THE PERFORMANCE OF HIGH RESOLUTION NEUTRON POWDER DIFFRACTOMETE

INTRODUCTION

The company needs to be supported by good performance in achieving its vision and mission. Performance is the type of work that has been completed. Performance shows the level of achievement of a job (Byars, Lloyd. L. & Rue, n.d.). Improved employee performance is indispensable for companies in running PR OSES businesses. Employee performance has a positive direct relationship with intrinsic rewards and extrinsic rewards. (Gohari dkk. 2013).

Rewarding has been found to be one of the organization's key policies that can improve staff performance and can improve organizational output (Ajila & Abiola, 2004)

(McCormick & J. Tifflin., 1979) and (Tuma & Pratt, J. M. (1982). Clinical child psychology practice and training: A survey. \ldots of Clinical Child & Adolescent Psychology, 137(August 2012), 37–41. http://doi.org/10.1037/a0022390 et al., 2002) classifies rewards into two, namely intrinsic rewards and extrinsic rewards. Higher reward and employee satisfaction within the organization play a major role in both the promotion of employee job satisfaction and higher productivity within the organization (Sarwar & Abugre, 2013), therefore, the need to reward companies that can satisfy employees so as to encourage employees to be more productive and perform better.

Job satisfaction is one of the most important and significant variables in organizational behavior and organizational performance. The higher the job satisfaction, the more likely workers are to have a positive attitude towards their work (Wang & Feng, 2003). Job satisfaction is expected to be a factor that can improve employee performance so that the company's productivity also increases.

Reward is one of the factors that can affect employee performance, in addition to job satisfaction can also affect the performance of employees in a company. Higher reward and employee satisfaction in work organizations play a major role in both employee job satisfaction promotions and higher productivity within the organization (Sarwar & Abugre, 2013). The company must be able to manage employee rewards and satisfaction well in the hope of improving employee performance so that the company's productivity becomes better.

This research was conducted on pt contract employees. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya corporate customer access network division. The division receives 500 complaints every day. In addition, there are also inconsistencies in the awarding of rewards in this case salaries and overtime money which is feared to be the trigger for a decrease in the performance of contract employees.

Intrinsic Rewards dan Extrinsic Rewards

Rewards is one of the strategies used by Human Resource Management to attract and retain appropriate employees and facilitate them to improve their performance. Organizational rewards include all types of rewards, both intrinsic and extrinsic, that are accepted as a result of work by the organization (Byars, Lloyd. L. & Rue, n.d.)

(Robbins & DeCenzo, 2002) also states that rewards are divided into two, namely intrinsic rewards and extrinsic rewards. Intrinsic rewards according to (Robbins & DeCenzo, 2002) is a person's personal satisfaction gained from the work itself. Extrinsic rewards are rewards that include money, promotions, and benefits where rewards come from outside work and outside sources, especially management (Robbins & DeCenzo, 2002).

According to (Robbins & DeCenzo, 2002)., intrinsic rewards and extrinsic rewards can be measured by the following indicators:

1. Extrinsic rewards:

a. Salary

b. Annual bonus

c. Incentives

d. Overtime money

e. Protection program

f. Wages for time not working

g. Suitable office furniture

h. IT-based HR Services

i. Appropriate lunch hours

j. Work assignments

k. Appreciation

2. Intrinsic rewards:

a. Participate in decision making

b. Freedom and flexibility of work

c. Trust given by the company

d. ppropriate work

e. Opportunities to develop themselves

f. Diverse work activities.

Job Satisfaction

Job satisfaction itself is an employee's general attitude towards work (Byars, Lloyd. L. & Rue, n.d.). Other opinions of (Yarmand et al., 2017) Locke (dalam Abdullah dan Wan 2013) stated, job satisfaction as a pleasant or positive emotional state resulting from an assessment of one's performance or work experience. Job satisfaction is an emotional or affective reaction to various aspects of an individual's work situation. This has been flagged as a positive sentimental reaction resulting from employee job assessments (Kreitner dan Kinicki 2012). Job satisfaction can be measured by Minnesota Satisfaction Questionnaire (MSQ):

Able to stay in business throughout working hours.
Opportunity to use my skills in completing my work.
Opportunities to do diverse work.
The work achievements I get.
Expressions that others give for my work.
Opportunity to finish work with other coworkers.
Opportunity to finish the job in my own way.
Opportunity to work independently.
The duration of the employment contract provided by the company for honorer employees.
Opportunity to use my own assessment of the situation in the work.
Opportunity to share with colleagues about what I've done.
Opportunity to do good things in the work.
The way my leadership handles its subordinates.
My supervisor is competent in making decisions.
The praise I get for my work.
Implementation of corporate policies in the work environment.
The way my coworkers get along with each other.
Work facilities provided according to the specifications of my work.
Promotional opportunities in this job.
The amount of work given to me..

Performance

In an organizational context, performance is usually defined as the extent to which members of an organization contribute to achieving organizational goals. Employees are a key source of competitive advantage in organization-oriented services (Stajkovic & Luthans, 1998). Performance is also the level of fulfillment of tasks that make up the work of employees. This reflects how well an employee meets the job requirements (Byars, Lloyd. L. & Rue, n.d.). Employee performance can contribute to the long-term survival of a company (Ellinger et al., 2008). Performance can be measured using six indicators from (Ellinger et al., 2008), I.e :

1. Get a positive response from customers.

2. Able to resolve complaints from customers.

3. Able to manage working time effectively.

4. Able to carry out standard service procedures set by the company.

5. Able to meet customer's wishes

6. Complete work targets on time.

Relationships Between Variables

Intrinsic Rewards' Relationship to Performance

Research conducted by (Ajila & Abiola, 2004) with research title “Influence of Rewards on Workers Performance In an Organization” stated that there is a significant relationship between intrinsic rewards and employee performance. Research conducted by Gohari dkk. (2013) with research title “The Relationship Between Rewards and Employee Performance” found that all types of rewards (including intrinsic rewards and extrinsic rewards) had a direct and positive relationship to employee performance.

H1: Intrinsic rewards have a significant impact on the performance of PT contract employees. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division.

Extrinsic Rewards' Relationship to Performance

Research conducted by Gohari et al. (2013) with the title of research “The Relationship Between Rewards and Employee Performance” found that extrinsic rewards in this study had a direct relationship with employee performance. The main organizational variable used to reward employees and strengthen performance is salary. Promotions may relate to performance (Byars, Lloyd. L. & Rue, n.d.). Other research conducted by (Ajila & Abiola, 2004) with research title “Influence of Rewards on Workers Performance In an Organization” states that there is a positive relationship between extrinsic rewards and worker performance.

H2: Extrinsic rewards have a significant impact on the performance of PT contract employees. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division.

Intrinsic Rewards' Relationship to Performance with Job Satisfaction Mediation

Research conducted by Gohari et al. (2013) with the title of research “The Relationship Between Rewards and Employee Performance” Research conducted by Gohari et al. (2013) with the title of the study found that all types of rewards (intrinsic and extrinsic) have a direct and positive relationship to employee performance. The organization's rewards system often has a significant impact on employee job satisfaction levels. For many years, generally managers believed that a satisfied employee was always a good employee. In other words, if management can keep all employees happy, good performance will automatically follow (Byars, Lloyd. L. & Rue, n.d.).

H3: Intrinsic rewards affect performance by mediating job satisfaction in PT contract employees. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division.

Extrinsic Rewards' Relationship to Performance with Job Satisfaction Mediation

Research conducted by (Tuma, J. M., & Pratt, J. M. (1982). Clinical child psychology practice and training: A survey. \ldots of Clinical Child & Adolescent Psychology, 137(August 2012) et al., 2002) Gohari dkk. (2013) with research title “The Relationship Between Rewards and Employee Performance” the study title found that extrinsic rewards in this study had a direct relationship with employee performance. The organization's rewards system often has a significant impact on employee job satisfaction levels. For many years, generally managers believed that a satisfied employee was always a good employee. In other words, if management can keep all employees happy, good performance will automatically follow (Byars, Lloyd. L. & Rue, n.d.).

H4: Extrinsic rewards affect performance by mediating job satisfaction in PT contract employees. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division.

Conceptual Framework

Figure 2.1

Conceptual Framework of Research

METHOD

Research Methods and Approaches

The approach used in this study is a quantitative approach. Quantitative approach focuses on testing hypotheses, the data used must be measurable, and will produce generalized conclusions. This study used data collection method with questionnaire dissemination technique to 52 PT contract employees. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division. Sampling techniques by census. This research approach is based on theory and hypothesis, which is followed by drawing up conceptual frameworks and then identifying variables, creating operational definitions, collecting population and sample data and conducting analysis. This study used PLS (Partial Least Square) and Sobel test analysis techniques to test the effects of mediation.

Variable Operational Measurement and Definition

Intrinsic Rewards

The object of this research consists of principal transformational leadership (X1), which includes the dimensions of Charismatic (Idealized influence), Intellectual Stimulation, Individual consideration, and Inspirational motivation so that the X1 variable consists of 14 indicators; Teacher Work Culture (X2) includes dimensions of aspects of loyalty, discipline, commitment, leadership, aspects of work performance so that the variable X2 consists of 24 indicators. Teacher Performance (Y) includes Education and Teaching dimensions, Conducting research and Knowledge Development by teachers, Community Service, Professional Attitude so that the Y variable consists of 28 indicators.

Extrinsic Rewards

Measurement and Definition of Variable OperationsExtrinsic rewards can be defined as financial and nonfinancial awards received by employees either directly or indirectly. Extrinsic rewards at PT. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division measured with seven out of 11 indicators of (Robbins & DeCenzo, 2002).

Job Satisfaction

Job satisfaction can be defined as an employee's emotional attitude towards a job. Job satisfaction at PT. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division is measured with 20 indicators of Minnesota Satisfaction Questionnaire (MSQ).

Performance

PerformanceA employee performance can be defined as the result of work in accordance with the company's provisions. Employee performance at PT. Telecommunications Indonesia, Tbk. Witel Jatim Surabaya CCAN division is measured by six indicators of (Ellinger et al., 2008)

RESULTS AND DISCUSSION

Figure 1

Outer Model Path Diagram Before Elimination

Table 1

Outer Models (Weights or Loadings) Before Elimination

Variabel	Indikator	Nilai Convergent Validity	Description
Intrinsic Rewards	Intrinsik 1	0.745950	Valid
	Intrinsik 2	0.714384	Valid
	Intrinsik 3	0.916034	Valid
	Intrinsik 4	0.787279	Valid
	Intrinsik 5	0.768945	Valid

Extrinsic Rewards	Ekstrinsik 1	0.812037	Valid
	Ekstrinsik 2	0.773522	Valid
	Ekstrinsik 3	0.893604	Valid
	Ekstrinsik 4	0.747117	Valid
	Ekstrinsik 5	0.652145	Valid
	Ekstrinsik 6	0.776445	Valid
	Ekstrinsik 7	0.812715	Valid
Job Satisfaction	KK 1	0.763019	Valid
	KK 2	0.959157	Valid
	KK 3	0.723991	Valid
	KK 4	0.705073	Valid