Equivalent:
Jurnal Ilmiah Sosial Teknik
Vol. 5, No. 1, January 2023
THE EFFECT OF WORK MOTIVATION, COMPENSATION ON PERFORMANCE EMPLOYEES AT
THE VILLAGE SERVICE
Isna Yudistia, Nina
Nurani
Fakultas
Ekonomi Bisnis Universitas Widyatama Bandung, West Java, Indonesia
Email: isna.yudistia@widyatama.ac.id, nina.nuraini@widyatama.ac.id
Abstract
Factors that influence the
achievement of performance are factors of work motivation and compensation.
Motivation is formed from an employee's attitude in dealing with work
situations. Motivation is a condition that drives self-directed employees to
achieve organizational goals. A mental attitude encourages employees to achieve
maximum work performance, so they can achieve maximum performance if they have
high work motivation. The research objective was to determine the effect of
work motivation on employee performance and compensation on employee
performance in the Cisaranten Bina Harapan sub-district. The sampling technique
uses saturated sampling, where all population members are used as samples. The
sample used is 36 respondents. The data collection method was carried out by
distributing questionnaires and data analysis using SPSS. This study shows that
work motivation has a positive and significant effect on employee performance,
and compensation has a positive and significant effect on employee performance
in Cisaranten Bina Harapan village.
Keywords: Work motivation; Compensation; Employee
performance.
Introduction
Human resources are an important
component in an organization or group where human resources are a determinant
of the success of an organization. However, in recent years, government
agencies have been seen as institutions that cannot care for things at work.
The community thinks that only some of those working in government agencies can
serve public complaints. So, this assumption is slowly being corrected by the
government's policies to gain the community's trust, provide the best service
for the community, and make leaders who are wise and responsible for the
community. To be able to survive and develop, the office demands a level of
ability, as well as the responsibility from employees.
Nevertheless, besides the demands of
employee performance from the organization its employees, the Outreach Service
as an organization must also pay attention to factors to improve employee
performance. So that the more satisfied the employee, the higher the
productivity, discipline and loyalty of the employee to the organization.
According to (S. H. Siregar, 2022), a human resource is a strategic approach to
skills, motivation, development and management of organizing resources.
Government offices aim to provide
services to the public and, at the same time, become a level for employee
performance on an ongoing basis. Employee performance will impact the employee
concerned or the organization where he works. According to (PUTRA, 2021),
organizational goals will be easily achieved if employees with full awareness
work optimally. Someone will tend to work enthusiastically if satisfaction can
be obtained from his work.
The Cisaranten Bina Harapan Kelurahan
Service is one of the government agencies that carry out government affairs,
community empowerment and services as well as public order and peace and the
environment in one Kelurahan area as referred to in Article 3 paragraph (1)
letter h. The Cisaranten Bina Harapan Village Office is located at JL. Cicukang
RT 02 RW 09. L. UPT Arcamanik, Bandung City. This kelurahan serves the
community's needs in terms of correspondence, such as making ID cards, birth
certificates, land certificates, inheritance certificates, etc. This research
also intends to determine whether there is an influence or relationship between
each variable.
Rachmansyah (2021)
states that motivation is a force that encourages a person to take action or
not, which is essentially positive or negative internally and externally. Work
motivation is something that gives rise to encouragement or enthusiasm for
work. Therefore, motivation is a movement that leads to a goal and is not in
vain. According (to
Arianti, 2018), work motivation arises from a
person's desire, generating passion and desire from within a person.
(Sukidi & Wajdi, 2017) Compensation can be
defined as reciprocal services provided to employees as a form of appreciation
for their contribution and work to the organization. This compensation can be
direct or indirect financial, and the award can also be indirect. Compensation
is everything the company gives employees as a form of remuneration for their
performance for the company's benefit.
According to Armstrong and Baron (Purnaningrum et al., 2012), performance is the
result of work that has a strong relationship with the organization's strategic
goals, customer satisfaction and making an economic contribution. It is the
high number of employees/personnel who are expected to be able to properly
complete the workload given by the organization.
Table 1. Results of employee
performance pre-survey
|
No |
STATEMENT |
S |
KS |
TS |
|
1 |
I feel that the quality of my work matches the skills I
have |
70% |
25% |
5% |
|
2 |
I try to complete the work fully with a sense of
responsibility to achieve optimal results |
85% |
15% |
0% |
|
3 |
I was able to exceed the set targets |
80% |
18% |
2% |
|
4 |
I have a high work commitment and responsibility in
carrying out my duties to the organization |
90% |
10% |
0% |
The results of the pre-survey of 15
employees of the Bina Harapan Cisaranten sub-district regarding employee
performance were quite good. However, there are still many problems, such as
the number of employees who need to match the work assigned by the agency. This
causes delays in completing a job, so employee performance is considered less
than optimal. So that the lack of staff in the kelurahan is a problem because
with much workload, sometimes it is only done by one person. Of course, this
could be more effective considering the work that must be completed within the
specified target time. This causes employees to feel tired, so they need
motivation which is more. So performance is carried out by paying attention to
work motivation and compensation for employee performance, which is an
important factor in providing optimal performance.
Based on the results of a pre-survey
of 15 employees of the Cisaranten Bina Harapan sub-district regarding
compensation, it was found that employees experienced compensation such as
bonuses that were not under the employees' work while in the field. It was
concluded that the bonus did not match the realization that the Health benefits
did not match what employees expected.
This compensation is related to the
performance produced by employees. The higher the performance produced, the
higher the compensation obtained. According to (E. S. Siregar & Sissah, 2021), compensation is anything
that employees receive as remuneration for their work that is balanced with the
expectations of employees to meet the need for satisfaction for the
achievements that have been achieved and aligned with the strategic objectives
of the company's business.
The formulation of the problem from
this study is as follows: 1. Is there an effect of work motivation on employee
performance at the Cisaranten Bina Harapan Village Office, 2. Is there an
effect of compensation on employee performance at the Cisaranten Bina Harapan
Village Office, 3? Does work motivation and compensation affect employee
performance at the Cisaranten Bina Harapan Village Office?
The purpose of this research is to
find out whether there is an effect of work motivation (X1) and compensation
(X2) on employee performance (Y). The benefits of this research can determine
the effect of work motivation (X1) and compensation (X2) on employee
performance (Y).
Research methods
This study uses a verification
quantitative research type method. Reswell suggests that quantitative research
is a method for testing theories by examining the relationships between
variables. While the verification method, according to (Ruslan, 2022), is defined as research conducted on
certain populations or samples to test the established hypotheses. Variables
are measured with research instruments that produce data in the form of numbers
and are analyzed with statistical procedures. Uses assumptions to test a theory
and controls for alternative explanations to determine whether the predictive
generalizations of the theory under investigation can be held. The results of
data collection in the field and the statistical analysis tests will partially
and simultaneously test the hypothesis regarding the influence of Work
Motivation and Compensation.
The unit of analysis of this study is
the Cisaranten Bina Harapan Village Office. (Hendrianto, 2015) (Pratama, 2019) argues: "population is a generalized
area consisting of objects or subjects that have certain quantities and
characteristics set by researchers to study and then draw conclusions."
Based on this opinion, the population in this study were employees of the
Cisaranten Bina Harapan Village, consisting of 36 ASN and non-ASN employees.
Results and Discussion
A.
Results
1.
Uji
Normality
Table 2. Data Normality Test Results
|
One-Sample Kolmogorov-Smirnov Test |
||
|
|
Unstandardized Residual |
|
|
N |
36 |
|
|
Normal Parameters,b |
Mean |
.0000000 |
|
Std. Deviation |
2,03666429 |
|
|
Most Extreme
Differences |
Absolute |
.101 |
|
Positive |
.072 |
|
|
Negative |
-.101 |
|
|
Test Statistic |
.101 |
|
|
Asymp. Sig.
(2-tailed) |
.200c |
|
|
a. Test
distribution is Normal. |
||
|
b. Calculated from
data. |
||
|
c. Lilliefors
Significance Correction. |
||
|
d. this is a lower
bound of the true significance. |
||
Source: SPSS Data Output Results
Monte Carlo sig value. (2-tailed) =
0.200 > 0.05. The results in the table above show that the significant value
is above 0.05, which is 0.200. This means that the residual data is normally
distributed so that the influence of work motivation and compensation in the
Cisaranten Bina Harapan village can be normally distributed. So there is an
influence of work motivation and compensation on employee performance.
2.
Multicollinearity
Test
Table 3. Multicollinearity Test Results
|
Coefficients |
||||||||
|
Model |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
Collinearity Statistics |
|||
|
B |
Std. Error |
Beta |
Tolerance |
VIF |
||||
|
1 |
(Constant) |
13.429 |
6.111 |
|
2.198 |
.035 |
|
|
|
Work motivation |
.596 |
.131 |
.630 |
4.549 |
.000 |
.960 |
1.041 |
|
|
Compensation |
.,021 |
.131 |
-.022 |
-.161 |
.873 |
.960 |
1.041 |
|
|
a. Dependent
Variable: Employee performance |
||||||||
Source:
SPSS Data Output Results
The VIF value of the two independent
variables = 1.041 <10.
It can be concluded that there is no
multicollinearity, meaning that there is no correlation between the independent
variables, namely the variables of work motivation and compensation. A
multicollinearity test was carried out to know whether a regression model found
a correlation between the independent variables (Ghozali, 2016), so based on table V it is known that the
VIF value of the two independent variables = 1.041 <10, so the data does not
occur multicollinearity between work motivation variables and compensation.
3.
Heteroscedasticity
Test
Table 3. Heteroscedasticity Test Results
Source: SPSS Data Output Results
The scatterplot graph above shows
that the dots spread randomly and are scattered above and below the number 0
(zero) on the Y axis. It can be concluded that the variables of work motivation
and compensation do not have symptoms of heteroscedasticity in the regression
model used. Used.
4.
Correlation
Test
Table 4. Correlation Coefficient Test
Results
|
Correlations |
||||
|
|
Kinerja Karyawan |
Motivasi Kerja |
Kompensasi |
|
|
Pearson Correlation |
Kinerja Karyawan |
1.000 |
.766 |
.885 |
|
Motivasi Kerja |
.766 |
1.000 |
.820 |
|
|
Kompensasi |
.885 |
.820 |
1.000 |
|
|
Sig. (1-tailed) |
Kinerja Karyawan |
. |
.000 |
.000 |
|
Motivasi Kerja |
.000 |
. |
.000 |
|
|
Kompensasi |
.000 |
.000 |
. |
|
|
N |
Kinerja Karyawan |
36 |
36 |
36 |
|
Motivasi Kerja |
36 |
36 |
36 |
|
|
Kompensasi |
36 |
36 |
36 |
|
The correlation coefficient between
the variables of Employee Performance and Work Motivation is 0.766. This shows
a very strong relationship with a positive relationship direction. The greater
the Work Motivation, the higher the Employee Performance. The significance
level or Sig. (1-tailed) is 0.000 <0.05, meaning that the relationship
between Employee Performance and Work Motivation is significant.
The correlation coefficient between
the variables Employee Performance and Compensation is 0.885, which shows a
very strong relationship with a positive relationship. The greater the
compensation, the higher the employee performance. The significance level or
Sig. (1-tailed) is 0.000 <0.05, meaning that the relationship between
Employee Performance and Compensation is significant?
5.
Coefficient
of Determination
Table 5. Results of the Coefficient
of Determination
|
Model Summary |
|||||
|
Model |
R |
R Square |
Adjusted R Square |
Std. An error in the Estimate |
Durbin-Watson |
|
1 |
.888a |
.789 |
.776 |
1.760 |
2.108 |
|
a. Predictors:
(Constant), Kompensasi, Motivasi Kerja |
|||||
|
b. Dependent
Variable: Total_Y |
|||||
Based on the summary model, an R of
0.888 is obtained. This value indicates that the degree of strength of the
relationship between work motivation and compensation with employee performance
is in the high range. Adjusted R Square value = 0.789 means that the
contribution of work motivation and compensation variables to employee performance
is 78.9%. The remaining 21.1% is influenced by other variables not examined in
the study. In other words, 78.9% of the variation in Employee Performance can
be explained by Work Motivation and Compensation.
6. Regression Model Fit Test (Test F)
Table 6. Partial Hypothesis Testing
Results (Test F)
|
ANOVAa |
||||||
|
Model |
Sum of Squares |
df |
Mean Square |
F |
Sig. |
|
|
1 |
Regression |
381.284 |
2 |
190.642 |
61.515 |
.000b |
|
Residual |
102.271 |
33 |
3.099 |
|
|
|
|
Total |
483.556 |
35 |
|
|
|
|
|
a. Dependent
Variable: Kinerja Karyawan |
||||||
|
b. Predictors:
(Constant), Kompensasi, Motivasi |
||||||
Sig. Value in the table above of
0.000 <0.05. It can be concluded that Fcount that the multiple linear
regression model is feasible to use to explain the effect of Work Motivation
and Compensation on Employee Performance; therefore, Ho is rejected, and Ha is
accepted, meaning that there is a positive and significant influence between
work motivation and compensation on employee performance.
7.
Regression
Coefficient Test (t-test)
Table 7. Partial Hypothesis Testing
Results (T-Test)
|
Coefficients |
||||||||
|
Model |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
Collinearity Statistics |
|||
|
B |
Std. Error |
Beta |
Tolerance |
VIF |
||||
|
1 |
(Constant) |
1.200 |
3.481 |
|
.345 |
.732 |
|
|
|
Total_X1 |
.115 |
.129 |
.124 |
.890 |
.380 |
.328 |
3.049 |
|
|
Total_X2 |
.737 |
.132 |
.783 |
5.602 |
.000 |
.328 |
3.049 |
|
|
a. Dependent
Variable: Kinerja Karyawan |
||||||||
On the
variable Work Motivation, the value of Sig. of 0.380 > 0.05. The variable
Work Motivation has no significant effect on Employee Performance variables. In
the Compensation variable, the value of Sig. of 0.000 <0.05 is so that it
can be concluded that the compensation variable has a positive and significant
effect on employee performance variables. The regression coefficient for work
motivation is 0.115. The regression coefficient is positive, meaning employee
performance will also increase when work motivation increases.
The
regression coefficient for compensation is 0.737. The regression coefficient is
positive, meaning that when compensation increases, employee performance will
also increase. So the regression coefficient (t-test) results show that work
motivation and compensation positively influence employee performance at the
Cisaranten Bina Harapan Village Office.
B.
Discussion
Based on
the results of statistical testing, the variables of work motivation and
compensation have a positive effect on employee performance. The explanation of
each variable is as follows.
1.
The effect of work motivation on employee
performance in the Cisaranten Bina Harapan sub-district office
The results
of the hypothesis test obtained Sig. of 0.380 > 0.05. With a magnitude of
0.115 or 11.5%. Thus stating that work motivation does not significantly
influence employee performance, work motivation is not the dominant factor in
improving employee performance. With this, the level of work motivation does
not affect employee performance in the Cisaranten Bina Harapan sub-district.
These results are supported where work motivation partially has no positive and
significant effect on employee performance. Work motivation is an important
factor in improving employee performance.
Motivation
is a factor that encourages someone to carry out a certain activity; therefore,
motivation is often interpreted as a driving factor for one's behaviour (Jufrizen, 2018).
2.
Is there an effect of compensation on employee
performance at the Cisaranten Bina Harapan Village Office
The results
of testing the second hypothesis stated that the compensation variable obtained
the value of Sig. of 0.000 <0.05. With a fairly high amount of 0.737 or
73.7%. Where the magnitude has an effect So it can be concluded that the
compensation variable has a positive and significant effect on the employee
performance variable in the Cisaranten Bina Harapan village. So that the
regression coefficient is positive, meaning that when compensation increases,
employee performance will also increase. This achievement is in line with the
results of Ikhsan (2019),
which states that compensation has a positive and significant impact on
employee performance. From the answers to the questionnaires that the
respondents have filled out, the compensation variable on employee performance
shows that the residual data is distributed significantly. This means that the
better the competence of employees, the better the performance of employees in
the financing section.
Siregar (2022)
says that compensation is everything that employees receive as remuneration for
their work that is balanced with the expectations of employees to meet the need
for satisfaction for the achievements that have been achieved and aligned with
the company's strategic business objectives.
3.
Is there an effect of work motivation and compensation
on employees in the Cisaranten Bina Harapan Village Office
The
hypothesis test results showed that work motivation and compensation obtained
Sig. in table 10 of 0.000 <0.05. With a work motivation coefficient of 11.5%
and a compensation amount of 73.7%, the relationship between Employee
Performance and Work Motivation is significant. Then the effect of work
motivation and compensation on employee performance, Ho, is rejected, and Ha is
accepted, meaning that there is a positive and significant influence between
work motivation and compensation on employee performance. These results are
supported by research conducted by Sugiono (2021),
which also found that work motivation and compensation have a positive effect
on employee performance. Until when the compensation increases, the employee's
performance will also increase. So the results of the regression coefficients
show that work motivation and compensation have a positive influence on
employee performance at the Cisaranten Bina Harapan Village Office.
So that the
influence of work motivation and compensation in the Cisaranten Bina Harapan
sub-district can be normally distributed, which means that there is an
influence of work motivation and compensation on employee performance.
C.
Managerial Implications
Based on
the research that I have done, the managerial implications that can be applied
to the Cisaranten Bina Harapan sub-district are as follows:
1. The
research results on work motivation variables do not affect employee
performance. Aspects of effective work motivation have an impact on employee
performance, such as communication, motivation, and knowledge. Therefore
employees need to pay more attention to discipline in employee performance,
such as predetermined arrival and return times.
2. The results
of the research variable compensation have a positive and significant effect on
employee performance. When compensation increases, employee performance will
also increase, so the Cisaranten Bina Harapan sub-district office must pay
attention to and monitor a series of employee improvements so that they can
experience an increase. So that it can motivate employees to improve the
performance set.
3. Work
motivation and worker's compensation influence employee performance, so it has
a significant effect on employee performance; therefore, it is necessary to
increase and pay attention to employee performance which is influential for
Cisaranten Bina Harapan village employees.
Conclusion
Work Motivation obtained Sig. of 0.380 > 0.05. With a
magnitude of 0.115 or 11.5%. Then the variable of work motivation has no
significant effect on the employee performance variable in the Cisaranten Bina
Harapan Village.
The compensation is obtained by Sig. of 0.000 <0.05. With
a fairly high amount of 0.737 or 73.7%. So that it has a positive and
significant effect on the employee performance variable in the Cisaranten Bina
Harapan Village.
Work motivation and compensation positively and significantly
affect employee performance because the regression coefficient for work
motivation is 11.5%. So that the regression coefficient is positive, meaning
that when working motivation increases, employee performance will also
increase, and the regression coefficient for compensation is 73.7%. So that the
regression coefficient is positive, meaning that when compensation increases,
employee performance also increases at the Cisaranten Bina Harapan Village Office.
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|
Isna Yudistia, Nina Nurani (2023) |
|
First
publication right: Equivalent: Jurnal Ilmiah
Sosial Teknik |
|
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article is licensed under the following: |