THE INFLUENCE OF COMPENSATION, TRANSACTIONAL LEADERSHIP
STYLE, MOTIVATION AND WORK DISCIPLINE ON EMPLOYEE PERFORMANCE IN THE SOUTH
JAKARTA CITY FIRE AND RESCUE DEPARTMENT
Oktafian Cahya Dwi Hardin1, Herry
Krisnandi2, Kumba Digdowiseiso3
1,2,3 Faculty of Economics and Business, National
University, Indonesia
Email: [email protected], [email protected]
, [email protected]*
Abstract
This research aims to find out and analyze
how big it is influence compensation, style leadership transactional, motivation And work discipline on employee performance
in the fire and rescue department. The data source in this research is primary
data and the type of data used is quantitative data by distributing
questionnaires to 100 employees of the fire and rescue department. Deep data
testing study This use method
analysis descriptive And analysis inferential. The research results show
that in partial compensation testing, transactional leadership style,
motivation and work discipline influence employee performance. Between compensation (X 1
), transactional leadership style (X 2
),
motivation (X 3 ) and work discipline (X 4 ) show that they have a
positive and significant effect. Based on processing data with use analysis regression multiple linear obtained results
equality regression as following Y = 10,108
+ 0.368 X 1 + 0.108 X 2 + 0.127 X 3 + 0.124 X 4 . Results study This showing that compensation
(X 1 ) have influence positive And significant to performance employee
(Y), transactional leadership
style (X 2 ) has a positive and significant influence on
employee performance (Y), motivation (X 3 ) has a positive and
significant influence on employee performance (Y), work discipline (X 4
) has a
positive and significant influence on employee
performance (Y). The fire and rescue department needs to evaluate and improve
compensation, transactional leadership style, motivation and work discipline already exists to improve employee
performance.
Keywords: Compensation,
Transactional Leadership Style, Motivation, Work Discipline and Employee
Performance
INTRODUCTION
Fire
is a threat to human safety, property and the environment. The increasing
population and the increasing construction of office buildings have created a
vulnerability in the event of fire. According to Samsudin (2012:22) human
resource management is a management activity that includes utilization,
development, assessment, and providing compensation for humans as individual
members of an organization or business company.
Carrying
out the task of extinguishing fires is a job with high risks big. A officer required
own soul of taste brave, firm in leading, optimistic in
carrying out duties and good cooperation in a team to create good performance.
According to Dharma (2010:25) performance is a way to get better results for
organizations, groups and individuals by understanding and managing performance
in accordance with planned targets, predetermined standards and competency
requirements. Based on results
observation, that performance Which generated by the
employees felt Not yet maximum And can predicted factor Which become
causes include compensation, leadership style, motivation and work
discipline.
According
to Hasibuan (2017:118) compensation is all income in the form of money, direct
or indirect goods received by employees as compensation for services provided
to the company. Some of it is felt para employee
on agency Good ASN nor Honorel Not yet
feel satisfied with the salary
received, payment outside working hours such as holidays and holidays for avoid saturation para employee, so that influence quality
work produced. Research
conducted by Trilaksono (2016) shows that compensation has a positive effect on
employee performance at the Rejo Agung Madiun Sugar Factory.
Apart
from compensation, leadership factors describe the relationship between the
leader and those led and how a leader directs those led. See Which
happen on agency
that ability employee
In completing the task it is felt that it is not optimal and experiences
a decline. So it requires a special leadership style to influence and encourage
employee enthusiasm in doing their work. According to Robbins and Coulter
(2010: 159) transactional leadership style is a leader who leads by using
social exchange or transactions. Transactional leaders direct or motivate their
subordinates to work to achieve goals with give award or productivity they.
Meaning By The broad transactional leadership style
is the ability to identify subordinates' desires and help them achieve higher
levels of achievement by providing satisfying rewards. Research conducted by
Italiani (2018) proves that the transactional leadership style has a positive
and significant effect on employee performance in the HR Department of PT.
Semen Gresik (Persero) Tbk.
According
to Hasibuan (2017: 141) motivation is something that causes, channels and
supports human behavior, so that they are willing to work hard and are
enthusiastic about achieving maximum results. An employee will feel motivated
to work optimally if at work they can fulfill their daily needs. Research
conducted by Sendow, Mekel and Tindow (2014) shows that motivation has a
positive and significant effect on employee performance at PT. Bank of North
Sulawesi, Calaca Branch.
According
to Darmawan (2013:41) work discipline is defined as an attitude, behavior and
actions that comply with the regulations of the organization in written or
unwritten form. There is still a lack of awareness among employees regarding
the level of discipline there is on agencies
can influence quality results performance.
This
research aims to identify factors that influence employee performance in
handling fires in an agency. Fire is a serious threat to the safety of people
and assets, especially with increasing population growth and the increasingly
rapid construction of office buildings. The factors that will be studied
include human resource management, including compensation, leadership style,
motivation, and work discipline. By better understanding how these factors
influence employee performance, it is hoped that this research can provide
valuable insights for the development of effective management strategies in
improving response and handling of fires, as well as improving safety and
service quality in emergency situations.
This
research has significant implications in increasing understanding of the
factors that influence employee performance in handling fires in an agency.
Fire is a serious threat to the safety of people and assets, especially with
increasing population growth and the increasingly rapid construction of office
buildings. By identifying factors such as human resource management, including
compensation, leadership style, motivation, and work discipline, this research
provides valuable insights for the development of effective management
strategies. The main implication is the ability to improve response and
handling of fires as well as improve safety and quality of service in emergency
situations. In addition, this research also has the potential to provide
practical guidance for organizations in improving employee performance in
fire-related tasks, so as to reduce the risks and losses caused by these
incidents. Thus, this research not only contributes to the academic field, but
also has real benefits in improving operational effectiveness and overall
community safety.
RESEARCH METHOD
The
object of this research includes employee performance which is influenced by
several factors, including compensation, transactional leadership style,
motivation and work discipline. The data used is primary data with quantitative
data type. The research was conducted at the South Jakarta City Administration
Fire and Rescue Service, whose address is Jalan Raya Lebak Bulus in November
2019. The population studied was ASN employees with a sample of 100 employees,
using a non-probability sampling technique with a purposive sampling approach.
The
data collection technique was carried out through distributing questionnaires
using a Likert scale. The operational definitions of the variables used are
explained in Table 1. The analytical methods used include descriptive analysis,
inferential analysis, instrument testing, classical assumption testing, model
feasibility testing, hypothesis testing (t test), and multiple linear
regression.
Descriptive
analysis is used to describe or describe data without making general
conclusions or generalizations. Meanwhile, inferential analysis is used to
analyze sample data and the results are applied to the population. Multiple
linear regression is used to determine the effect of the independent variable
on the dependent variable. Apart from that, validity tests, reliability tests,
normality tests, autocorrelation tests, heteroscedasticity tests,
multicollinearity tests, F tests, and coefficient of determination (R2) were
also carried out to assess the feasibility of the regression model and the
influence of each independent variable partially on the dependent variable.
A. Research result
Regression Multiple
Linear
Y = 10.108 +0.368
X 1 + 0.108 X 2 + 0.127 X 3 + 0.124 X
4 + e
Test Validity
And Reliability
Table 1. Results Test Validity And Reliability
|
Variable |
r Count |
r Table |
Results |
Alpha Cronbach |
Status |
|
Compensation 1 |
0.348 |
0.165 |
Valid |
0.780 |
Reliable |
|
2 |
0.406 |
0.165 |
Valid |
|
|
|
3 |
0.577 |
0.165 |
Valid |
|
|
|
4 |
0.517 |
0.165 |
Valid |
|
|
|
5 |
0.505 |
0.165 |
Valid |
|
|
|
6 |
0.611 |
0.165 |
Valid |
|
|
|
7 |
0.373 |
0.165 |
Valid |
|
|
|
8 |
0.559 |
0.165 |
Valid |
|
|
|
Transactional Leadership Style |
|
|
|
0.917 |
Reliable |
|
1 |
0.730 |
0.165 |
Valid |
|
|
|
2 |
0.726 |
0.165 |
Valid |
|
|
|
3 |
0.792 |
0.165 |
Valid |
|
|
|
4 |
0.708 |
0.165 |
Valid |
|
|
|
5 |
0.697 |
0.165 |
Valid |
|
|
|
6 |
0.708 |
0.165 |
Valid |
|
|
|
7 |
0.711 |
0.165 |
Valid |
|
|
|
8 |
0.729 |
0.165 |
Valid |
|
|
|
Motivation |
|
|
|
0.740 |
Reliable |
|
1 |
0.696 |
0.165 |
Valid |
|
|
|
2 |
0.556 |
0.165 |
Valid |
|
|
|
3 |
0.192 |
0.165 |
Valid |
|
|
|
4 |
0.373 |
0.165 |
Valid |
|
|
|
5 |
0.409 |
0.165 |
Valid |
|
|
|
6 |
0.386 |
0.165 |
Valid |
|
|
|
7 |
0.281 |
0.165 |
Valid |
|
|
|
8 |
0.596 |
0.165 |
Valid |
|
|
|
Work Discipline |
|
|
|
0.870 |
Reliable |
|
1 |
0.478 |
0.165 |
Valid |
|
|
|
2 |
0.639 |
0.165 |
Valid |
|
|
|
3 |
0.726 |
0.165 |
Valid |
|
|
|
4 |
0.576 |
0.165 |
Valid |
|
|
|
5 |
0.671 |
0.165 |
Valid |
0.712 |
Reliable |
|
6 |
0.616 |
0.165 |
Valid |
||
|
7 |
0.680 |
0.165 |
Valid |
||
|
8 |
0.601 |
0.165 |
Valid |
||
|
Employee Performance |
|
|
|
||
|
1 |
0.280 |
0.165 |
Valid |
||
|
2 |
0.339 |
0.165 |
Valid |
||
|
3 |
0.486 |
0.165 |
Valid |
||
|
4 |
0.369 |
0.165 |
Valid |
||
|
5 |
0.338 |
0.165 |
Valid |
||
|
6 |
0.605 |
0.165 |
Valid |
||
|
7 |
0.269 |
0.165 |
Valid |
||
|
8 |
0.573 |
0.165 |
Valid |
Source : Results Processing Data SPSS 23
Normality test
Table 2. Results Normality test
One-Sample Kolmogorov-Smirnov Test
|
|
Unstandardized Residuals |
|
|
N |
|
100 |
|
Normal Parameters a, b |
Mean |
,0000000 |
|
|
Std. Deviation |
2.62380271 |
|
Most Extreme Differences |
Absolute |
,136 |
|
|
Positive |
,136 |
|
|
Negative |
- ,104 |
|
Test Statistics |
|
,136 |
|
Asymp. Sig. (2- tailed) |
|
,396 c |
a.
Test distribution is Normal.
b.
Calculated
from data.
c.
Lilliefors
Significance Corrections.
Source : Results
Processing Data SPSS 23
Obtained
significance value or Asymp. Sig (2-tailet) is 0.396 which is located in on 0.10 so
that can concluded that data distribute normal
and suitable for use in regression models.
Autocorrelation Test
Table 3. Autocorrelation
Test Results
Source : Results
Processing Data SPSS 23
The
Durbin-Watson score is 2.040. Thus it can be concluded that mark d as big as 2,040 located between
dU ≤ d ≤ (4-dU)
(1,758 < 2,040 < 2.242) so it can be concluded that there
is no autocorrelation in the regression model used in this research.
Heteroscedasticity Test
Table 4.
Results Test Park
Coefficients a
|
Model |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
7,234 |
2,787 |
|
2,596 |
,011 |
|
|
Compensation |
,089 |
,075 |
,173 |
1,361 |
,142 |
|
|
Transactional_Leadership_Style |
,001 |
,042 |
,003 |
,032 |
,974 |
|
|
Motivation |
,072 |
,062 |
,111 |
1,165 |
,247 |
|
|
Work_Discipline |
,007 |
,055 |
,012 |
,121 |
,904 |
a. Dependent
Variable: LNU2I
Source : Results
Processing Data SPSS 23
Obtained mark sig each – each variable independent more big from 10 % or 0.10, it can be concluded that there
are no symptoms of heteroscedasticity.
Multicollinearity Test
Table 5. Results Multicollinearity 
test
_
Source : Results Processing Data SPSS 23
The VIF value obtained for
the compensation variable (X 1 ) was 1.068, transactional leadership style (X
2 ) was 1.062, motivation (X 3 ) was 1.060 and work discipline (X 4
) was
1.048, while the tolerance value for the compensation variable (X 1
) of
0.936, transactional leadership style (X 2 ) of 0.941, motivation (X 3
) of
0.943 and work discipline (X 4 ) of 0.954. From four mark VIF from variable
is ≤ 10.00 And mark tolerance more from ≥ 0.1,
which means that the regression model does not contain multicollinearity.
Test F
Table 6.
Results F test
Source : Results Processing Data SPSS 23
It can be explained that the
calculated F value is 15.269, so that the F Table
value (α = 10%) which is 2.00 because the calculated
F value is
greater than F Table (15.269 > 2.00)
with a significance level of 0.000 < 0.10, so it can be concluded that Ho is rejected And Ha accepted,
means compensation (X 1 ), style leadership transactional (X 2 ), motivation (X 3
) And discipline Work (X
4 ) influential to performance employee
(Y). From results explanation the showing that model Which developed In feasible research, it means that the
variables used in the model are able to explain the model being analyzed.
Coefficient Determination (R 2 )
Table 7. Results
oefficient Determination (R 2 )
Source : Results
Processing Data SPSS 23
Got it mark Adjusted R Square shows value 0.366 or 36.6%, which means that the variables compensation
(X 1 ), transactional leadership style (X 2 ), motivation (X 3
) and
work discipline (X 4 ) contribute to influencing employee
performance, while the remaining 63.4% is influenced by other variables not
analyzed in this study.
Testing Hypothesis (Test t)
Table 8. t test results
Source : Results
Processing Data SPSS 23
Calculated
t value
for compensation (X 1 ) is 5.039 with a significance level of 0.000, whereas
mark t table with df = nk-1 (100-4-1
= 95), level significance 0.10 is obtained number 1,662. Because
t Count > t table (5,039 > 1,662) with level significant (0.000 < 0.10), then Ho is
rejected and Ha is accepted, meaning that compensation (X 1 ) has a
positive and significant effect on employee performance (Y).
For mark t Count style leadership transactional (X 2 ) as
big as 2,612 with a significance level of 0.10, while the t table
value with df
= nk-1 (100-4-1 = 95), with a significance level of 0.10, the figure is 1.662.
Because t count > t table (2.612 > 1.662) with
a significant level (0.010 < 0.10), then Ho is rejected and Ha is accepted,
meaning that transactional leadership style (X 2 ) has a positive and
significant effect on employee performance (Y).
For mark t Count motivation
(X 3 ) as
big as 2,094 with level significance 0.10, while the t table value with df = nk-1 (100-4-1 =
95), a significance level of 0.10 is obtained number 1,662. Because
t Count > t table (2,094 > 1,662) with level significant (0.039 < 0.10), so Ho rejected
And Ha accepted, means motivation (X 3 ) influence
on employee performance (Y).
For the value of t Calculate
discipline work (X 4 ) amounting to 2.321 with a significance level of 0.10, whereas
mark t table with df = nk-1 (100-4-1
= 95), level significance 0.10 is obtained number
1,662. Because t Count > t
table (2,321 > 1,662) with level significant (0.022 < 0.10), then Ho is
rejected and Ha is accepted, meaning that work discipline (X4 )
has an
effect on employee performance (Y).
B. Discussion
1. Influence Compensation To Performance Employee
Based on the research results, it shows that
compensation (X1 ) which consists of 4
dimensions, namely salary (wages), incentives, allowances and facilities, has
an influence on employee performance (Y). This is proven from the intermediate t test variable
compensation (X 1
) to performance employee
(Y) showing t count as big as
5,039 coefficient regression as big as 0.368 And mark probability as big as 0.000
which is smaller than 0.10. These results show that the compensation variable (X 1 ) influential positive And significant to performance employee
(Y). Matter This in
line with study previous Which done by Trilaksono
(2016) shows that
compensation has a positive effect on employee performance at the Rejo Agung
Madiun Sugar Factory. This means that providing compensation in an organization
can improve the quality of employee performance results.
2. The
Influence of Transactional Leadership Style on Employee Performance
Based
on the research results , it shows that style transactional leadership (X 2 ) Which consists
from 4 dimensions that is rewards
contingent, management
active, management passive
And Laissez-Faire, there is
influence on performance employee
(Y). Matter This proven from testing test t between the transactional leadership
style variable (X 2 ) and employee performance (Y) shows t count as big as 2,612 coefficient regression as big as 0.108 And mark probability as big as
0.010 Which more small from 0.10. Results
the shows that style variables leadership transactional (X 2 ) influential positive
and significant to performance employee (Y). Study previous which is conducted by Italiani
(2018) results showing
that style leadership transactional has a positive and significant effect on employee
performance in HR at PT. Semen Gresik (Persero) Tbk.
3. The
Influence of Motivation on Employee Performance
Based on results study showing that motivation (X 3 ) Which consists From the 4 dimensions ,
namely the work itself, supervision, working conditions and recognition or
appreciation, there is an influence on employee performance (Y). This is proven by testing the t
test between the motivation variable (X 3 ) on employee performance (Y) showing t count as big as 2,094 coefficient regression as big as 0.127
and the probability value is 0.039 which is
smaller than 0.10. These results show that the motivation variable (X 3 ) has a positive and
significant effect on performance employee
(Y). Study previous
Which done by Tindow,
Mekel And Sendow (2014) showing
that motivation influential positive and
significant to the performance of PT employees. Bank of North Sulawesi, Calaca
Branch.
4. The
Influence of Work Discipline on Employee Performance
Based on the research
results, it shows that work discipline (X4) consists of from 4 dimensions that is
example leader, reply
service, penalty punishment And assertiveness,
there is an influence on employee performance (Y). This is proven by testing the t test between
the work discipline variable (X 4 ) and employee performance (Y) showing t count of 2.321, the regression coefficient is 0.124
and the probability value as
big as 0.022 Which more small from 0.10.
Results the shows that the work discipline
variable (X 4 ) has a positive and significant effect on employee
performance (Y). The results of previous research conducted by Husain (2018)
show that work discipline has a positive and significant effect on the
performance of PT employees. Bank Danamon Tbk Bintaro Branch.
CONCLUSION
Based on the results of the
hypothesis test, it shows that compensation (X 1 ) has a
positive and significant effect on employee performance (Y), meaning that
compensation taken into account with Good like incentive And Also facility
towards employees, employee performance will increase and conversely, if
incentives and facilities are not properly considered then employee performance
will be low.
Based
on the results of hypothesis testing, it shows that the transactional leadership
style (X 2 ) has a positive and significant effect on
employee performance (Y), meaning that if the transactional
leadership style is implemented well, such as giving rewards and a leader
invites his subordinates to follow in taking decision
so performance employee
will increases and
conversely, if this is not implemented well then employee performance will be
low.
Based on the results of
hypothesis testing, it shows that motivation (X 3 ) has a positive
and significant effect on employee performance (Y), meaning that if motivation
is interpreted with Good like method leader give instruction, motivation and appreciation for employees
will increase employee performance And otherwise
matter the No applied with Good so employee
performance will be low.
Based on the results of
hypothesis testing, it shows that work discipline (X4 ) has a
positive and significant effect on employee performance (Y), meaning that if
work discipline is implemented well, such as punitive sanctions and strictness
towards employees, employee performance will increase and vice versa if
punitive sanctions and strictness are not If you pay attention properly,
employee performance will be low.
Based
on the results of the Coefficient of Determination test (R 2 ) that
compensation, leadership style transactional, motivation And discipline Work give The influence on employee performance was
36.6% and the remaining 63.4% was influenced by other factors not examined in
this research.
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