Cimahi — Work discipline development plays an important role in supporting employee job satisfaction in the Human Resources (HR) Division of PT. XYZ, although its implementation still faces challenges related to rigid regulations, inconsistent sanctions, and unequal workload distribution. The finding comes from a study by Salwa Qurrota Ayyun and Eka Ludiya of Jenderal Achmad Yani University, which examined the implementation of work discipline development and its relationship with employee job satisfaction in a furniture company. The study used interviews, observations, documentation, and employee attendance records to examine workplace conditions at PT. XYZ.
The furniture industry is an important contributor to Indonesia’s economy and faces increasingly strong competition in the global market. Technological development and design innovation have encouraged furniture companies to improve competitiveness not only through their products but also through human resource management. In this environment, employee discipline becomes important because it is connected to punctuality, compliance with procedures, responsibility, and the smooth completion of work.
PT. XYZ faces challenges in ensuring that its operations run effectively. The HR Division has a strategic role because it manages various workforce-related activities. The psychological condition and job satisfaction of HR staff are also important because employees who are satisfied with their jobs tend to demonstrate stronger commitment and contribute more effectively to the organization.
Concerns about job satisfaction were reflected in the additional workload experienced by some employees when colleagues were absent. Based on an interview with Abu, the HR Manager of PT. XYZ, on December 10, 2025, employee absences required other HR staff to take on additional responsibilities and work overtime. Under certain conditions, overtime was reported to reach four hours per day for four days a week. Employees considered this workload tiring, with effects on physical fatigue and reduced rest time.
The researchers also identified several forms of workplace indiscipline, including arriving late, leaving the workplace without permission during working hours, and engaging in conversations unrelated to work. These conditions indicate that the company’s discipline system still requires continuous supervision and employee coaching.
Attendance records for the HR Division from January to December 2024 also revealed issues requiring management attention. The recapitulation recorded 131 permissions and 141 absences across a total of 262 working days. Referring to the standard cited from Flippo, the researchers considered the absence level a serious management concern.
To understand these conditions in greater depth, Salwa Qurrota Ayyun and Eka Ludiya used a qualitative descriptive approach. The informants consisted of one HR Manager and eight HR staff members. Data were collected through participatory observation, structured interviews, documentation, and literature review. Informants were selected using snowball sampling, while the analysis involved data reduction, data presentation, and conclusion drawing and verification. Data credibility was examined through source, technique, and theoretical triangulation.
The findings show that PT. XYZ has implemented work discipline development through regulations, direction, supervision, warnings, and sanctions. In general, employees understand the existing rules and believe that they help establish discipline and increase awareness of responsibility. However, some regulations are considered too rigid and have not fully adapted to changing operational needs.
Warnings and sanctions are also generally implemented according to company procedures. Supervisors are considered to provide appropriate warnings, while sanctions are usually given promptly after violations occur. However, some employees continue to repeat the same violations despite receiving warnings or sanctions, indicating that the deterrent effect of the existing system has not yet been fully achieved.
Another issue concerns the consistency of sanctions. Managers and employees acknowledged that sanctions for similar violations are not always applied uniformly. This situation can create perceptions of unfairness. On the other hand, the principle of applying sanctions regardless of an employee’s position, age, or closeness to supervisors was considered to have been implemented relatively well.
Regarding job satisfaction, most employees reported relatively positive conditions. The majority had reasonably good attendance according to work schedules, although occasional absences due to personal or family reasons remained. Job responsibilities were generally explained clearly, but when some employees failed to perform their duties optimally, certain tasks had to be transferred to colleagues, increasing their workload.
Relationships between employees and supervisors emerged as one of the more positive aspects of the workplace. HR staff generally viewed their relationships with direct supervisors as professional and communicative. Supervisors were considered capable of providing direction and maintaining positive communication. However, when tasks changed suddenly or workloads increased, instructions were sometimes considered insufficiently detailed, requiring employees to seek further clarification.
The study found that work discipline development has a positive influence on employee job satisfaction. Regulations, direction, supervision, and sanctions help create workplace order and provide clearer guidance for carrying out responsibilities. Employees can better understand their rights, obligations, and responsibilities, allowing work to be performed in a more structured manner.
However, these benefits have not been fully realized across the workforce. Rigid regulations, inconsistent sanctions, repeated violations, and unequal workload distribution can reduce the positive impact of discipline development on job satisfaction. The study indicates that effective discipline cannot rely solely on rules and sanctions; it also requires consistent supervision, clear communication, and employee understanding of the purpose behind workplace regulations.
The findings reinforce the view that an orderly workplace can improve employee comfort and satisfaction. When rules are applied fairly and consistently, employees have greater clarity regarding their roles and responsibilities. Conversely, overly rigid regulations and inconsistent sanctions can reduce the benefits of discipline development. The study also highlights workload distribution as an important factor in maintaining employee satisfaction.
For the company, the findings provide several practical implications. PT. XYZ is advised to evaluate and update its disciplinary regulations so they remain clear while accommodating legitimate operational needs. Warnings and sanctions should also be applied consistently according to the type and severity of violations. In addition, the company needs to improve workload distribution through closer supervision and coaching for employees whose responsibilities are not being performed optimally.
Supervisors should also provide clearer communication when tasks change suddenly or workloads increase. Attendance monitoring and supportive motivational measures should be strengthened as well. These steps can help make discipline development more consistent, fair, and supportive of employee job satisfaction.
The researchers conclude that work discipline development in the HR Division of PT. XYZ has been implemented through regulations, direction, supervision, warnings, and sanctions, but its implementation still requires improvement. Employee job satisfaction is generally good, particularly in relationships with supervisors and clarity regarding most job responsibilities. However, workload inequality and attendance issues remain concerns. Overall, fair, consistent, and adaptive discipline development can support job satisfaction by creating order, responsibility, role clarity, and a more predictable working environment.
The study has limitations because it was conducted at only one furniture company and used a qualitative approach involving nine informants. Therefore, the findings are context-specific and cannot be statistically generalized to other industries or wider populations. Future research could involve several furniture companies or other manufacturing sectors and examine additional factors such as compensation, work motivation, organizational culture, leadership style, workload, and employee commitment.
Authors
Salwa Qurrota Ayyun — Jenderal Achmad Yani University.
Eka Ludiya — Jenderal Achmad Yani University.
Research Source
Article Title: Analysis of Work Discipline Development on Employee Job Satisfaction in the Human Resources Division of PT. XYZ
Journal: International Journal of Scientific Multidisciplinary Research (IJSMR), Vol. 4 No. 8, 2026, pp. 1775–1788.
DOI: https://doi.org/10.55927/ijsmr.v4i8.138
Journal Link: https://journalijsmr.my.id/index.php/ijsmr
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