How Burnout and Perceived Decision Authority Influence Employee Satisfaction? A Case Study in PT. Qerja Manfaat Bangsa

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Introduction
Employee satisfaction is the employee's perception of the job, their emotional response to it, and the level of satisfaction of their needs , 2019) thus becomes the crucial key in the organization.Employee satisfaction is associated with several positive variables, such as job performance, employee behavior, work motivation, and satisfaction with their lives (Heller, Judge & Watson, 2002; Kara, 2020).
In accord with (Bakotic & Babic, 2013; Hanaysha & Tahir, 2016), employee satisfaction is one of the variables keys that affect success and must be a concern to avoid a negative impact on company performance (Shah & Kazmi, 2020).Job satisfaction plays a central role in the long-term growth of organizations worldwide.
According to (Kara, 2020), employee satisfaction can boost productivity, improve employee performance, and reduce negative work experiences.According to (Mohammed & Elesswed, 2013) in (Hanaysha & Tahir, 2016), when employee satisfaction is satisfied, they will become more loyal and committed to the organization.A meta-analysis indicates that employee satisfaction has a crucial role affect the mental or psychological health of workers.The study involves 267,995 respondents who work in different companies worldwide (Faragher, Cass, & Cooper, 2005) in (Zaniboni et al., 2016).
Several studies indicate several factors that affect employee satisfaction, such as employee empowerment and teamwork (Hanaysha & Tahir, 2016).In (Hanaysha & Tahir, 2016) states that a high level of employee job satisfaction can improve employee work performance (Karatepe, 2012) and their commitment to the organization (Paille, 2011).Employee satisfaction is one of the crucial indicators for company productivity increase (Paolisso et al., 2019).
The company must ensure a good employee satisfaction value due to the importance of the employee satisfaction issue.The company must identify and resolve the problems that cause poor employee satisfaction ratings.PT.Qerja Benefits of the Nation (QMB) has a problem with employee satisfaction.The preliminary study shows that the employee satisfaction score at QMB is not good.It shows only 55% of respondents are satisfied with their work, and 95% of respondents have a high burnout rate.According to (Song et al., 2020), burnout can be detrimental to physical and mental health.It certainly affects the level of employee satisfaction.Furthermore, it also indicates 55% of respondents do not have sufficient power in decisionmaking authority.According to (Kanat-Maymon et al., 2018), decision authority makes employees who accept it are more likely to commit to the workplace and develop emotional attachments.Therefore, decision authority is one of the factors that affect employee satisfaction.
Financial rewards are still a crucial factor that affects employee satisfaction.Other factors that affect how employees rate their job satisfaction are changes in social culture, improvement in living standards, trustworthiness, work-life balance, and organizational commitment.
This study aims to confirm whether burnout and perceived decision authority affect employee satisfaction.

Objectives
This study aims to confirm whether burnout and perceived decision authority affect employee satisfaction.
2 Literature review

Adam's equity theory
Equity theory (Adams, 1968) offers a pragmatic insight into the importance of perceptions of fairness in the workplace and society.Equity theory represents human motivation as a function of how individuals (people) perceive their input and output ratios relative to others (Ryan, 2016).People will feel equal when they feel the same inputs and outputs as others.Conversely, where the perceived inputs and outputs are different, feelings of injustice are arisen (Taylor, 2009).In such cases, equity theory argues that the person will attempt to modify the input, output, or other comparisons (referent), with clear consequences for behavior at work (Adams, 1968).The existence of relative justice in the exchange process has significance for how employees may perceive and act in organizational or social contexts.
The researchers apply Adam's theory as the basic theory of this research.According to Adam's equity theory, there will be no employee satisfaction if there is a perception that the inputs and outputs provided by the company are not comparable to the employees (such as overwork or burnout).Therefore, equity is very crucial for employees to provide job satisfaction.

Need fulfillment theory
Fulfillment theory is a theory in which job satisfaction depends on whether the needs of employees are met (Thaha and Jambi 2019).Abraham Maslow (Thaha & Jambi, 2019) also suggested measuring job satisfaction based on needs achievement.In other words, the greater the employee's needs, employee satisfaction also increases.In addition, fulfillment theory is well-known as the Need Hierarchy Theory, which increases the level of needs fulfillment will motivate and increase individual satisfaction (Khan et al., 2010).
The researchers apply this theory because it broadly represents the factors that cause job satisfaction on financial compensation.Employee satisfaction will depend on the fulfillment of the employee's own needs.Furthermore, it will indicate that decision authority has a higher level of needs, based on Maslow's Theory.It will affect Job Satisfaction if not fulfilled.In other words, if the decision authority goes well, it will meet the needs of employees so that job satisfaction will arise.

Employee satisfaction
According to Maslach (2003) in (Hanaysha & Tahir, 2016), employee satisfaction is a state of individual satisfaction about their feelings towards work and about how satisfied they are in their work.(Hanaysha & Tahir, 2016) said that organizational policies, relationships with people in the organization, ways that contribute to the organization, and many other factors influence employee satisfaction.Previous studies indicate that the authority possessed by employees can increase employee job satisfaction (Chang, Shih, & Lin, 2010) in (Hanaysha & Tahir, 2016).
, 2019) It indicates a negative relationship between burnout and employee satisfaction.The working conditions and atmosphere in the work environment are also supported.(Paolisso et al., 2019) said that Employee Satisfaction is one crucial indicator to increase company productivity.

Burnout
Burnout is an attitude of physical, emotional, chronic, and mental fatigue whose cause is constant pressure and stress in the work environment (Kara 2020).According to Freudenberger, Burnout is fatigue that usually occurs in employee energy because of failure, work overload, energy loss, and unfulfilled expectations al., 2019).Burnout is the first concept applied to explain the situations characterized by frustration, exhaustion, and leaving work.
Burnout is affected by several factors such as feelings of fatigue in workers that occur at various stages of life according to the working conditions experienced, excessive pressure from the work environment, and employee stress at the company that lead the feelings of continuous fatigue caused (Kara, 2020).Scanlan and Still (2019) suggested that the factors that influence the occurrence of Burnout are fatigue and release.Signs of fatigue are declining energy resulting from long-lasting physical, affective, or cognitive tension.When individuals distance themselves from their work and have a negative attitude towards their work tasks is defined as discharge or disengagement.
WHO stated that Burnout syndrome causes long-term job stress problems if not handled properly.Individuals with burnout syndrome will feel less efficient, work and expected results are not balanced, or not help their coworkers.Finally, they may lose their position in a company , 2019).According to (Song et al., 2020), an excessive workload increase pressure and reduce employees' work motivation.It affects work-life balance.Ultimately it affects burnout and employee satisfaction.

Decision authority
Decision authority defines as giving employees new responsibilities and extra power to work satisfactorily (Yukl, 2014) in (Shah & Kazmi, 2020).Lussier et al. (2013) in Shah and Kazmi (2020), says that decision authority means giving responsibility to employee and power to achieve company goals.Decision authority divides power or authority to someone in a lower position and gives additional to complete the assigned tasks.Shah and Kazmi (2020) show that Decision Authority is also one way to improve company performance and Employee Satisfaction.
Oloko, Obonvo, and Kodmbo (2014) in Shah and Kazmi (2020), said that decision authority increases motivation and work achievement that leads to selfactualization and employee satisfaction.According to Kennedy and Keino (2017) in Shah and Kazmi (2020), decision authority is a way to improve organizational performance.According to (Hanaysha and Tahir 2016), the function of decision authority is to reduce the gap between company management and employees to increase authority; responsibility and build organizational commitment.
According to (Hardiman & Simmonds, 2013) in (Kara, 2020), burnout is associated with mental fatigue, decreased success (low), physical and emotional exhaustion, depersonalization, and absenteeism from workers.Burnout is a phenomenon where employees feel psychologically exhausted by work, in the sense of exhaustion of all the energy expended by employees under work pressure (Song et al., 2020).Work fatigue is emotional exhaustion, depersonalization, decreased personal achievement, and increased psychological power in the long-term process (Song et al., 2020).
Research by (Song et al., 2020) identifies a negative correlation between Burnout and Employee Satisfaction in China on medical workers.A study (Page & Graves, 2021) showed a significant but negative relationship between Burnout and Employee Satisfaction in medical professionals in Australia.Another research on medical professionals in Australia by (Scanlan and Still 2019) found burnout and negative correlations with employee satisfaction.Those three preliminary studies above show a negative relationship between Burnout and Employee Satisfaction.Therefore, the first hypothesis of this study is as follows: Hypothesis 1: Burnout negatively and significantly affects Employee Satisfaction Research (Rana & Singh, 2011) conducted in India found a positive and significant relationship between decision authority and employee satisfaction.Another study with 640 respondents in India conducted by (Shah & Kazmi, 2020) proved that decision authority has a positive relationship with Employee Satisfaction.Subsequent studies that gave the same results were reported by (Zaniboni et al., 2016).
Those three preliminary studies show a positive relationship between decision authority and employee satisfaction.Therefore, the second hypothesis of this study is as follows: Hypothesis 2: Decision Authority positively and significantly affects employee satisfaction.

Study design
This research uses a descriptive quantitative research method.The data collection technique (time horizon) that the researcher will use in this study is a cross-sectional model.

Population and sample
In this study, the population is 174 QMB employees who worked in the company.This study will use a saturated sample or take data from a total population of 174 people because the total population in QMB is only 174 people.

Procedure
In this study, the questionnaires are formed in the Google Forms platform and distributed to all QMB employees to gather data.Previously, respondents are informed about the study.They must give consent on the willingness to enroll voluntarily.Respondents must fill in demographic information such as gender, educational background, position, and year of service in the company.The next part of the questionnaire is about the variables studied, namely burnout, perceived decision authority, and employee satisfaction.This study applies a Likert scale from 1 to 6.The respondent must choose a negative or positive view of a statement (Nadler et al., 2015).

Measurement
This study uses seven statements from (Ran et al., 2020) and (Ninaus et al., 2021) to measure the burnout variable.The four statements from (Karasek et al., 1998) and (Hanaysha & Tahir, 2016) are applied to measure the perceived decision authority variable.The four statements from (Hanaysha & Tahir, 2016) test the employee satisfaction variable.The statement items for each variable are in Table 1.

Data analysis
This study uses smartPLS 3.0 to analyze the data.It consists of two analyses.The first is measurement analysis to evaluate the validity and reliability of the measures, and the second is structural analysis.The second analysis covers the inner model test (structural model), hypothesis testing (t-test), and the goodness of fit model (GoF) test.An Inner Model Evaluation test consists of predictive relevance (Q 2 ), effect sizes (f 2 ), path coefficients and coefficient of determination (R 2 ).Hypothesis testing aims to get answers from the initial assumptions of the research.PLS uses bootstrapping calculations to test assumptions or hypotheses.T-test and P-values will be assessed to test the hypotheses.Employees have the authority to make the decisions necessary to do a good job.

DAY3
Managers trust employees to make the right decisions at work.

DAY4
Employees have many opportunities to have the freedom to do their jobs.Employee satisfaction Employee Satisfaction defines as employees' perception of work, their emotional response to it, and their level of satisfaction of needs al., 2019)

ESN1
Employees like things related to their work.

Hanaysha and Tahir (2016) ESN2
Employees are satisfied with their current income.

ESN3
Employees are satisfied to work with the current company compared to work in other companies.

ESN4
Employees are satisfied with their current jobs.

Measurement analysis
Measurement analysis found BOT2 indicator has an outer loading value of 0.645.Therefore, the researcher deletes the BOT2 indicator, and all indicators show a value of more than 0.70 (

Proposed improvements
The results obtained from this study have similarities with research by (Song et al., 2020) in China, (Page & Graves, 2021) and (Scanlan & Still, 2019) which showed a significant negative relationship between burnout and employee satisfaction.This study identifies that if employees feel burnout due to excessive workload, they will be dissatisfied.Therefore, management must pay attention to burnout and employee satisfaction issues.
Companies must ensure that employees remain productive and do not experience burnout.This study also proves a significant positive relationship between perceived decision authority and employee satisfaction.The results obtained from the study are in line with the results of research from (Rana & Singh, 2011), (Shah & Kazmi, 2020), and (Zaniboni et al., 2016), which identify a positive and significant relationship between decision authority and employee satisfaction.It means employees are not only satisfied because of financial rewards.Employers realized the employee, especially the young generation, poses a higher level of needs and includes decision authority.Employers need to provide delegation and power to make a certain level of decision.If employees feel the company gives them trust in decision-making, they will feel appreciated and improve their job satisfaction.

Structural model analysis
The analysis finds the Coefficient of Determination shows the results of R2 is 0.353.It means the value of R2 has a weak strength.The Q-Square is 0.276 or 27.6 means the model has a relevant predictive value, where the model can explain the information contained in the research data by 27.6%.Output Path Coefficients determine the direct influence of burnout and decision authority variables on employee satisfaction.SmartPLS 3.0 program is applied to analyze it, and the output is in Figures 1 and 2. Figure 1 shows burnout has a -0.417 negative effect on employee satisfaction.The decision authority has positive effects on employee satisfaction for 0.336.Figure 2 shows that the relationship between burnout and employee satisfaction has a T-value of 5,602, and the relationship between decision authority and employee satisfaction has a Tvalue of 4,460.The analysis result of the f2 value on the relationship between burnout to employee satisfaction is 0.254, which means the effect size is a moderate value, while the f2 value is 0.165 or medium effect Sizes.The goodness of fit in Table 3 shows that burnout, decision authority, and employee satisfaction have high GOF values.

Hypothesis testing
Hypothesis testing is done by referring to the p-value of the variable relationship.The results of hypothesis testing are in Table 4.

Table 2
It indicates that each research variable has met the requirements of the Cronbach Alpha value, which means the overall variable has a high level of reliability.The Composite Reliability value of all variables is > 0.6., which is confirmed the reliability of the variable.

Table 3 .
Goodness of fit.