FACTORS AFFECTING THE PERFORMANCE OF CIVIL SERVANTS (CASE STUDY OF THE BATULICIN IMMIGRATION OFFICE)

American Journal of Humanities and Social Sciences Research (AJHSSR)

2021

American Journal of Humanities and Social Sciences Research (AJHSSR)

e-ISSN :2378-703X Volume-5, Issue-10, pp-40-44 www.ajhssr.com

Research Paper

Open Access

FACTORS AFFECTING THE PERFORMANCE OF CIVIL SERVANTS (CASE STUDY OF THE BATULICIN IMMIGRATION OFFICE) Dr. Ir. DediBudiman Hakim, M.Ec; Dr. Ir. Kirbrandoko, MSM; Aga Haditaqy Business School, Bogor Agricultural Institute ABSTRACT: Efforts to improve the organizational image and performance of government agencies, as well as to achieve professional, actual, synergistic, transparent and innovative organizations for the realization of good governance, it is necessary to make changes to government agencies. This condition must be supported by the gradual increase in the capacity of the employees. Therefore, the Class II Immigration Office of TPI Batulicin certainly wants superior human resources to achieve organizational goals. The conditions that occur in these institutions are the basis for determining the factors (leadership style and satisfaction) on the performance of employees at the immigration office. Questionnaires were distributed to 30 respondents, namely the data collection method used was census, which took all individuals in the population as respondents. Structural Equational Model or SEM with Partial Least Square approach is used as a method to analyze research. The software used in this research is smartpls. The results of the study that were analyzed showed several results, namely 1) Leadership style had a positive and significant influence on employee performance at the Batulicin Immigration Office. 2) the performance that emerges from the office is able to have an effect on increasing employee performance significantly.

Key words: Leadership Style, Job Satisfaction and Employee Performance I. INTRODUCTION The success of an organization is influenced by the performance of its employees. Employee performance is said to be the output resulting from activities within the organization (Dessler, 2005). The contribution of a worker or employee that greatly affects the success of an organization if done responsibly.

Every employee has been given and knows what the main tasks and functions are, what kind of performance must be achieved and must also be able to measure the extent of an employee's success. In general, every employee really wants to have a good performance, but this is difficult to achieve if the employee does not have high productivity.There are three main factors that influence individuals in their work and improve their performance, namely increasing individual abilities, encouragement or effort from individuals and support from organizations (Mathis and Jackson 2003). Performance according to (Mangkunegara 2005) is the quality and quantity of work produced in carrying out a task, in accordance with the responsible function.

Every individual definitely needs a variety of products for goods and or services provided by both the government and the private sector (Suryono: 2001). Security services, personal identity services such as ID cards, driving licenses, land deeds, electricity services, education services, health services, immigration and others. In order to improve the image of the organization and the performance of a government organization in a professional, actual, synergistic, transparent and innovative direction for the realization of good governance, it is necessary to make changes to government agencies. Nainggolan (1987) suggests that service performance and national development are mainly based on the perfection of the state apparatus and the perfection of the state apparatus basically depends on the perfection of civil servants.

Government agencies carry out public services with the hope of activities to serve the various needs of the community in accordance with the laws and regulations for every citizen and resident or goods, services and administrative services provided by public administrators, while the implementation of public services as organizers is every state administration agency. , corporations, independents established under the law for public service activities, and other legal entities formed solely for public service activities, this is stated in Article 1 paragraph (1) of the Law of the Republic of Indonesia Number 25 of 2009.

Referring to the opinion expressed by Handoko (2001), "The most important resource of an organization is human resources or people who have energy, talent, creativity and effort for the organization".

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American Journal of Humanities and Social Sciences Research (AJHSSR)

2021

From this opinion, it can be stated that performance is needed in every employee's work effort to achieve goals.

Kerlinger and Padhazur (2002) explain that the leadership style of the leader is considered to have a major role in improving employee performance. here that the leadership style must be appropriate to be effective in providing direction to all efforts of workers in achieving organizational goals. According to Rivai (2005), it is said to be the level of success of a person as a whole during a certain time in carrying out activities compared to the set work standards. Performance is what it does or does not do (Mathis and Jackson 2003). Employee performance is also defined as the ability of employees to perform a certain skill (Sinambela 2012).

Robbins and Judge (2015) define leadership as a form of ability for a group to achieve the organization's vision and goals set. Gich (2007) explains that leadership is a process to influence other individuals to achieve a predetermined organization. Leadership does not require a person to be in a formal leadership position. In this case, it is known that there are three important variables in the success of leadership, namely 1) individual, 2) task and 3) work environment. In the end, it was carried out to determine the role of leadership style and employee job satisfaction at the Immigration Office Class II TPI Batulicin.

II. RESEARCH METHODS The object of this research was conducted at the Immigration Office Class II TPI Batulicin which is located at Jalan Dharma PrajaGunungTinggiBatulicin, Kab. Spice Land, Prov. South Borneo. Data collection was carried out from September to November 2019. The data needed in this study were primary data and secondary data. Primary data were obtained from questionnaires regarding leadership style, job satisfaction and employee performance at the Immigration Office Class II TPI Batulicin. Secondary data is obtained from literature studies such as literature or references related to other sources that support research. Secondary data is used to support primary data in analyzing employee perceptions of leadership style and job satisfaction applied at the Immigration Office Class II TPI Batulicin.

In order for this research to run well, limiting it to three variables, namely leadership style and employee job satisfaction as variable Y. This research was conducted at the Immigration Office Class II TPI Batulicin using descriptive analysis method. and Structural Equation Analysis Modeling (SEM). The data analyzed in this study is data obtained from a survey using a questionnaire with respondents.

The study began by analyzing the factors of leadership style, job satisfaction and employee performance at the Immigration Office Class II TPI Batulicin based on the opinion of the respondents. Further testing was conducted to measure the effect of leadership style on job satisfaction and employee performance.

Tests were also conducted to measure the effect of job satisfaction on employee performance. The measurement of the effect of the third variable was carried out using Structural Equation Modeling (SEM). According to Ghozali (2008), SEM is a technique for analyzing the relationship between variables, indicators with variables, as well as analytical techniques that support the model, the value of the relationship between variables and finally can form a comprehensive description of a model.

In this study, exogenous latent variables consisted of 2 variables, namely leadership style consisting of 5 indicators (X11 to X15), job satisfaction consisting of 5 indicators (X21 to X25). Endogenous latent variables consist of 1 variable, namely employee performance which consists of 4 indicators (Y11 to Y14). The SEM model in this study will be shown in Figure I.

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III. RESULTS AND DISCUSSION Partial Least Square (PLS) is an approach that is considered appropriate to determine the regression relationship. SEM-PLS is said to be two sub-models, namely measuring the outer model and the inner model in the research conducted. The study has a measurement to show variables or parts that have important indicators in it. The structural model shows the predictive power between latent variables or constructs. Exogenous latent variables consist of two variables, namely leadership style which consists of five indicators and job satisfaction which consists of five indicators, while for endogenous latent variables, namely employee performance which consists of four indicators. In the path model shown in Figure 2, analysis will be carried out using two analysis elements, namely the outer model and inner model analysis elements. These two elements are used to evaluate the work of the PLS work model, which is to test the validity of the outer model while the inner model is used for hypothesis testing (Jogiyanto 2011).

Evaluation of the Outer Model The outer model analysis is carried out for evaluation to see the validity and reliability of a measurement model. In the study, 14 indicators out of 3 variables were tested with a loading factor limit of less than 0.5. If the value is below the set value, the indicator needs to be removed from the model under study. The results are in Figure 2. (Ghozali 2014).

Figure 2 Loading factor in the measurement model The measurement results of the leadership style variable show that the participation indicator has the highest value, which is 0.824. This shows that participation is an indicator that has the strongest influence in reflecting on the leadership style variable on employee performance, while the delegation indicator has the lowest value of 0.678. It can be said that the leadership's participation style towards subordinates in decision making and participation in planning work programs plays an important role and is considered good and has a major effect on employee performance.

The measurement results of the job satisfaction variable show that the salary indicator has the highest value, which is equal to 0.811, where employees at the Class II TPI Batulicin Immigration Office feel that the salary indicator is the most influential indicator in reflecting job satisfaction.

The results of the measurement of employee performance variables show that the discipline indicator has the highest value, which is 0.925. This shows that discipline indicator is the most powerful in reflecting employee performance in the Class II TPI Batulicin Immigration Office. Employee performance greatly affects the productivity of the agency. Performance is the result or achievement of a person in carrying out their responsibilities and duties to realize the vision, mission and goals of government agencies (Timpe 1992).

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Organizational performance is the result that the organization wants from the behavior of its people (Soedjono 2005).

EvaluasiInner Model Evaluasidilakukanpada inner model dengancarabootsrappingpadabagiandalamvariabel yang dikajidalampenelitian.

Nilaievaluasididasarkanpadaorigininal value dan p-value.

Hal inisebagaidasaruntukmengetahuikuatataulemahhubungankuatdanlemahdarivariabel yang diteliti.

Adapundeskripsidisajikanpada Gambar 3

Figure 3 Inner Model Values It can be seen in the picture above that the numbers on the inner model show the direction of the relationship between the two variables. A positive coefficient value means that there is a direct relationship between the two variables. Meanwhile, the negative coefficient value shows the inverse relationship between the two variables involved. Unidirectional relationship means that if X is higher, then Y will be higher as well.

From the picture shows: a. Leadership Style has a direct relationship with performance. b. Job Satisfaction has a direct relationship with performance.

The value of the correlation coefficient is said to be a statistical measure of the covariance as well as the relationship of the two variables studied. It is said that the coefficient is between +1 to -1 which shows the strength (strength) of the linear relationship and the direction of the relationship between two random variables.

If the correlation is positive, it can have an impact on the two variables having a unidirectional relationship.

Sarwono (2006) explains that it is necessary to make it easier to analyze and analyze the relationship between the two variables, the authors provide the following criteria:

The results of the study were conducted to determine some relationships between variables with other variables. It is known that the output picture can be depicted in Table 2. The results are presented in Table 2.

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Based on table 1, it shows that the correlation between leadership style and performance is 0.797, while job satisfaction and performance are 0.8. So it can be concluded that the leadership style and job satisfaction have a strong correlation (relationship) with performance.

Table 2 provides information related to the model of the influence of leadership style and job satisfaction that is able to explain the diversity of employee performance by 69.70 percent, while the other 30.30 percent is explained by independent variables outside the model. This R-Square value is good enough.

Research Model Hypothesis Testing Hypothesis testing is carried out after evaluating the outer and inner structure of the model. It is known to see the value of the relationship and the significance value of the model studied in the study. Each number in the inner model shows the direction of the relationship between the two variables. A positive coefficient value means that there is a unidirectional relationship between the two variables. While the negative coefficient value indicates an inverse relationship between the two variables involved. unidirectional relationship means if X is higher then Y will be higher too

Information: LS (Leadership Style), JS (Job Satisfaction), and EP (Employee Performance) 1.

The results of the analysis in Table 3 show that the results of testing the leadership style hypothesis have a positive and significant effect on employee performance because the t value is greater than 1.96, which is 2.618. The results of the analysis show that the higher the leadership style, the employee performance will increase. The results of this study are consistent with Humphreys (2002) which proves that leadership style has a strong and positive effect on employee performance.

2.

Furthermore, in the analysis of hypothesis testing, job satisfaction has a positive and significant effect on employee performance because the t value is greater than 1.96, which is 2.915. The results of this study confirm previous research, among others, research by Dizgah (2012) and Ajzen (2011) and Ghafoor et al. (2011) which proved that there was a significant positive relationship between employee satisfaction and performance.

This study strengthens the statements of Anshari (2007) and Akbar (2011) which state that job satisfaction has a significant positive effect on employee performance. Likewise, it strengthens the opinion of Dewi (2005) which states that a conducive organizational life is marked by positive employee performance which is influenced by the level of employee satisfaction in the organization.

IV. MANAGERIAL IMPILCATIONS This study used a questionnaire as a data collection tool and to determine the effect partially between variables using SEM PLS. Judging from the SEM results, leadership style and job satisfaction show a positive and significant influence on employee performance. The implications of the results of this study for organizational management policies at the Class II TPI Batulicin Immigration Office are: 1. The most important thing in improving performance is that the leader or leadership at the Class II TPI Batulicin Immigration Office must be firm in taking action against employees who take undisciplined actions against existing regulations, if necessary, the leadership applies a reward and punishment system.

2. The most important thing in leadership style is that the leader must maintain his participatory function, in this case the leader must encourage the people he leads both in decision making and implementation. The participation of the leader in this case must remain in the function of being a leader, not an executor.

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3. The most important thing in job satisfaction is the work facilities provided by the agency. Therefore, efforts are required to keep improving the existing facilities in the future. Agencies must further encourage the use of facilities in accordance with the benefits and needs of doing work.

V. CONCLUSIONS The results of this study indicate that the leadership style affects the performance of employees in the Class II TPI Batulicin Immigration Office. This shows that the leadership style has a direct effect on employee performance. Job satisfaction affects the performance of employees at the Class II TPI Batulicin Immigration Office. This shows that job satisfaction has a direct effect on employee performance at Class II TPI Batulicin Immigration Office.

VI. SUGGESTIONS Looking at the results obtained from the study, the variables and models used in this study are seemingly a little bit lacking in numbers. Terefore for further research, variables other than the ones used on this study might be considered to be added. In addition, it is also possible to consider analyzing the Analytical Hierarchy Process (AHP) method to formulate strategies to improve employee performance even furhter.

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