Global Journal of Economic and Finance Research

This study aims to examine the effects of motivation, work discipline, compensation, and employee productivity on managerial performance in State-Owned Bank Association (HIMBARA) institutions in Jember Regency. The study adopts a quantitative approach based on the Ability-Motivation-Opportunity (AMO) Theory. The population consisted of managers and employees working in HIMBARA banks in Jember Regency, with a sample of 100 respondents selected through purposive sampling. Data were collected using questionnaires and analyzed through multiple linear regression. The findings reveal that motivation, work discipline, and employee productivity have positive but insignificant effects on managerial performance. In contrast, compensation has a positive and significant effect on managerial performance. Collectively, the four independent variables explain 39.7% of the variance in managerial performance. These findings indicate that compensation is the most influential factor in enhancing managerial performance within state-owned banking institutions. Theoretically, this study extends the application of AMO Theory by demonstrating that the motivation dimension, represented by compensation systems, plays a crucial role in improving managerial performance. Practically, the results suggest that HIMBARA management should develop fair, competitive, and performance-based compensation systems to strengthen organizational effectiveness.

Motivation, Work Discipline, Compensation. Employee Productivity, Managerial Performance.

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