The Influence of Transformational
Leadership, Quality of Human Resources and Work Discipline on Employee
Performance
Anisa Indah Lestari
Dewi1, Herry Krisnandi2, Kumba Digdowiseiso3*
Faculty of Economics and
Business, National University, Indonesia1,2,3
Email: anisahindah.lestari@gmail.com1,
[email protected]2, [email protected]3*
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ABSTRACT |
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The
aim of this study was to scrutinize the impact of leadership transformation,
HR quality, and work discipline on employee performance at PT Pegadaian
Galeri 24. Primary data, collected through questionnaires from 94 respondents
at PT Pegadaian Galeri 24, formed the basis of this research. The findings
from the partial survey indicate that leadership transformation, HR quality,
and work discipline all exhibit positive effects on employee performance,
contributing significantly to their overall effectiveness. This study serves
as a valuable reference and input for enhancing the quality of human
resources at PT Pegadaian Galeri 24. It suggests that improving employee
performance can be achieved by focusing on refining leadership, HR quality,
and work discipline. Including a brief sentence about potential areas for
future research based on the study's findings could provide a forward-looking
perspective and highlight avenues for further exploration in the field. |
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INTRODUCTION
Human Resources (HR) are people commonly called managers, employees,
workers, or workers who work in an organization. HR as the foundation and key
of all organizational resources. Other resources are available and work only if
the organization has eligible members. Qualified people with knowledge, skills,
competencies, entrepreneurial spirit, and good physical and mental health are
gifted and have a high work ethic and work ethic that can mean the difference
between organizational success and failure. The effectiveness and efficiency of
other organizational resources can only be obtained by qualified personnel
(Wirawan (2015).
In the organizational approach and human resource management, increased
business competition will force organizations to incorporate human resource
quality issues into organizational development strategies. An organization must
be competitive not only in terms of productivity to boost employee morale but
also in terms of its ability to provide good service and other quality services
to the public. The competitiveness of an organization and a company is
determined by the quality of its human resources. This is in line with what
Syarief (2022) said Human Resources (HRM) management competence, which is also
considered a company asset as HRM, plays a role in carrying out operations and
production in the company and is important to maintain the continuity of the
company's existence in company development. HRM is also used to evaluate if we
use employee performance which is the most important benchmark in HR
development, then the existence of good human resource management can improve
employee performance and increase company productivity. As Isnaniah Laili
(2016) said whether or not an HR management in a company can certainly be seen
from the performance of employees, the better the HR will be the better in the
performance given to the company, because in performance itself is a key to the
progress of the company.
Performance is indispensable for every institution or company
organization in carrying out company productivity because if employee
performance has organized performance standards, it will certainly create a
good impact on the company. In this case, therefore each company or
organization must be able to have employees who have efficient performance in
order to increase company productivity. This is as said by A.A. Anwar Prabu
Mangkunegara (2017) who argues that employee performance is the result of qualitative
and quantitative individual work achieved to carry out tasks in accordance with
the responsibilities given. As said by Sinambela (2016) to improve optimal
performance, it is necessary to set the right standards that can be used as a
reference by all employees. Employee performance is created when employees are
able to carry out their duties well.
This research was conducted at PT. Pegadaian Galeri 24, one of the
financial institutions that is able to take advantage of opportunities and is a
state-owned Indonesian financial sector engaged in three business lines of
companies, namely financing, various services and gold. Work unit domiciled
under the Gold Business Division of PT Pegadaian. Gallery 24 was formed under
the Gold Business Division since 2010. Gallery 24 provides Gold in the form of
Precious Metals from various Vendors for long-term investment purposes. In
addition, Galeri 24 also sells quality Gold Jewelry with trendy and up to date
designs, as well as Precious Stones such as certified Diamonds. PT Pegadaian
Galeri 24 certainly has a decrease in employee performance which can be seen
from the table regarding targets and performance realization where there are
several targets that are still not in accordance with their targets, this needs
to be considered from the performance of its employees to provide the best
service for customers or investors.
Based on the results of the study, it is known that in 2019, the
average percentage of the realization of the performance of PT Pegadaian Galeri
24 employees is 81% of the target of 100%. In 2020, the total percentage of
employee performance realization of PT Pegadaian Galeri 24 increased by 2% to
83% of the target. Meanwhile, in 2021, the realization of PT Pegadaian Galeri
24's employee performance decreased by 80% from the specified target. This
indicates that employee performance has not been fully good where targets have
not been achieved in the implementation that occurs.
In addition to gold prices that often change in the market, increases
and decreases in achieving sales targets and from the performance of employees
who have not been fully maximized which can be caused or influenced by the lack
of quality of experienced human resources in marketing carried out by
employees. Then employees who are not disciplined at work, both disciplined by
time and company rules. Then leadership that has not focused on the company's
work plan which has not regularly held events or a planning activity to
increase productivity and other things in achieving the targets of Gallery 24.
Previously related from factors that can affect employee performance as well as
from leadership factors. Leadership as Setyadi (2021) said leadership is the attitude
and behavior of subordinates in order to work together harmoniously, to achieve
efficiency and effectiveness, to achieve a level of productivity in accordance
with the requirements set. company. While Qomariah (2020) leadership is a
social problem in which there is interaction between those who lead and those
who are led to achieve common goals, both through influence, persuasion,
motivation and coordination.
With good leadership in the organization, of course, in carrying out
its leadership is not only limited to its ability to execute a program, in
other words, leaders must be able to involve all levels of the organization
actively so that they can contribute effectively to achieving company goals.
This is in line with research conducted by Tazha Alviamitha Soleha (2021)
leadership has a major impact on employee performance. The results of this
study show that leadership is one of the factors that can also affect employee
performance, with attention to employee leadership, it will be able to improve
employee performance. As well as from transformational leadership conducted in
Ramadanto & Saragih's (2020) research which states that transformational
leadership has a good category. Transformational leadership styles have a
significant influence on employee performance partially and simultaneously. If
the company has a qualified transformational leadership style, it is indicated
to offend the performance of the organization's employees. For this reason,
there needs to be attention to leadership to improve employee performance with
the presence of a leader who is able to motivate subordinates.
There are factors that can affect employee
performance is the quality of human resources themselves, Sedarmayanti (2013)
the quality of human resources is organizational employees or employees who
play an important role in achieving success. While Sondang P Siagian (2015) the
quality of human resources is a person's insight, skills, and expertise that
can be used to provide professional services. In line with what was conveyed in research conducted by Enny Dwi
Soeharyanti, Muryati (2020) The quality of Human Resources has a positive and
significant effect where the quality of human resources is getting better, it
is able to develop employee performance.
The next aspect that simulates employee performance is work discipline,
of course, having employees who have good work discipline values will help
improve performance in the company, such as Sinambela (2016) Discipline is
important for company growth, in order to motivate employees to practice
self-discipline in doing work individually and as a team. In addition,
discipline also helps in training employees to obey and love the rules,
mechanisms, and policies that exist to produce proper performance.
This is in agreement with research conducted by Febriano (2019) work
discipline was found to have a positive and significant effect on employee
performance, the results of this study mean that work discipline is something
that must be seen in order to improve employee performance with better and more
achieved company goals. In addition to the important role of a leader, the
quality of human resources is no less important in contributing to the company
and coupled with the existence of good work discipline, the goals set by the
company can be achieved.
Based on the background of a problem that has been raised by experts
and several previous researchers and the conditions that occurred at PT
Pegadaian Galeri 24, researchers are interested in researching further about
the causes of declining employee performance. This encourages researchers to
prove whether these factors can be improved to the performance of PT Pegadaian
Galeri 24 employees in order to achieve the desired company target goals. Therefore, the author conducted this study using the title "The
Effect of Transformational Leadership, HR Quality, and Work Discipline on the
Performance of Pawnshop Employees Gallery 24"
METHODS
This thesis uses quantitative research methods with a focus on multiple
linear regression analysis to examine the influence of independent variables,
namely leadership, HR quality, and work discipline, on the dependent variable,
namely employee performance at PT. Pawnshop Gallery 24 during the period
October 2022 until the completion of the research. Data were obtained from the
entire employee population (94 people) through a questionnaire with a Likert
scale. After data collection, tests were carried out on the validity and
reliability of instruments, as well as tests of classical assumptions, such as
normality, multicollinearity, autocorrelation, and heteroscedasticity. Data
analysis involves descriptive, inferential analysis steps with multiple linear
regression, and model feasibility tests by testing the coefficient of
determination, F-test, and t-test. It is expected that this research will make
a significant contribution in understanding the factors that affect employee
performance at PT. Pawnshop Gallery 24.
RESULTS
Analysis of
Instrument Test Results
Validity Test Results
The validity test
was conducted to test the questionnaire distributed to respondents and tested
using how to compare the value of r Calculate with r Table using degree of
freedom (df) = n-2 with alpha 0.05. If r Calculate > r Table then the
question item or indicator is declared valid and can be continued in the next
statistical calculation in the study.
This is determined
using r Calculate 5% where n = 92 (n-2), then obtained r Table (0.05) = 0.202
as follows:
Table 1. Validity Test Results
|
Variable |
Question |
r Calculate |
r Table |
Information |
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Transformational Leadership (X1) |
Question 1 |
0.809 |
0.202 |
Valid |
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Question 2 |
0.834 |
0.202 |
Valid |
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Question 3 |
0.842 |
0.202 |
Valid |
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Variable |
Question |
r Calculate |
r Table |
Information |
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HR Quality (X2) |
Question 1 |
0.860 |
0.202 |
Valid |
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Question 2 |
0.930 |
0.202 |
Valid |
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Question 3 |
0.910 |
0.202 |
Valid |
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Variable |
Question |
r Calculate |
r Table |
Information |
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Work Discipline (X3) |
Question 1 |
0.883 |
0.202 |
Valid |
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Question 2 |
0.800 |
0.202 |
Valid |
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Question 3 |
0.806 |
0.202 |
Valid |
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Variable |
Question |
r Calculate |
r Table |
Information |
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Employee Performance (Y) |
Question 1 |
0.802 |
0.202 |
Valid |
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Question 2 |
0.778 |
0.202 |
Valid |
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Question 3 |
0.851 |
0.202 |
Valid |
Source : Data processed SPSS 23, 2023
Based on the calculation results in Table 4.9 that all questionnaire
question items submitted have a Corrected Item Total Correlation value greater
than r table. When compared with r Table in sample N to 92 which is 0.202. This
means that all statement items on the questionnaire for transformational
leadership variables, HR quality, work discipline and employee performance
variables are declared valid.
Reliability Test Results
Reliability tests are carried out to test how consistent data is over a
certain period of time, by knowing the consistency of measuring instruments
that use scales, questionnaires. The variable can be said to be reliable if
Cronbach's Alpha has a value greater than the value of 0.60. A reliable
variable means that the variable is good enough to reveal accurate and reliable
data. The results of the reliability test can be seen in Table 4.10.
Table 2. Reliability Test Results
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No |
Variable |
Reliability |
r Table |
Information |
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1. |
Transformational Leadership |
0.784 |
0.60 |
Reliable |
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2. |
HR Quality |
0.881 |
0.60 |
Reliable |
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3. |
Work Discipline |
0.775 |
0.60 |
Reliable |
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4. |
Employee
Performance |
0.729 |
0.60 |
Reliable |
Source : Data processed SPSS 23, 2023
As based on the results of the test conducted in table 4.10, it can be
said that the value of all question items or indicators on the questionnaire
used to measure all variables in this study is said to be good or reliable.
Because all variables have Cronbach's Alpha greater than 0.60, namely
transformational leadership of 0.784, quality of human resources of 0.881, work
discipline of 0.775 and employee performance of 0.729, meaning that all
variable values can be said to be reliable or have met the reliability
requirements.
Classical Assumption Test Analysis
Normality Test Results
The normality test determines whether the independent variable and the
bound variable in the regression model are regularly distributed or not. The
normality test is carried out with the Kolmogorov – Smirnov One Simple Test,
i.e. if significant > 0.05 then the data is normally distributed. Meanwhile,
if < 0.05, the data is not normally distributed.
Table 3. Normality Test Results
One-Sample Kolmogorov-Smirnov Test
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Unstandardized Residual |
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N |
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94 |
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Normal
Parametersa,b |
Mean |
,0000000 |
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Std. Deviation |
1,29859863 |
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Most Extreme
Differences |
Absolute |
,049 |
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Positive |
,043 |
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Negative |
-,049 |
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Test Statistics |
,049 |
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Asymp. Sig.
(2-tailed) |
,200c,d |
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a. Test
distribution is Normal. |
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b. Calculated
from data. |
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c. Lilliefors
Significance Correction. |
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d. This is a
lower bound of the true significance. |
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Source : Data processed SPSS 23, 2023
Based on Table 3, it can be seen that the value of Asymp. Sig.
(2-tailed) of 0.200 which means that the regression model of the dependent
variable and the independent variable in this study the data is normally
distributed because of its significance
0.200 > 0.05.
Multicholinerarity Test Results
The Multicollinearity Test is helpful for determining whether the
regression model identifies correlations between independent variables. This
can be measured from the value of Tolerance Value and Value Variance Inflation
Factor (VIF). If the Variance Infaltion factor (VIF) value < 10 or if the
Tolerance Value > 0.1 then multicholineraritis does not occur. A good
regression model does not occur perfect or near-perfect correlation between
variables (multicholinerarity). The results of the multicholinerarity test can
be seen in Table 4:
Table 4. Multicholinerarity Test Results
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Coefficientsa |
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Type |
Collinearity
Statistics |
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Tolerance |
VIF |
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1 |
(Constant) |
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Transformational
Leadership |
,972 |
1,029 |
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HR Quality |
,961 |
1,041 |
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Work Discipline |
,946 |
1,057 |
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Source : Data processed SPSS 23, 2023
As from the test results based on table 4.12, it can be seen that the
independent variable, namely transformational leadership, has a Variance
Inflation Factor (VIF) value of 1.029 < 10 and a tolerance value of 0.972
> 0.1, and for the quality of human resources, it has a Variance Inflation
Factor (VIF) value of 1.041 < 10 and a tolerance value of 0.961 > 0.1,
for the work discipline variable has a Variance Inflation Factor (VIF) value of
1.057 < 10 and a tolerance value of 0.946 > 0.1. So it can be concluded
that the regression model does not occur multicholinerity.
Autocorrelation Test Results
The autocorrelation test aims to determine whether there is a strong
positive or negative relationship between the data and research variables in a
linear regression model. The authors used Durbin Watson (DW) statistics to test
autocorrelation.
Table 5. Autocorrelation Test Results
Model Summaryb
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Type |
Durbin-Watson |
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1 |
1,802 |
Source : Data processed SPSS 23, 2023
As from the test results conducted based on Table 4.13, it is explained
that the value of Durbin Watson (DW) is 1,802 where the K value or the number
of independent variables is 3 and the N value or sample is 94 respondents. So
that a dL value of 1,599 and a dU value of 1,730 are obtained. Based on calculations
and comparisons using Durbin Waston's table, that the value is between Du and
4-Du, namely dU < dW < 4 -dU = 1,730 < 1,802 < 4 - 1,730 (2,270).
So it can be ascertained that the multiple linear regression model does not
experience symptoms of autocorrelation.
Heteroscedasticity Test
To determine whether there is an inequality of variance between
residuals of different observations in the regression model, a
heteroscedasticity test is used using the Glejser test. The regression model is
true, so heteroscedasticity does not occur with the condition that a
signification value (sig) of >0.05 is obtained. To determine the presence or
absence of heteroscedasticity is tested by the Glejser Test, namely by
progressing independent variables to the value of Absolute Residual or Abs RES.
The results of the heteroscedasticity test can be seen in Table 6:
Table 6. Heteroscedasticity Test Results
Coefficientsa
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Type |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
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B |
Std. Error |
Beta |
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1 |
(Constant) |
2,697 |
,866 |
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3,116 |
,002 |
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Leadership Transformational |
-,039 |
,038 |
-,105 |
-1,008 |
,316 |
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HR Quality |
-,030 |
,032 |
-,099 |
-,939 |
,350 |
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Work Discipline |
-,078 |
,044 |
-,186 |
-1,752 |
,083 |
Source : Data processed SPSS 23, 2023
As from the test results conducted based on Table 6. The above is
testing heteroscedasticity using the Glejser Test, it can be explained that the
regression model in this study can be stated that heteroscedasticity does not
occur because all independent variables of transformational leadership have a
significance value of 0.316 > 0.05, and for the quality of human resources
have a signification value of 0.350 > 0.05 and for work discipline have a
significance value of 0.083 > 0.05, it can be said that heteroscedasticity
does not occur.
Analysis Methods
Multiple Linear Regression
Analysis
To ascertain how the independent factor affects the dependent variable,
linear multiple analysis is performed. In this scenario, the model must
understand how much influence work ethic, effective HR practices, and
transformative leadership have on employee performance. The results of multiple
linear regression analysis can be seen in multiple linear regression
coefficients which have regression equations through the Standardized Coefficients
in Table 7. :
Table 7. Multiple Linear Regression Results
Coefficientsa
|
Type |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
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B |
Std. Error |
Beta |
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1 |
(Constant) |
-,288 |
1,447 |
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-,199 |
,843 |
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Leadership Transformational |
,164 |
,064 |
,190 |
2,543 |
,013 |
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HR Quality |
,181 |
,054 |
,252 |
3,346 |
,001 |
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Work Discipline |
,703 |
,074 |
,720 |
9,483 |
,000 |
Source : Data processed SPSS 23, 2023
Based on Table 7,
the following equation can be formed:
Linear Regression Theory
Y = b1X1 + b2X2 + b3X3
Linear Regression
Research
KK = 0.190 KT +
0.252 KS + 0.720 DK
1. From this
equation, the result of multiple linear regression has the following
conclusions:
2. The value of the regression coefficient for transformational
leadership in the regression equation shows a value of 0.190 and a significant
value of 0.013, so it can be interpreted that if leadership increases by one
unit, then employee performance also increases by 0.190 assuming other
independent variables have a fixed value. Improvement in employee
transformational leadership will increase employee performance.
3. The value of the regression coefficient for HR
quality in the regression equation shows a value of 0.252 and a significant
value of 0.001, it can be interpreted that if the quality of human resources
increases by one unit, then employee performance also increases by 0.252
assuming the other independent variables have a fixed value. Improvement in the
quality of human resources will be given to each employee so that it can
improve employee performance.
4. The value of the regression coefficient for work
discipline in the regression equation shows a value of 0.720 and a significant
value of 0.000, so it can be described if work discipline increases by one
unit, then employee performance also increases by 0.720 assuming other
independent variables have a fixed value. An increase in work discipline that
will be given to each employee will have an impact on improving the performance
of employees in company performance.
Model Feasibility Test Analysis
Test F
The significance of total regression is evaluated using the F test,
which determines whether the independent variable has an impact on the
dependent variable. The F test is used as a way of testing the entire
independent variable. The test was conducted using a significant level of 0.05
(α=0.5%). The results of the F test can be seen in Table 8:
Table 8. F Test Results
ANOVAa
|
Type |
Sum of Squares |
Df |
Mean Square |
F |
Sig. |
|
|
1 |
Regression |
162,913 |
3 |
54,304 |
31,163 |
,000b |
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Residuals |
156,831 |
90 |
1,743 |
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Total |
319,745 |
93 |
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Source : Data processed SPSS 23, 2023
Based on the ANOVA table in Table 8, it can be seen that the calculated
F value is 31,163 with a significant level of 0.000. The F value of the table
is obtained from the value of the free degree df (residual) which is 2.70 at a
confidence level of 5% (a = 0.05). Because the calculated f value is greater
than the table f (31.163 > 2.70) with a significant level of 0.000 <
0.05. Thus, it can be concluded that the independent variables, namely
transformational leadership, the quality of human resources, and work
discipline together have a significant effect on the dependent variable, namely
employee performance.
Test Coefficient of Determination (R2)
The coefficient of determination (R2) is a measure of size in order to
determine the suitability and accuracy of the analysis model made. The higher
the R sqare value, the better the independent variable will be at explaining
its dependent variable. The value of the coefficient of determination is 0% to
100%. A value of the coefficient of determination close to 100% indicates that
the independent variable provides the information needed to predict the
variance of the dependent variable. The results of the coefficient of
determination test (R2) can be seen in Table 4.17:
Table 9. Test Results of Coefficient of
Determination (R2)
Model Summaryb
|
Type |
R |
R Square |
Adjusted R
Square |
Std. Error of
the Estimate |
|
1 |
.714a |
,510 |
,493 |
1,320 |
Source : Data processed SPSS 23, 2023
As based on the results of the test conducted based on table 4.17, seen
in the column R Square has a value of 0.510 or 51%, meaning that employee
performance variables are influenced by transformational leadership variables,
HR quality and work discipline. While the remaining 49% was influenced by other
variables outside the regression model studied by researchers in this study.
Hypothesis Test (Test t)
Test the hypothesis (t-test) to find out whether there is an influence
on the independent variable on the dependent variable. The value of t Table is
known to be significant 0.05 (α=5%) obtained t Table of 1.985, the result t
Calculate > t Table and is at a significance of < 0.05 then H0 is
rejected which means that the proposed hypothesis can be accepted or can be
said to have a positive and significant effect.
Table 10. Results of Hypothesis Test (T Test)
Coefficientsa
|
Type |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
-,288 |
1,447 |
|
-,199 |
,843 |
|
|
Leadership Transformational |
,164 |
,064 |
,190 |
2,543 |
,013 |
|
|
HR Quality |
,181 |
,054 |
,252 |
3,346 |
,001 |
|
|
Work Discipline |
,703 |
,074 |
,720 |
9,483 |
,000 |
Source : Data processed SPSS 23, 2023
Based on the
t-test in Table 4.18, it can be concluded as follows:
1.
Testing the
transformational leadership variable hypothesis on employee performance
obtained a calculated t value of 2,543 > t table 1,985 with a significant
level of 0.013 < 0.05 and this means that the transformational leadership
variaberl has a positive and significant effect on the performance variables of
PT employees. Pawnshop Gallery 24.
2.
Testing the HR
quality variable on employee performance obtained a calculated t value of 3,346
> t table 1,985 with a significant level of 0.001 < 0.05 and this means
that the HR quality variable has a positive and significant effect on the
performance variable of PT employees. Pawnshop Gallery 24.
3.
Testing the work
discipline variable on employee performance obtained a calculated t value of
9,483 > t table 1,985 with a significant level of 0.000 < 0.05 and this
means that the work discipline variable has a positive and significant effect
on the performance variable of PT employees. Pawnshop Gallery 24.
Discussion
The Effect of
Transformational Leadership on Employee Performance
Based on the results of the
study above, the hypothesis test (Test t) shows that transformational
leadership affects employee performance (Y) by 0.190 which means that if
transformational leadership is higher, employee performance will also be higher
to 19%. And the results of the t test show that t count > t table, namely
the value of t count 2,543 > t table 1,985 with a significant level of 0.013
< 0.05, it can be explained that transformational leadership has a positive
and significant effect on employee performance at PT. Pawnshop Gallery 24. This
shows that transformational leadership has a great effort in influencing
employees in order to achieve organizational goals that have been set by PT.
Pawnshop Gallery
24. The results of respondents' answers to questionnaires given by the
author with indicators such as Inspirational Motivation, Intellectual
Stimulation, and Individualized Counseling that most respondents agree with
transformational leadership with an average of 3.60 so that leadership in the
scope of work must be considered by companies in order to encourage or provide
good things to employees so that they can work appropriately and successfully.
This research is also supported by previous research conducted by Yusuf
Ramadanto & Romat Saragih (2020), transformational leadership has a
positive and significant influence on employee performance at PT Ikimura
Indotools Center partially and simultaneously. This is reinforced by research
conducted by Sri Langgeng Ratnasari et al (2020) transformational leadership
has a positive and significant effect on employee performance in PKM Group. Of
course, with good leadership, productive performance will be created from
employees in carrying out their work.
The Effect of HR Quality on Employee Performance
Based on the results of the study above, the hypothesis test (Test t)
shows that the quality of human resources affects employee performance by 0.252
which means that if the quality of human resources increases, employee
performance will increase by 25.2%. And the results of the t test show that the
calculated t value of 3,346 > t table 1,985 with a significant level of
0.001 < 0.05 can be said that the quality of human resources has a positive
and significant effect on employee performance at PT. Pawnshop Gallery 24. This
shows that the quality of human resources makes employees have achievements and
work hard at work, of course if a company has employees who have efficient
human resource quality so that it will improve performance in the company, but
if in the company there is no efficient human resource quality, it will make
the company's performance decrease. The results of respondents' answers to the
questionnaire given by the author with indicators of Intellectual Quality
Including Knowledge and Skills, Education, and Understanding of Their Field
showed that most respondents agreed on the quality of human resources which was
with an average gain of 3.75. With this, the quality of human resources needs
to be owned by every company, having superior human resource quality can affect
a company's performance. This is reinforced by previous research conducted by
Bella Perdiani (2019) the quality of human resources has a positive and
significant effect on employees on the Performance of Bambu Brajan SME Employees.
This is reinforced by research that has previously been conducted by Enny Dwi
Soeharyanti and Muryati (2020) The research findings explain that, both the
better quality of human resources is able to improve employee performance
through both directly and through mediating commitments to employee performance
in the Production Department of Pt Domusindo Pandaan.
The Effect of Work Discipline on Employee
Performance
Based on the results of the study above, the hypothesis test (Test t)
shows that work discipline affects employee performance by 0.720 which means
that if work discipline increases, employee performance will increase by 72%.
And the results of the t test show that the calculated t value of 9,483 > t
table 1,985 with a significant level of 0.000 < 0.05 can be explained under
work discipline has a positive and significant effect on the performance of PT
employees. Pawnshop Gallery24. This shows that work discipline is a basic
factor for an employee to work well so that they can give a good effort to show
the vision and mission of the organization that has been set, with the level of
discipline of employees it can help run productivity in the company. This is
like the results of respondents' answers to the questionnaire given by the
author with indicators such as Discipline of Time Rules, Discipline of Company
Rules, and Discipline of Carrying Out Assigned Tasks from several indicators
related to the questionnaire given showed that the majority of respondents
supported with an average score of 3.92. Of course, with the level of
discipline possessed by employees is good, it is also good for the company.
This research is also supported by Simbolon (2018) this shows that there is a
relationship between work discipline and employee performance at Grand Cityhall
Medan, where increasing work discipline will improve employee performance at
Grand Cityhall Medan. This is reinforced by previous research conducted by Dina
Unzila Hidayah et al (2021), the results of simultaneous testing obtained show
that work discipline variables affect the performance of BPJS Employment Medan
employees.
CONCLUSION
Based on
the results of research analysis of research data entitled "The Effect of
Transformational Leadership, Human Resource Quality, and Work Discipline on
Employee Performance at PT Galeri Pegadaian 24", it can be concluded that
transformational leadership, human resource quality, and work discipline have a
positive and significant influence on employee performance at PT. Pawnshop
Gallery 24. The results of the transformational leadership variable test showed
a positive calculated t value and significant value, as well as the variables
of human resource quality and work discipline. Thus, companies that have good
leadership will encourage employee motivation and improve the efficiency of
human resource quality through good work discipline. Overall, it can be
concluded that the independent variables, namely transformational leadership,
quality of human resources, and work discipline, together have a significant
effect on employee performance in the company.
Acknowledgment
This article is a part of joint research and publication between
Faculty of Economics and Business, Universitas Nasional, Jakarta and Faculty of
Business, Economics, and Social Development, Universiti Malaysia Terengganu.
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Copyright holder: Anisa Indah
Lestari Dewi, Herry Krisnandi, Kumba Digdowiseiso (2024) |
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First publication rights: International Journal of Social Service and
Research (IJSSR) |
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