Bandung — Discipline development and work motivation have a positive and significant influence on employee performance in the Supply Chain Management section of PT QRS. The finding comes from Muhammad Fajar and R.M Juddy Prabowo of the Management Study Program, Faculty of Economics and Business, Jenderal Achmad Yani University, in a study published in 2026. Involving 51 employees, the study found that discipline development and work motivation not only affect performance individually but also have a strong combined influence on employee performance.
Employee performance is an important factor in maintaining smooth business operations, particularly in sectors that require accuracy, timely work, and coordination between departments. PT QRS is a pharmaceutical company producing both over-the-counter and prescription medicines and is located in West Bandung. Within the company, the Supply Chain Management section plays an important role in supporting effective operational activities.
Employee performance data from January to December 2025 showed that there was still considerable room for improvement. Among 51 employees, only two employees, or 3.92 percent, were classified as very good. Seventeen employees, or 33.33 percent, were classified as good, while 21 employees, or 41.18 percent, were in the adequate category. Another 10 employees, or 19.61 percent, were classified as below expectations, and one employee, or 1.96 percent, was placed in the lowest category. These conditions encouraged the researchers to examine factors associated with employee performance.
One of the issues identified was employee discipline. According to information from the HRD supervisor at PT QRS, some employees were still returning late to their work areas after the scheduled break ended at 1:00 p.m. Some employees were also reported to leave their work areas for extended periods during working hours without permission from their supervisors. Such behavior can disrupt work effectiveness and ultimately affect performance.
Work motivation was another factor examined in the study. Interviews with the HRD supervisor indicated that fatigue, personal stress, and declining morale could make it difficult for employees to remain focused at work. Lower motivation may reduce employees’ willingness to complete their tasks and achieve the targets established by the company.
To examine these relationships, Muhammad Fajar and R.M Juddy Prabowo used a quantitative approach with a correlational research design. All eligible employees in the Supply Chain Management section were included in the study. The final sample consisted of 51 employees who had worked for at least one year, ensuring that participants had sufficient familiarity with the company’s operations. Data were collected through an online questionnaire using Google Forms and analyzed with SPSS version 27.
Employee performance was evaluated independently through ratings provided by the employees’ direct supervisor. This approach was used to reduce the possibility of self-assessment influencing the results. Performance was assessed through work quality, quantity of work, use of working time, and cooperation with other employees.
The results showed that discipline development in the Supply Chain Management section was rated very highly, with an overall average score of 4.37. The creation of rules and regulations received an average score of 4.45, while the creation and implementation of sanctions for disciplinary violations received a score of 4.29. These results indicate that respondents viewed the company’s discipline development practices positively.
Employee work motivation was also classified as very high, with an overall average score of 4.40. Responsibility received the highest score at 4.52, followed by success at 4.48, opportunities for self-development at 4.45, the job itself and opportunities for advancement at 4.38 each, and recognition at 4.20. The findings indicate that employees generally demonstrated strong internal and external motivation to perform their responsibilities.
Meanwhile, employee performance based on direct supervisor assessments achieved an overall average score of 4.03, placing it in the good category. The use of working time received a score of 4.11, cooperation among employees 4.08, work quality 3.98, and quantity of work 3.95. Overall, employee performance was considered good, although opportunities remain to further improve work quality and output.
Regression analysis showed that discipline development had a positive regression coefficient of 0.483, with a significance value of 0.001. This means that better discipline development was associated with higher employee performance. Conversely, weaker discipline development tended to be associated with lower performance.
Work motivation also had a positive and significant influence on performance. Its regression coefficient was 0.269, with a significance value of 0.001. The finding indicates that higher levels of work motivation were associated with better employee performance. Employees with stronger motivation tend to demonstrate greater enthusiasm, responsibility, and effort in completing their work.
The strongest finding emerged when discipline development and work motivation were examined together. The coefficient of determination, or R², reached 0.773, indicating that the two factors explained 77.3 percent of the variation in employee performance within the research model. The remaining 22.7 percent was associated with other factors that were not examined in the study.
The simultaneous test further confirmed the relationship. The calculated F-value reached 81.886, substantially higher than the F-table value of 3.191, with a significance level of 0.000. The result indicates that discipline development and work motivation jointly have a significant effect on employee performance in the Supply Chain Management section of PT QRS.
According to Muhammad Fajar and R.M Juddy Prabowo, consistent discipline development through guidance, supervision, and enforcement of workplace rules can improve employee compliance and responsibility. At the same time, high work motivation can strengthen enthusiasm, commitment, and productivity, encouraging employees to work toward company targets.
The findings suggest that improving employee performance requires more than supervision alone. Companies also need to create conditions that sustain employee motivation. Opportunities for development, clear responsibilities, recognition of achievements, and consistent enforcement of workplace rules can become important components of effective human resource management.
The researchers recommend that PT QRS maintain and strengthen discipline development through consistent regulations and fair and firm sanctions. The company is also encouraged to improve employee motivation by providing opportunities for development, clear responsibilities, and rewards for achievements. Regular coaching, training, and performance evaluations are also recommended to improve work quality, time management, and teamwork.
The study has several limitations because it involved only 51 employees from one department and relied on performance assessments from a single direct supervisor. Future studies are therefore encouraged to involve larger samples, multiple departments, or other companies within the same industry. Additional factors such as the work environment, leadership style, job satisfaction, and organizational culture could also be examined to provide a broader understanding of employee performance.
Authors
Muhammad Fajar — Jenderal Achmad Yani University.
R.M Juddy Prabowo — Jenderal Achmad Yani University.
Research Source
Article Title: The Effect of Discipline Development and Work Motivation on the Performance of Employees in the Supply Chain Management Section at PT QRS
Journal: International Journal of Scientific Multidisciplinary Research (IJSMR), Vol. 4 No. 8, 2026, pp. 1741–1756.
DOI: https://doi.org/10.55927/ijsmr.v4i8.135
Journal Link: https://journalijsmr.my.id/index.php/ijsmr
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