Poverty is a global phenomenon that is very commonly discussed, which does not only occur in developed countries but also developing countries. Poverty is also a major economic issue in 34 provinces and 514 districts/cities in Indonesia. As one of the districts in the province of Aceh, Indonesia, South Aceh Regency which has a population of 405,786 people, 12.87% of them were poor (BPS - Statistics South Aceh District, 2022). The poverty rate in Aceh Selatan district was much higher than the national average (9.71%) at the end of 2021 (BPS - Statistics Indonesia, 2022). Various efforts have been made by the Government of Indonesia to reduce poverty. The social assistance program is one of the government's programs in the context of poverty alleviation, especially for the poor and needy.

The above-mentioned social assistance program is implemented through the Social Service Office under the authority and supervision of the Regent/Mayor in all regencies/cities in Indonesia. For example, in South Aceh District, guidelines for grants and social assistance are regulated in South Aceh Regent Regulation Number 8 of 2021. The regulation states that one of the objectives of providing social assistance is to eradicate and reduce poverty. The provision of social assistance can be in the form of money, goods, health benefits, and so on. The provision of social assistance is expected to be well utilized by the poor so that they can improve their economic condition. The social assistance provided by the government to them is expected not to be fully consumed but also used as their business capital or working capital.

In the process of providing social assistance to poor families, there have been some polemics because the recipients of social assistance are considered not right on target. Many poor people cannot enjoy social assistance because they are not included in the list of recipients of social assistance issued by the Village Apparatus in the regency. The Village Apparatus possessed no updated data on the number of people, the poor, and other community economic-related data in the village. This is witnessed by [1] who found in their study that in the process of distributing social assistance, there were various polemics caused by invalid data on the social assistance recipient families. Apart from that, there are also data discrepancies on social assistance recipients sourced from Aceh Provincial's Revenue and Expenditure Budget. In the list of recipients of social assistance, there were still names of poor people who have died and there are even some villages that have poor people but are not included in the list of recipients of social assistance. In fact, according to the attachment of the Decree of the South Aceh Regent Number 24 of 2020, it is stated that there are names of recipients of social assistance who are not poor people, such as those who are civil servants and even school principals [2].

The discrepancy in the data on social assistance recipients is due to the inactive village social pillar staff and village officials who do not provide the latest data or update population data [2]. Apart from that Citra et al. [1] also found that there were still officers who distributed social assistance to the poor who committed fraud. Based on these various issues, the Social Service Office as a representative of the South Aceh District Government continues to strive to improve and display professional, transparent, and accountable performance so those good governance institutions can be realized. All elements involved in the process of distributing social assistance must uphold the values of professionalism.

Many factors influence the success of providing social assistance in the South Aceh district, one of which is employee motivation. Motivation is an impulse that arises from within a person that drives his/her goal achievements. Motivation is something that is attached to a person. Although attached, the motivation will not appear if there are no trigger factors. Employee work motivation is very vulnerable to changes caused by various factors, both factors caused by themselves and caused by environmental factors. One of the factors that decrease employee motivation is the level of boredom felt by the employee on the workload that is handled by him.

Another factor that influences the success of social assistance is the Integrated Social Welfare Data Management (ISWDM). ISWDM is an official application issued by the Ministry of Social Affairs of the Republic of Indonesia that can be used for planning activities and identifying participants who receive social assistance on socio-economic criteria set out in the implementation of activities (TNP2K, 2021). To ensure the success of social assistance, the latest data (updated data) and integrated data are needed by the activity implementers so that the implementation of social assistance programs can be guaranteed success and on target. In addition, good ISWDM management will be able to prevent double recipients so that social assistance can be distributed evenly to all people who are really in need or are right on target.

The next factor that affects work motivation and has an impact on the success of the implementation of social assistance is employee satisfaction. Officer satisfaction is one of the most important positive attitudes for employees and is a major factor in the organization. Basically, satisfaction is born from within a person caused by the success of an implementation of a work program that has been carried out so that he gets a positive assessment from his superiors and supports from his work environment.

Based on the above research background, this study intends to examine the mediating effect of motivation on the relationship between integrated social welfare data management and employee satisfaction on the success of social assistance programs for the poor in South Aceh district, Indonesia. The findings of this study are hoped to enrich the existing related literature and become a reference for policy-makers to enhance the success of social assistance programs for the poor in Aceh Province, Indonesia.

Literature Review

Successful Implementation of Social Assistance for the Poor: Promoting national development through poverty reduction is one of the nation's aspirations. Poverty could be reduced through various programs, such as providing social rehabilitation, social security, social empowerment, and social protection. One of the programs implemented by the government in reducing poverty is the implementation of social assistance. The provision of social assistance is a form of state responsibility to the community to alleviate poverty in the Republic of Indonesia [3]. Barrientos [4] viewed social assistance as the most powerful weapon for the government to reduce poverty.

Social assistance is the provision of assistance in the form of money/goods from local governments to individuals, families, groups, and/or communities that are not continuous and selective which aims to protect against possible social risks [5]. Social assistance is given in the form of cash and/or non-cash to a person, family, or poor community who has been designated as a beneficiary based on a regional head decree [6]. Lapananda [7] states that social assistance is a government program that aims to eradicate poverty and is regulated following applicable laws. Meanwhile, Rahayu [8] views social assistance as assistance carried out in the form of grants in the form of assisting in cash, capital, and goods for the needs of the poor in supporting their economic improvement.

The distribution of social assistance is carried out in stages within one fiscal year based on the social assistance distribution plan determined by the Director General of Social Protection and Security. The success of the implementation of social assistance can be seen in terms of whether or not the target beneficiaries are achieved. In the Decree of the Director General of Social Protection and Security Number 03/3/BS.01.02/10/2020, it is stated that social assistance is temporary assistance given to the poor, with the intention that they can improve their lives naturally. Meanwhile, the Ministry of Finance of the Republic of Indonesia states that social assistance is the provision of assistance in the form of money/goods from local governments to individuals, families, groups, and/or communities that are not continuous and selective which aims to protect against possible social risks [9].

Furthermore, Pezzini [10] states that social assistance is capable of developing human resources in the long term. The social assistance program is one of the implementations of the 1945 Constitution. Article 34 paragraph 1 of the 1945 Law states that the poor and neglected children are cared for by the state. Paragraph 2 states that the state develops a social security system for all the people and empowers the weak and underprivileged by following human dignity. Rahmansyah et al. [3] opine that the successful implementation of social assistance is a condition of meeting the material, spiritual, and social needs of citizens to live properly and be able to develop themselves so that they can carry out their social functions. To ensure the success of the implementation of social assistance, the implementers of social assistance program activities must remain targeted. Success in the implementation of social assistance can be obtained if it is carried out systematically starting from mapping, data collection, data verification, and data validation, to transparency of aid recipients.

Work Motivation

Motivation is a condition that triggers a person's desire to do an act/activity that takes place consciously. According to Wibowo [11], motivation is a willingness to a series of human behavior to achieve an expected result. While the elements contained in motivation include elements of directing, showing the intensity of generating, maintaining, being continuous, and having a purpose. Robbins and Judge [12] state that motivation is a process that explains the sincerity, direction, and persistence of a person in achieving his goals. Mangkunegara and Octorend [13] view motivation as formed from a person's attitude in dealing with work situations in the organization. Motivation is a force that moves a person who is focused on achieving a result in the organization. The mental attitude of employees who are pro and positive towards the work situation is what strengthens their work motivation to achieve maximum work success.

Motivation is an important determinant of individual achievement in addition to skills, abilities, and past experiences [14]. Every human being works aims to be able to meet the needs of his life, although the motive for working and the level of needs of each individual are not the same. Motivation is a force that arises from within a person who can provide power, direction, and maintain behavior to achieve a goal.

Social Welfare Integrated Data Management

Integrated data management of social welfare is very important for its existence, especially in efforts to overcome poverty and other social needs. Integrated data management will produce accurate and up-to-date data because the data collection process is carried out regularly, structured and systematic. Law Number 11 of 2009 and Government Regulation Number 39 of 2012 stated that social services must be carried out in an oriented, integrated, and sustainable manner by the government and the community. The Decree of the Minister of Social Affairs Number 50/HUK/2013 concerning Integrated Social Services and Movement towards District/City Welfare, answers the need for community integration and participation [15].

Social Welfare Integrated Data Management (SWIDM) is Social Welfare Integrated Data that includes Social Welfare Service Needs (SWSN), Social Assistance and Empowerment Recipients (SAER), and Social Welfare Potentials and Resources (SWPR). SWIDM contains 40% of the population who have the lowest social welfare status [16]. SWIDM must be managed very systematically and updated regularly to avoid errors in the data of recipients of social assistance. The main benefit of SWIDM management in social protection programs is to carry out planning/analysis, targeting beneficiaries, and monitoring-evaluation of program implementation [17].

In the Regulation of the Minister of Social Affairs of the Republic of Indonesia Number 3 of 2021, it is stated that Data Management is a systematic activity in regulating, storing, and maintaining data which includes data collection, verification and validation, and determination of data needed to ensure accessibility, reliability, timeliness, and accountability of data in its use. SWIDM is an official application issued by the Ministry of Social Affairs of the Republic of Indonesia that can be used for planning activities and identifying participants who receive social assistance on socio-economic criteria set out in the implementation of activities [18].

Lathifah [19] states that SWIDM is integrated data that can be guaranteed its reliability because the verification and validation processes are always carried out routinely and also involve the village government in monitoring the condition of their residents and are integrated nationally. Integrated data updating is a government program in tackling poverty whose responsibilities are delegated to the ministry of social affairs [20].

Job Satisfaction

Job satisfaction is a person's feelings of pleasure or displeasure with their respective performance after comparing inputs with outputs [21]. Job satisfaction is the hope of completing the given task following the wishes of the employee himself in every situation [22]. The satisfaction felt by everyone is different because job satisfaction is the level of pleasure or happiness obtained as a result of an assessment of the work that has been done [23]. Employees with a high level of job satisfaction will also have positive feelings towards their work, while employees who have a low level of satisfaction will produce negative feelings towards their work.

Robbins and Judge [24] define job satisfaction as a general attitude towards a job that is produced because of the difference between what is accepted and what is believed to be received from a job. While Robbins et al. [25] define job satisfaction as a general attitude towards a job resulting from the difference between what is accepted and what is believed to be received from a job. Judge and Mueller [26] in their book define job satisfaction as an assessment that expresses satisfaction and positive feelings towards one's work. Job satisfaction is usually obtained from the process of assessing the aspects or characteristics of the employee's work.

Furthermore, Mathis [27] states that the basic understanding of job satisfaction is a situation with positive emotions resulting from the evaluation of employees' work experience. Employee job dissatisfaction arises when employee expectations are not met. Job satisfaction is one of the variables of work attitude, this variable measures employee satisfaction with their work. Job satisfaction can be measured through cognitive (evaluative), affective (emotional), and behavioral components [21]. The researchers also noted that job satisfaction measures varied depending on the extent to which they measured feelings about work (affective job satisfaction) or cognitions about work (cognitive job satisfaction). Based on the understanding of several authors regarding job satisfaction, it can be concluded that the notion of job satisfaction is a positive feeling or emotion felt by employees towards their job evaluation where the results obtained are in line with expectations.

Hypotheses Development

This study probes the following hypotheses:

• H1: Data management and job satisfaction have an effect on employee motivation at the South Aceh District Social Service, Indonesia

• H2: Integrated data management and job satisfaction affect the success of the social assistance program for the poor at the South Aceh District Social Service, Indonesia

• H3: Work motivation mediates the effect of integrated data management and job satisfaction on the success of the social assistance program in South Aceh District, Indonesia

• H4: Work motivation mediates the effect of job satisfaction on the successful implementation of social assistance programs for the poor at the South Aceh District Social Service, Indonesia

This study is conducted at the South Aceh District Social Service Office, South Aceh Regency of Aceh Province, Indonesia. The object of this study covered the Social Welfare Integrated Data Management (SWIDM), job satisfaction, work motivation, and the successful implementation of social assistance in the context of handling the poor in the South Aceh Regency. The population in this study were all government officers at the Social Service of South Aceh Regency, totaling 119 people. In this study, the determination of respondents is by using the census method, this is because the population is relatively small and it is possible to distribute questionnaires to them all. Data was collected by distributing questionnaires conducted online which can be accessed via the link https://bit.ly/penelitian_zulpardi. The results of respondents' perceptions were measured using a Likert scale. Descriptive hypothesis testing was carried out using the SPSS application, while the direct and indirect hypotheses were tested using the Structural Equation Modelling (SEM) - AMOS. 

The hypothesis testing was conducted based on the following research proposed model.

Based on Figure 1, the proposed direct hypotheses were tested using the following SEM equation:

WM = r₁₁IDM + r₁₂JS + e₁

(1)

Meanwhile, the proposed indirect hypotheses were tested using the following SEM equation:

SSAP = r₂₁IDM + r₂₂JS + r₂₃WM + e₂

(2)

where WM is the work motivation, IDM is the integrated data management, JS is the job satisfaction, SSAP is the success of the social assistance program, r_ii is the estimated loading factors of each variable, and e_i is the structural error terms.

In this study, the construct for each of the variables was designed based on previous theories and the provisions that bind the measurement of organizational performance under study, namely:

To measure the success of the implementation of social assistance, the study used the indicators based on the Directorate General of Social Affairs namely:

• Periodic survey of the poor

• Validity of data on recipients of social assistance

• Schedule of social assistance implementation

• Socialization and education

• Supervision

• Right on target

• Legality of the name of the beneficiary

To measure work motivation, the study used indicators proposed by Robbins and Judge [12] namely: 

• The quality of the work produced increases

• Tasks according to abilities

• High work initiative

• Work relations

• Sacrifice

To measure integrated social welfare data management, the study used indicators proposed by Kemesos [16] namely:

• Data collection

• Verification and validation

• Observation, and recording

• Field visits

• Data input

• Data update

• The suitability of the social assistance recipients with SWIDM data

To measure employee job satisfaction, the study used indicators proposed by Robbins et al. [25] namely: 

• Rewards

• Relationships with colleagues in the office Environment

• Employee relationships with organizational leaders

• Coping mechanisms boredom in the office

• Employees have an attitude of respect for fellow co-workers

• Opportunities for growth

Figure 1: Proposed Research Model

Findings and Discussion

The findings of this study are reported in the following Figure 2, estimated using SEM-AMOS.

Findings of Direct Effect

Based on Figure 2, the findings of the study of the direct effects are summarized in Table 1.

Effect of Integrated Data Management on Work Motivation

As reported in Table 1, the study found a positive effect of integrated data management on work motivation at the South Aceh District Social Service Office, Aceh Province, Indonesia with an estimated coefficient of 0.392 at the 1% level. This shows that an increase in integrated data management by 1 unit on the Likert scale, it has increased the work motivation of the employees by 0.392 units on the Likert scale. Integrated data is an information technology-based application designed to support and facilitate work in accordance with the field. The better-integrated data management has made it easier for employees to manage social assistance so that it can be distributed on target. Integrated data management enhanced employee work motivation considering the presence of this application had helped the work done easily [28]. 

As is known, integrated social welfare data management is data that is integrated and managed very well and is always updated. In carrying out its role, each employee, especially in the social sector, is very dependent on the reliability of population data, especially the poor, the underprivileged, and people with other social needs. Integrated data management has gone through various systematic processes so that it has complete data that is always updated. With the reliability of this data, it can provide a separate motivational stimulus for employees who carry out their duties in the social field. Thus, to continue to improve work motivation, especially in the field, the leadership must pay more attention to the integrated data management process so that it can be used as an accurate and reliable source of data. In enhancing integrated data management, it must also be carried out with a comprehensive verification and validation of the poor population data obtained from the field before being inputted into the application so that the data held is more reliable.

The reliability of the data that has been owned would be able to motivate employees so that it will achieve output that is in line with expectations, specifically in handling the poor and the provision of social assistance would be right on target. With data reliability, employees would be able to increase their work motivation, where accurate integrated data management would be able to be utilized by employees in maximizing the tasks and work assigned to them. Apart from that, good integrated data management would also be able to improve the quality of employee performance in achieving organizational goals.

Effect of Job Satisfaction on Work Motivation

Table 1 shows a positive effect of job satisfaction on work motivation at the South Aceh District Social Service Office, Aceh Province, Indonesia with an estimated coefficient of 0.529 at the 1% level. This indicates that an increase in job satisfaction by 1 unit on a Likert scale, has improved work motivation by 0.529 units on a Likert scale. The level of job satisfaction felt by each employee would give a positive value to his performance in an organization and will even be able to produce a good organizational performance as well. Therefore, the higher the level of satisfaction possessed by the implementing officers of social assistance, the more their work motivation will increase. This finding is in line with many previous studies [21,29-32], who found that job satisfaction has a significant effect on employee work motivation.

These findings show the importance of leadership to further increase job satisfaction by increasing employees' work motivation. Moreover, job satisfaction can arise and disappear in an instant because it is caused by many factors. One of the efforts that must be made by the leadership is the need to further improve the provision of rewards for employees who excel, maintain working relationships and harmony with fellow employees and leaders for the better, and maintain an attitude of mutual respect. The leadership must also provide opportunities and support in the form of budgets to all employees to be able to participate in their personal and career development activities fairly and without any differences between one employee and another.

These results indicate that employee satisfaction has a positive and significant effect on ASN  work   motivation or it can be interpreted that Hypothesis 3 testing is accepted where Ha3 is accepted and H03 is rejected. The results of this study are in line with the results of research conducted by [21,29-32] where the results of their research also prove that job satisfaction has a significant effect on ASN work motivation.

Figure 2: Findings of Estimated Full SEM

Table 1: Regression weight of the estimated SEM

Source: Primary Data Processed (2022) Note: ^*** indicates significance at the 1% level

Effect of Integrated Data Management on the Success of Social Assistant Programs

Table 1 also shows a positive effect of integrated data management on the success of the social assistant program at the South Aceh District Social Service Office, Aceh Province, Indonesia with an estimated coefficient of 0.295 at the 1% level. This shows that an improvement in integrated data management by 1 unit on the Likert scale has promoted the success of the implementation of social assistance by 0.295 units on the Likert scale.

The success of the implementation of social assistance is a value for the achievement of the performance of the Social Service Office. To ensure the process of implementing social assistance, the completeness and accuracy of the data are very supportive factors in achieving success. This is evidenced by the results of research conducted by Indraswara and Sonhaji [33], who found that integrated data management has a significant effect on achieving the performance of social assistance implementation. Rahmansyah et al. [3] also found that to achieve the goal of social assistance, it must be followed by the completeness of the data owned. Finally, Arisuniarti [28] found that integrated data based on information technology strongly supports the success of work carried out in an agency. The results of this study are also in line with the results of research conducted by Indraswara and Sonhaji [33], Kurniawan et al. [34], Rahmansyah et al. [3], and Diyanayati and Padmiati [15].

The results of this study indicate that there are still many improvements that must be made so that the success of the implementation of social assistance can be maximized. As for the efforts that must be made in the form of always updating the data of the poor so that the implementation of social assistance can be channeled to the right recipients. This is very important to do considering the changing cycle of the community's economy that continues to change. To ensure an increase in the success of the implementation of social assistance, efforts to maximize the role of other parties in supervising the distribution of social assistance such as the police, NGOs, and other government organizations must be carried out. This is aimed at preventing the occurrence of fraud committed by the implementing officers for the distribution of social assistance and ensuring security at the time the distribution of social assistance is carried out.

Effect of Job Satisfaction on the Success of Social Assistant Programs 

Table 1 also shows a positive effect of job satisfaction on the success of the social assistant program at the South Aceh District Social Service Office, Aceh Province, Indonesia with an estimated coefficient of 0.400 at the 1% level. This shows that an improvement in job satisfaction by 1 unit on the Likert scale has promoted the success of the implementation of social assistance by 0.400 units on the Likert scale. The results of this study further indicate that if employees are satisfied with their work, the more they work and think creatively for the betterment of the organization. On the other hand, if employees are not satisfied with their work, it is unlikely that employees will try to think creatively about work progress and this will have an impact on increasing the success of a program that is being implemented by them [35]. Satisfaction reflects a person's feelings when he gets what he wants from what is expected. In terms of work, people who are satisfied with their work tend to display jobs that are more developed than before [21]. The results of this study are in line with the results of previous studies [21,29,31 32,37-38] which proves that job satisfaction will be able to increase the success of a work program that is being carried out in achieving the goals of the organization.

The results of this study also indicate that to increase the success of the implementation of social assistance, leaders must always display an attitude of respect for every work that has been produced by every officer who collects data on the poor and carries out the distribution of social assistance. Creating a harmonious atmosphere in their work environment, applying a culture of mutual assistance and mutual support in carrying out their duties in the implementation of social assistance and other tasks must also always be improved. Every employee must always maintain good relations with each other and with their superiors. Giving awards for work performed will be able to make employees feel satisfied with the results they have obtained.

Effect of Work Motivation on the Success of the Social Assistant Programs

Table 1 also reports a positive effect of work motivation on the success of the social assistant program at the South Aceh District Social Service Office, Aceh Province, Indonesia with an estimated coefficient of 0.274 at the 1% level. This shows that an improvement in work motivation by 1 unit on the Likert scale has promoted the success of the implementation of social assistance by 0.274 units on the Likert scale. The results of this study prove that work motivation has a significant positive effect on the success of the implementation of social assistance. The results of this study are in line with the results of studies that have been carried out by previous researchers [21-22,39-42] who found that the success of a work program in an organization is strongly influenced by the work motivation of members of the organization.

Motivation is an attitude condition that has a positive impact on individuals to achieve specific goals. This attitude indicates that the performance and success of the implementation of a work program are largely determined by high work motivation. Motivation can also be interpreted as an encouragement that is intended as a natural drive to satisfy and get the sustainable achievement [43]. Work motivation and job satisfaction are interrelated to improve employee performance [41]. Motivation is an important determinant of individual achievement in addition to skills, abilities, and past experiences [14]. Every human being works aims to be able to fulfill his life needs, even though the motive for working and the level of needs of each individual are not the same.

The results of this study indicate that efforts to grow work motivation by giving attention, inspiration, opportunities, rewards, constructive feedback, and information on the latest developments from the organization to its employees and helping the team to solve the problems they are facing effectively need to be continued to increase the work motivation of the employees. In addition, opening up opportunities for employees to continue to innovate, be creative and take initiative in their work will certainly be a trigger for ASN motivation to continue to strive to achieve good results. Finally, a high level of togetherness in the organization is also one of the triggers to increase employee work motivation because togetherness is one of the basic keys for employees to always think more about the interests of the organization and will be able to encourage them to realize the goals of the organization.

Findings of Indirect Effects

Mediating Effect of Work Motivation on the Relationships between Integrated Data Management and the Success of Social Assistant Programs: To test for indirect effects, the findings of Figure 2 are summarized in Figures 3 and 4 and tested using the Sobel test. As shown in Figure 3, the study found a significant mediating effect of work motivation on the relationships between integrated data management and the success of the social assistant program.

Based on Figure 3, it can be explained that the effect of integrated data management on work motivation has a path coefficient value A of 0.392 and a value of p of 0.000<0.05. The coefficient of path B or the effect of work motivation on the successful implementation of social assistance has a value of 0.274 and a value of p of 0.013<0.05. The coefficient of path C or the influence of integrated data management on the successful implementation of social assistance has a value of 0.295 and a value of p of 0.001<0.05. The path coefficient C' or the relationship between integrated data management on the success of social assistance through work motivation has a value of 0.107 (0.392 x 0.274) and a p-value of 0.007<0.05. These findings show that work motivation partially mediates the influence of integrated data management on the successful implementation of social assistance. It is called partial mediation because either directly or through work motivation, integrated data management influences the success of the social assistance implementation. The magnitude of the role of work motivation in mediating the influence of integrated data management on the successful implementation of social assistance was 0.107, which means that increasing work motivation by 1 unit on the Likert scale unit, it has increased the influence of integrated data management on the successful implementation of social assistance by 0.107 unit on the Likert scale units.

Integrated social welfare data management is a database application tool built by the central government to deal with poverty problems that occur in Indonesia. The existence of optimally managed applications will greatly support the government's performance in efforts to successfully implement social assistance where the successful implementation of social assistance is one of the government's efforts in alleviating poverty. The dependence of the successful implementation of social assistance on integrated data management is evidenced by the results of research conducted by Rahmansyah et al. [3] and Kurniawan et al. [34]. Apart from these applications, the success of the implementation  of  social  assistance is also strongly influenced by the work motivation of the employees implementing the activities. This is evidenced by the results of research conducted by [44] who prove motivation can affect the success of a business or activity.

Figure 3: Mediating Effect 1

Mediating Effect of Work Motivation on the Relationships between Job Satisfaction and the Success of Social Assistant Programs

As illustrated in Figure 4, the study found a significant mediating effect of job satisfaction on the relationships between integrated data management and the success of the social assistant program.

Based on Figure 4, it can be explained that the effect of employee job satisfaction on work motivation has a path coefficient value A of 0.529 and a value of p of 0.000. The coefficient of path B or the effect of work motivation on the successful implementation of social assistance has a value of 0.274 and a value of p of 0.013. The coefficient of path C or the effect of officer satisfaction on the successful implementation of social assistance has a value of 0.400 and a value of p of 0.001. The path coefficient C' or the relationship between employee satisfaction and the success of social assistance through work motivation has a value of 0.145 (0.529 x 0.274) and a p-value of 0.012. These findings show that work motivation partially mediates the effect of officer satisfaction on the successful implementation of the social assistance program. It is called partial mediation because either directly or through work motivation, employee satisfaction affects the success of the social assistance implementation program. These finding further showed that an increase in work motivation by 1 unit on a Likert scale has increased the effect of employee satisfaction on the successful implementation of social assistance by 0.145 units on a Likert scale. The results of this study are in line with the results of previous studies by Sativa et al. [41], Marlina et al. [43], and Chinyio et al. [42].

Our findings provide evidence that job satisfaction affected employee performance through work motivation. Employees who are satisfied with what they are doing will trigger better performance and work motivation is the main trigger for employee satisfaction and performance. Motivation can also be interpreted as an encouragement that is intended as a natural drive to satisfy and get the sustainable achievement  [43]. When employees in any situation are adequately motivated, their job satisfaction will be high [42]. Job satisfaction is a key factor for organizations because it affects performance and productivity, absenteeism, and employee turnover. Satisfaction reflects a person's feelings when he gets what he wants from what is expected. In terms of work, people who are satisfied with their work tend to display jobs that are more developed than before.

Figure 4: Mediating EPffect 2

This study has empirically examined the mediating effect of motivation on the relationship between integrated social welfare data management and employee satisfaction on the success of social assistance programs for the poor in South Aceh district, Indonesia using a Structural Equation Modeling (SEM). This study found evidence that integrated data management and employee satisfaction had a significant positive effect on work motivation. Integrated data management, employee satisfaction, and work motivation have a significant positive effect on the successful implementation of social assistance in South Aceh District, Indonesia.

The results of this study indicate that to increase the success of the implementation of social assistance, efforts in the form of always updating the data on the poor in an integrated manner with transparent and professional data management so that the provision of social assistance can be channeled to the right recipients must continue to be improved. Leaders must continue to provide attention, inspiration, opportunities, rewards, constructive feedback, and information on the latest developments from the organization to their employees and help their team solve the problems they are facing effectively to increase work motivation for their employees. Providing opportunities for employees to continue to innovate, be creative, and take the initiative in work is believed to be able to increase employee motivation. Finally, to increase employee satisfaction, reward employees who excel, maintain working relationships and harmony with fellow employees and leaders, and provide opportunities for every employee to be able to participate in their self and career development programs fairly and without any differences between employees should always be improved.

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