a measurement model is determining the nature of the indicators of each latent variable, whether reflexive or formative. 4) Runing (calculation) 5) Construction of path diagrams in the research model. 6) Conversion of path diagrams into system equations, including: (1) Explaining the influence of latent variables and indicators, also called the measurement model, defines the characteristics of latent variables with indicators.
(2) Explain the influence between latent variables (structural models), which describes the influence between latent variables based on the substantive theory of research. Without losing its general properties, it is assumed that latent variables and indicators or manifest variables are standardized, so that constants can be removed from the model (constant = 0).
(3) Parameter estimation. The parameter estimation method (estimation) is the least square method. The structural model and measurement model are integrated into one model, so the parameter estimation process is oriented towards minimizing the integrated residual model. Estimating parameters based on original sample data, including: Weight and Loading estimate is to get latent variable data, generally parameter estimation using eigen value and eigen vector approach. The path coefficient estimate is the coefficient of influence between latent variables, used by ALS. Parameter estimation Based on resampling data (bootstrap sample), including: Means from Weight, Loading and Path coefficient, that is, the estimated parameter is a mean from the subsample, using the bootstrap resampling method.

Research Result 4.1 Results of the Measurement Model (Outer Models)
Outer models, when a reflexive indicator is needed, an evaluation is in the form of instrument calibration, namely by checking the validity and reliability of the instrument. Employee Motivation Variable (X) has 2 indicators and eleven statement items used as parameters to measure this variable. The results of the GSCA analysis show that all question items have a loading factor value greater than 0.5 which means valid and has an AVE greater than 0.5, has alpha greater than 0.6 which means that all indicators are valid and reliable as a measure of employee motivation variable (X).

Involvement Variable (Y1)
The variable Involvement (Y1) has 2 indicators and fifteen statement items that are used as parameters to measure this variable. The indicators referred to are the suitability of the work with the role of the employee (IN1), and the supporting work environment (IN2). Clearer answers or perceptions of 154 respondents to involvement (Y1) variables expressed by employees of the State Electricity Company in Kupang Region, East Nusa Tenggara Province, Indonesia, as in table 5. The results of the GSCA analysis show that all question items have a value of loading factor greater than 0.5 which means valid and has AVE is greater than 0.5, has alpha greater than 0.6, which means that all indicators are valid and reliable as a measure of involvement (Y1) variables, such as in Table  5, as follows:

Variabel Commitment (Y2)
Commitment variable (Y2) has 2 indicators and fifteen statement items that are used as parameters to measure this variable. The indicators referred to are Affective Commitment (AC), Normative Commitment (NC) and Continuance Commitment (CC). The clearer answers or perceptions of 154 respondents to the commitment variable (Y2) expressed by employees of the State Electricity Company in Kupang Region, East Nusa Tenggara Province Indonesia, are shown in table 6. The results of the GSCA analysis show that all question items have a loading factor greater than 0.5 which means valid and has AVE is greater than 0.5, has alpha greater than 0.6 which means that all indicators are valid and reliable as a measure of commitment variable (Y2).

Job Satisfaction Variable (Y3)
Job Satisfaction Variable (Y3) is measured by ten statement items that are used as parameters to measure indicators. Item / Indicator Job Satisfaction (Y3) variable, is Wage (JS1), Job promotion (JS2), Supervision (JS3), Compensation (JS4), Award (JS5), Work system (JS6), Work partner (JS7), Atmosphere work (JS8), Communication (JS9), Employment (JS10), Clearer answers or perceptions of 154 respondents to the job satisfaction variable (Y3) expressed by employees of the State Electricity Company in Kupang Region, East Nusa Tenggara Province Indonesia, are shown in table 7, the following: Results of GSCA analysis shows that all question items have a loading factor value greater than 0.5 which means valid and has an AVE greater than 0.5, has alpha greater than 0.6 which means that all indicators are valid and reliable as a measure of job satisfaction variable (Y3).

Hasil Pengujian Structural Models (Inner Model )
Based on theory and empirical research and structural models to explain the correlation between independent latent variables and dependent latent variables based on the substantive theory in the conceptual model of research. Inner model that defines how each independent latent variable correlates with the dependent latent variable. The influence path coefficient values between independent latent variables on the dependent latent variables, obtained through GSCA calculations and significant tests obtained through bootstrapping which also produces the value of the critical ratio (CR) equal to the value of T. Hypothesis testing is done by comparing the value of the critical ratio (CR) with the value T table in each connecting path between latent variables. Based on the results of the GSCA analysis, the hypothesis model was tested, as in table 8, as follows:

Discussion of Hypothesis Testing Results
The effect of employee motivation on involvement is evidenced by statistically empirical data, showing positive and significant path coefficients (see table 8). Positive path coefficient means increasing employee motivation will increase involvement. The theoretical implication of this empirical is that any increase or improvement in employee motivation will result in an increase in involvement. (Hypothesis 1 is accepted) which states that "employee motivation has a significant effect on involvement". This happens, because every employee has the motivation to be involved in doing the work, and hopes can be achieved. The findings of this study confirm the concept of the motivation theory that every highly motivated individual is always ready to do different businesses in a fairly basic role to achieve high performance (Armstrong, 2009). Motivating people to appreciate work, means understanding motivation theory and how theory can be practiced in work involvement.
The effect of employee motivation on commitment is evidenced by empirical data statistically showing positive and significant path coefficients (see table 8). Positive path coefficient, means increasing employee motivation for commitment. The theoretical implication of empirical is that any increase or improvement in employee motivation will result in an increase in commitment. (Hypothesis 2 is accepted) which states that "employee motivation has a significant effect on commitment". This happens, because every employee has the motivation to increase the commitment needed to do the job. The findings of this study confirm the research concept of Jayakumar (2013), Alimohammadi and Neyshabor (2013), Koesmono (2014), Wahyuni (2015), Kusworo et al. (2015), Barusman and Hidayat (2017) showing that work motivation has a significant positive effect on organizational commitment. However, this study does not support Braimah's (2016) study which found that work motivation was negatively and not significantly correlated with organizational commitment. Ardana et al. (2009: 421) states that placing someone in an organization to work based on their expertise and talent, and this can increase their commitment to the organization. The effect of employee motivation on job satisfaction is evidenced by empirical data statistically showing positive and significant path coefficients (see table 8). Positive path coefficient, means that increasing employee motivation will increase job satisfaction. The theoretical implication of empirical is that any increase or improvement in employee motivation will result in an increase in job satisfaction. (Hypothesis 3 is accepted) which states that "employee motivation has a significant effect on job satisfaction". This happens, because every employee has the motivation to increase job satisfaction needed in doing work. The findings of this study confirm Wilson's research concept (2013) explaining that work motivation has a positive and significant effect on job satisfaction and performance. However, the findings of this study do not support the findings of the study of Jusmin et al (2016), Ma'mun et al (2017) found that motivation has a negative influence on job satisfaction. Human Motivation Theory (McClelland, 1973) explains the need to achieve goals, so that people will be motivated because of the need for success (seeds for achievement), the need for affiliation and the need for power. Achievement motivation is needed by everyone to increase satisfaction and performance.
The effect of involvement on commitment is proven by empirical data statistically showing positive and significant path coefficients (see table 8). Positive path coefficient, means that increased involvement will increase commitment. The theoretical implication of this empirical is that any increase or improvement in involvement will result in an increase in commitment. (Hypothesis 4 is accepted) which states that "involvement has a significant effect on commitment". This happens, because every employee has a desire to be involved in increasing commitment in doing work. The more employees involved with a job, the more knowledge, skills and experience gained so that employees are more committed to staying in the organization and fighting for their organization. Research concept Chairuddin et al. (2015), Khalid et al. (2015) explained that work involvement has a positive and significant effect on organizational commitment. Explanation of involvement theory and organizational commitment theory that the better involvement will increase the commitment of an employee, because employees believe and accept organizational goals and values, and want to give a lot of business on behalf of the organization and have a strong desire to maintain organizational membership. Zopiatis et al. (2014) explain that work involvement affects commitment and job satisfaction. Employees who have more knowledge, experience about management and other jobs, will be more involved in work with a commitment to gain satisfaction.
The effect of involvement on job satisfaction is proven by empirical data statistically showing a positive and significant path coefficient (see table 8). Positive path coefficient, means involvement will increase job satisfaction. The theoretical implication of empirical is that any increase or improvement in involvement will result in an increase in job satisfaction. (Hypothesis 5 is accepted) which states that "involvement has a significant effect on job satisfaction". This happens, because every employee has a desire to be involved in doing work to increase job satisfaction. The findings of this study confirm the concept of Riipinen (1994) states that individuals who have a higher level of involvement, will use more time and effort to work to obtain satisfactory results. When employees feel satisfied with work and the surrounding environment, it will show a higher level of work involvement.
The effect of Commitment on job satisfaction is proven by empirical data statistically showing positive and significant path coefficients (see table 8). Positive path coefficient, means that increased commitment will increase job satisfaction. The theoretical implication of empirical is that any increase or improvement in commitment will result in an increase in job satisfaction. (Hypothesis 6 is accepted) which states that "commitment has a significant effect on job satisfaction". This happens, because every employee has a commitment to do work to improve job satisfaction. The findings of this study confirm the research concept of Allan and Meyer (2009), Wilson (2013. Çelik et al. (2015) explained that organizational commitment has a significant positive effect on job satisfaction. If employees are given the opportunity to be more involved in organizational activities, organizational commitment and job satisfaction increase, so employees are more enthusiastic and feel more satisfied. Understanding this achievement commitment, supported by several previous studies, that organizational commitment has a positive and significant effect on job satisfaction

Discussion of the Overall Research Model
Overall model testing involving measurement models and structural models based on GSCA calculations and European Journal of Business and Management www.iiste.org ISSN 2222-1905(Paper) ISSN 2222-2839(Online) DOI: 10.7176/EJBM Vol.11, No.15, 2019 significant tests obtained through Bootstrapping. The FIT value shows the predictive value-relevance of the total variance explained by all variables in the structural model. FIT values range from 0 to 1. The closer to number 1, the variance of all variables in the model can explain a lot of information by empirical data.
The AFIT value (adjusted FIT) is almost the same as FIT, but has taken into account the complexity of the model. AFIT can be used to compare existing models. Considering that the more variables in the model will affect the FIT value, the greater the diversity of data, and the more complex the model so that to adjust to the existing variables can use the corrected FIT (AFIT).
Based on the results of the GSCA analysis, the FIT value of 0.701 implies that dependent latent variables can be explained by independent latent variables in the structural model of 70.1%, or in other words the model can explain empirical phenomena by 70.1% with data in the variables studied, while the remaining 29.9 % is explained by other variables that have not been included in the research model and errors.
Considering that the more variables in the model will affect the FIT value, the greater the diversity of data, and the more complex the model so that to adjust to existing variables can use AFIT (adjusted FIT). The AFIT value of 0.698 implies that the dependent latent variable can be explained by the independent latent variable in the model at 69.8% percent, or the model can explain empirical phenomena of 69.8% with the data in the studied variable, while the remaining 30.2% is explained by variables that have not been included in the research model and error.

Limitations of Research
Based on the results of the conceptual model test that has been carried out, it can be seen that information can be disclosed through testing the overall structural goodness of fit. This research model shows that employee motivation, involvement, competence, and commitment can explain job satisfaction by 69.8%, while the remaining 30.2% is explained by other variables that have not been included in the research model and errors which are limitations. So the limitations of this research model are 30.2%% which can be explained by other variables that have not been included in this research model.
The limitation of this study is that there are still other variables not included in this research model so that not all information can be disclosed through data collected and analyzed. This study only uses primary data sourced from respondents as employees of the State Electricity Company in Kupang Region, East Nusa Tenggara Province, Indonesia.

Conclusions
Based on the description and discussion of the research findings it is concluded as follows: The effect of employee motivation on involvement is proven by statistically empirical data, showing positive and significant path coefficients. Positive path coefficient means increasing employee motivation will increase involvement. The theoretical implication of this empirical is that any increase or improvement in employee motivation will result in an increase in involvement. This research accepts the hypothesis which states that "employee motivation has a significant effect on involvement". This happens, because every employee has the motivation to be involved in doing the work, and hopes can be achieved.
The effect of employee motivation on commitment is proven by empirical data statistically showing a positive and significant path coefficient. Positive path coefficient, means increasing employee motivation for commitment. The theoretical implication of empirical is that any increase or improvement in employee motivation will result in an increase in commitment. This research accepts the hypothesis which states that "employee motivation has a significant effect on commitment". This happens, because every employee has the motivation to increase the commitment needed to do the job.
The effect of employee motivation on job satisfaction is proven by empirical data statistically showing a positive and significant path coefficient. Positive path coefficient, means that increasing employee motivation will increase job satisfaction. The theoretical implication of empirical is that any increase or improvement in employee motivation will result in an increase in job satisfaction. This study accepts the hypothesis which states that "employee motivation has a significant effect on job satisfaction". This happens, because every employee has the motivation to increase job satisfaction needed in doing work.
The effect of involvement on commitment is proven by empirical data statistically showing positive and significant path coefficients. Positive path coefficient, means that increased involvement will increase commitment. The theoretical implication of this empirical is that any increase or improvement in involvement will result in an increase in commitment. This study accepts the hypothesis which states that "involvement has a significant effect on commitment". This happens, because every employee has a desire to be involved in increasing commitment in doing work. The more employees involved with a job, the more knowledge, skills and experience gained so that employees are more committed to staying in the organization and fighting for their organization.
The effect of involvement on job satisfaction is proven by empirical data statistically showing a positive and significant path coefficient. Positive path coefficient, means involvement will increase job satisfaction. The theoretical implication of empirical is that any increase or improvement in involvement will result in an increase in job satisfaction. This study accepts the hypothesis which states that "involvement has a significant effect on job satisfaction". This happens, because every employee has a desire to be involved in doing work to increase job satisfaction.
The effect of commitment on job satisfaction is proven by empirical data statistically showing a positive and significant path coefficient. Positive path coefficient, means that increased commitment will increase job satisfaction. The theoretical implication of empirical is that any increase or improvement in commitment will result in an increase in job satisfaction. This study accepts the hypothesis which states that "commitment has a significant effect on job satisfaction". This happens, because every employee has a commitment to do work to improve job satisfaction.

Recommendations 7.1 Recommendations for Advanced Research
Based on the discussion of the findings and limitations of this study that have been described in the previous section, it is suggested that future research is as follows: Future research can add other variables that have not been included in this research model, to obtain a more comprehensive research model.

Recommendations for Companies
The contribution of this research is for companies or organizations, especially the State Electricity Company in the Kupang Region, East Nusa Tenggara Province of Indonesia. The results of this study are expected to provide useful input in making decisions or policies in the field of personnel to consider employee motivation and expectations, involvement, commitment and job satisfaction in ensuring the survival of organizations or companies and workers. Practically for companies and governments it is recommended as follows: 1) The Companies must pay attention to things that can arouse employee motivation, both intrinsic and extrinsic motivation. Motivation of employees in doing work will be very decisive to get involved really work.
Motivation of employees will determine to truly commit to the organization or company and work wholeheartedly for the progress of the organization. Employee motivation will determine satisfaction in working wholeheartedly for the progress of the organization. 2) The Companies must pay attention to things that can increase employee involvement in work. Employee involvement will determine whether really committed to the organization or company and work wholeheartedly for the progress of the organization. Employee involvement will determine satisfaction in working wholeheartedly for the progress of the organization.
3) The company must pay attention to matters that can increase employee commitment in working wholeheartedly for the progress of the organization. Employee commitment in work will determine employee satisfaction in working for the progress of the organization, so that the goals of the organization or company can be achieved. Satisfaction in work is very important and is the hope of all workers.

Recommendations for the Government
The contribution of this study recommends the government as a regulator in the development and utilization of human resources. The results of this study provide input information that is useful in making decisions or policies in the field of personnel to consider motivation and expectations of employees, involvement, commitment and satisfaction in working to ensure the survival of organizations or companies and workers. The Ministry of