The Influence of Persuasive Communication on Perceived Organizational Support The Mediating Role of Work Motivation at CV Gemilang Makmur Abadi

Abstract

This study aims to analyze the effect of persuasive communication on perceived organizational support, both directly and indirectly through work motivation as a mediating variable among employees of CV Gemilang Makmur Abadi in Malang City. This study employed a quantitative approach using a survey method. The population consisted of 35 employees, all of whom were selected as respondents through a saturated sampling technique. Data were collected using questionnaires and analyzed using Structural Equation Modeling based on Partial Least Squares (SEM-PLS). The measurement model evaluation showed that all constructs met the criteria for convergent validity, discriminant validity, and reliability. The structural model results indicated that persuasive communication had a positive but insignificant effect on perceived organizational support, with a path coefficient of 0.125 and a p-value of 0.315. Persuasive communication also had no significant effect on work motivation, with a path coefficient of -0.208 and a p-value of 0.212. Work motivation had a positive but insignificant effect on perceived organizational support, with a path coefficient of 0.300 and a p-value of 0.131. The indirect effect of persuasive communication on perceived organizational support through work motivation was also insignificant, with a coefficient of -0.062 and a p-value of 0.279. Therefore, work motivation was unable to mediate the effect of persuasive communication on perceived organizational support. The R-square value showed that persuasive communication and work motivation explained only 9% of the variation in perceived organizational support, while persuasive communication explained only 4.3% of the variation in work motivation. These findings indicate that perceived organizational support and work motivation are more strongly influenced by other factors outside the research model, such as compensation, leadership, organizational justice, working conditions, and career development opportunities.