Minda Dian Novita Sari1, Herry Krisnandi2, Kumba Digdowiseiso3
Management Study Program, Faculty of Economics,
Universitas Nasional Jakarta, Indonesia1,2,3
Email: mindadiannovitas@gmail.com1, [email protected]2, [email protected]3
|
|
ABSTRACT |
|
|
Work motivation, work discipline, work environment,
job training, employee performance. |
|
This
study aims to assess the impact of Work Motivation, Work Discipline, Work
Environment, and Job Training on Employee Performance at the Brantas Abipraya
Employee Cooperative (KKBA). The primary data source for this research
consists of questionnaires distributed to 94 respondents affiliated with the
Brantas Abipraya Employee Cooperative (KKBA). The sampling technique employed
is non-probability sampling, specifically axial sampling, where data is
collected from encountered sampling units. Data analysis involves multiple
linear regression and hypothesis testing using t-statistics, with the results
processed in SPSS 23 to examine regression coefficients. The partial findings
of this research indicate that Work Motivation, Work Discipline, Work
Environment, and Job Training each exhibit a positive and significant
influence on Employee Performance at the Brantas Abipraya Employee
Cooperative (KKBA). |
|
|
||
|
|
|
INTRODUCTION
The growth of the business world, especially
related to the economy in Indonesia, has developed very rapidly, thus pushing
it towards a more advanced development direction and impacting on the ability
to compete. This competition causes many companies to experience losses or even
companies forced to close, moreover competition is increasingly felt with the
implementation of the free market and companies are required to make every
effort to make improvements to face competition so that these companies can
compete.
Human Resources (HR) is the main driver of
the company's organization. HR must be managed optimally, continue and be given
extra attention and fulfill their rights, besides that HR is a partner of
entrepreneurs to achieve organizational goals. In addition to companies, human
resources also always have to improve their competence, along with the
development of the globalization era. (Ambarita, 2012). Competent human
resources in accordance with their work are considered to be able to provide
optimal performance for the company. In addition, competent human resources can
also produce advantages in competing. The main driving factor to welcome these
changes is the improvement of human resource (HR) aspects in every operational
activity of the company. HR has an important role in achieving employee
performance.
Employee
performance has great potential to carry out company activities, this is
because employees in carrying out every task mandated to them by the company
generally always try to improve their performance in order to achieve company
goals. So that employees are required to improve and have good performance for
the sustainability of the company as a whole. (Mangkunegara, 2017) which argues
that employee performance is the result of a person's work in quality and
quantity that has been achieved by employees in carrying out duties according
to the responsibilities given.
Brantas Abipraya Employee Cooperative (KKBA)
is a Legal Entity in the form of an Employee Cooperative established in Jakarta
on November 7, 2007. Started operations in early 2008 and has a passion as well
as a goal to improve the welfare of its members. The number of members is
dominated by employees of PT Brantas Abipraya. The object of the author's study
will be employees of the Brantas Abipraya Employee Cooperative (KKBA). The
Brantas Abipraya Employee Cooperative (KKBA) has 123 employees. The phenomenon
found in the Brantas Abipraya Employee Cooperative (KKBA) is that there are
fluctuations in employee performance levels from 2018 to 2020 more details can
be seen in the following table:
|
No. |
Indicators |
Era |
Target |
||
|
2018 |
2019 |
2020 |
|||
|
1 |
Quality |
80% |
85% |
90% |
100% |
|
2 |
Quantity |
95% |
85% |
80% |
100% |
|
3 |
Discipline |
80% |
85% |
90% |
100% |
|
4 |
Timeliness |
80% |
85% |
90% |
100% |
|
5 |
Teamwork |
80% |
85% |
90% |
100% |
|
6 |
Speed |
80% |
85% |
90% |
100% |
|
7 |
Creativeness |
80% |
85% |
90% |
100% |
|
8 |
Work
Results |
95% |
85% |
80% |
100% |
Source:
Brantas Abipraya Employee Cooperative (KKBA)
The
Quantity and Results of Work have decreased in achievement in the last 2 (two)
years due to the impact of the Covid-19 pandemic which was determined by the
government as a national disaster which greatly impacted all business sectors
including the Brantas Abipraya Employee Cooperative (KKBA) business, and other
causes, namely several policies of the Parent company regarding the type of
business that affects the achievement of the work results of the Cooperative
which were originally planned in the work plan The cooperative was not
implemented. With the fluctuating phenomenon above, we can see that there is a
fluctuating phenomenon, employee performance is influenced by several factors;
namely motivation, discipline, environment, training, and others.
One of the efforts to improve employee
performance is work motivation. Work motivation is an important subject for a
manager in a company, because motivation is an activity to involve, channel and
maintain human behavior at work. The work motivation that employees have, if
the motivation is high, it will also have an impact on their performance to
increase. (Pramadita & surya, 2015) stated, "work motivation has a
significant effect on employee performance", meaning that if motivation
continues to be carried out and channeled in the form of webinars or by direct
contact with employees, the higher the level of employee performance to achieve
the goals or results desired by the company.
In addition to work motivation, work
discipline also affects the performance of an employee. Work discipline
involves the willingness of employees to obey all the rules set by the company.
Employees who have good work discipline are expected to have the ability to
carry out and complete work effectively and efficiently that has become their
responsibility. The regulation aims to prevent employees from carrying out
every task they can complete properly and refrain from committing an act that
violates the rules. Employees who have a good level of discipline will
generally work according to the regulations and obligations that have been
given to them. According to (Handoko, 2004) work discipline is the willingness
of a person who arises with his own awareness to follow the rules that apply in
the organization.
In addition to work motivation and work
discipline, in an effort to improve employee performance, the work environment
also needs to be considered. The work environment is the environment around
employees in carrying out their daily activities in the company. Companies must
create a work environment that must have a sense of security, comfort, and
peace for their employees. Because with a good work environment will affect the
quality of performance of an employee in a company. (Beno &; Irawan, 2019)
explained in their research "the work environment has a positive and
significant effect on employee performance", meaning that if the work
environment can be improved with the availability of sufficient facilities and
work aids, an employee will feel more comfortable while working, and with a
harmonious work culture in the work environment, a good relationship will be
established and will further improve employee performance.
Then in improving employee performance, the
work environment also needs to be considered because a less conducive
environment also affects employee morale which will later have an impact on the
output produced. In this case, the efforts made include maintaining the
cleanliness of the work area, and employee work facilities available in the
company. The most
important aspect in the success of the organization is the management of human
resources, therefore to realize a quality workforce must be pursued that cannot
be separated from job training. If human resource management is done well, it
will form better employee performance, so that it can have a positive impact on
the effectiveness of performance within the company as a whole.
From
the formulation of the problem above, the objectives that will be discussed in
writing this thesis are: 1) To analyze whether work motivation affects employee
performance. 2) To analyze whether work discipline has an effect on employee
performance. 3) To analyze whether the work environment has an effect on
employee performance. 4) To analyze whether job training has an effect on
employee performance. This research is expected to increase knowledge and
insight related to achieving employee performance levels through work
motivation, work discipline and work environment as well as a reference
enhancer so that it can be used for further research. To add insight in making
useful research, especially in the field of Human Resource Management. As one
of the evaluation materials for companies in employee performance problems.
This
study uses a quantitative approach because the symptoms of observations are
converted into numbers that are analyzed using statistics. By using a
descriptive method, which aims to describe the state of the data as it is which
will then be analyzed according to the objectives and research questions.
According to (Sukardi, 2016), the descriptive method is a research method that
seeks to describe and interpret objects according to what they are. Data collection in this study
used questionnaires. By using questionnaires as a tool for primary data
collection using written questions. The survey method is a quantitative
research using structured questions, and all answers will be recorded,
processed and analyzed (Prasetyo, 2008). The distribution of questionnaires in
this study was to collect data on the effect of work motivation, work
discipline, work environment and job training on employee performance at the
Brantas Abipraya Employee Cooperative (KKBA).
The
source of data to be collected in this study is quantitative data sourced from
the Brantas Abipraya Employee Cooperative (KKBA) which is located at Jl. D. I.
Panjaitan Kav 14, Cawang, East Jakarta, 13340. The data sources used are
primary data and secondary data. Primary data sources are data obtained from
the first source of information and secondary sources are data that have been
collected by other parties (Kuncoro, 2009).
Primary
data obtained, observed, and recorded directly by researchers at the Brantas
Abipraya Employee Cooperative (KKBA), such as questionnaire results. Secondary
data includes company determination data in ready-made forms such as
organizational structure and number of employees.
Population is an object or subject that
has qualities and characteristics used by researchers to be researched and then
conclusions drawn. The population in this study is all employees of the Brantas
Abipraya Employee Cooperative (KKBA). A total of 123 employees. The sample is
part of the population under study whose results will be a picture of the
population being studied. The sampling technique in this study uses
non-probability sampling or axial sampling. Researchers collected data from the
sampling units encountered. The sample in this study was employees of the
Brantas Abipraya Employee Cooperative (KKBA).
The method used to determine the number
of samples is using the Taro Yamane formula in (Hamidi, 2010) with the Taro
Yamane method where the author uses alpha 5% with the aim of suppressing
the population so that the sample obtained becomes small due to limited time to
conduct research. The following is a calculation with the Taro Yamane method:
Information:
n = sample size
N = population size (123) 1 =
constant
d = level of precision expected
not to deviate (5%)
From these calculations, it can be seen that the sample to
be used in this study is 94 respondents.
The object of this study is Employee
Performance which is influenced by Work Motivation, Work Discipline, Work
Environment and Job Training at the Brantas Abipraya Employee Cooperative
(KKBA). The target object to be examined in this study is Employee Performance
in terms of Work Motivation, Work Discipline, Work Environment and Job
Training. The characteristics of respondents were included in this study for
descriptive analysis purposes. Respondent characteristics are data about
respondents' personal circumstances that are needed to make it easier for the
author to analyze respondent data, so that the characteristics of respondents
as a whole can be known based on a list of statements. Such as gender, age,
education level and job title.
Brantas Abipraya Employee Cooperative (KKBA)
is a Legal Entity in the form of an Employee Cooperative established in Jakarta
based on Notarial Deed No: 14, dated November 7, 2007. Started operations in
early 2008 and has a passion and goal to improve the welfare of more than 800
members and their families. The number of members is still dominated by PT
Brantas Abipraya employees who are still active and spread throughout the
country, both in Projects and in Regions/Branches.
KKBA's main business fields include Savings
and Loans Services, Rental Services and Business Services. Current market
opportunities still come from the parent company, however, KKBA remains
committed to being able to compete with partners from outside the company and
strive to be more professional in serving its clients. In the future, the
development of other business fields that are "Profitable" will
continue to be developed. The "Non-Profit" business sector based on
serving the daily needs of members is maintained, including retail household
staples and canteens.
The advantages of being
a member of KKBA are being able to save and borrow, participate in vehicle
auctions held by KKBA, be able to make goods purchase transactions with a
salary deduction system, and get the remaining operating results per year.
Business Services include: Coffee Corner, Epic Coffee Shop, Ticketing,
Mobilization, Material Procurement, Official Uniforms, K3 Equipment and other
Project Equipment.
Vision and Mission of Brantas Abipraya Employee Cooperative
(KKBA)
Vision: Building a healthy, strong, and
large rural bank through products and services that are characteristic for the
welfare of the community.
Mission:
1.
Serving customers with products and
services that suit their needs.
2.
Providing a dynamic work environment in
order to support the development of professionals who are qualified, dedicated
and have high integrity.
3.
Having high social responsibility to
the surrounding environment as a form of active participation in developing
regions and countries.
4.
Increase the competitiveness of the
company in the midst of rapid industry growth to provide reasonable profits for
shareholders and various interested parties.
Source : Brantas
Abipraya Employee Cooperative (KKBA)
Figure 1. Organizational Structure of Brantas Abipraya Employee Cooperative (KKBA)
In this study, the author conducted a study
on 94 respondents by giving several questions in the form of questionnaires.
Data analysis is carried out using statistical calculation methods whose
calculations use tools through the SPSS (Statistical Product and Service
Solution) application. To obtain an overview of employee characteristics, the
following will be stated the identity of respondents based on the
classification of gender, age, last education and job title obtained from the
Brantas Abipraya Employee Cooperative (KKBA) through this respondent identity
description, it is hoped that a deeper understanding of the background of
research respondents can be obtained, so that it is expected to understand the
tendency of the answers given by respondents.
The profile of respondents is seen based on
the gender of employees who work at the Brantas Abipraya Employee Cooperative
(KKBA), namely men and women as the object of questionnaire distribution. The
total number of respondents who filled out this questionnaire was 94
respondents from the number of both.
|
Gender |
Number
of Respondents |
|
Man |
52 |
|
Woman |
42 |
|
Total |
94 |
Source:
Questionnaire Results Data
GENDER Woman 45% Man 55%
Source:
Primary Data Processed
Based on table 2 above, it can be known that
52 employees or 55% of the total respondents are male. As for female
respondents, there were 42 employees or 45% of the total respondents. The data
shows that the number of employees at the Brantas Abipraya Employee Cooperative
(KKBA) who are male dominates more than male employees.
The authors in this study grouped respondents
by age, divided into 4 groups, namely 18-22 Years, 23-27 Years, 28-31 Years,
> 31 Years. The explanation is in the table below which shows the age of
respondents at the Brantas Abipraya Employee Cooperative (KKBA).
|
Age
(Years) |
Number
of Respondents |
|
18 – 22 Years |
5 |
|
23 – 27 Years |
44 |
|
28 – 31 Years |
35 |
|
> 31 Years |
10 |
|
Total |
94 |
Source: Questionnaire Results
Data
AGE >
31 Years 11% 18 – 22 Year 5% 28 – 31 Year 37% 23 – 27 Year 47%
Source: Primary Data Processed
Based on table 3. It can be seen that the
grouping of 94 respondents studied based on age, namely employees aged 18 – 22
years totaling 5 employees, those aged 23 – 27 years totaling 44 employees,
while those aged 28 – 31 years totaling 35 employees, and those aged > 31
years totaling 10 employees. From these data, it shows that the Brantas
Abipraya Employee Cooperative (KKBA) is dominated by employees aged between 23
– 27 years. This age is the productive age of humans, so that at that age
employees can do a good job and are able to develop a job periodically.
The
respondents to be studied must have different levels of education, therefore
the researchers grouped respondents based on 3 (three) levels of education,
namely SMA / SMK, S1 and S2. The explanation can be seen in table 4 below.
|
No |
Education |
Number
of respondents |
|
1. |
SMK/SMA |
31 |
|
2. |
S1 |
63 |
|
3. |
S2 |
0 |
|
|
Total |
94 |
Source:
Questionnaire Results Data
RECENT EDUCATION S2 0% SMK/SMA 33% S1 67%
Source:
Primary Data Processed
Based on the table above, from
the results of research on 94 employee respondents at the Brantas Abipraya
Employee Cooperative (KKBA), data on employees with the latest education at the
vocational / high school level were obtained as many as 31 employees or 33% of
the total number of respondents, employees who had an S1 education level as
many as 63 employees or 67% of the total number of respondents. The data shows
that more employees are taking the last Bachelor (S1) education because S1
education is the most ideal level of education in accordance with that applied
to employees of the Brantas Abipraya Employee Cooperative (KKBA).
The respondents to be studied must have
different job positions, therefore the researcher grouped based on the answers
of the respondents into 6 (six) job positions, namely Manager, Staff,
Receptionist, Driver, and Cleaning service. The explanation can be seen in
table 4.4 below.
|
No |
Job
title |
Number
of respondents |
|
1. |
Manager |
1 |
|
2. |
Staff |
83 |
|
3. |
Receptionist |
2 |
|
4. |
Security |
2 |
|
5. |
Driver |
4 |
|
6. |
Cleaning Service |
2 |
|
|
Total |
94 |
Source:
Questionnaire Results Data
JOB TITLE Security
2% Receptionist
2% Driver 4% Cleaning Service 2% Manager 1% Saff 89%
Source:
Source: Primary Data Processed
Based on table 5. It is known that the
majority of respondents have a job position as Manager as many as 1 employee or
1% of the total number of respondents, respondents have a position as staff as
many as 83 employees or 89% of the total number of respondents, respondents
have a job position as a Receptionist as many as 2 employees or 2% of the total
number of respondents, respondents have a job position as Secutity as many as 2
employees or 2% of the total number of respondents, while respondents have a job position as a
Driver as many as 4 employees or 4% of the total number of respondents, and
respondents have a job position as a Cleaning Service as many as 2 employees or
2% of the total number of respondents.
The results of the descriptive statistical
test for the average count of each statement on each variable studied consist
of independent variables, namely Work Motivation (X1), Work Discipline (X2),
Work Environment (X3), Job Training (X4), and the dependent variable, namely
Employee Performance (Y), each variable consisting of 5 and 10 questions. Data
analysis was carried out using statistical calculation methods using computer
tools through the SPSS version 23 program.
|
Responsibility |
Mean |
||||
|
1. |
Employees
have authority and responsibility to the
success of the office |
4,39 |
|||
|
2. |
I always
double-check my work that has Done as a
form of responsibility |
4,41 |
|||
|
Average
Total Mean |
4.4 |
||||
|
Work
Performance |
|
||||
|
3. |
Every
employee does something the job with at best |
4.25 |
|||
|
4. |
Job
promotion and promotion are carried out based on for the
ability and achievements of employees |
3.89 |
|||
|
Average
Total Mean |
4,07 |
||||
|
Opportunities
to advance |
|
||||
|
5. |
I have
always wanted to develop my potential and
abilities |
3.89 |
|
|||
|
6. |
I am
satisfied with the level of progress of myself |
3,60 |
|
|||
|
Average
Total Mean |
3,74 |
|
||||
|
Recognition
of Performance |
|
|
||||
|
7. |
In doing
the work every employee wants to get recognition
for his work from superiors |
3,17 |
|
|||
|
8. |
I am
always punctual in completing program tasks Work that
is my responsibility professionally |
4,30 |
|
|||
|
Average
Total Mean |
3,73 |
|
||||
|
Challenging work |
|
|
||||
|
9. |
I get the
chance to learn new things within
this company |
4,13 |
|
|||
|
10. |
I Given opportunity by leader in giving idea and opinion By Increase employability
skills. |
4 |
|
|||
|
Average
Total Mean |
4,06 |
|
||||
|
Average Total Mean Work Motivation (X1) |
4 |
|
||||
Source:
Data processed December 2021
Based on Based on table 6. above, the average
result of the total mean of Work Motivation (X1) as a whole is 4, which means that most respondents
agree. The highest average mean value is found in the responsibility indicator
with a value of 4.41. And the lowest mean value is found in the indicator of
recognition of performance with a value of 3.17.
|
Punctuality
of coming to work |
Mean |
||||
|
1. |
I came to
work according to the appropriate time Company
Established |
4,36 |
|||
|
Average
Total Mean |
4,36 |
||||
|
Accuracy of the clock back home |
|
||||
|
2. |
I went
home according to the set time Company |
3,91 |
|
|||
|
Average
Total Mean |
3,91 |
|
||||
|
Compliance
with applicable regulations |
|
|
||||
|
3. |
I am
obedient and obedient in carrying out the rules of conduct company |
4,45 |
|
|||
|
Average
Total Mean |
4,45 |
|
||||
|
Responsibility
in carrying out duties |
|
|
||||
|
4. |
I carry
out my duties with a sense of responsibility answer |
4,43 |
|
|||
|
Average
Total Mean |
4,43 |
|
||||
|
Be
punctual in carrying out tasks |
|
|
||||
|
5. |
I carry
out tasks quickly and precisely |
4,37 |
|
|||
|
Average
Total Mean |
4,37 |
|
||||
|
Average Total Mean of Work Discipline (X2) |
4,30 |
|
||||
Source:
Data processed December 2021
Based on table 7. above, the average total
mean of Work Discipline (X2) as a whole was 4.30, which means that most respondents agreed.
The highest average mean value is found in the Compliance with applicable
regulations indicator with a value of 4.45. And the lowest mean value is found
in the indicator Accuracy of returning home hours with a value of 3.91.
|
Lighting |
Mean |
||||
|
1. |
The
lighting in the workspace is appropriate by necessity |
3,86 |
|||
|
Average
Total Mean |
3,86 |
||||
|
Temperatures |
|
||||
|
2. |
Temperature air in the room work give comfort
on me during work |
3,47 |
|||
|
Average
Total Mean |
3,47 |
|
||||
|
Air
Circulation |
|
|
||||
|
3. |
Air
circulation in my workspace is good |
3,32 |
|
|||
|
Average
Total Mean |
3,32 |
|
||||
|
Workspace
Size |
|
|
||||
|
4. |
The size
of the workspace is in accordance with the needs |
3,31 |
|
|||
|
Average
Total Mean |
3,31 |
|
||||
|
Workspace Layout |
|
|
||||
|
5. |
The
workspace layout is in accordance with necessity |
3,37 |
|
|||
|
Average
Total Mean |
3,37 |
|
||||
|
Workspace
Privacy |
|
|
||||
|
6. |
Workspace
privacy is appropriate |
3,28 |
|
|||
|
Average
Total Mean |
3,28 |
|
||||
|
Hygiene |
|
|
||||
|
7. |
I
participate in maintaining cleanliness in the environment work |
4,09 |
|
|||
|
Average
Total Mean |
4,09 |
|
||||
|
Noise |
|
|
||||
|
8. |
The work
environment of employees is calm and free from noise |
3,32 |
|
|||
|
Average
Total Mean |
3,32 |
|
||||
|
Use
of Color |
|
|
||||
|
9. |
The wall
color in my workspace is very support
my state of mind to work |
3,35 |
|
|||
|
Average
Total Mean |
3,35 |
|
||||
|
Work
Equipment |
|
|
||||
|
10. |
The work
facilities available today are sufficient adequate
to support work activities |
3,45 |
|
|||
|
Average
Total Mean |
3,45 |
|
||||
|
Average Total Mean Work
Environment (X3) |
3,48 |
|
||||
Source:
Data processed December 2021
Based on table 8. above, the average result
of the total mean of the Work Environment (X3)
as a whole is 3.48, which means that most respondents agree. The highest
average mean value is found in the hygiene indicator with a value of 4.09. And
the lowest mean value is found in the Workspace Privacy indicator with a value
of 3.28.
|
Quality of Training Materials |
Mean |
|
|
1. |
The
training materials provided are in accordance with Job needs |
3.77 |
|
Average Total Mean |
3,77 |
|
|
Quality of Training Methods |
|
|
|
2. |
Training methods
provided by the company pull |
3,72 |
|
Average Total Mean |
3,72 |
|
|
Quality Training Instructors |
|
|
|
3. |
Instructors
work professionally in Training |
3,74 |
|
Average Total Mean |
3,74 |
|
|
Quality
of Training Facilities and Facilities |
|
|
|
4. |
Training and backing for Ini using
good facilities and facilities |
3,75 |
|
Average Total Mean |
3,75 |
|
|
Training Excellence |
|
|
|
5. |
Training
motivates employees to be able to works
even better |
3,75 |
|
Average Total Mean |
3,75 |
|
|
Average Total Mean Job Training (X4) |
3,74 |
|
Source:
Data processed December 2021
Based on table 9. above, the average result
of the total mean of Job Training (X4) as a whole is 3.74, which means that most
respondents agreement. The highest average mean value is
found in the Training Material Quality indicator with a value of 3.77. And the
lowest mean value is found in the Training Method Quality indicator with a
value of 3.72.
|
Accuracy of Task Completion |
Mean |
|
|
1. |
I do the
task exactly accordingly with
instructions |
4,28 |
|
Average Total Mean |
4,28 |
|
|
Working Hours Suitability |
|
|
|
2. |
I work
according to the working hours that have been Determined |
3,98 |
|
Average Total Mean |
3,98 |
|
|
Attendance Rate |
|
|
|
3. |
I rarely
miss work when I don't have one urgent or
sick needs |
4,34 |
|
Average Total Mean |
4,34 |
|
|
Cooperation Between Employees |
|
|
|
4. |
I often
coordinate with colleagues Work in
completing tasks together |
4,17 |
|
Average Total Mean |
4,17 |
|
|
Job
Satisfaction |
|
|
|
5. |
I am
happy because I got the experience new from
my current job |
4,19 |
|
Average Total Mean |
4,19 |
|
|
Average
Total Mean Employee Performance (Y) |
4,19 |
|
Source:
Data processed December 2021
Based on table 10. The average result of
overall Employee Performance (Y) was 4.19, which means that most respondents
agreed. The highest average mean value is found in the indicator. Attendance
Rate with a value of 4.34 And the lowest mean value is found in the Working
Hours Conformity indicator with a value of 3.98.
Multiple
Linear Regression Analysis Results
Multiple linear regression analysis is a form
of analysis that discusses the extent of the influence of the independent
variable on the dependent variable. The independent variable in this study is Work
Motivation (X1), Work Discipline (X2), Work Environment (X3), Job Training
(X4), while the dependent variable is Employee Performance (Y). The
results of multiple linear regression analysis can be seen in the following
table:
Coefficientsa
|
Type |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
|
|
B |
Std.
Error |
Beta |
|||
|
1 (Constant) |
3,060 |
1,677 |
|
1,825 |
,071 |
|
Work
Motivation (X1) |
,158 |
,047 |
,321 |
3,385 |
,001 |
|
Work
Discipline (X2) |
,410 |
,078 |
,428 |
5,271 |
,000 |
|
Work
Environment (X3) |
,004 |
,032 |
,011 |
,117 |
,907 |
|
Job
Training (X4) |
,140 |
,063 |
,184 |
2,224 |
,029 |
a.
Dependent Variable: Employee Performance (Y)
Source:
SPSS 23 Data Processing Results
Based on the results of multiple linear
regression analysis referring to table 11, it can be seen that the multiple
linear regression equation is as follows:
Y = 0.321 X1 + 0.428 X 2 + 0.011 X3 + 0.184 X4
Information:
Y =
Employee Performance Variables X1 =
Work Motivation
X2 = Work Discipline
X3 = Working Environment X4 = Job Training
The
regression equation above shows a constant of 3.060 and can be explained that:
The Work Motivation variable has a regression
coefficient of 0.321 meaning that if Work Motivation increases by one unit,
then employee performance will increase by 32.1% with a standard error of 0.047
if the variables of work discipline, work environment and job training are
constant. The Work Discipline variable has a regression coefficient of 0.428
meaning that if work discipline increases by one unit, then employee
performance will increase by 42.8% with a standard error of 0.078 if the
variables of work motivation, work environment and job training are constant.
The Work Environment variable has a
regression coefficient of 0.011 meaning that if the work environment increases
by one unit, then employee performance will increase by 1.1% with an error
standard of 0.032 if the variables of work motivation, work discipline and job
training are constant. The Job Training variable has a regression coefficient
of 0.184 meaning that if job training increases by one unit, then employee
performance will increase by 18.4% with a standard error of 0.063 if the
variables of work motivation, work discipline and work environment are
constant.
The results showed that the four independent variables
namely Work Motivation, Work Discipline, Work Environment and Job Training had
a positive influence on the variables tied to Employee Performance. Thus, if
Work Motivation, Work Discipline, Work Environment and Job Training increase,
the Employee Performance variable will also increase.
CONCLUSION
Based on the results of research on the
performance of employees of the Brantas Abipraya Employee Cooperative (KKBA)
the results of the analysis and discussion that have been carried out, in this
study the author draws conclusions that: 1) Conclusions on the variable Work
Motivation (X1) have a positive and significant effect on the performance of
employees of the Brantas Abipraya Employee Cooperative (KKBA) with multiple linear regression test
results of 0.321 or 32.1%. Which is concluded or can be interpreted that if
management in providing rewards and encouragement for employees who excel and
are able to provide improvements to work results then it can help improve
employee performance because employees feel valued and the results of their
hard work are not in vain. And it is also very influential to overcome problems
in fluctuations in the realization of targets that have been planned by
management in order to achieve company goals. Especially on the responsibility
indicator with an average yield of 4.4. This can improve overall employee
performance at the Brantas Abipraya Employee Cooperative (KKBA). 2) From the
results of research and discussion, researchers concluded that the Work
Discipline variable (X2) had a positive
and significant effect on employee performance at the Brantas Abipraya
Employee Cooperative (KKBA) with multiple linear regression test results of
0.428 or 42.8%. This result can be interpreted if the better the understanding
of employees about the importance of work discipline, especially in the
indicator of compliance with regulations that apply to the Brantas Abipraya
Employee Cooperative (KKBA) with an average total result of 4.45. It can also
assist in the achievement of targets that have been planned by management in
order to achieve common goals. 3) The conclusion on the Work Environment variable (X3)
did not have a positive and significant effect on the performance of
employees of the Brantas Abipraya Employee Cooperative (KKBA) with multiple
linear regression test results of 0.011 or 1.1%. These results can be
interpreted that the work environment does not have a risky effect on the
performance of employees of the Brantas Abipraya Employee Cooperative (KKBA).
It can also be seen that the cleanliness indicator which has the highest total
average of 4.09 can also directly affect in terms of creating enthusiasm in
working to achieve the targets planned by management in order to achieve common
goals. 4) The
conclusion on the Job Training variable (X4) has a positive and significant effect
on the performance of employees of the Brantas Abipraya Employee
Cooperative (KKBA) with multiple linear regression test results of 0.184 or
18.4%. This can be interpreted that job training affects the spirit of working
effectively and is integrated with the understanding and knowledge provided in
job training at the Brantas Abipraya Employee Cooperative (KKBA). It can also
be seen in the Training Material Quality indicator which has the highest total
average of 3.77, it can also directly affect in providing understanding and
knowledge in job training to achieve targets that have been planned by
management in order to achieve common goals. The conclusions on Work
Motivation, Work Discipline, Work Environment and Job Training above which
positively and significantly affect Employee Performance at the Brantas
Abipraya Employee Cooperative (KKBA) are also supported by the results of
research on the coefficient of determination (R2) explained at 0.548
or 54.8%, meaning that the variables Work Motivation, Work Discipline, Work
Environment and Job Training have an influence on Employee Performance
variables, While the remaining 45.2%
were influenced by other variables that were not analyzed in this study.
Adianto, & Sugiyanto. (2019). Pengaruh
Pelatihan dan Pengembangan Kerja terhadap Kinerja Karyawan PT Bank Negara
Indonesia (Persero) Tbk. Prosiding
Seminar Nasional, 7(4), 499–509.
Agus
Tri Basuki dan Nano Prawoto. (2016). Analisis
Regresi Dalam Penelitian Ekonomi & Bisnis (Dilengkapi Aplikasi SPSS &
Reviews) (Pertama). PT. RAJAGRAFINDO PERSADA.
Ambarita. (2012).
Anggap Karyawan Aset, Kunci
Sukses Perusahaan.
A.
Setyadi, B. (2015). Pengaruh lingkungan
Kerja Fisik dan Non Fisik Terhadap Motivasi Kerja dan Kinerja Karyawan. Jurnal Administrasi Bisnis.
Bangun, W. (2012). Manajemen Sumber Daya Manusia. Erlangga Bandung.
Beno & Irawan. (2019). Pengaruh Motivasi
Kerja, Disiplin Kerja dan Lingkungan Kerja Terhadap Kinerj Pegawai PT Penindo
II Teluk Bayur Padang. Saintek Maritim.
Darson, Y., Djaelani, Abd.Kodir., & ABS,
M. K. (2018). Pengaruh Motivasi, Disiplin Kerja dan Lingkungan Kerja
Terhadap Kinerja Pegawai
Negeri (Studi Pada Kantor
Dinas Pekerjaan Umum dan Penataan Ruang Kab. Bima). E- Jurnal Riset Manajemen, 7,
75–85.
Dessler,
G. (2011). Manajemen Sumber Daya Manusia,
Edisi Kesepuluh Jilid 2. Edi, S. (2009).
Manajemen Sumber Daya Manusia. In Kencana Prenada
Media Group.
Faraby, I. K. (2018). Pengaruh Gaya
Kepemimpinan, Lingkungan Kerja dan Motivasi Kerja terhadap Kinerja Karyawan
(Effect of Leadership, Work Environment and
Work Motivation on Employee
Performance). Jurnal Sinar Manajemen,
5(2), 86–91.
https://doi.org/10.32528/politico.v18i1.1367
Ferdinand,
A. (2014). Metode Penelitian Manajemen
Pedoman Penelitian untuk Penulisan Skripsi, Tesis, dan Disertasi Ilmu Manajemen.
Badan Penerbit Universitas Diponegoro.
George, J.M. & Jones, G. R. (2005). Understanding And Managing organizational behavior (4th ed.). New
Jersey: Upper Saddle River Whetten, D.A., and Cameron, K.S. (2011). Developing
management skills (8th ed.). New Jersey: Upper Saddle River.
Ghozali, I. (2015). Aplikasi Analisis
Multivariate dengan Program IBM SPSS. 23.
Badan Penerbit
Universitas Diponegoro.
Gustisyah,
R. (2009). Analisis Faktor-faktor yang
Mempengaruhi Motivasi Kerja Hasil pengolahan data analisis faktor Penyuluh
Perindustrian pada Kantor Dinas menunjukan nilai Loading Factor Kebutuhan
Perindustrian dan Perdagangan Kota Medan. Universitas Sumatera Utara.
Hamidi. (2010).
Metode Penelitian dan Teori Komunikasi. UMM Press.
Handoko, T. (2004). Manajemen Personalia dan Sumber Daya Manusia Yang akan
Datang. 72.
Hartati, Y., Ratnasari, S. L., & Susanti,
E. N. (2020). the Effect of Competence, Communication, and Work Environment on the Performance of Employees of Pt. Indotirta Suaka. Dimensi, 9(2), 294–306.
Hasibuan,
Malayu S.P. (2011). Manajemen Sumber Daya
Manusia. Bumi Aksara. Hasibuan, Melayu S.P. (2005). Manajemen Sumber
daya Manusia. PT Bumi Aksara.
Hasibuan,
Melayu S.P. (2009). Manajemen Sumber Daya
Manusia, Edisi Revisi, Edisi Keempat,.
Kuncoro, M. (2009). Metode Riset Untuk Bisnis
Dan Ekonomi Bagaimana
Meneliti Dan Menulis Tesis. Erlangga.
Mangkunegara.
(2009). Manajemen sumber daya manusia.
Remaja Rosdakarya. Mangkunegara. (2017). Manajemen Sumber Daya Manusia
Perusahaan. PT Remaja
Rosdakarya.
Mangkunegara
& Octorent. (2015). Sumber Daya
Manusia Perusahaan. Cetakan ke-12. Remaja Rosdakarya.
Mangkunegara, A. P. (2003).
Manajemen Sumber Daya Manusia
Perusahaan. PT. Remaja
Rosdakarya.
Mangkunegara,
A. P. (2013). Manajemen Sumber Daya
Manusia Perusahaan. PT Remaja Rosdakarya.
Muktiani, E. (2019). Pengaruh
Insentif, Pelatihan, dan Disiplin kerja Terhadap
Kinerja pegawai pada Kantor SAR Semarang. Jurnal
Magisma, 52–62.
Mulyani, S. (2019). Pengaruh
Pendidikan, Pelatihan, dan Kompetensi Terhadap Kinerja Karyawan pada CV Enigma.
Jurnal Ilmiah Semarak, 130–143.
Nitisemito. (2016). Pengaruh Gaya
Kepemimpinan dan Lingkungan Kerja Terhadap Kinerja Karyawan. Administrasi Bisnis, 40.
Notoatmodjo.
(2009). Pengukuran Tingkat Kepuasan
Pelanggan: Untuk Menaikkan Pangsa Pasar. Rineka Cipta.
Novianti,
K., & Mitariani, N. wayan eka. (2015). PENGARUH
DISIPLIN KERJA DAN KOMUNIKASI TERHADAP KINERJA KARYAWAN PADA DE BAKKER BAKERY
DENPASAR.
Nurhasanah, S. (2017a). Praktikum Statistika 2 untuk Ekonomi
dan Bisnis, Aplikasi dengan Ms. Excel dan SPSS.
Salemba Empat.
Nurhasanah, S. (2017b). Praktikum Statistika 2 untuk Ekonomi
dan Bisnis, Aplikasi dengan Ms. Excel dan SPSS.
Salemba Empat.
Pramadita & surya. (2015). Pengaruh
Motivasi, Disiplin Kerja dan Lingkungan Kerja Terhadap Kinerja Karyawan Pada PT
PLN (Persero) Distribusi di Denpasar Bali. E-Jurnal
Manajemen Unud.
Prasetyo,
B. & L. M. J. (2008). Metode
Penelitian Kuantitatif. Rajawali Pres. Priyatno, D. (2014). SPSS 22 Pengolahan Data Terpraktis. CV.
Andi Offset. Rivai, V., & E. S. (2013). Managemen
Sumber Daya Manusia untuk Perusahaan. Rajawali Pers.
Rivai,
V. (2013). Manajemen Sumber Daya Manusia.
Manajemen Sumber Daya Manusia Untuk Perusahaan Dari Teori Ke Praktik.
Robbins, S. P. (2011).
Perilaku Organisasi. Edisi kesepuluh. PT. Indeks Kelompok Gramedia.
Sahanggamu, P. M. & S. L. M. (2014).
Pengaruh Pelatihan Kerja, Motivasi, Dan Disiplin Kerja Terhadap Kinerja
Karyawan Pada PT. Bank Perkreditan Rakyat Dana Raya. IMBA,
2, 514 – 523.
Sastrohadiwiryo, S. (2003). Manajemen Tenaga
Kerja Indonesia : (Pendekatan Administrasi dan Operasional). PT. Bumi Aksara.
Sedarmayanti. (2017). Bedah Buku Perencanaan dan Pengembangan Sumber Daya Manusia. In Perencanaan dan
Pengembangan Sumber Daya Manusia.
Setiawan.
(2014). Pengaruh Disiplin Kerja Dan Motivasi Terhadap Kinerja Karyawan Pada
Rumah Sakit Umum Daerah Kanjuruhan Malang. Jurnal
Fakultas Ekonomi Universitas Negeri Surabay.
Setyadi, B. (2015). Pengaruh lingkungan Kerja
Fisik dan Non Fisik Terhadap Motivasi Kerja dan Kinerja Karyawan. Malang. Jurnal Administrasi Bisnis, 21.
Siagian,
S. . (2009). Manajemen Sumber Daya
Manusia, Edisi VI. Raja Grafindo Persada.
Siagian,
S. P. (2015). Manajemen Sumber Daya
Manusia. Cetakan 23. Bumi Aksara.
Simamora,
B. (2004). Remarketing for Business
Recovery, Sebuah Pendekatan Riset. Gramedia PU.
Sugiyono.
(2010). Metode Penelitian Pendidikan
Pendekatan Kuantitatif, kualitatif, dan R&D. Alfabeta.
Sugiyono.
(2012). Metode Penelitian Administrasi
dan R&D. Alfabeta. Sugiyono. (2017a).
Metode
Penelitian Kuantitatif, Kualitatif dan R&D. Alfabeta. Sugiyono. (2017b).
Metode Penelitian Kuantitatif, Kualitatif dan R&D. Alfabeta. Sugiyono. (2017c). Metode Penelitian Kuantitatif, Kualitatif dan R&D. Alfabeta. Sukardi. (2016). Metodologi Penelitian Pendidikan. PT.
Bumi Aksara.
Sutrisno, E. (2013). Manjemen
Sumber Daya Manusia. Kencana.
Tuhumena,
F. M. B., C. Kojo,
& F. G. W. (2017).
Pengaruh Pelatihan dan Motivasi
Kerja terhadap Kinerja Karyawan pada PT. Pegadaian (Persero) Kantor Wilayah V
Manado. Jurnal EMBA, 5, 2124 – 2133.
|
Minda
Dian Novita Sari, Herry Krisnandi, Kumba Digdowiseiso (2024) |
|
First publication rights: International
Journal of Social Service and Research (IJSSR) |
|
This article is licensed under: |