Syntax
Literate: Jurnal Ilmiah
Indonesia p�ISSN: 2541-0849 e-ISSN: 2548-1398
Vol. 7, No.
11, November 2022
The Effect Of Compensation, Motivation And Work Ethic On The Performance Of Employees Of Ernaldi Bahar Hospital, South
Sumatra Province
Tien Yustini, Luis Marnisah, Yusnila Rochmah
Faculty of Economics, Master of Management
Program, Indo Global Mandiri University Palembang,
Indonesia
Email : [email protected]
Abstract
The purpose of this study is
specifically to obtain the results of the analysis of the effect of
compensation, motivation and work ethic on employee performance, either
partially or simultaneously. The research method uses an analytical survey,
data collection is done by interview using a questionnaire. This research is associative
research, where in this study there are variables that are related and can
influence other variables. The samples in this
study are the total population, namely all administrative employees of Ernaldi Bahar Hospital with the
status of Civil Servants totaling 113 people. Data processing using SPSS.
Testing the data using the t-test, shows that the Sig value for each variable is
Compensation (X1) = 0.000; Motivation variable (X2) = 0.014; and work ethic
variable (X3) = 0.001 smaller than 0.05. The results of this research indicate that
compensation, motivation, and work ethic (independent variable) partially
affect the employee performance variable (dependent variable). Based on testing
the data using the F test, the value of Sig (0.000) <0.05 was obtained. Thus it is concluded that compensation and motivation as
well as work ethic have a simultaneous effect on performance. The common thread
of research is that compensation and motivation as well as work ethic have a
positive and significant effect on the performance of Ernaldi
Bahar Hospital employees, either partially or
simultaneously. The strategy to improve the performance of the Ernaldi Bahar Hospital employees
can be done by first formulating the compensation given to employees by
considering the workload, then building work motivation to help each other in
completing the work and finally increasing the employee's work ethic by
providing adequate facilities in carrying out the work.
Keywords : Compensation, Motivation, Performance, Work ethic
Introduction
Competition in the increasingly fierce service business world is a
challenge for companies to continue to develop and innovate to face
competition. Increasingly fierce competition makes companies have to continue
to have better performance. To achieve better performance, companies must be
able to manage existing resources. Good management of company resources is
important to continue to improve. The existence of human resources is an
integral part of a company, both large and small companies. The human resources
within the company are interrelated with every part of the company and have a
very important role in the company's continued existence. Human resources with
good and reliable performance can make a company able to compete and maintain
its existence in the business world. Developments in the business world will be
achieved if supported by qualified Human Resources (HR). Companies with high-quality
human resources are able to carry out organizational functions properly so that
they are able to achieve goals and increase company success (Ilyas,
2020). To get high-quality resources can be seen and measured
through performance. Basically, performance refers to the level of achievement
of the tasks that make up an employee's job. Performance is a description of
the level of achievement of the implementation of the duties of an
organization, in an effort to realize the goals, objectives, mission and vision
of the organization. To be able to follow all developments and achieve the
goals of a company, employee performance must always be improved (Ilyas, 2020).
Service companies are also inseparable from efforts to always improve
employee performance. Continuous improvement of employee performance is also
applied to organizations engaged in services such as hospitals. Hospitals are
always required to provide optimal service to patients and improve and maintain
the performance of their employees so that they are always good. Considering
that employee performance does not always increase, there are times when
employee performance also decreases. A good hospital always puts the patient's
interests first and always tries to provide the best service to patients.
Ernaldi Bahar Hospital, South Sumatra Province, in the Alang-Alang Lebar
Village, Palembang. Based on the results of interviews conducted with the
General & HR Section, it is known that the performance of Ernaldi Bahar
Hospital employees is still low. This is indicated by the large number of jobs
that are not completed on time, the attitude of employees who are not friendly
to visitors, and employees who are not fast and proficient in serving visitor
requests. Based on interviews conducted with 10 visitors to the Ernaldi Bahar
Hospital, South Sumatra Province, it was found that 6 out of 10 visitors
interviewed stated that they were dissatisfied with the services of the Ernaldi
Bahar Hospital, South Sumatra Province, as evidenced by doctors' hours that
were sometimes not on time and lack of service. The emergency that every
hospital should be able to handle.
The low performance of Ernaldi Bahar Hospital employees can be caused by
several factors. The results of a pre-survey conducted by researchers on 30
employees of Ernaldi Bahar Hospital regarding the factors that support employee
performance. Each employee of the 30 respondents chose one of the three answers
regarding factors that should receive more attention from Ernaldi Bahar
Hospital to support employee performance. From the results of the pre-survey,
it can be seen that compensation is the highest factor, namely 50% or as many
as 15 respondents. Then followed by a motivational factor of 30% or as many as
9 respondents. Work ethic is the factor with the smallest percentage, namely
20% or as many as 6 respondents. Based on the results of the pre-survey, this
research focused on the variables of compensation, motivation and work ethic (Results
of the Researcher's pre-survey, 2022).
In addition, several phenomena and problems found at the Ernaldi Bahar
Hospital in South Sumatra Province are indicators of low employee performance
at the Ernaldi Bahar Hospital in South Sumatra Province, which is suspected as
a result of low employee motivation in carrying out their work.
Based on the existing phenomena, the authors are interested in conducting
research with the title "The Influence of Compensation, Motivation and
Work Ethics on Employee Performance at Ernaldi Bahar Hospital, South Sumatra
Province".
Research methods
The research approach used in this study
is a quantitative approach. The research method used in this study is an
analytic method with a primary data analysis approach. Utilizing the primary
data in question is by using an appropriate statistical test technique to obtain
the desired data from the respondents directly to then be processed
systematically and objectively.
Population and Sample
According to Sugiyono (2012), the
population is the entire research subject. The population of this study were
all administrative employees of Ernaldi Bahar Hospital with the status of Civil Servants totaling
113 people. The sample in this study was the total population, namely all
administrative employees of Ernaldi Bahar Hospital with the status of Civil Servants totaling
113 people.
Method of collecting data
The types of data used in this research
are primary data and secondary data. Primary data was obtained directly from
respondents regarding compensation, motivation, and work ethic as well as
employee performance, while secondary data was obtained from Profiles and
Reports of Ernaldi Bahar
Hospital.
Data analysis
To determine the effect of compensation,
motivation and work ethic on employee performance, parametric statistical data
analysis techniques are used. The analysis in this study uses parametric
statistics using multiple linear regression models. All data analysis
calculations will be assisted by using statistical software, namely SPSS for
Windows version 16.
Research Results and Discussion
Research result
1. Distribution of Respondents Based on Characteristics
����������� The characteristics of the
respondents in this study include age, gender, years of service and education.
The distribution can be seen in the following tables.
2.
Frequency Distribution of Respondents Based on Age
����������� The ages of the respondents in this
study were categorized into: 20 � 30; > 30 � 40; > 40 years. According to
the research results, the frequency distribution shows that there are more
respondents aged > 30-40, namely 51 people (45.1%) out of 113 respondents.
3.
Frequency Distribution of Respondents by Gender
����������� The gender of the respondents in
this study was categorized into: Male and Female. The results showed that most
of the respondents were female, namely 73 people (64.6%) from 113 respondents.
4.
Frequency Distribution of Respondents Based on Working Period
����������� Respondents' tenure in this study
was categorized into 1 � 5; > 5 � 10 ; and > 10.
Based on the results of the study, it was found that there were 54 respondents
(47.8%) of the 113 respondents had worked for > 5-10 years.
5.
Frequency Distribution of Respondents Based on Education
����������� Based on the results of the study,
it was found that most of the respondents had undergraduate degrees, namely 70
people (61.9%) from 113 respondents.
Classical
Assumption Testing Results
1)
Normality Test
����������� Data Normality Test is a test to
measure whether the data has a normal distribution. The normality test in this
study used the Kolmogorov-Smirnov test because the research data was more than
50, with a significance level of 0.05. The basis for decision making is as
follows:
The data is normally distributed, if the sig value ≥ 0.05
Data is not normally distributed, if the sig value < 0.05
����������� Based on the research results it is
known that the value of Sig (0.714) > 0.05; it is concluded that the data of
this research variable is normally distributed.
2)
Multicollinearity Test
����������� The classical multicollinearity
assumption test was carried out to find out whether there is a
relationship/correlation between the independent variables. A good regression
model should have no correlation between the independent variables. Whether or
not multicollinearity exists can be seen from the tolerance and VIF (Varian
Inflation Factor) with the following conditions:
If the Tolerance value is > 0.1 and VIF < 10, it means that there
is no multicollinearity in the regression model.
If the Tolerance value ≤ 0.1 and VIF ≥ 10, it means that
there is multicollinearity in the regression model.
����������� As for the results of the Data
Multicollinearity Test in this study, it is known that the Tolerance value in
the Compensation variable (X1) and the Motivation variable (X2) and the Work
Ethics variable (X3) is greater than 0.1. In addition, the VIF value on the
Compensation variable (X1) and the Motivation variable (X2) and the Work Ethic
variable (X3) are smaller than 10. Thus it can be
concluded that there is no multicollinearity.
3)
Heteroscedasticity Test
����������� The heteroscedasticity test aims to
test whether in the regression model there is an inequality of variance from
the residuals of one observation to another. A good regression model should not
have heteroscedasticity. The basis for decision making, namely:
Heteroscedasticity does not occur, if there is no clear pattern and the
points spread above and below the number 0 on the Y axis
Heteroscedasticity occurs, if there is a certain pattern such as dots
that form a regular pattern (if wavy it widens then narrows).
����������� The results of the
Heteroscedasticity Test in this study showed that there was no clear pattern
and the points spread above and below the number 0 (zero) on the Y axis, it is
considered that there is no heteroscedasticity so it can be concluded that the
regression model meets the assumption of normality and there is no
heteroscedasticity.
Coefficient
of Determination (Adjusted R Square)
����������� The coefficient of determination
(Adjusted R Square) basically measures how far the model's ability to explain
the variation of the dependent variable. The value of the coefficient of
determination is between zero and one. The small Adjusted R Square value means
that the ability of the independent variables to explain the variation in the
variables is very limited. A value that is close to one means that the
independent variables provide almost all the information needed to predict the
variation of the dependent variable (Ghozali, 2011).
����������� As for the results of the analysis
of the coefficient of determination in this study that the value of the
Correlation Coefficient (R) = 0.917 and the Adjusted R Square value is 0.837. Thus it is known that KD = 83.7%; meaning that Employee
Performance can be explained (influenced) by the variables of Compensation and
Motivation and Work Ethics of 83.7%, while the remaining 16.3% is explained
(influenced) by other variables not examined.
Analysis and Discussion
1. Effect
of Compensation on Employee Performance
The results of the analysis
of the effect
of compensation on employee performance
using the t test in this study obtained a Sig value of 0.00. Thus it is
concluded that compensation has a partial effect on employee
performance.
According to Mangkunegara (2021), compensation
is an award
in the form of money given
by the leadership
of the organization
to employees so that they
work with high enthusiasm and achievement in achieving organizational goals or in other
words, work compensation is the provision of
money outside of salary. given
by the leadership
of the organization
as recognition of work performance and contribution of employees to
the organization. The general purpose of providing compensation
is to attract,
retain and motivate employees. Thus it can
be concluded that compensation is remuneration from the organization
to its employees
for the employee's
contribution to the hospital.
The results of this study are in line with the
results of Rukiah's research 2016 (Rukiah,
2016), her journal
entitled "The Effect of Work Ethics
and Providing Compensation on the Performance of Lecturers and Employees
in the Padangsidimpuan IAIN
Environment". The results
of the analysis
using the t-test show that there is
an effect of compensation on performance partially obtained by t count 4.455 > t table 1.691, meaning that compensation has a significant effect on lecturer performance.
Based on the results of
this study, the researchers assume that there is
an effect of compensation on employee performance
because as far as the organization is concerned, employee
compensation programs are designed for three
things, namely to attract capable
employees in the organization, to motivate them to
achieve superior performance,
and to creating
a long service life.
Compensation can motivate employees to achieve superior performance. By providing compensation, a formal bond of cooperation is established between the employer
and the employee.
Employees must carry out their
duties properly, while employers/employers are required to pay compensation.
With a good compensation program, the influence of labor
unions can be avoided and
employees will concentrate on their work. Superior achievement can be interpreted as an increase in employee performance. So, it can
be concluded that compensation can lead to
increased employee performance.
2. The Effect of Motivation
on Employee Performance
The results of the analysis
of the effect
of motivation on employee performance
using the t test in this study obtained a Sig value of 0.014. Thus it is
concluded that motivation has a partial effect on employee
performance. According to some experts,
motivation is the willingness to make high-level
efforts to achieve organizational goals conditioned by the ability
of these efforts to satisfy
the needs of a number of
individuals. Motivation is a psychological factor that indicates
an individual's interest in work, a sense of satisfaction
and responsibility for an activity
or work. Motivation is something
that causes, distributes and supports human behavior so that they
want to work
hard and enthusiastically to achieve optimal results. Motivation is something
that makes us act or
behave in certain ways. McGregor distinguishes between types X and types
Y. People of type X are lazy people, who have
to be forced
to work, and who don't want to be
burdened with responsibilities. On the other hand, people
of type Y are people who like
to work and
are happy to be responsible. People of type
Y are people who have a Proactive work motivation, while people of
type ْX are people who have
a Reactive work motivation (Munandar, 2021).
Based on the results of
this study, the researchers assume that there is
an influence of motivation on
employee performance because an employee
will have more motivation to work or
motivation with an award.
An employee wants to get
an award that directly motivates
them to work.
A comfortable work environment will provide a motivational boost to work.
A good work environment can support the implementation
of work so
that they have enthusiasm for work and
improve employee performance.
Motivation is an activity that
causes, distributes, and maintains human behavior. This motivation is an
important subject for managers because
according to the definition of managers must
be with and
through other people. Work motivation
is the provision
of the driving force that creates a person's work motivation
so that they
want to cooperate,
work effectively and integrate with
all their efforts to achieve
satisfaction. Motive is a movement that
encourages needs within employees that need to
be fulfilled so that employees
can adapt to their environment,
while motivation is a condition that drives employees
to be able
to achieve the goals of
their motives. Indicators of motivation
include hard work, future orientation,
high level of aspirations, task/goal orientation, the effort to progress, persistence, co-workers selected by experts, and utilization of time. One way to
measure employee motivation is to
use the expectancy
theory. Expectancy theory suggests that it is
useful to measure the attitudes
of individuals.
The results of this study are in line with the
results of Budianto's research 2017 (Budianto, 2017) entitled "The Influence of Work Ethics,
Work Motivation and Financial Compensation on Employee Performance".
The results of his research concluded that motivation influences employee performance.
Based on the explanation above, it can
be concluded that motivation indicators are encouragement and strength in an employee to
carry out certain goals. Basically, motivation can spur employees to work hard
so they can
achieve their goals. Work motivation
is a manifestation of high work
morale, some even identify it
freely, high work morale is
enthusiasm and work motivation. In general, there is a tendency for
a high productivity relationship with high morale and
motivation. Conditions of poor
morale and motivation to work
resulted in a decrease in overall work productivity.
This decrease in productivity affects the profits earned
by the hospital in the future. This
is burdensome for the prospects
of the hospital in the future if
the enthusiasm and work motivation
are taken seriously by the hospital.
High work enthusiasm and motivation do not have to lead to high
productivity, this is just an
influence on overall productivity, for example, a group of workers who
have high work enthusiasm and motivation, but are just joking
around without paying attention to work when
left by the supervisor. Enthusiasm
and motivation to work are essentially
the embodiment/embodiment of high
morale. In fact, there are those who identify or
translate it freely, high work
morale is enthusiasm and work motivation.
3. The Effect of Work
Ethics on Employee Performance
The results of the analysis
of the influence
of work ethic
on employee performance using the t test in this
study obtained a Sig value of 0.001. It was concluded
that work ethic has a partial effect on employee
performance.
A person's work ethic is
closely related to personality, behavior, and character.
Everyone has an internal being which is
who he is. Then the internal being determines the response or
reaction to external demands. The internal response of being
to the external
demands of the world of
work determines one's work ethic.
The work ethic that an
employee should have is the
totality of his personality and the way he expresses,
perceives, believes and gives meaning
to something, which encourages him to act
and achieve optimal charity so that
the relationship pattern between humans and himself
and between humans and other
creatures can be established. well (Tasmara, 2016).
The results of this study are in line with the
results of Nizam's research 2016 (Rukiah,
2016) entitled "The Relationship between Work Ethics and
Employee Performance". The results
of his research concluded that work ethic significantly
affects employee performance. For this reason, it is
important to pay attention to
the work ethic in order to improve employee performance. The results of Rukiah's research
2016 (Rukiah,
2016) entitled The Effect
of Work Ethic
and Compensation on the Performance of Lecturers and
Employees in the Padangsidimpuan IAIN Environment.
The results of his research concluded that the simultaneous
determination coefficient test results were R = 0.881 and R2 = 0.777, meaning that the work
ethic and compensation variables had an effect on
performance. The results of the t test
for the effect
of compensation on performance partially obtained t count 4.455 > t table 1.691, meaning that compensation
has a significant effect on performance.
Based on the results of
this study, the researcher assumes that there is
an influence of work ethic
on employee performance because the work ethic
possessed by an employee is
the totality of his personality and the way
he expresses, perceives, believes, and gives meaning to something,
which drives him to act
and achieve good deeds. optimally
so that the
pattern of relationships between humans and themselves
and between humans and other
creatures can be well established.
The work ethic is a positive
work behavior that is rooted
in strong cooperation, and
fundamental beliefs,
accompanied by a total commitment to an
integral work paradigm. The
term paradigm here means the main concept of work
itself which includes the underlying
ideals, governing principles, driving values, attitudes that are born, and standards to be achieved, including
main character, basic thoughts, and code of conduct. ethics, moral code, and code of
conduct for its adherents.
The importance of work ethic
for employees. Especially, for
employees who work in mental hospitals such as the Ernaldi
Bahar Hospital, this variable
must be used
as an important variable in motivating employees to work.
A high work ethic is also
one of the
benchmarks for high-performing employees. Employees who have
a good and positive work ethic
must also have good and
positive work performance as well.
4. The Simultaneous Effect of Compensation, Motivation, and Work Ethics on Employee
Performance
Multiple regression analysis of the
effect of compensation, motivation, and work ethic simultaneously
on employee performance obtained the regression line equation KP = 2.118 + 0.595.
K + 0.129 . M + 0.116. Oak.
The interpretation
of the regression
equation model is: with a constant of 2.118; meaning that if the
value of Compensation (K) and Motivation (M) and work ethic (Ek)
is 0, then the Employee Performance (KP) value is 2.118; Compensation variable regression coefficient (K) of 0.595; meaning that if the
other independent variables have a fixed value and
Compensation (K) increases by 1%, then Employee
Performance (KP) will increase
by 0.595. The coefficient is positive, meaning
that there is a positive relationship
between Compensation and Employee Performance, the higher the
Compensation, the higher the Employee
Performance;
The regression coefficient of the Motivation variable (M) is 0.129; meaning that if
the other independent variables have a fixed value
and motivation increases by 1%, then employee performance
(KP) will increase by 0.129. The coefficient is positive, meaning
that there is a positive relationship
between motivation and employee performance,
the higher the motivation, the higher the
employee performance;
The regression coefficient of the work ethic
(Ek) variable is 0.116; meaning that if the
other independent variables have a fixed value and
the work ethic has increased by 1%, then the
Employee Performance (KP) will
have increased by 0.116.
The coefficient is positive, meaning
that there is a positive relationship
between work ethic and employee
performance, the higher the work
ethic, the higher the employee
performance.
The results of statistical analysis get the
Correlation Coefficient (R)
= 0.913 and the Adjusted R Square value is 0.828. Thus it is
known that the Coefficient of Determination = 82.8%; meaning that employee
performance can be explained by
the variables of compensation and motivation and work ethic
of 82.8%, while the remaining 17.2% is explained by
other variables not examined in this study.
Testing the research hypothesis using the F test
obtained the value of Sig.
= 0.000. Thus it can be concluded
that compensation, motivation and work ethic simultaneously
influence employee performance.
The results of this
study are in line with the results of
Rukiah's research 2016 (Rukiah,
2016), with her journal entitled "The Effect of Work
Ethics and Compensation on the Performance of Lecturers and Employees
in the Padangsidimpuan IAIN
Environment", which concluded that the simultaneous determination coefficient test results of
R = 0.881 and R2 = 0.777, meaning
that the variables of work
ethic and compensation affect performance. The results of the t-test for the effect
of work ethic
on performance partially obtained t count 4.623 > t table 1.691, meaning that work
ethic has a significant effect on performance.
The results of the t-test for the effect
of compensation on performance partially obtained the value of
t count 4.455 > t table,
meaning that compensation has a significant effect on performance.
Work motivation is a manifestation of high work
morale, some even identify it
freely, high work morale is
enthusiasm and work motivation. In general, there is a tendency for
a high productivity relationship with high morale and
motivation. Conditions of poor morale and
motivation to work resulted in a decrease in overall work productivity.
This decrease in productivity affects the profits earned
by the hospital in the future. This
burdens the prospects for the
hospital in the future if the enthusiasm
and motivation to work are seriously
burdened by the hospital. High work enthusiasm and motivation do not have to lead
to high productivity,
this is just
an influence on the
overall productivity,
for example, a group of employees
who have high work enthusiasm
and motivation, but only joke
when their supervisor leaves them.
Enthusiasm and motivation to work
are essentially the embodiment/embodiment of high morale.
There are even those who identify
or translate freely, high work
morale is enthusiasm and work motivation.
The work ethic is
a positive work behavior that is
rooted in strong cooperation, fundamental beliefs,
accompanied by a total commitment to an
integral work paradigm. The
term paradigm here means the main concept of work
itself which includes the underlying
ideals, governing principles, driving values, attitudes that are born, standards to be
achieved, including main character, basic thoughts, code of conduct. ethics,
moral code, and code of conduct
for its adherents.
The importance of the
work ethic for employees, especially employees who work in mental hospitals, such as at Ernaldi Bahar Hospital, causes this variable
to be one
of the important
variables in motivating employees to work.
A high work ethic is also
one of the
benchmarks for high-performing employees. Employees who have
a good and positive work ethic
must also have good and
positive work performance as well.
Work Ethic, Compensation, and Motivation
ْWork have a positive effect
ْsimultaneously on the performance of employees of
the Ernaldi Bahar Hospital,
South Sumatra Province because every worker
who has a high work ethic, and
provides appropriate compensation in accordance with employee performance
and motivation is positively invested
in him will definitely produce ْ good and satisfying
performance so as to help and
encourage the Ernaldi Bahar Hospital, South
Sumatra Province, to be more advanced.
Conclusion
Based on the results of
the research and discussion that have been
put forward, the conclusions of this study are:
1. There is a significant positive effect of partial
compensation on employee performance at the Ernaldi
Bahar Hospital, South Sumatra Province
2. There is a significant positive effect of motivation
partially on employee performance at the Ernaldi
Bahar Hospital, South Sumatra Province.
3. There is a significant positive effect of work
ethic partially on employee performance
at the Ernaldi
Bahar Hospital, South Sumatra Province
4.
There is a significant positive effect of compensation,
motivation and work ethic simultaneously
on employee performance at Ernaldi Bahar Hospital, South
Sumatra Province.
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