| dc.description.abstract | The purpose of this research is to analyze the comparison of employee satisfaction levels
after the establishment of the subholding PalmCo. The population consists of all
employees of PTPN IV Regional I Medan. For this research, the population totals 682
individuals, and the sample consist of 87 respondents determined using the Slovin
formula. Primary data collection is carried out using a questionnaires measured with a
Likert scale. Secondary are obtained from written reports and information about the
condition of the PTPN IV Regional I office. This research is a comparative research. The
results of this research show that there is an increase in job satisfaction after the
establishment of the subholding PalmCo in the variables of job content, supervision,
opportunities for advancement, salary/incentives, and coworkers. However, in the
variable of working conditions, there is no increase in job satisfaction. This is reinforced
by the hypothesis testing using the Paired Sample T-Test, which showed a significant value
(sig.2-tailed) of <0.005, measured from the variables of job content, supervision,
opportunities for advancement, salary/incentives, and coworkers, indicating a difference
in employee satisfaction levels at PTPN IV Regional I Medan after the establishment of
the subholding PalmCo. However, in the working conditions variable, there is no
difference in employee job satisfaction levels at PTPN IV Regional I Medan after the
establishment of the subholding PalmCo, with a significant value of 0.005> 0.19. The
recommendations in this research emphasize the importance of reviewing the company's
job content to avoid employee overload. Supervision needs to be improved to monitor
employee performance and provide leadership training. The company must provide
opportunities for advancement through clear career paths and support for learning. Fair
treatment, open communication, and supportive office facilities are also important for
increasing employee productivity. It should be noted that holdingization is a form of
organizational restructuring that leads to many changes such as work culture,
organizational structure and leadership style, which affect job satisfaction levels. The
higher the job satisfaction level, the better the performance demonstrated by employees.
This research examines the difference in employee job satisfaction levels after
restructuring, while previous research only examined the effect of restructuring on
employee job satisfaction. | en_US |
