The findings are particularly relevant for organizations operating in complex and changing work environments. For companies such as PT PLN Nusantara Power, where employees support electricity generation and operational services across multiple locations, maintaining employee commitment is important for coordination, reliability, and the achievement of organizational goals.
Why Workplace Happiness and Communication Matter
Employee commitment is more than simply remaining in a job. It reflects an employee’s emotional attachment to an organization, willingness to contribute to organizational goals, and sense of obligation to remain part of the organization.
The research by Sandra Dwi Yanti and Eru Ahmadia places two workplace factors at the center of this relationship: Happiness at Work and Communication.
Happiness at Work describes positive experiences employees have while performing their jobs. These experiences can include positive relationships with colleagues, recognition for achievements, a comfortable physical work environment, and fair compensation.
Communication, meanwhile, concerns how information is exchanged among employees, supervisors, and organizational units. Open communication allows employees to understand work expectations, receive relevant information, provide feedback, and respond to organizational changes.
The research setting provides an important context. PT PLN Nusantara Power Kapuas Generation Unit operates within the Khatulistiwa electricity system in West Kalimantan and manages several generation facilities, including ULPLTD Sanggau, ULPLTD Sintang, ULPLTDG Siantan, and ULPLTD Ketapang.
According to company data cited in the article, the unit had 66 permanent employees in 2026, while the research sample consisted of 65 permanent employees after excluding the Generation Unit Manager.
Employee attendance data also showed that absenteeism declined from 1.27% in 2023 to 1.16% in 2024 and 1.15% in 2025. However, employee lateness reached 1,238 minutes in 2023, increased to 1,335 minutes in 2024, and then fell to 1,124 minutes in 2025.
The researchers also identified changes in the organizational structure and work planning as factors that could create uncertainty, additional workloads, and psychological pressure among employees.
How the Research Was Conducted
Sandra Dwi Yanti and Eru Ahmadia used a quantitative approach involving all 65 eligible permanent employees at PT PLN Nusantara Power Kapuas Generation Unit.
Employees completed questionnaires measuring three major variables:
- Happiness at Work, including workplace relationships, achievement recognition, physical working conditions, and compensation.
- Communication, including openness, empathy, supportiveness, positive interaction, and equality.
- Organizational Commitment, covering emotional attachment, willingness to remain with the organization, and a sense of obligation toward it.
The researchers also used interviews and company records as supporting information. These records included employee numbers, organizational units, absenteeism, and lateness.
The questionnaire data were analyzed using statistical software and multiple linear regression. The analysis examined both the individual contribution of Happiness at Work and Communication and their combined relationship with Organizational Commitment.
The questionnaire instruments also passed validity and reliability tests, indicating that the items were considered suitable and consistent for measuring the variables.
Communication Has the Stronger Influence
The results show that both workplace happiness and communication have positive and significant effects on Organizational Commitment.
Happiness at Work had a regression coefficient of 0.246, with a significance value of 0.001. This means employees reporting more positive experiences at work tended to demonstrate stronger organizational commitment.
Communication produced a regression coefficient of 0.232, with a significance value of 0.000. The statistical results indicate that better communication was also associated with stronger employee commitment.
Although both factors were significant, Communication showed a slightly stronger standardized influence. Its standardized coefficient was 0.409, compared with 0.370 for Happiness at Work.
The combined effect of the two variables was also substantial. The correlation coefficient was 0.647, indicating a strong relationship between Happiness at Work, Communication, and Organizational Commitment.
The coefficient of determination, or R², was 0.419. In practical terms, Happiness at Work and Communication together explained 41.9% of the variation in Organizational Commitment among the employees studied. The remaining 58.1% was associated with other factors outside the research model.
The simultaneous statistical test produced an F-value of 22.349, with a significance value below 0.05, confirming that the two factors jointly had a significant effect on Organizational Commitment.
Implications for Workplace Management
The findings suggest that strengthening employee commitment requires more than financial incentives or formal organizational policies.
A supportive workplace can help employees develop positive emotional experiences and a stronger sense of belonging. Recognition of employee contributions, positive relationships, fair treatment, and meaningful involvement can contribute to a healthier work environment.
At the same time, communication deserves particular attention because it showed the stronger influence in this study.
For management, this means organizational policies, work targets, procedural changes, and other important information should be communicated clearly, accurately, consistently, and promptly. Employees should also have opportunities to express ideas, concerns, and suggestions.
Better communication can reduce uncertainty, improve coordination between work units, and strengthen trust between employees and organizational leaders.
Yanti and Ahmadia of Universitas Muhammadiyah Pontianak conclude that organizational commitment can be strengthened when employees experience both a supportive working environment and effective communication. Their findings indicate that positive workplace experiences and clear two-way communication work together in building employees’ attachment to the organization.
What the Findings Mean for PLN and Other Organizations
For PT PLN Nusantara Power Kapuas Generation Unit, the results provide practical evidence for developing employee-management strategies in an operational environment.
The study suggests that management can strengthen commitment by combining employee well-being initiatives with communication improvements. Regular recognition, supportive interpersonal relationships, fair treatment, and opportunities for employee involvement can be integrated with transparent leadership communication and stronger cross-unit coordination.
The researchers also recommend future studies examine other factors that may influence Organizational Commitment, including leadership, job satisfaction, organizational culture, compensation, work motivation, and perceived organizational support.
Because the study involved 65 permanent employees in one generation unit, research involving larger samples and other organizational settings could provide a broader understanding of the factors shaping employee commitment.
Author Profile
Sandra Dwi Yanti is affiliated with the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak. Her research in this article focuses on human resource management, particularly Happiness at Work, Communication, and Organizational Commitment.
Eru Ahmadia is affiliated with the Faculty of Economics and Business, Universitas Muhammadiyah Pontianak and contributed to the study of workplace factors affecting employee commitment.
The journal article does not specify the authors’ academic degrees or detailed professional fields beyond their institutional affiliation and the subject of the research. Therefore, no additional academic titles or credentials are added here to avoid introducing information not contained in the source article.
Source
Article Title: The Effect of Happiness at Work and Communication on The Organizational Commitment of Employees at PT PLN Nusantara Power Kapuas Generation Unit
Authors: Sandra Dwi Yanti and Eru Ahmadia
Journal: International Journal of Economic, Finance and Business Statistics (IJEFBS)
Volume and Issue: Vol. 4, No. 4
Publication Year: 2026
Pages: 499–514
DOI: https://doi.org/10.59890/ijefbs.v4i4.24
Official Journal: http://journalijefbs.my.id/index.php/ijefbs
0 Komentar