FACULTY OF EDUCATION AND TEACHING OF UIN ALAUDDIN MAKASSAR
III. R ESULT AND D ISCUSSIO N
All scale comply assumption test before further analysis:
Normal, Linier and Multicolienearity.
1). Effect of Empowerment on Employee Performance Coefficientsa
Model Unstandardized
Coefficients Standardized
Coefficients t Sig.
B Std. Error Beta (Consta
nt) 24.267 5.309 4.571 .000
SE .513 .107 .510 4.776 .000
a.
Dependent Variable: SKa
. Dependent Variable: SKIn Table 1 column B obtained constants b0 = 24.267, regression coefficient b1 (SE) = 0.513. Simple linear regression equation is Y = 24.267 + 0.513. As for price statistic for variable coefficient empowerment is this = 4.776 and p-value = 0,000: 2 = 0,00 <0.05 (right hand test), or H0, meaningful empowerment positive effect on employee performance.
ANOVAa Model Sum of
Squares
df Mean Square
F Sig.
Regressio
n 389.885 1 389.885 22.81 3 .00
0b Residual 1110.861 65 17.090
Total 1500.746 66
a. Dependent Variable: SK b. Predictors: (Constant), SE
Table 2 Significance simple regression equation Based on Table 2 shows the value Fhit = 22.813 and p- value = 0.000 <0.05. This means that H0 is rejected, meaning that there is the effect of empowerment on employee performance.
Model Summary
Model 1
R .510a
R Square .260
Adjusted R Square .248
Std. Error of the Estimate 4.134
Change Statistics
R Square
Change .260
F Change 22.813
df1 1
df2 65
Sig. F Change .000 a. Predictors: (Constant), SE
Table 3 Significance Tests Correlation Coefficient X1 and Y From table 3 shows that the multiple correlation coefficient (R1,2) = 0, 510 and Fhit (F change) = 22 813, and p-value = 0.000 <0.05 or H0 is rejected. Thus, the correlation coefficient between the performance employee empowerment is meaningful or significant. This means that there is a positive and significant impact on the performance of employee empowerment. While the coefficient of determination looks at the value of R Square = 0,260 which implies that 26% of the variability of employee performance variable (Y) is explained by empowerment (X1).
2). Effect of Job Satisfaction on Employee Performance
Coefficientsa Mod
el
Unstandardized Coefficients
Standar dized Coeffici ents
t Sig.
B Std.
Error
Beta (Con
stant )
28.91
7 4.906 5.895 .000
SKK .293 .069 .464 4.221 .000 a. Dependent Variable: SK
Table 4 Linear Regression Equations
From Table 4 are in column B obtained constants b0 = 28.917, regression coefficient b1 (SKK) = 0,293. Simple linear regression equation is Y = 28.917 + 0.293 X. As for the price statistics for the coefficient variable job satisfaction is thit = 4.221 and p-value = 0.000: 2 = 0.00 <0.05 (right hand test), or H0, meaningful job satisfaction has positive effect on employee performance.
ANOVAa
Model Sum of
Squares df Mean
Square F Sig.
1
Regressi
on 322.888 1 322.888 17.81
9 .000b Residual 1177.858 65 18.121
Total 1500.746 66 a. Dependent Variable: SK b. Predictors: (Constant), SKK
Based on Table 5 shows the value Fhit = 17.819 and p- value = 0.000 <0.05. This means that H0 is rejected, meaning that there is the effect of job satisfaction on employee performance.
Model Summary
Model 1
R .464a
R Square .215
Adjusted R Square .203
Std. Error of the Estimate 4.257
Change Statistics
R Square
Change .215
F Change 17.819
df1 1
df2 65
Sig. F Change .000 a. Predictors: (Constant), SKK
Table 6 Correlation Coefficient Significance X2 and Y From Table 6 shows that the multiple correlation coefficient (R1,2) = 0, 464 and Fhit (F change) = 17.819 and p-value = 0.000 <0.05 or H0 is rejected. Thus, the correlation coefficient between job satisfaction with employee performance is meaningful or significant. While the coefficient of determination looks at the value of R Square = 0.215 which implies that 21.5% variability of employee performance variable (Y) can be explained by job satisfaction (X1).
3). Effect of Empowerment and Job Satisfaction on Employee Performance
Multiple linear regression is a regression in which the dependent variable (Y) connected or described in more than one variable, maybe two, three and so on independent variables (X1, X2, X3,..., Xn) but still shows a diagram linear relationship (Iqbal Hasan) [7].
This method is used to determine there any effect of empowerment and job satisfaction on employee performance Education and Teaching Faculty of UIN Alauddin Makassar.
In other words, the use of this analytical model with a reason to know the effect of independent variables on the dependent variable (empowerment (X1) and job satisfaction (X2) on employee performance (Y))
a) Multiple Regression Analysis
If a dependent variable is associated with two independent variables then the multiple linear regression equation (Iqbal Hasan) [7] is Y = a + b1x1 + b2X2. The value of the coefficient a, b1, b2 can be determined in several ways (Iqbal Hasan) [7] as follows:
Coefficientsa
Model Unstandardized
Coefficients Standardize d
Coefficients
T Si
g.
B Std. Error Beta
(Constan
t) 18.739 5.646 3.31
9 .0
01
SKK .176 .075 .280 2.35
1 .0 22
SE .373 .120 .371 3.11
8 .0
03 a. Dependent Variable: SK
Table 7 Dual Linear Equations and Significance Coefficient Regression Equations
From Table 7 in column B obtained constants b0 = 18.739, regression coefficient b1 (SE) = 0.373, and b2 (SKK) = 0.176. Multiple linear regression equation is Y = 18.739 + 0.373 + 0.176. As for price statistic for variable coefficient empowerment is thit = 3.118 and p-value = 0.003: 2 = 0.001 <0.05 (right hand test), or H0, meaningful empowerment positive effect on employee performance.
While the price statistic for variable coefficients Job
Satisfaction is thit = 2.351 and p-value = 0.022: 2 =. 0.011
<0.05 (right hand test), or H0, meaningful job satisfaction has positive effect on employee performance.
ANOVAa
Model Sum of
Squares df Mean
Square F Sig
.
1
Regression 478.186 2 239.093 14.96 4
.00 0b Residual 1022.560 64 15.978
Total 1500.746 66 a. Dependent Variable: SK b. Predictors: (Constant), SE, SKK
Table 8 Significance Multiple Regression Equations Based on table 8 shows the value Fhit = 14.964 and p-value = 0.000 <0.05. This means that H0 is rejected, meaning that there is a linear effect of empowerment and job satisfaction on employee performance.
Model Summary
Model 1
R .564a
R Square .319
Adjusted R Square .297
Std. Error of the Estimate 3.997
Change Statistics
R Square Change .319 F Change 14.964
df1 2
df2 64
Sig. F Change .000 a. Predictors: (Constant), SE, SKK
Table 9 Significance Correlation Coefficient Ganda From table 9 shows that the multiple correlation coefficient (R1,2) = 0, 564 and Fhit (F change) = 14.964 and p-value = 0.000 <0.05 or H0 is rejected. Thus, the multiple correlation coefficient between Empowerment and Job Satisfaction with employee performance is meaningful or significant which implies that 31.9% variability of employee performance variable (Y) can be explained by Empowerment (X1) and Job Satisfaction (X2). It can be concluded that the effect of empowerment and job satisfaction together on employee performance by 31.9%.
DISCUSSION
a).
Effect of Empowerment on Employee Performance.Results of statistical analysis using simple regression analysis showed that there is an effect on the performance of the employee empowerment in Education and Teaching Faculty of UIN Alauddin Makassar. Thus the hypothesis is
accepted. This means that the increased empowerment it will increase the performance of employees. These results are consistent with the results of research conducted by Alfin Arifin, Djamhur Hamid and M. Soe'oed Hakam which examines Effect of Empowerment and Motivation on Employee Performance [8]. The results showed no effect of empowerment on employee performance. Deeper analysis, it appears that the empowerment was done as a form of awareness led to its employees. It is also almost the same with the empowerment model proposed by Khan [9], among others:
1) Desire that employees are given the opportunity to identify emerging issues and develop team skills and to train employees to become superintendent (self control);
2) Trust is the establishment of mutual trust between management and employees so as to create favorable conditions for the exchange of information. For example, giving employees an opportunity to participate in policy-making, providing adequate training for employees for work needs, providing access to adequate information;
3) Confident that give encouragement to the employees so that they appear self-confidence. For example, explore ideas and suggestions from employees, expanding tasks and build networks between departments, provides scheduled job instruction and encouraging a favorable settlement;
4) Credibility is to develop a healthy working environment so as to create an organization that has a good performance. Example; view employees as a strategic partner, an increase in the target in all the work, introducing individual initiative to make changes through participation, to help resolve the differences in the determination of objectives and priorities;
5) Accountability namely that there is accountability in the process of empowerment of employees at the authority given. By setting a consistent and clear about the roles, standards and objective assessment of employee performance, this phase is a means of evaluating the performance of both the settlement and the responsibility of the authority granted. It is included in the accountability, among others, involve employees in setting standards and sizes, giving tasks and clear measure, involving employees in the determination of the standard and size, provide advice and assistance to employees in completing the work load, providing a period of time and feedback;
6) Communication is the stage of building an open communication that mutual understanding between employees and management. This openness can be realized with their criticisms and suggestions on the results and achievements which the workers.
Examples Provide time to obtain information and discuss issues openly.
b). Effect of Job Satisfaction on Employee Performance Based on the results of statistical analysis showed that there is also the effect of job satisfaction on employee
performance Education and Teaching Faculty of UIN Alauddin Makassar. Thus the hypothesis is accepted. This means that increased job satisfaction that will increase employee performance. These results are consistent with research conducted by Nurchasanah [10], which indicates that there is a positive effect of job satisfaction on employee performance.
For many people, especially the well-educated and capable, one purpose of working is to obtain job satisfaction.
Condition job satisfaction will be achieved if the work can stir strong motivation to achieve better performance. Job satisfaction was allegedly very influential on employee performance. According to Gibson [2] clearly illustrates the reciprocal relationship between performance and job satisfaction. On the one hand say job satisfaction causing performance so that workers who are satisfied will show a good performance. Further Gibson et al. [11] states there are five characteristics that achievement of work related to job satisfaction, namely: (a) wages: the amount received and perceived the same; (b) Occupation: boundary work are interesting and provide the opportunity to learn and accept responsibility; (c) promotional opportunity: the chance to get ahead; (d) supervision (supervisor): associated with monitoring capabilities to show something that attracts attention and care workers; (e) co-worker: expand the good relationship, knowing and always supporting existing tasks.
It can be formulated that job satisfaction is the satisfaction felt by individuals in their work, and deals with the attitudes and individual assessment of the job.
Differences stages of satisfaction felt by each individual depends on the value system of the existing as well as other factors that effect satisfaction with works such as pleasure and positive attitude earned by the employees after stints serve the needs of students as well as a responsibility that must be resolved as they attempt to make the program successful in the Faculty.
c). Effect of Empowerment and Job Satisfaction the Employee Performance
The results showed that there are significant empowerment and job satisfaction on employee performance Education and Teaching Faculty of UIN Alauddin Makassar.
Thus the hypothesis is accepted. This means that the increased empowerment and job satisfaction of employees it will increase the performance of employees. Seeing the results of this research, no one has done the same study.
Therefore, this research is new.
The existence of positive and significant effect empowerment and job satisfaction on employee performance illustrates that the empowerment undertaken by the leadership of the employees may be said to run as expected, coupled with the satisfaction felt by employees in their work reasonably well affect their performance.
These results indicate that there is a management function at the Faculty of Education and Teaching currently perceived changes because walking amicably. This illustrates that turned togetherness in work shows that how the organization will work well if the functions of planning, implementation, assessment and control of on target and objectives to be achieved. According to Muh. Amri (August 25, 2016 interview) that in the lead faculty always involve
vise dean and the leaders of the Faculty before issuing a policy dealing with the tasks at the Faculty so that the service functions work well. At the very least, the function of leadership directly controls performed one to two times a month. It is recognized that a collegial model of participative or democratic leadership may be important applied in developing an institution such as the Faculty.
IV. CONCLUSIONS
Based on the results of data analysis and discussion, we can conclude several important things:
1. There empowerment effect positively and significantly on employee performance Faculty of Education & Teaching (FTK) UIN Alauddin Makassar. This means that the increased empowerment of employees it will increase employee performance Faculty of MT & Teaching (FTK) UIN Alauddin Makassar. The amount of the effective contribution of empowerment on the performance of employees is 26%.
2. There is a positive and significant effect job satisfaction on employee performance Faculty of Education & Teaching (FTK) UIN Alauddin Makassar. This means that increasing employee satisfaction then it will increase employee performance Faculty of Education & Teaching (FTK) UIN Alauddin Makassar. The amount of job satisfaction effective contribution to the employees performance of 21.5%.
3. There is the effect of empowerment and job satisfaction positively and significantly on employee performance Faculty of Education & Teaching (FTK) UIN Alauddin Makassar. This means that the increased empowerment and job satisfaction of employees it will increase employee performance Faculty of Education & Teaching (FTK) UIN Alauddin Makassar. The amount of the effective contribution of empowerment and job satisfaction on the employees performance of 31.9%. there are 68,1%
other contribution from other factors.
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