STRATEGIES FOR INTERNALIZING ORGANIZATIONAL COMMITMENT AND WORK MOTIVATION TO ENHANCE EMPLOYEE PERFORMANCE AT PT DAHSHENG

Abstract

Employee performance is a strategic aspect of sustaining operational continuity and maintaining corporate competitiveness; however, performance is determined not only by technical capabilities but also by organizational commitment and work motivation. This study aims to analyze PT Dahsheng’s strategies for internalizing organizational commitment values and fostering work motivation to improve employee performance, as well as to identify the factors that support and hinder this process. A qualitative approach using a case study method was employed. Data were collected through in-depth interviews, observations, and documentation involving company leaders, human resource management personnel, division heads, and employees relevant to the research focus. The findings indicate that the internalization of organizational values is implemented through organizational communication, routine guidance, leadership role modeling, work-culture habituation, and employee development, while motivation is strengthened through support, recognition, harmonious working relationships, and a conducive work environment. These processes contribute to improvements in employee discipline, responsibility, engagement, loyalty, and work performance. The main obstacles include target pressures, work routines, job-related fatigue, and inconsistent communication. This study contributes to the human resource management literature by providing a contextual understanding of the relationship among value internalization, organizational commitment, work motivation, and employee performance in a manufacturing environment.