|
|
INTERNATIONAL
JOURNAL OF SOCIAL SERVICE AND RESEARCH
|
Miftahul Anshori, Andini
Nurwulandari
National University
Graduate School Management Study Program Jakarta, Indonesia
Email: [email protected],
[email protected]
Abstract
The purpose of this
study was to analyze the influence of leadership, compensation, and work
environment on employee performance with job satisfaction as an intervening
variable at PT. Sembilan Cahaya Abadi. The research sample was 125 people who
were selected by random sampling method. Data collection using questionnaires
and Structural Equation Modeling (SEM) was used as an analytical technique. The
results of the study prove that the variables of Leadership, Compensation, and
Work Environment have a positive and significant effect on Employee Performance
through Job Satisfaction.
Keywords:� leadership;
compensation; and work environment; employee performance; job satisfaction
Received 8
September 2021, Revised 30 September 2021, Accepted 10 October 2021
INTRODUCTION
Resource management is one of the management sciences that
regulates all kinds of resources, both natural resources and human resources.
The human resource management section plays an important role for a company
because this section manages all components of employees in the company.
Employees are the main company assets because without employees the company
will not be able to operate and run well. Talking about employees as company
assets, a company as an employer must pay attention to its employees as
remuneration for the work and obligations of employees.
The purpose of the company being established is to get
maximum profit in order to increase the wealth of the shareholders, therefore
the company is required to carry out high productivity with good quality. In
addition to capital, facilities and infrastructure, technology, applicable regulations,
companies or organizations require quality resources. In this case, quality HR
(Human Resources) will also make a good contribution to the company, with the
development of today's era, many companies compete or compete for profits so
that the company can develop, the company is required to have quality human
resources.
Human Resources (HR) has an important role for a company
or organization. Therefore, HR needs special attention to find out what HR
indicators affect the performance of quality employees. The indicators of HR
are job satisfaction, work discipline, leadership, performance, training,
education, motivation, work environment, job training, recruitment, and
organizational commitment. In addition, the level of knowledge and skills can
affect the company's ability to increase productivity. Knowledge and skills are
values that need to be communicated to all employees so that employees realize
that they are a skilled workforce needed for the progress of the company.
PT. Sembilan Cahaya Abadi is a company engaged in the
publishing and production of books and is a distributor of the products made.
As a publisher and distributor, PT. Sembilan Cahaya Abadi is a company that is
included in the top 10 sales category at the Gramedia Store. Therefore, human
resources are an important asset in the company, in this case PT. Nine Lights
Eternal must improve HR effectively and efficiently so as to create optimal
performance to achieve goals such as profit. With that the company must be able
to create situations and conditions that encourage employees to develop their
abilities and skills optimally, thus researchers want to know whether or not
there is an influence of leadership, compensation, and work environment
indicators on job satisfaction and encourage employee performance at the
company PT. Sembilan Cahaya Abadi, South Jakarta, DKI Jakarta.
As for the reasons why the researcher took the indicators
of leadership, compensation, work environment, as the independent variable
(independent), job satisfaction as an intervening variable and performance as
the dependent variable (dependent), namely where the variables of leadership,
motivation, work environment, job satisfaction and performance were more
suitable for scrutiny in the company PT. Sembilan Cahaya Abadi is because these
variables exist in the company, for example in the company there is a company
leader, the salary given by the company is quite high because it is in
accordance with the UMP (provincial minimum wage), the work environment varies
(some work in closed and open spaces, and is in the warehouse), the company
poses a challenge for the workers themselves and will have implications for
salary and work environment opportunities. and optimal performance will make a
major contribution to achieving the goals of the company PT. Sembilan Cahaya
Abadi.
Leadership is the most important role in organizations and
companies because it affects the success of the organization or company in
achieving goals. The success of an organization as a whole or part of an
organization is very dependent on the quality of leadership itself because a
leader has the power to regulate his employees to do something to achieve
company goals. Thus, companies need leaders who are able to inspire, motivate,
and move members of their organizations effectively and efficiently for company
goals. Handoko (2009:294) argues that leadership is the ability that a person
has to influence other people to work towards achieving goals and objectives.
In today's business world, it is required to create high
employee performance for company development. Companies must be able to build
and improve performance in their environment. The success of the company is
influenced by several factors, one of the important factors is human resources,
because human resources are actors from all levels of planning to evaluation
who are able to utilize other resources owned by the organization or company.
In improving and maintaining the performance of its employees, the company
takes several ways and one of them is through the provision of appropriate
compensation.
The work environment is a factor that indirectly affects
employee performance. A conducive work environment provides a sense of security
and allows employees to work optimally. The work environment has a direct
influence on employees in completing their responsibilities to the organization
or company. If the employee likes the work environment in which he works, then
the employee will feel at home in his workplace to carry out his activities and
complete his duties or responsibilities. The work environment includes working
relationships that are formed between fellow employees, working relationships
between subordinates and superiors, and the physical environment in a company
or organization. According to (Sedarmayanti & Rahadian, 2018)
the work environment is the whole of the tools and materials encountered, the
surrounding environment in which a person works, the method of work, and work
arrangements both as individuals and as groups.
Job satisfaction is a pleasant condition or emotionally
positive that comes from a person's assessment of his work or work experience.
A positive feeling about one's job that is the result of an evaluation of its
characteristics (Robbins et al., 2008) Job satisfaction
is the attitude or feeling of satisfaction and dissatisfaction of employees
with the results of the assessment of the work they have done. This is in line
with the opinion of (Handoko, 2015) looking at job
satisfaction as a feeling of satisfaction or dissatisfaction of employees with
their work, this feeling will be seen from the attitude of employees towards
work and their work environment. The dimensions of job satisfaction used in
this study refer to the opinions of Kaswan (2012) and Luthans (2006) including
the work itself, salary, opportunities, work environment, colleagues, and
working conditions.
Based on the results of previous studies, there are
several research gaps regarding the Influence of Leadership, Compensation and
Work Environment on Performance, with Job Satisfaction as an Intervening
Variable which shows different research findings between one researcher and
another, so further research is needed and is expected to be able to clarify.
This research was developed to fill the previous research gap by using the
variables of Leadership, Work Environment, Compensation, Job Satisfaction and
Performance.
From several gaps in the results of previous research, the
author wants to close the research gap by presenting the job satisfaction
variable as an intervening variable, so that it can produce research updates.
Job satisfaction can be achieved if all employee expectations can be met in
carrying out their duties and responsibilities, and support the employee's
achievement in the company. Job satisfaction describes the feelings and
attitudes of employees towards the job. Employees with high job satisfaction are
expected to expend all their abilities and energy to complete the work, so that
they can produce optimal performance and contribute to the company.
This shows that job satisfaction as an independent
variable can also be a dependent variable (influenced). According to (Robbins 2015)
states that there are 6 factors that affect job satisfaction, namely (1) the
work itself, (2) Salary, (3) Working period, (4) Supervision, (5) Coworkers,
and (6) Overall ( Robbins & Judge, 2015:50).
Meanwhile, from the results of research on job satisfaction, it can be conveyed
that the influencing variables are organizational culture and leadership style (Chang & Lee, 2007); (Visvanathan, Muthuveloo, & Ping, 2018).
Meanwhile, in other studies it was found that job satisfaction is also
influenced by years of service (Sarker, et al, 2003).
Based on the description above, the researchers conducted
a study entitled "The Influence of Leadership, Compensation and Work
Environment on Performance, with Job Satisfaction as an Intervening Variable
for Employees of PT. Sembilan Cahaya Abadi."
Table 1
Sales Data for the
period 2019 � 2020
|
No.
|
Month
|
Sales Results (Rupiah)
|
|
1.
|
January - June 2019
|
Rp 2. 516.773.000
|
|
2.
|
July � December 2019
|
Rp 2.517.663.500
|
|
3.
|
January � June 2020
|
Rp 1.513.443.000
|
|
4.
|
July � December 2020
|
Rp 1.518.663.500
|
Table 1 shows that the level of achievement of employee
performance realization from 2019 to 2020 decreased as seen based on sales
turnover which continued to decline drastically from management expectations.
When viewed from the trend of achievement per year, in 2020 there was a
significant decline. This is due to the Covid-19 pandemic which has an impact
on the achievement of company performance which directly affects employee
performance. Therefore, based on these conditions, management hopes that
employee performance can be optimized again, especially after facing global
problems, namely the Covid-19 pandemic.
Human resources or employees who have good performance can
support the achievement of goals and objectives set by the company. According
to Kiruja and Elegwa (Kiruja, 2013) employee performance is
a function of ability and motivation, where ability consists of skills,
training and resources needed to perform tasks and motivation is described as
inner strength that encourages individuals to act on something. Employee
performance is an important element of any company and the most important
factor for the success of the company and its performance. Employee performance
is the result of work that in quality and quantity can be achieved by an
employee in carrying out tasks according to the responsibilities given to him.
The performance can be tangible, seen, counted in number, but in some cases,
the results of thought and effort cannot be counted and seen, such as ideas for
solving a problem, a new innovation of a goods or service company, it can also
be an invention of work procedures. which is more efficient. Several studies
have shown that employee performance is influenced by compensation (Sugiono, Hidayat, & Efendi, 2020).
In addition, employee performance is also influenced by job satisfaction (Lumantow, Tewal, & Lengkong, 2015).
The objectives to be achieved in this research are: 1)
Analyzing the Effect of Leadership on Job Satisfaction on Employees of PT. Nine
Immortal Lights, 2) Analyzing the Effect of Compensation on Job Satisfaction on
Employees of PT. Nine Immortal Lights, 3) Analyzing the influence of the work
environment on job satisfaction through job satisfaction as an intervening
variable for employees of PT. Sembilan Cahaya Abadi, 4) Analyzing the influence
of leadership on employee performance at employees of PT. Sembilan Cahaya Abadi,
5) Analyzing the Effect of Compensation on Employee Performance on Employees of
PT. Sembilan Cahaya Abadi, 6) Analyzing the Effect of Work Environment on
Employee Performance through Job Satisfaction as an Intervening Variable for
Employees of PT. Sembilan Cahaya Abadi, 7) Analyzing the influence of
leadership on employee performance through job satisfaction as an intervening
variable for employees of PT. Sembilan Cahaya Abadi, 8) Analyzing the Effect of
Compensation on Employee Performance through Job Satisfaction as an Intervening
Variable for Employees of PT. Sembilan Cahaya Abadi, 9) Analyzing the Effect of
Work Environment on Employee Performance through Job Satisfaction as an
Intervening Variable for Employees of PT. Sembilan Cahaya Abadi, 10) Analyzing
the Effect of Employee Performance on Employee Job Satisfaction on Employees of
PT. Sembilan Cahaya Abadi.
The results of this study are expected to provide
benefits, namely:
a.
For companies
This research is expected to
be useful for the company under study as a consideration in the management of
human resources, especially in terms of leadership, compensation, work
environment and job satisfaction on employee performance.
b.
For National University
The results of this study are
expected to provide benefits in adding references at the National University
and for other researchers, especially postgraduate students who carry out
further research with similar topics can be used as research recommendations to
be carried out.
c.
For researchers
The results of this study can
add knowledge and insight into human resource theories that have been taught in
lectures and can be applied in the workplace today and in the future.
METHOD
1. Data
Collection Method
Techniques or ways of
collecting data to be used in this study are as follows:
a.
Questionnaire
According to the opinion (Sujarweni, 2015) that the
questionnaire is a data collection technique that is done by giving a set of
questions or written questions to the respondents to be answered.
Questionnaires are efficient data collection variables if the researcher knows
with certainty the variables to be measured and knows what is expected of the
respondents.
b.
Observation
Done directly by visiting PT. Sembilan Cahaya
Abadi to find out the marketing mix activities carried out there.
c.
Literature Study
Literature study based on (Arikunto, 2010) is a method of
collecting data by seeking information through books, magazines, newspapers,
and other literature that aims to form a theoretical basis.
2. Data
Collection Procedure
The following is the
procedure for data collection carried out in the following way:
a.
Library Research
Literature research is carried out to obtain
concepts or theories that can be used to encourage research subjects, which are
sourced from the literature in the form of reading books, previous research
theses contained in journals and scientific articles.
b.
Primary Data Research
Primary data is data obtained from the first
source, for example from individuals or others who have an influence on
individual research subjects, including in the form of filling out
questionnaires. The definition of primary data is original data collected by
researchers themselves to answer specific research problems. In this research,
primary data is obtained directly from the source, so that it becomes the first
hand to obtain the data. It takes a greater commitment from the researchers
because doing the data collection themselves rather than obtaining secondary
data, also the variables require more time, resources and costs.
3. Data
Analysis Tools and Methods
a.
Data Analysis Tools
The analysis used is the statistical method,
is expected to assist in making decisions to accept and reject the hypothesis.
The analytical tool used is the Structural Equation Model (SEM). To speed up
data processing and testing, this is done with the help of the AMOS ver 22
variable application program (Ghozali, 2014).
b.
Descriptive Analysis Method
Descriptive analysis is an analysis that
explains the interest of research data in sentence form. Descriptive analysis
aims to convert raw data into data that is easy to understand in the form of more
concise information.
In this study, descriptive data analysis will
be carried out on research data from respondents' data. Respondent data
include:
�
Age
�
Gender
�
Type of work
c.
Multiple Regression Analysis
An analysis to see how far the influence of
the variables of leadership, compensation, work environment, job satisfaction
and performance. Multiple regression analysis is an equation formula as quoted
by (Sugiyono, 2012), namely:
Z = b0+b1X1 + b2X2 + b3X3 + e1
Y = b4+b5X1 + b6X2 + b7X3 + b8Y + e�..
Where,
Z =
Job Satisfaction (JS)
Y =
Performance (Pe)
X1 =
Leadership (Le)
X2 =
Compensation (Co)
X3 =
Work environment (WE)
b1,
b2, b3 = Regression Coefficient
e =
Standard Error
RESULTS
AND DISCUSSION
1. Characteristics
of Respondents
The explanation below
explains the description of the research respondent data in the form of a
description of the characteristics of the respondents by category: gender, age,
education and status. Respondents are interviewees who provide information or
data to interviewers. Respondents to provide correct information for the
purposes of the data that will be tested. The main characteristic or
characteristic of the respondent is to clearly describe what is the information
which is of course closely related to the data being collected. The following
are the categories of research respondents:
Table 2
Characteristics of Respondents by Gender
|
Gender
|
Amount
|
Percentage
|
|
Man
|
48
|
38 %
|
|
Woman
|
77
|
62 %
|
|
Total
|
125
|
100 %
|
Figure 1
Gender Percentage
Based on table 2 above, it is
known that the gender of the respondents in this study were 48 men (38%) and 77
women (62%). The number of respondents who are more dominant in this study are
women by 62% when compared to male respondents who only amount to 38%.
Table 3
Characteristics of Respondents by Age
|
Age
|
Amount
|
Percentage
|
|
< 20
yrs
|
19
|
19 %
|
|
20-29 yrs
|
66
|
36 %
|
|
30-39 yrs
|
28
|
30 %
|
|
40-49 yrs
|
11
|
9 %
|
|
>50
yrs
|
1
|
6 %
|
Figure 2
Age Percentage
Based on table 3 above, it is
known that the age of the employees who became respondents in this study were
20 years and under as many as 19 people (15%), 20-29 years as many as 66 people
(53%), 30-39 years as many as 28 people (22%), 40-49 years as many as 11 people
(9%), and 50 years and over as many as 1 person (1%).
Table 4
Characteristics of Respondents Based on Education
|
Education
|
Amount
|
Percentage
|
|
High
School
|
66
|
27 %
|
|
Diploma
|
44
|
10 %
|
|
Bachelor
|
13
|
52 %
|
|
Postgraduate
|
2
|
11 %
|
|
Total
|
125
|
100 %
|
Figure 3
Percentage of Education
�Based on table 4 above, it
is known that the education level of the employees of PT. Sembilan Cahaya
Semesta who became respondents in this study were 66 people (53%), Diplomas as
many as 44 people (35%), Bachelors as many as 13 people (10%), Postgraduate 2
people (2%).
a.
Perception Analysis of Research Variables
The results of the analysis of the
distribution of questionnaire answers for each research variable can be
presented as follows:
1)
Perception Level of Leadership Variables
The results of the
descriptive analysis of respondents' answers on each product variable indicator
are presented in the following table:
Table 5
Results of the Perception Level of Leadership Variables
|
Indicator
|
Score Results
|
Maximum Score
|
Percentage
|
|
Inovator
|
435
|
500
|
87%
|
|
Communicator
|
425
|
500
|
85%
|
|
Motivator
|
415
|
500
|
83%
|
|
Controller
|
415
|
500
|
83%
|
|
Average
|
422,5
|
500
|
84%
|
Based on table 5, it shows
that the highest respondent's opinion about leadership is on the Innovator
indicator with an answer score of 435 or 87%. In addition, the average score of
respondents' answers on the Organizational Culture variable from the four
indicators is 422.5 or 84%. This explains that overall, respondents agree that
the elements of leadership are needed by employees.
2)
Perception Level of Compensation Variable
The results of the
descriptive analysis of respondents' answers on each price variable indicator
are presented in the following table:
Table 6
Results of Perception Level of Compensation Variables
|
Indicator
|
Score Results
|
Maximum Score
|
Percentage
|
|
Wages
|
435
|
500
|
87%
|
|
Incentive
|
425
|
500
|
85%
|
|
Allowance
|
415
|
500
|
83%
|
|
Facility
|
415
|
500
|
83%
|
|
Average
|
422,2
|
500
|
84%
|
Based on table 6, it shows
that the highest respondent's opinion about compensation is on the salary
indicator with an answer score of 435 or 87%. In addition, the average score of
respondents' answers on the Compensation variable of the four indicators is
422.5 or 84%. This explains that overall, respondents agree that all elements
of compensation are needed by employees.
3)
Result of Perception Level of Work Environment
Variable
The results of the
descriptive analysis of respondents' answers to each indicator of the work environment
variable are presented in the following table:
Table 7
Results of Perception Levels of Work Environment Variables
|
Indicator
|
Score Results
|
Maximum Score
|
percentage
|
|
Description
|
470
|
500
|
94%
|
|
Air temperature
|
475
|
500
|
95%
|
|
Movement
Room
|
470
|
500
|
94%
|
|
Security
|
475
|
500
|
95%
|
|
Average
|
472,5
|
500
|
94%
|
Based on table 7, it shows
that the highest respondent's opinion about the Work Environment is on the Air
Temperature and Safety indicators with the same answer score, which is 475 or
95%. This means that the respondents overall agree that air temperature and
safety are factors in a good work environment. In addition, the average score
of respondents' answers on the Work Environment variable from the four
indicators is 472.5 or 94%.
4)
Result of Perception Level of Employee
Performance Variable
The results of the descriptive
analysis of respondents' answers to each variable indicator of employee performance
are presented in the following table:
Table 8
Results of
Employee Performance Variable Perception Level
|
Indicator
|
Score Results
|
Maximum Score
|
Percentage
|
|
Number of jobs
|
395
|
500
|
79%
|
|
Quality of work
|
395
|
500
|
79%
|
|
Presence
|
390
|
500
|
78%
|
|
Cooperation ability
|
395
|
500
|
79%
|
|
Average
|
395
|
500
|
79%
|
Table 8 shows that the
highest respondent's opinion about employee performance has three similar
indicators, namely indicators of number of jobs, quality of work, attendance,
ability to cooperate with the results of the same answer score, which is 395 or
79%. In addition, the average score of respondents' answers on the employee
performance variable from the four indicators is 395 or 79%.
5)
Result of Perception Level of Job Satisfaction
Variable
The results of the
descriptive analysis of respondents' answers to each variable indicator of Job
Satisfaction are presented in the following table:
Table 9
Results of Descriptive Analysis of Job Satisfaction
Variables
|
Indicator
|
Score Results
|
Maximum Score
|
Percentage
|
|
Satisfaction
with salary
|
425
|
500
|
85%
|
|
Satisfaction
with work environment
|
420
|
500
|
84%
|
|
Satisfaction
with coworkers
|
405
|
500
|
81%
|
|
Satisfaction
with superiors
|
420
|
500
|
84%
|
|
average
|
417,5
|
500
|
84%
|
Table 9 shows that the
highest respondent's opinion on Job Satisfaction is on the Satisfaction with
Salary indicator, the answer score is 425 or 55%. This states that the
respondents overall agree that job satisfaction is obtained from satisfaction
with salary. In addition, the average score of respondents' answers on the Job
Satisfaction variable from the four indicators is 417.5 or 84%.
2. Construct
Test, Normality and Outliers
The instrument test was
conducted to determine whether the instrument used could be said to be valid
and reliable. In this study, the instrument test was carried out by
distributing questionnaires to 30 (thirty) respondents.
a.
Instrument Construct Validity Test
The instrument's construct validity test was
used to measure whether or not a questionnaire was valid. The validity test is
carried out by comparing the calculated r value (seen in the Corrected Item
Total Correlation column) with the r table for degree of freedom (df) = n-2, in
this case (n) is the number of samples. Test the validity of the questionnaire
in this study using sig or = 0.05 and the number of samples as many as 30
(thirty) respondents, so that with the number of samples (n) = 30 then df = 30-2
= 28. The provision of the final result is if r is calculated > r table then
the question of the questionnaire is said to be valid. The value of r table
with a value of df = 28 is 0.361.
1)
Leadership Variable Instrument Validity Test
The validity test was carried
out on each questionnaire question on the Leadership variable, which amounted
to 4 questions. Validity test was carried out using SPSS and compared with the
r arithmetic produced with r table = 0.361. If r count > r table then the
questionnaire question is said to be valid or vice versa if r count < r
table then the questionnaire statement is said to be invalid. The following are
the results of the validity of each question for the Leadership variable (Le)
using SPSS.
Table 10
Test
Results of the Validity of Leadership Variable Instruments
|
Question
|
Total_Score
|
Information
|
|
Le1
|
Pearson
Correlation
|
,862**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
Le2
|
Pearson
Correlation
|
,823**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
Le3
|
Pearson
Correlation
|
,862**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
Le4
|
Pearson
Correlation
|
,905**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
From the results of the validity test
of the Leadership variable above, it is known that 4 (four) questions are
valid.
2)
Test the Validity of Compensation Variable
Instruments
The validity test was carried
out on each questionnaire question on the Compensation variable, which amounted
to 4 questions. Validity test was carried out using SPSS and compared to the r arithmetic
produced with r table = 0.361. If r count > r table then the questionnaire
question is said to be valid or vice versa if r count < r table then the
questionnaire statement is said to be invalid.
The following are the results
of the validity of each question for the Compensation (Co) variable using SPSS.
Table 11
Test Results of Compensation Variable Instrument Validity
|
Question
|
Total_Score
|
Information
|
|
Co1
|
Pearson Correlation
|
,447*
|
Valid
|
|
Sig.
(2-tailed)
|
0,013
|
|
N
|
30
|
|
Co2
|
Pearson
Correlation
|
,859**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
Co3
|
Pearson
Correlation
|
,500**
|
Valid
|
|
Sig.
(2-tailed)
|
0,005
|
|
N
|
30
|
|
Co4
|
Pearson
Correlation
|
,430*
|
Valid
|
|
Sig.
(2-tailed)
|
0,018
|
|
N
|
30
|
From the results of the validity
test of the work environment variable in table 4.11 above,
it is known that 4 questions are valid.
3)
Test the Validity of the Instrument Variable
Work Environment
The validity test was carried
out on each questionnaire question on the work environment variable, which
amounted to 4 questions. Validity test was carried out using SPSS and compared
to the r arithmetic produced with r table = 0.361. If r count > r table then
the questionnaire question is said to be valid or vice versa if r count < r table
then the questionnaire statement is said to be invalid.
Table 12
Work Environment Variable Instrument Validity Test Results
|
Question
|
Total_Score
|
Information
|
|
WE1
|
Pearson
Correlation
|
,746**
|
Valid
|
|
Sig. (2-tailed)
|
0,000
|
|
N
|
30
|
|
WE2
|
Pearson
Correlation
|
,671**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
WE3
|
Pearson
Correlation
|
,707**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
WE4
|
Pearson
Correlation
|
,686**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
From the results
of the validity test of the Leadership variable above, it is known that 4
(four) questions are valid.
From the results of the
Leadership variable validity test above, it is known that 4 (four) questions
are valid.
4)
Employee Performance Variable Instrument
Validity Test
The validity test was carried out on each
questionnaire question on the employee performance variable, which amounted to
4 questions. Validity test was carried out using SPSS and compared to the r
arithmetic produced with r table = 0.361. If r count > r table
then the questionnaire question is said to be valid or vice versa if r count
< r table then the questionnaire statement is said to be invalid.
The following are the results of the
validity test of each question for the employee performance variable (EP) using
SPSS.
Table 13
Test Results of
Instrument Validity of Employee Performance Variables
|
Question
|
Total_Score
|
Information
|
|
EP1
|
Pearson
Correlation
|
,744**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
EP2
|
Pearson
Correlation
|
,767**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
EP3
|
Pearson
Correlation
|
,686**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
EP4
|
Pearson
Correlation
|
,699**
|
Valid
|
|
Sig. (2-tailed)
|
0,000
|
|
N
|
30
|
From the results of the validity test of the employee performance
variable in table 4.12 above, it is known that 4 (four)
questions are valid.
From the results of the validity test of
the employee performance variable in table 4.12 above, it is known that 5
(five) questions are valid.
5)
Test the Validity of the Job Satisfaction
Variable Instrument
The validity test was carried
out on each questionnaire question on the Job Satisfaction variable, which
amounted to 4 questions. Validity test was carried out using SPSS and compared
to the r arithmetic produced with r table = 0.361. If r count > r table then
the questionnaire question is said to be valid or vice versa if r count < r
table then the questionnaire statement is said to be invalid. The following are
the results of the validity of each question for the Job Satisfaction (JS)
variable using SPSS.
Table 14
Job Satisfaction Variable Instrument Validity Test Results
|
Question
|
Total_Score
|
Information
|
|
JS1
|
Pearson
Correlation
|
,811**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
JS2
|
Pearson
Correlation
|
,460*
|
Valid
|
|
Sig.
(2-tailed)
|
0,011
|
|
N
|
30
|
|
JS3
|
Pearson
Correlation
|
,607**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
|
JS4
|
Pearson
Correlation
|
,811**
|
Valid
|
|
Sig.
(2-tailed)
|
0,000
|
|
N
|
30
|
CONCLUSION
This research was conducted by developing a model to
analyze the influence of leadership, compensation, work environment on employee
performance and job satisfaction as an intervening variable. In this chapter it
will be explained where from the formulation of the problem and the submission
of hypotheses that have been carried out.
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