The
Influence of Training, Communication, and Work Environment on Employee Performance at Pt. Lestari Dini Tunggul
Ariqoh
Eka Affiani1, Herry Krisnandi2, Kumba
Digdowiseiso3*
Faculty of Economics and Business, Universitas Nasional, Indonesia1,2,3
Email: [email protected]1,
[email protected]2, [email protected]3*
INTRODUCTION
Human resources are one of the main factors
that must be considered by companies in achieving a goal. In this case,
companies are required to be able to manage and utilize resources in a planned
manner. This management is intended to achieve very high employee performance,
especially to improve overall company performance. So to achieve all that, it
needs a human resource that has good performance. Good performance is a
manifestation of work carried out by employees which is usually used as a basis
for assessment of members and organizations, so efforts need to be made to
improve performance (Arianty, et al., 2016). According to Rivai in Sulaksono
(2015, p.107), performance is the result or level of success of a person or as
a whole during a certain period in carrying out tasks compared to various
possibilities, such as standards of work results, targets or objectives or
criteria that have been determined in advance and have been mutually agreed.
Moeheriono (2014, p.95), said that the notion of performance is a description
of the level of achievement of the implementation of an activity program or
policy in realizing the goals, objectives, vision, and mission of the
organization as outlined through the strategic planning of an organization
(Fachrezi, 2019).
Based on an initial survey at PT. Lestari Dini
Tunggul about employee performance was found to be still not optimal, because
there were still employees who could not achieve the target and experienced a
decrease in targets that had been determined every year by management. This can
be caused by changes that occur externally, namely obstacles faced in the field
and the absence of training that leads to how to handle it. The lack of quick
handling from management will make the company's goals less achieved every
year. Even though good performance is a step towards achieving company goals.
Therefore, performance is also a decisive means in achieving company goals, so
efforts need to be made to improve employee performance (Fizia &;
Muttaqijn, 2018).
In addition, companies must provide training
programs for employees so that employees can improve knowledge, abilities and
skills in carrying out work so that employee performance increases. The
existence of this training will create high employee performance so that it can
support the success of the company. With sufficient training programs and
competencies possessed by employees, employees will increasingly understand and
master in carrying out their profession. So that it can create benefits for the
employees themselves as well as profits for the company. The training program
is also an advantage of a company because with the program, the company is
proven to continue to try and contribute to developing the potential of its
employees.
The process of achieving organizational goals
requires effective communication. Good communication is built between superiors
and subordinates and fellow colleagues, because basically the organization is
built on the basis of interactions between one person and another, so that
harmonization can be formed among workers that have an impact on the success of
the organization. Communication is an integral part of a management process,
through effective communication harmonious cooperation can be developed to achieve
goals (Robert Bacal, 2005). Communication has an important role in forming an
effective and efficient organization. Through good communication, an
organization can run smoothly and vice versa, lack or absence of communication
can have a negative impact on a company or organization (Humaira et al., 2020).
To optimize the role of communication in an
organization, an understanding of the ways of communication is needed both
subordinates, peers and with superiors. As GR Terry said (in Sopiah: 2008)
communication ranks at the top of what must be made and done to produce
communicative efforts that affect employee performance. So based on an initial
survey at PT. Lestari Dini Tunggul found that there was a communication
relationship that occurred not harmonious or there was miss communication with
superiors, and fellow employees. This miss communication factor will hinder the
distribution of alternatives that need to be conveyed, so that this
communication relationship will have an impact on decreasing the confidence of
some employees to work effectively and efficiently. This is also in line with
the results of Nisa' Ulul Mafra's (2017) research that communication is closely
related to performance. If this communication does not go well, it will cause
miss communication which will affect employee performance (Fransiska, 2020).
Another factor that affects employee performance
is the work environment. The work environment is everything that is around
employees that is influential in carrying out duties, both from physical and
non-physical work environments. A good working environment is a clean work
desk, spacious workspace, good lighting, and room air temperature that is
comfortable to use when working. But when one of the facilities is damaged, it
is better to repair it immediately so that employee performance is maintained. The
work environment is always directly related to employees, because the work
environment is a place where employees complete tasks imposed by a company. In
an environment, a conducive atmosphere is needed, the arrangement of places for
various equipment and work equipment in accordance with their functions, and
also a conducive atmosphere is needed between employees to expedite the
production process and work completion. The work environment includes working
relationships formed between fellow employees and work relationships between
subordinates and superiors as well as the physical environment where employees
work.
PT. Lestari Dini Tunggul is located in Jakarta
which was established in 1993, and is located at Jl. Anggrek No.46 RT.01 /
RW.02, Jagakarsa, Jagakarsa District, South Jakarta City. This company carries
out business activities in the garment industry (convection) with its special
products, namely hospital medical clothing, but there are other products as
well such as factory employee uniforms, office uniforms, and others. In recent
years, everyone in the world has been attacked by a contagious virus, namely the
corona virus or often called Covid-19. The emergence of the corona virus has
claimed many lives with several symptoms such as fever, difficulty breathing,
and cough accompanied by flu. With this disease, the demand for medical
clothing products is increasing, including PT. Lestari Dini Tunggul. So
effective and efficient employee performance is needed.
In this regard, PT. Lestari Dini Tunggul must also
improve the quality of its employees' performance. So that researchers are
interested in studying employee performance at PT. Lestari Dini Tunggul.
Employee Performance as a study magnet because it can contribute ideas for
improving employee performance through precise and accurate performance
measurement, because success in carrying out tasks in an organization is formed
by knowledge and approval from company management. Become an employee of PT.
Lestari Dini Tunggul measures their skills and combines them with their work to
achieve better performance and success. This does not mean that work objectives
are minimized. The problem faced by this company is the performance of
employees who go up and down three years from now.
Based on the results of the study, employee
performance appraisal data from 2019-2021 fluctuated. From the data in the
table above, the total achievement in 2019 was 78%, where this year the average
percentage of employee performance was quite good, but in 2020 the average
percentage of employee performance decreased to 67.6%. In general, the
performance of employees of PT. Lestari Dini Tunggul has not been said to be
optimal because it has not achieved the employee performance target of 100%. So
that company management is trying to find solutions to improve employee
performance. Related to the background above, the author wants to examine more
deeply related to "The Effect of Training, Communication, and Work
Environment on the Performance of PT. Lestari Dini Tunggul".
METHODS
This study adopts descriptive research methods and multiple
linear regression analysis to explore the relationship between training,
communication, and work environment with employee performance at PT. Lestari
Dini Tunggul. The focus of the object of study is the performance of employees
who are influenced by these independent variables. Data were obtained through
primary data sources (questionnaires and interviews) as well as secondary data
(journal literature, articles, and company data). Employee population of PT.
Lestari Dini Tunggul numbered 120 people, and the sample was selected using a
simple random sampling technique of 92 respondents. Data collection used
questionnaires with Likert scales, and data analysis involved descriptive
methods and multiple linear regression analysis. Instrument tests are carried
out to ensure the validity and reliability of the instruments used.
Classical assumption testing includes normality test,
multicollinearity test, heteroscedasticity test, and autocorrelation test. The
results of inferential analysis involve an F test to assess the significance of
the regression model and a t test to partially assess the significance of the
independent variable. The coefficient of determination (R²) is used to measure
the extent to which the independent variable can account for the variation of
the dependent variable. This research is expected to provide a deeper
understanding of the influence of training, communication, and work environment
on employee performance at PT. Lestari Dini Tunggul.
RESULTS
In the instrument validity test, the results
showed that the Training variable (X1) consisted of 5 statement items, the
Communication variable (X2) consisted of 4 statement items, the Work
Environment variable (X3) consisted of 3 statement items, and the Employee
Performance variable (Y) consisted of 4 statement items, all of which have been
proven valid. The results of the validity test are based on a comparison
between r count and r table, with significance value (sig) ≤ 0.05 considered
valid. In addition, reliability tests are conducted to ensure the research
instruments are reliable. The results showed that Cronbach's Alpha for each
variable (X1, X2, X3, and Y) exceeded a minimum limit value of 0.60, confirming
that the instrument was reliable. The overall variables in this study can be
considered good and accepted, according to Cronbach's Alpha overall score that
achieves an adequate level of reliability.
Classical
Assumption Test
Normality Test
The One
Simple Kolmogorov-Smirnov test is a data normality test tool used to determine
the distribution of data, whether it follows a normal, passionate, uniform, or
exponential distribution. In this case to find out whether the residual
distribution is normally distributed or not. The data is said to be normally
distributed when the sig value > 0.05 and when the sig value < 0.05 then
the data is not normally distributed. Below can be seen a table of results from
the normality test in this study:
Table 1. One-Sample Kolmogorov-Smirnov Test
|
|
Unstandardized Residual |
|
|
N |
|
92 |
|
Normal
Parametersa,b |
Mean |
.0000000 |
|
|
Std.
Deviation |
1.12990770 |
|
Most
Extreme Differences |
Absolute |
.052 |
|
|
Positive |
.046 |
|
|
Negative |
-.052 |
|
Test
Statistics |
|
.052 |
|
Asymp.
Sig. (2-tailed) |
|
.200c,d |
Source: Data processed SPSS 23, 2023
Based on table 4.15 it can be seen that the
value of Asymp Sig. (2-tailed) is
0.200. This means that the regression model in this study has a normal sample
distribution based on its significance value > α = 0.05.
Multicollinearity Test
The Multicollinearity Test aims to test
whether the regression model found a correlation between independent variables.
A good regression model should not have correlations between independent
variables. Multicollinearity test can be seen from the value of Variance
Inflation factor (VIF) and Tolerance, if the value of VIF is less than 10 and
tolerance is more than 0.1 then it is stated that multicollinearity does not
occur.
Table 2.
Multicollinearity Test Results
|
Type |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
Collinearity
Statistics |
||
|
B |
Std.
Error |
Beta |
Tolerance |
VIF |
|||
|
(Constant) |
1.536 |
1.724 |
|
.891 |
.376 |
|
|
|
Training |
.093 |
.045 |
.144 |
2.036 |
.045 |
.978 |
1.023 |
|
Communication |
.652 |
.064 |
.716 |
10.216 |
.000 |
.993 |
1.007 |
|
Work
Environment |
.195 |
.079 |
.173 |
2.458 |
.016 |
.984 |
1.016 |
Source: Data processed SPSS 23, 2023
Based on table 4.16 above, it can be seen
that the variance inflation factor (VIF)
value shows a training VIF value of 1.023, a communication VIF value of 1.007
and a work environment VIF value of 1.016. This indicates that no independent
variable has a VIF value greater than 10. Thus it can be concluded that there
is no multicollinearity between independent variables in the regression model.
Evaluation of training tolerance value of 0.978,
communication tolerance value of 0.993, and work environment tolerance value
of 0.984. The threshold
value commonly used to indicate
multicollinearity is a tolerance
value of > 0.10 and VIF < 10, so multicollinearity does not
occur.
Heteroscedasticity Test
The
heteroscedasticity test aims to find out in a regression there is a similarity
of residual variants, if the observed variants remain then it is called
homokedasticity, and if different is called heteroscedasticity, and a good
model certainly does not occur heteroscedasticity. It is said that
heteroscedasticity does not occur, when the calculated t value is < of the
table t and the significance value is > 0.05 and heteroscedasticity occurs,
when the calculated t value is > of the table t and the significance value
is < 0.05. The test results include:
Table 3. Heteroscedasticity Test Results
|
Type |
Unstandardized
Coefficients |
Standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
2.333 |
1.111 |
|
2.100 |
.039 |
|
|
Training |
-.015 |
.029 |
-.053 |
-.496 |
.621 |
|
|
Communication |
-.058 |
.041 |
-.148 |
-1.404 |
.164 |
|
|
Work
Environment |
-.020 |
.051 |
-.041 |
-.384 |
.702 |
Source: Data processed SPSS 23, 2023
Based on table 4.17 above, it can be seen
that the results of the heteroscedasticity test using the heteroscedasticity
test of the significance results of the independent variable or variable X
provide instructions of 0.039, 0.621, 0.164, 0.702. The standard value of
significance is 0.05 where finally it can be concluded that there is no
heteroscedasticity problem.
Autocorrelation Test
Autocorrelation test is useful to find out
whether in linear regression models there is a strong relationship for one
observation with another observation. To detect the presence or absence of
autocorrelation, when the DW value lies between DU and 4-DU, autocorrelation
does not occur. The results of the autocorrelation test can be seen in Table
4.18 below:
Table 4. Autocorrelation
Test Results
|
Type |
R |
R Square |
Adjusted
R Square |
Std.
Error of the Estimate |
Durbin-Watson |
|
1 |
.756a |
.571 |
.556 |
1.149 |
1.818 |
Source: Data processed SPSS 23, 2023
Based on the results of the study of table
4.18, the Durbin-Watson value was 1.818. Furthermore, the Durbin-Watson value will be compared with the value of the Durbin-Watson table at a
significant 5% with a sample number of 92 respondents, and the number of
variables 3, then in the Durbin-Watson table obtained the value of dL = 1.594, the
value of dU = 1.728 and the value of 4-DU = 2.272. So the dU ≤ DW ≤ 4-DU is 1.728 ≤
1.818
≤
2,272. This means that it can be concluded that the test results can be said
not to have autocorrelated.
Model Due Diligence
Test F
The F
test is a significant tester of the equation used to determine how much
influence the independent variable (X) together has on the non-free variable
(Y). Test F criteria are as follows:
1.
If
sig < 0.05, then Ho is rejected and Ha is accepted.
2.
If
sig ≥ 0.05, then Ho is accepted and Ha is rejected.
Table 5. F Test Results
|
Type |
Sum
of Squares |
Df |
Mean
Square |
F |
Sig. |
|
|
1 |
Regression |
154.647 |
3 |
51.549 |
39.046 |
.000b |
|
|
Residuals |
116.179 |
88 |
1.320 |
||
|
|
Total |
270.826 |
91 |
|
||
Source: Data processed SPSS 23, 2023
The F test shows whether all independent variables included in the model have the same
influence on the dependent variable.
The F test is used to fill in all independent variables tested at a
significance level of 5%. The results of the F test can be seen in table 4.19.
The calculated F value obtained is 39.046 while the table F value is 2.71, so
it can be seen that the calculated F value is 39.046 > F table is 2.71 with
a significance level of 0.000 due to that significance level. 0.05, then this
regression model can or is feasible to be used to predict training,
communication, and work environment on employee performance at PT. Lestari Dini
Tunggul.
Coefficient of Determination (R2)
Testing the coefficient of determination is
used to determine whether there is an influence between the independent
variable and the dependent variable, namely by squaring the coefficient found.
To find out how strong the relationship and influence of the independent
variable is Training, Communication and Work Environment on the dependent
variable is Employee Performance. The results of this test calculation can be
seen including:
Table 6. Test Results of Coefficient of
Determination (R2)
|
Type |
R |
R Square |
Adjusted
R Square |
Std.
Error of the Estimate |
|
1 |
.756a |
.571 |
.556 |
1.149 |
Source: Data processed SPSS 23, 2023
Based on the results in
Table 4.20, it can be seen that the Adjusted R Square value is 0.556 or 55.6%.
Based on this value, it can be seen that 55.6% of the variation in the
dependent variable is the performance of PT. Lestari Dini Tunggul can be
explained by a combination of independent variables namely Training,
Communication and Work Environment. While the remaining 44.4% can be explained
or explained by other factors that were not examined in this study.
Hypothesis Testing
Test t
The
t test aims to determine how far the influence of the independent variable is
partially on the dependent variable. The t-Test criteria are as follows:
1.
If
sig < 0.05, then Ho is rejected and Ha is accepted.
2. If sig ≥ 0.05, then Ho is accepted
and Ha is rejected.
The results of the t test can be
seen in Table 4.21 including:
Table 7. Test Results t
|
Type |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
1.536 |
1.724 |
.144 |
.891 |
.376 |
|
Training |
.093 |
.045 |
2.036 |
.045 |
||
|
Communication |
.652 |
.064 |
.716 |
10.216 |
.000 |
|
Work Environment |
.195 |
.079 |
.173 |
2.458 |
.016 |
Source: Data processed SPSS 23, 2023
Based on Table 4.21, the conclusions of the
results of the t test test can be reached, including:
a. Hypothesis testing of Training
variables (X1) against Employee Performance (Y). Based on the test results in
table 4.21 above, it can be seen that the significant value is 0.045. (0.045
< α 0.05) and t-count of 2.036 >1.987, then H0 is rejected, meaning that
there is a significant and positive influence between Training (X1) on Employee
Performance (Y).
b. Hypothesis testing of Communication
variables (X2) against Employee Performance (Y). Based on the test results in
table 4.21 above, it can be seen that the significant value is 0.000. (0.000
<α 0.05) and t-count of 10.216 >1.987, then H0 is rejected, meaning that
there is a significant and positive influence between Communication (X2) and
Employee Performance (Y).
c. Hypothesis testing of Work
Environment variables (X3) against Employee Performance (Y). Based on the test
in table 4.21 above, it can be seen that the significant value of 0.016 (0.016
< a 0.05) and tcalculate of 2.458 > 1.987, then H0 is rejected, meaning
that there is a significant and positive influence between the Work Environment
(X3) on Employee Performance.
Discussion
The Effect of Training on
Employee Performance
Based on the results of the research
conducted by the researchers, it was found that training had a positive and
significant effect on the performance of PT. Lestari Dini Tunggul. Through the
distribution of questionnaires to employees of PT. Lestari Dini Tunggul
shows the overall average training mean (X1) results show that the training gets good
grades. The results of the study obtained the average training respondents
answered in agreement with a total training
mean of 20.89. The highest average total score was found in the second
question item with a value of 4.27 and the lowest average score was found in
the first question item with a value of 4.02.
Based on the results of hypothesis testing,
it was found that training has a value of 2.036 with a significance of 0.045
which is smaller than the error rate of 0.05 or 5% which indicates a positive
and significant influence. This positive and significant influence indicates
that increased training can affect the improvement of PT employees'
performance. Lestari Dini Tunggul. This is also evident from the coefficient
value of 0.144, which means that the more training employees participate in,
the higher the knowledge and expertise possessed so that employee performance
will be high.
The results of this study are reinforced by
research (Pratama &; Kudus, 2018), that job training is proven to have a
positive and significant influence on the performance of CV MUM Indonesia
employees. This result is also corroborated by research (Tanjung, 2018), the
results of which show that partially training variables affect the performance
of employees of the Regional Disaster Management Agency of Deli Serdang
Regency. So it can be concluded that training is proven to affect employee
performance.
The Effect of
Communication on Employee Performance
Based on the results of research conducted by
researchers, it was found that communication has a positive and significant
effect on the performance of PT. Lestari Dini Tunggul. Through the distribution
of questionnaires to employees of PT. Lestari Dini Tunggul shows the overall average
communication mean (X2) results show that communication gets a good value.
The results of the study obtained the average communication respondent answered
in agreement with a total communication mean of 16.34. The highest average
total score was found in the first question item with a value of 4.12 and the
lowest average score was found in the third question item with a value of 4.05.
Based on the results of hypothesis testing, it was
found that communication has a value of 10.216 with a significance of 0.000
which is smaller than the error rate of 0.05 or 5% which indicates a positive
and significant influence. This positive and significant influence indicates
that improved communication can affect the improvement of PT employee
performance. Lestari Dini Tunggul. This is also evident from the value of the
coefficient of 0.716, which means that the better the communication applied, the
higher the employee performance that will be produced.
This result is reinforced by research (Kristiana,
2017), which shows that communication has a significant effect on the
performance of employees of the Mekkar Cooperative PDAM Surakarta. If
communication between employees and with superiors is good, it will improve
employee performance. This result is also corroborated by research (Nisa et
al., 2019) which shows that communication has a significant influence on the
performance of PT employees. PLN Area Malang Rayon Malang City. So it can be
concluded that communication is proven to affect employee performance.
The Effect of the Work
Environment on Employee Performance
Based on the results of the research that the
researchers conducted, it was found that the work environment had a positive
and significant effect on the performance of PT. Lestari Dini Tunggul. Through
the distribution of questionnaires to employees of PT. Lestari Dini Tunggul
shows the overall average result of the work environment (X3) showing that the
work environment gets a good value. The results of the study obtained the
average work environment respondents answered in agreement with the total mean
of the work environment of 12.01. The highest average total score is found in
the first question item with a value of 4.01 and the lowest average score is
found in the second question item with a value of 4.00.
Based on the results of hypothesis testing, it was
found that the work environment had a value of 2.458 with a significance of
0.016 which was smaller than the error rate of 0.05 or 5% which indicated a
positive and significant influence. This positive and significant influence
indicates that improving the work environment can affect the improvement of the
performance of PT. Lestari Dini Tunggul. This is also evident from the value of
the coefficient of 0.173, which means that the better the work environment
applied, the higher it will be
employee
performance to be generated.
This result is reinforced by research
(Sembiring, 2020), which shows that the work environment has a positive effect
on employee performance at Bank Sinarmas Medan. This result is also
corroborated by research (Fachreza et al., 2018), which shows that there is a
significant and positive influence both partially and simultaneously in work
environment variables. So it can be concluded that the work environment is
proven to affect employee performance.
CONCLUSION
Based on the results of research and
discussion on the influence of training, communication, and work environment on
employee performance at PT. Lestari Dini Tstump, the following conclusions can
be drawn. First, through the results of the hypothesis test, it was found that
Training (X1) has a positive and significant influence on employee performance.
This indicates that employees who are actively training tend to have better
knowledge and skills, which in turn improves their performance. Second, the results
of the hypothesis test also show that Communication (X2) has a positive and
significant influence on employee performance. This indicates that a good and
effective working relationship can create a comfortable working atmosphere,
contributing to improving employee performance. Finally, from the results of
the hypothesis test, it was found that the Work Environment (X3) has a positive
and significant effect on employee performance. That is, if the work
environment provided by the company is adequate, it can have a positive impact
on employee performance. These overall findings illustrate that these factors
have an important role in improving employee performance at PT. Lestari Dini
Tunggul.
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Copyright holder: Ariqoh Eka Affiani 1, Herry Krisnandi2,
Kumba Digdowiseiso3* (2024) |
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First publication rights: International
Journal of Social Service and Research (IJSSR) |
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