The Influence
of The Work Environment, Compensation, and Motivation on Personnel Performance
Rikka Indah
Lestari1, Herry Krisnandi2, Kumba Digdowiseiso3*
Faculty of Economics and Business, National University,
Indonesia1,2,3
Email: rikkaindah.lestari@gmail.com1,
[email protected]2, [email protected]3*
INTRODUCTION
Human resources are one of the most
important resources and all needs
should be considered for proper management of the organization.
Human resources are instructed
to achieve predetermined goals and objectives. Human resources today are resources that have a great influence
in organizations. In an organization that can grow in the
future depends very much on
the performance of the personnel
themselves, if the performance is good the
results are good, but if the
performance of personnel is not good then things
also happen that the desired
organizational goals cannot get optimal results from the
goals desired by the organization.
Therefore, the attention of the
leadership is very important to meet the
needs of personnel, so that
the performance of these personnel
is good.
The HR Bureau of Polda Metro Jaya is responsible for fostering and
carrying out administrative functions such as provision, use, treatment, separation and distribution of personnel, assessment and psychology of the police,
as well as efforts to improve the
welfare of personnel within the Polda Metro Jaya police environment. In carrying out these functions,
the HR Bureau is assisted by
personnel to achieve the desired
goals.
The work environment is the overall
facilities and infrastructure around employees who are doing work that
can affect the implementation of work (Sutrisno, 2011: 118).
The work environment determines whether the goals achieved
are in accordance with the goals that
have been previously set. Work environment is a place or atmosphere
where personnel carry out daily
activities where they work. A conducive
work environment provides a sense of security, and
must be ensured
that personnel can work optimally.
When personnel like the work
environment where they work, then
they feel at home and
do activities by making the best
use of their
working time. On the other hand,
an inadequate work environment can reduce personnel
performance.
The work environment relates to the
physical or non-physical state of an ongoing
work activity. The work environment plays an important
role in the way personnel work.
The work environment is not only felt
physically by personnel but also
concerns the work atmosphere they feel. A conducive
working atmosphere will be able
to maximize personnel performance and also affect
the achievement of organizational goals. The work environment in an agency is very
important to be considered by
management. Although the work environment
does not carry out operational processes in an organization, the work environment has a direct impact on
the personnel who carry out
these operational processes.
Compensation is an
award / reward for workers who
have contributed to realizing their
goals, through activities called work (Nawawi, 2011). In addition,
compensation is also a provision of enthusiasm to
a personnel, therefore the need for
compensation is a strong motivating factor for personnel
to work in order to be able
to do a job
with the spirit of offering compensation
that has a reciprocal relationship between personnel and the
organization. People who strongly expect
compensation for the capabilities that the organization
has given to achieve organizational goals and an
organization provides the availability of competent and
qualified personnel for the success
of the goals.
Motivation is a driver
from within the individual to carry out certain
activities in achieving goals (Busro, 2018). Motivation is also
a drive that comes from both
inside and outside the individual. Motivation is a set of attitudes and
values that will influence personnel to achieve
the goals of a particular task with the
desired goal. These invisible attitudes and values
provide the power to drive
a person to take action to achieve
their goals. Motivation is a force of energy
or force or state and
readiness in a person to achieve a certain goal, consciously or unconsciously to move towards
a certain goal.
In improving the performance
of the Metro Jaya Police HR Bureau, of course, personnel
want to have
a good work environment, compensation, and motivation so that the
work given to them can
run as desired. One of the things
that must be the attention
of the agency
is the work
environment, compensation, and motivation, personnel who work
feel uncomfortable cannot develop all their potential,
automatically these personnel cannot focus and concentrate
fully on the work given
to them. Personnel can work
well if they
have high performance so that they can
produce good work. Personnel performance is one of the
determining factors for the success
of an agency
or organization in achieving its goals.
For this reason, the performance of personnel can
affect the performance of the agency as a whole.
Based on the
results of research, the performance
of personnel of the HR Bureau
of the Metro Jaya Regional Police shows that
there is an increase and
decrease in personnel behavior. This is reviewed from
the assessment and behavior over the past 3 years.
Organizations need to take action
to foster and improve the
quality of personnel involved in an organization.
According to Mukhlisin (2021) said that the
work environment has a positive and significant
effect on personnel performance. According to Aprialini
Jayanti (2019) said that the work environment
has a positive and significant influence on employee performance. According to Taofik Hidajat (2019) said that compensation has a positive and significant
effect. According to Menik Sri Rahayu, Achmad Firdiansjah,
and Harianto Respati (2019) said
that compensation has a positive and significant
effect on personnel performance
According to Ahmad Badawi Saluy, Tersia Musanti and Bambang
Mulyana (2019) said that motivation has a positive and significant effect on personnel
performance. According to Kintan Adela Putri, Zackharia Rialmi, and Ranila
Suciati (2022) said that motivation has a significant effect on personnel
performance.
Based on previous
research research, there are research results that say positive and significant.
Based on this background, the title of
this study is "The Effect of Work
Environment, Compensation, and Motivation on Personnel Performance"
METHODS
This study adopts descriptive analytical and inferential research methods to investigate
the performance of employees in the HR Bureau of
Polda Metro Jaya which is influenced by the
work environment, compensation, and motivation. Data was obtained through questionnaires with a simple random sampling technique on 112 respondents from a population of 155 employees. The operational definition of variables
is used to
measure and explain the concept
of variables that are the focus
of research. Data analysis involves instrument tests, classical assumptions, model feasibility (F test and coefficient of determination), as well as multiple linear regression analysis. The T test will be
used to examine
the partial effect of work
environment, compensation, and motivation variables on employee
performance. Overall, the study combines a quantitative approach with statistical analysis to gain a comprehensive understanding of the factors
that affect employee performance in the environment.
RESULTS
The results of the validity
test show that all variables,
namely work environment, compensation, motivation, and personnel performance, have a validity test value greater
than the r value of the
table (0.185), so it can be
concluded that the instrument used is valid. Furthermore, reliability tests show that
all variables also meet the
reliability criteria with Cronbach Alpha
coefficient values above 0.6, indicating that the measuring
instrument has a good level
of consistency if the measurement
is repeated again. Thus, it
can be concluded
that the concept of measurement
for each variable of this
questionnaire has met the requirements of validity and
reliability. These results provide confidence that the measuring instruments
used in this study are reliable and provide
consistent results, providing a solid basis for further analysis of the effect
of work environment,
compensation, and motivation on personnel
performance in the HR Bureau of Polda Metro Jaya.
Classical Assumption Test
Normality Test
According to
Ghazali (2016: 154) the normality
test is carried
out to test
whether the regression model of both the independent
variable and the dependent variable
or both have
a normal distribution or
not. The normality test results are as follows:
Table 1. Normalias Test Results
|
One-Sample Kolmogorov-Smirnov Test Unstandardized Residual |
||
|
N |
112 |
|
|
Normal Parametersa,b |
Mean |
.0000000 |
|
Std. Deviation |
2.92457504 |
|
|
Most Extreme Differences |
Absolute |
.081 |
|
Positive |
.069 |
|
|
Negative |
-.081 |
|
|
Test Statistics |
.081 |
|
|
Asymp. Sig. (2-tailed) |
.066c |
|
|
a.
Test
distribution is Normal. b.
Calculated from data. c.
Lilliefors Significance Correction. |
||
Source: SPSS 22 Data Processing
Results
Based on the
results of the normality test
in Table 4.13, it can be seen
that the significant value (Asymp.Sig 2-tailed) obtained is 0.66 > 0.05, which means that the
data is residual normally distributed.
Multicollinearity Test
A good regression model does not have a perfect or near-perfect
correlation between independent variables (multicollinearity). The results of the multicollinearity
test are as follows:
Table 2. Multicollinearity Test Results
|
Type |
Collinearity Statistics |
||
|
Tolerance |
VIF |
||
|
1 |
(Constant) |
|
|
|
Work Environment (X1) |
.346 |
2.892 |
|
|
Compensation (X2) |
.428 |
2.337 |
|
|
Motivation (X3) |
.394 |
2.536 |
|
Source: SPSS 22 Data Processing
Results
Based on the
results of the multicollinearity test in Table 4.11, the variables Work Environment (X1) amounted to 2.892, Compensation (X 2) amounted to 2.337, Motivation (X3) amounted to 2.539. The tolerance value for the Work
Environment variable (X 1)
is 0.346, Compensation (X 2) is 0.428, and Motivation
(X3) is 0.394. Based on the results
of table 4.11, it can be
concluded that the regression model does not contain multicollinearity, this is because the
tolerance value in each variable is
<0.1 and the VIF value in each variable
is <10.
Heteroscedasticity Test
The heteroscedasticity test using the glacier
test aims to test whether
in the regression model there is an
inequality of variance from the
residuals of one observation to another. Heteroscedasticity
test results as follows:
Table 3. Heterokedasticity Test Results
|
Coefficientsa |
||||||
|
Unstandardized Coefficients |
Standardized Coefficients Beta |
t |
Sig. |
|||
|
Type B |
Std. Error |
|||||
|
1 |
(Constant) |
4.923 |
1.691 |
|
2.911 |
.004 |
|
Work Environment (X1) |
-.068 |
.051 |
-.212 |
-1.323 |
.189 |
|
|
Compensation (X2) |
.087 |
.128 |
.098 |
.677 |
.500 |
|
|
Motivation (X3) |
-.035 |
.092 |
-.057 |
-.380 |
.705 |
|
|
a. Dependent Variable: ABS_RES |
||||||
Source: SPSS 22 Data Processing
Results
Based on Table
3. It can be explained that
the heteroscedasticity test with the
glacier method obtained a significant value greater than
0.05 so that it can be
said that the data does not occur heteroscedasticity problems.
Autocorrelation Test
The autocorrelation test aims to test
whether in a linear regression
model there is a correlation between the fault of
the confounding in the current period
and the error
of the confounding
in the previous period. Autocorrelation test results as follows:
Table 4. Auto Correlation Test Results
|
Model
Summaryb |
|||||
|
Type R |
R Square |
Adjusted R Square |
Std.
Error of the Estimate |
Durbin-Watson |
|
|
1 |
.790a |
.624 |
.613 |
2.965 |
1.963 |
|
a.
Predictors: (Constant), Motivation
(X3), Compensation (X2), Work
Environment (X1) b.
Dependent Variable: Performance (Y) |
|||||
Source: SPSS 22 Data Processing
Results
Based on table
4.13 the value of Durbin Watson
(DW) of 1,963 DU is 1,747 this means that
DW > DU is 1,963 > 1,747, then
the value of 4 - DW is 4 - 1,963 = 2,037, meaning 4 - DW > DU is 2,037
> 1,747. So it can be concluded
that the data does not have autocorrelation
because the values of 4 – DW > DU < DW
are 2.037 > 1.747 < 1.963
Multiple Linear Analysis
Multiple linear regression analysis is a form
of analysis that discusses the extent of
the influence of the independent
variable (X) on the dependent variable
(Y). where the independent variable is Work Environment
(X1), Compensation (X2), Motivation
(X3), and the dependent variable is Personnel Performance (Y). The
results of multiple linear regression analysis are as follows:
Table 5. Multiple Linear Regression Test Results
|
Type |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
5.128 |
2.633 |
|
1.948 |
.054 |
|
Work Environment (X1) |
.226 |
.080 |
.283 |
2.823 |
.006 |
|
|
Compensation (X2) |
.698 |
.199 |
.316 |
3.508 |
.001 |
|
|
Motivation (X3) |
.419 |
.143 |
.276 |
2.934 |
.004 |
|
Source: SPSS 22 Data Processing
Results
From the table
of multiple linear regression test results shows that
the multiple regression equation model to estimate the
work performance of personnel influenced
by the work
environment, compensation, and motivation is:
Where:
Y =
Personnel Performance
α =
Constant
β1, β2, β3, = Regression
Coefficient X1 =
Work Environment
X2 =
Compensation
X3 =
Motivation
E =
Error
Y
= 0.283 + 0.316 + 0.276
Based on table
4.15 the Regression Test formed is
as follows: The model shows
the meaning that:
1.
In the Work Environment variable there is a positive implication
in the regression coefficient of 0.283 so that it
can be concluded
that every increase in the Work Environment variable by one
unit will increase Personnel Performance by 0.283 or, 28.3% if other
assumptions are considered constant.
2.
In the Compensation variable the positive implication
in the regression coefficient is 0.316 so that it
can be concluded
that each increase in the Compensation variable by one unit will
increase Personnel Work Performance by 0.316 or, 31.6% if other
assumptions are considered constant.
3.
In the Motivation variable there is a positive
implication in the regression coefficient of 0.276 so that
it can be
concluded that every increase in the Motivation variable by one
unit will increase personnel performance by 0.276 or, 27.6% if other assumptions
are considered constant
Model Due Diligence
Test F
The F test is used
to test the
significance of the regression coefficient together, namely whether the independent variable has an influence on the
dependent variable. The results of the
F test are as follows:
Table 6. F Test Results
|
ANOVAa |
||||||
|
Type Sum of Squares |
Df |
Mean Square |
F |
Sig. |
||
|
1 |
Regression |
1575.164 |
3 |
525.055 |
59.728 |
.000b |
|
Residuals |
949.398 |
108 |
8.791 |
|
|
|
|
Total |
2524.563 |
111 |
|
|
|
|
|
a.
Dependent Variable: Performance
(Y) b.
Predictors: (Constant), Motivation (X3), Compensation
(X2), Work Environment
(X1) |
||||||
Source: SPSS 22 Data Processing
Results
Based on the
results of the F test referring
to Table 4.18, it can be
explained that the Fcalculate value is 59.728 with a significant value of 0.000, which is at
a 95% confidence
level (α=0.05), which is
0.000 < 0.05. Thus, it can be concluded
that the independent variables, namely Work Environment (X1), Compensation (X2), and Motivation (X3), together have a positive and significant
effect on Personnel Performance (Y).
Test Coefficient of Determination (R2)
The Coefficient of Determination (R2) is a measure to determine
the suitability or accuracy of
the analysis model made. The greater the value of
the coefficient of determination, the better the
ability of the independent variable to explain
the dependent variable. The results of the Coefficient
Determination (R2) test are
as follows:
Table 7. Test Results of Coefficient
of Determination R2
|
Model Summaryb |
|||||
|
Type R |
R Square |
Adjusted R Square |
Std. Error of the Estimate |
Durbin-Watson |
|
|
1 |
.790a |
.624 |
.613 |
2.965 |
1.963 |
|
a.
Predictors: (Constant), Motivation (X3), Compensation
(X2), Work Environment
(X1) b.
Dependent Variable: Performance
(Y) |
|||||
Source: SPSS 22 Data Processing
Results
Based on Table
7. obtained a coefficient of determination (R2) of 0.613 which means that the variable level of personnel performance can be influenced
by 61.3% while the remaining 38.7% is influenced by other
factors not discussed in this study.
Hypothesis Test (T Test)
According to Ghazali (2016: 97), the statistical test T basically shows how far
the influence of an independent
variable affects the dependent variable.
The results of the T Test are as follows:
Table 8. T Test Results
|
Type |
t |
Sig. |
|
|
1 |
(Constant) |
1.948 |
.054 |
|
Work Environment (X1) |
2.823 |
.006 |
|
|
Compensation (X2) |
3.508 |
.001 |
|
|
Motivation (X3) |
2.934 |
.004 |
|
|
|
|
|
|
Source: SPSS 22 Data Processing
Results
Based on Table
4.19, for the work environment variable has a significance value of 0.006 < 0.05 and t calculate the table > t which is 2.823 > 1.982, then the hypothesis
is accepted, namely the work
environment has a positive and significant effect on personnel
performance.
For the compensation variable has a significance value of 0.001 < 0.05 and t calculate the table
< t which is 3.508 >
1.982, then the hypothesis is accepted
that compensation has a positive and significant
effect on personnel performance. For the motivation variable has a significance value of 0.004 < 0.05 and t calculate the table > t which is 2.934 > 1982, then the hypothesis
is accepted that compensation has a positive and significant
effect
Discussion
The Influence of the Work Environment
on the Performance of HR Bureau Personnel
of Polda Metro Jaya
The results of the
analysis in this study obtained that the
work environment has a positive and significant
effect on the Performance of HR Bureau Personnel of Polda Metro Jaya. This means that the
higher the work environment, the higher the
performance produced if the work
process is fulfilled physical and non-physical work environments.
The work environment variable got an average result of 49.1. Which means that the
higher the work environment on personnel performance
indicates that personnel will experience a high level of performance, indicating that the work environment
at the Metro Jaya Police HR Bureau is at a good
level that allows personnel to work
comfortably so that the level of concentration of personnel at
work increases which has implications for increasing performance. A good work environment can make the
atmosphere pleasant, secure, calm and
cause the environment to be harmonious. A good work environment
will have the responsibility to produce better
performance. With a good environment, it is expected
that every individual or team is
willing to work hard and
antusis to achieve high performance.
This is in line with research
conducted by Mukhlisin,
(2021) which states that the work
environment has a positive influence on personnel
performance. Similarly,
Kintan Adelia Putri et al
(2022) stated that the work environment
has a positive and significant influence on personnel performance.
The Effect of Compensation on the Performance of HR Bureau Personnel
of Polda Metro Jaya
The results of the
analysis in this study found that Compensation
had a positive and significant effect on the Performance of HR Bureau Personnel
of Polda Metro Jaya. This means that the
higher the compensation given by the agency,
the higher the performance produced. The Compensation variable got an average result of 18.0. In the sense that personnel
will be more
enterprising and enjoy their work
when compensation is raised. To support
the process of improving the
performance of personnel of the
HR Bureau of Polda Metro
Jaya and the acceptance of tasks
given by the leadership can be carried
out with full responsibility and good awareness,
this is related
to providing enthusiasm to do
better performance in the institution by providing work
compensation as a form of appreciation of the institution
to personnel so that it
can improve the performance of its personnel
in order to achieve organizational goals.
This is in line with research
conducted by Taofik Hidajat, (2019) which states that compensation
has a positive influence on personnel performance.
Similarly, Menik Sri Rahayu et
al (2019) stated that Compensation has a positive and significant
influence on personnel performance.
The Effect of Motivation on
the Performance of HR Bureau Personnel of Polda Metro Jaya
The results of the
analysis in this study obtained that Motivation
has a positive and significant effect on the Performance of HR Bureau Personnel
of Polda Metro Jaya. This means that if
motivation increases, then personnel performance will also increase. The Motivation variable got an average result
of 26.85. In the sense that personnel
are satisfied with the work achievements
that have been achieved so
far, this shows that personnel
agree and are motivated to excel
in carrying out their work that
has been achieved. Personnel will have good performance
if the need
to achieve, the need to
expand association and the need
to master their work can be
met
This is in line with research
conducted by Ahmad Badawi et al, (2019) which
states that motivation has a positive influence on personnel
performance. Similarly,
Apriliani Jayanti (2019) stated that
motivation has a positive and significant influence on personnel
performance.
CONCLUSION
Based on the results
of data analysis and discussion, the conclusion of this study shows
that the work environment has a positive and significant
influence on the performance of personnel in the HR Bureau of
Polda Metro Jaya. That is, the better the
working environment conditions, the better the performance
of employees. In addition, compensation also has a positive and significant influence on performance,
indicating that the better the
compensation system, the more improved
personnel performance. Similarly, motivation has a positive and significant
influence on performance, which means that the
higher the level of motivation, the better the
performance of employees. Overall, these findings contribute to further
understanding of the factors that
can improve the performance of personnel in the HR Bureau of
Polda Metro Jaya, and their
implications can be used for
the improvement and development of the work
environment, compensation system, and motivation
in an effort to improve employee
performance in the institution.
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Copyright holder: Rikka Indah
Lestari1, Herry Krisnandi2, Kumba Digdowiseiso3*
(2024) |
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First publication rights: International Journal
of Social Service and Research (IJSSR) |
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