|
|
INTERNATIONAL
JOURNAL OF SOCIAL SERVICE AND RESEARCH
|
Sharah Rizqiyyah
Fakultas Ekonomi Universitas
Sriwijaya, Indonesia
Email: [email protected]
Abstract
Indonesia has entered
the era of society 5.0 where technology is part of people's lives that have
been closely attached and become a major part of people's lives themselves. In
using this technology, it is not uncommon for users to first register by
entering personal data. The number of cases of leaked personal data, both in
private and government agencies, shows the weakness of personal data protection
in Indonesia. Therefore, it is necessary to have a law that explicitly
regulates and an independent commission for the protection of personal data is
needed in order to monitor, take action and enforce justice for victims whose
data has been leaked either intentionally or unintentionally. When compared to
neighboring countries such as Malaysia and Singapore, Indonesia does not yet have
an independent commission to protect and monitor personal data. In addition,
referring to several international legal instruments, actually an independent
commission for the protection of personal data is a necessity as well as an
obligation. Therefore, in this paper, we will discuss the mandate of
establishing an independent commission for the protection of personal data in
terms of international legal instruments.
Keywords: Mandate,
personal data, independent commision, personal data protection
Received
December 20 2021, Revised December 30 2021, Accepted January 10, 2022
Introduction
In the company, employees play an important role in every
activity in order to achieve company goals. Employees are required to provide
the best possible performance. To achieve company goals, one way that can be
taken is to motivate employees to give the best possible performance to the
company. Employees who are active in carrying out their work are the
encouragement of high motivation.
According to Early (Astria,
2018) Employees who are dissatisfied with their
work tend to withdraw or avoid work situations, both physically and
psychologically. When a person is motivated, he does his best to achieve what
he wants. Without motivation, employees cannot perform tasks or even exceed
standards because they are not motivated (Ekhsan,
2019).
Griffin (2008) in Hanifah (2015: 171) says motivation is
an iterative process that affects inner needs and actively promotes, nurtures,
and maintains behavior. Performance is determined by three factors: ability,
motivation, and environment. The motivational approach is the traditional
approach (traditional approach: the element of money that motivates employees),
the element of cooperative (relations relationship approach), mutual support,
motivating employees) and the people resource approach (human approach as a
source that must be motivated).
If a company wants to make profit solely without thinking
about its employees, their performance will gradually decline because they lose
motivation. This decrease will have an impact on employees and the company's
goals, namely profits are not maximized and can suffer losses if employee
performance decreases. According to Donnelly, Gibson and Ivancevich in Sari, et
al (2017: 168) Performance refers to the level of success in carrying out tasks
and the ability to achieve the goals set.
Work discipline according to Drever (1952) in Mulyanto
(2018: 1279) is the ability to control behavior that comes from within a person
in accordance with what is regulated by external or existing norms. The company
is obliged to improve employee performance and maintain the existence of
existing resources effectively and efficiently. One of the things that
companies can do is enforce strict discipline to create a comfortable work
environment (Usman
& Akbar, 2009).
Discipline must be applied in the company because without
the support of good employee discipline, it will be difficult for the company
to achieve its goals. Discipline as an ideal situation in supporting the
implementation of tasks according to the rules in order to support work
optimization (Rukhayati.,
2018). Existing regulations will be followed by
penalties or sanctions if anyone commits a violation. The sanctions imposed
require employees to be disciplined in obeying the regulations imposed by the
company. According to Macquarrie (2012) in Mulyanto (2018: 1279) Discipline is
the willingness and action of individuals to comply with all the rules set for
a particular purpose. Therefore, from any point of view, we can conclude that
discipline is an attitude that must exist in every individual. In this study,
the author has determined the object of research at PT. Dizamatra Powerindo.
PT. Dizamatra Powerindo is a company engaged in coal exploration with an
open-pit mining system located in Merapi District, Lahat Regency, South Sumatra
Province. The following table is a table of employee attendance at PT.
Dizamatra Powerindo. The author takes data for the period 2017 - 2020.
Table
1
Employee
Attendance Data PT. Dizamatra Powerindo Period 2017-2020
|
Year
|
|
Not
present (%)
|
|
|
Ill
|
Permits
|
Negligence
|
|
2017
|
5.8
|
4.6
|
3.1
|
|
2018
|
4.9
|
6.1
|
3.2
|
|
2019
|
6.2
|
5.7
|
3.4
|
|
2020
|
6.0
|
5.8
|
3.6
|
Source:
PT Dizamatra Powerindo
Table 1 shows the percentage of employee attendance at PT.
Dizamatra Powerindo in the last four years for the period 2017 - 2019
experienced an increase in the percentage of absenteeism without permission or
negligence.
Table 1 shows that employee discipline is not optimal because some employees do
not comply with company regulations regarding employee discipline, for example
not attending without explanation.
Table
2
Data
on the Percentage of Discipline Level Based on Punctuality in Attendance of
Employees of PT. Dizamatra Powerindo Period 2017-2020
|
No
|
Category
|
2017
|
2018
|
2019
|
2020
|
|
1
|
Total
Employees
|
157
|
160
|
� 163
|
169
|
|
2
|
Late
|
57
|
63
|
72
|
76
|
|
3
|
Punctual
|
112
|
106
|
97
|
93
|
|
4
|
Percentage
Discipline
|
71.34
|
66.25
|
59.51
|
55.03%
|
Source:
PT Dizamatra Powerindo
Table 2 shows the percentage of discipline level based on
punctual attendance at PT. Dizamatra Powerindo's 2017 data in the last four
years 2017-2020 was 71.34%, 2018 percentage was 66.25%, 2019 data was 59.51,
2020 data was 55.03%. Table 1.2 above shows that in 2017-2020 the level of
employee discipline has decreased based on the list of employee attendance in
2017-2020. The low awareness of employees about discipline in terms of
enforcing discipline is the cause of this happening and has an impact on the
lack of performance of employees, In this case PT. Dizamatra
Powerindo
must take steps to impose sanctions on employees who do not arrive on time as a
step to improve employee performance through discipline.
Another phenomenon that occurs is motivation, another
policy carried out by the company to improve employee performance is to carry
out work assessments. According to Maslow (1970) in (Utami,
2017) motivation is the driving force from within
that causes humans to do something or try to fulfill their needs. This is done
so that employees' motivation is fulfilled to improve employee performance
better.
Table
3
Data
on Performance Assessment of PT PT. Dizamatra Powerindo 2020
|
No
|
Skor
|
Jumlah
|
Persentase
|
|
1
|
75,00
� 80,99
|
49
|
29
|
|
2
|
81,00
� 85,99
|
66
|
39,05
|
|
3
|
86,00
� 90,99
|
35
|
20,71
|
|
4
|
91,00
� 95,99
|
19
|
11,24
|
|
5
|
96,00
� 100
|
0
|
0
|
|
|
|
169
|
100
|
Source:
PT Dizamatra Powerindo
Table 3 shows that there is no employee who has a
performance score of 100. The lowest performance score ranges from 75.00 to 80.99,
with 49 employees contributing 29%. This is judged by the lack of employees
working on reports or assignments according to the specified time. The weighted
values range from 81.00 to 85.99, with 66 employees and a
percentage of 39.05%. The weighted values range from 86.00 to
90.99, with 35 employees accounting for 20.71%. The weighted value is 91.00-95.5
with 19 employees the percentage is 11.24%. In this assessment there is a
weight of research to assess and promote the position. This performance
appraisal is carried out by the head of the department per unit part per year.
The data above shows that employee performance is not optimal because there are
still many employees who get small scores.
�After the performance appraisal process, the next is job
promotion, where job promotion is included in the factors that influence and
encourage the performance of employees because it includes an award. With a
promotion, the employee's reward needs can be met and with a promotion, of course,
the incentives will increase and the need for food and housing can be
fulfilled, this has been mentioned by Maslow in his motivation theory.
According to Maslow, motivation will be created if the individual needs are
met. Below is the number of employees of PT Dizamatra Powerindo who received
promotions for the 2017-2020 period:
Table 4
Number of Employees
Promoted by PT. Dizamatra Powerindo
|
Year
|
Total Employees
|
Number of Employees Promoted
|
Percentage (%)
|
|
2017
|
157
|
14
|
8.9
|
|
2018
|
160
|
11
|
6.9
|
|
2019
|
163
|
9
|
5.5
|
|
2020
|
169
|
6
|
3.5
|
Method
A. Scope
of Research
Based on the description previously described, the author
conducted research in accordance with the title of the study, namely those
related to the influence of motivation and work discipline on employee
performance at PT Dizamatra Powerindo. The research was conducted at PT
Dizamatra Powerindo which is located at Kebur village, West Merapi district,
Lahat district, South Sumatra 31471.
B. Research
Design The
Type of research used is descriptive research with a
quantitative approach. According to Sekaran (2017: 100) descriptive research is
a type of conclusive research that has the main goal of describing something,
usually
an explanation of market characteristics or functions.
C. Types
of Data and Data Sources This Research Data Type
1)
Qualitative data The
Method used in this study is a
qualitative approach. Sekaran (2017: 77), states that qualitative research is
research that intends to collect and analyze data in the form of numbers which
are generally obtained through structured questions. It can also be interpreted
as information data in the form of punctuation marks rather than number marks
or numeric form. Qualitative data were obtained from the use of in-depth
analysis techniques and were not obtained directly.
2)
Quantitative data The
Following is the definition of
quantitative method according to Sekaran (2017: 76) which is a scientific
method whose data is in the form of numbers or numbers that can be processed
and analyzed using mathematical calculations or statistics. A quantitative
approach is used to find detailed factual information about current symptoms
and to identify problems.
The type of data used in this study is
qualitative data that has been quantified.
D. Data
Source
1)
Primary Data Primary
Data is data obtained from the field
(field research), by conducting direct research on the object. Primary data
will be obtained through interviews and providing a questionnaire that the
author will give to each employee. According to According to Sekaran (2017:
130) Primary data (primary data) refers to information obtained directly (from
the first hand by researchers related to variables of interest for certain
purposes of the study.
2)
Secondary Data Secondary
Data refers to information collected from
existing sources. (Now, 2017: 130). In this study using primary data. Data
obtained directly from PT. Dizamatra Powerindo through a questionnaire.
E. Data
Collection Techniques
1)
Questionnaires
According to Sekaran and Bougie
(2017:170) a questionnaire is a pre-formulated list of written questions in
which respondents will write down their answers, usually in clearly defined
alternatives. The data collection technique used in this research is a questionnaire.
F. Population
and Sample
1)
Population
Population according to Sekaran (2017:
53) population is defined as "A group of people, events, or interesting
things where the researcher wants to make an opinion (based on sample
statistics)". The population used in this study were all employees of PT.
Dizamatra Powerindo, which is 169 employees. The entire population is used as
respondents in the study, in other words, all employees will be asked for information
regarding data searches.
Table 5
Total Employee
Population of PT Dizamatra Powerindo in 2020
|
Division/Section
|
Number of Employees
|
|
Technician (Eng)
|
19
|
|
Production
|
60
|
|
Management Staff
Knowledge (Km)
|
53
|
|
K3LL (Hse)
|
6
|
|
Land
|
1
|
|
Human Resources
Development & General (HRGA)
|
15
|
|
Licensing (Legal)
|
2
|
|
Information Technology (IT)
|
1
|
|
Corporate Responsibility
social (PR CSR)
|
5
|
|
clerk parts purchasing
(purchasing)
|
2
|
|
Financial
|
5
|
|
Total HR
|
169
|
Source:
PT. Dizamatra Powerindo
2)
Sample
According to Sekaran (2017: 54) the
sample is defined as �Part of the population. The sample consists of a number
of members selected from the population. The number of employees at PT
Dizamatra Powerindo, which is 169 people, based on the sampling technique in
this study the author uses the saturated sampling method. The sampling
technique used is total sampling/saturated sampling.
Another term for saturated sample is census, where all members of the
population are sampled.
G. Measurement
ofVariable Data was
Interval Scalechosen for use in this
study. When investigating the variables to be tested, all the answers are given
a score according to the table below:
Table 6
Scores of Respondents'
Opinions
|
Answer
|
Score
|
|
Strongly
Agree (SS)
|
5
|
|
Agree
(S)
|
4
|
|
Disagree
(KS)
|
3
|
|
Disagree
(TS)
|
2
|
|
Strongly
Disagree (STS)
|
1
|
Results
And Discussion
A. The
Effect of Motivation on Employee Performance (Study at PT. Dizamatra Powerindo)
The results showed that there was a
positive influence of motivation on employee performance. This first hypothesis
is accepted. This means that statistically on both sides of the partial test of
motivation (X1)a significant and positive effect on employee performance (Y) at
PT. Dizamatra Powerindo. This is because the motivation given by the leadership
at PT. Dizamatra Powerindo overall is very good.
According to Gibson (Agnus,
2020), individual performance is influenced by
motivation, ability, and work environment factors. Motivation factors have a
direct relationship with individual employee performance. With encouragement or
motivation, employee performance will be optimal.
The results of the frequency of
respondents' answers to the questionnaire indicate that motivation has an
effect on employee performance at PT. Dizamatra Powerindo is also in accordance
with previous research conducted by Nur Avni Roazalia (2015); Chandra (2017);
Kenny (2018); Rukhayati (2018); Panca (2019); Jasman (2019); Suwanto (2019);
and Salman (2020) which shows that motivation has a positive and significant
effect on employee performance.
Based on the results of the respondents'
responses, the highest was in the award dimension, showing the percentage of
answers agreeing at 44.1% and strongly agreeing at 37.6%. Several respondents
stated that their superiors had never reprimanded employees with harsh words
and that their superiors gave praise and appreciation to employees who excel
and do a good job. However, there are still some respondents who answered
disagree by 3.9%. This shows that there are still respondents who feel that
they have not been given praise and appreciation, even though they feel they
have done a good job.
The lowest respondent's response was in
the physiological dimension, showing the percentage of answers agreeing at
38.8% and strongly agreeing at 10.1%. This shows that the employee's income can
meet housing needs and the family's economic needs are quite good. However,
there are still employees who do not agree with this statement. There are some
employees who judge less on the income received and have not been able to meet
housing needs and economic and family needs.
Statements from respondents' answers,
most of whom agree with motivation, which is more directed to the rewards given
to employees. PT. Dizamatra Powerindo needs to give awards to employees who are
considered able to work well and achieve company targets to improve employee
performance, and motivate other employees at work. Employees who are given
awards will be more enthusiastic at work, and set an example for other
employees. The company expects that employees can be motivated by the awards
given and are able to improve their performance better than before.
B. The
Effect of Work Discipline on Employee Performance (Study at PT. Dizamatra
Powerindo)
The results showed that there was a
positive influence of work discipline on employee performance. This means that
the second hypothesis is accepted. This means that statistically for the
two-sided test, partially work discipline (X2) has a positive and significant
effect on employee performance (Y) at PT. Dizamatra Powerindo. This is because
the existing work discipline at PT. Dizamatra Powerindo will affect employee
performance. The strength and weakness of the employee's work discipline will
determine the size of the employee's performance.
Sutrisno (2017:47) puts forward work
discipline on employee performance, namely: "The better the work
discipline of an employee/employee, the higher the work results (performance)
that will be achieved". (Mangkunegara and Waris, 2015) stated the same
theory, Work discipline includes working on time, obedience in carrying out
their work. In short, working on time is part of a work discipline that is
obedient in doing the work given.
The results of the frequency of
respondents' answers to the questionnaire show that work discipline has an
effect on employee performance at PT. Dizamatra Powerindo which is in
accordance with previous research by Nur Avni Roazalia (2015); Chandra (2017);
Kenny (2018); Rukhayati (2018); Panca (2019); Natalia (2019); Desti (2019);
Petrina (2019) and Salman (2020) which show that work discipline has a positive
and significant effect on employee performance.
Based on the results of the respondents'
responses, the highest is in the dimension of rule compliance, showing the
percentage of answers agreeing at 46.9% and strongly agreeing at 31.8%. This
shows that several respondents stated that employees obey the company's working
hours, work according to their duties and functions and are also careful in
using company tools and facilities. However, there are still some respondents
who answered strongly disagree by 0.4% and disagree by 3.8%. This shows that
there are still respondents who feel they do not comply with company rules, but
overall it is good.
The lowest respondents' responses are in
the timeliness dimension which shows the percentage of answers agreeing at
52.6% and strongly agreeing at 22.8%. Thus, employees go to the office on time
and complete tasks on time are still in the fairly good category. This is
because there are still employees who do not agree with this statement. There are
some employees who judge that they are not on time to go to the office and do
not complete their assignments on time.
The answers of respondents who mostly
agree about work discipline are more directed to the obedience of employee
rules. Employees who obey company rules such as obeying working hours, working
according to their duties and functions and using company tools and facilities
properly. It is hoped that employees will be able to complete their duties
properly in accordance with the company's plans and predetermined targets. So
that later this work discipline will set an example for new employees in the
company. This is very important, given that good work discipline can improve
employee performance better than before,
Conclusion
Based on the results of research and analysis that has
been done, the conclusions that can be drawn are:
1) Motivation
has a positive and significant effect on employee performance at pt. Dizamatra
powerindo.
2) Work
discipline has a positive and significant effect on employee performance at pt.
Dizamatra powerindo.
REFERENCES
Agnus,
Devianalita. (2020). The Influence of Work Motivation and Career Development
on Employee Performance in the Shared Service Unit of PT. Telkom Access Area
Riau Mainland.
Astria, Kenny. (2018). The Effect of Work
Discipline and Motivation on Employee Performance at PT. Bank Rakyat Indonesia
Pamulang Branch.
Ekhsan, Muhammad. (2019). The Effect of
Motivation and Work Discipline on Employee Performance.
Rukhayati. (2018). he Effect of Motivation
and Work Discipline on Employee Performance at Talise Health Center.
Usman, Husaini, & Akbar, Purnomo Setiady.
(2009). Metode penelitian sosial. Jakarta: Bumi Aksara.
Utami, Wikan Budi. (2017). Analysis of the Effect
of Work Motivation on the Work Performance of Lecturers at the AAS College of
Economics.
