View of The Effect of Leadership Style, Work Discipline, and Work Motivation on Employee Performance at Kantor Pos Cabang Utama Surabaya 60000

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The Effect of Leadership Style, Work Discipline, and Work Motivation on Employee Performance at Kantor

Pos Cabang Utama Surabaya 60000

Nurjihan Khofifah Islamiyah

Department of Management, Narotama University Jl. Arif Rahman Hakim No 51, 60117, Surabaya, Indonesia

[email protected]

Abstract

The urgency of human resources is a factor to win the fierce global competition in the midst of uncertainty. This urgency is needed by companies, one of which is Kantor Pos Cabang Utama Surabaya 60000. Based on observations, it was found that the problem of a slightly free leadership style, an increase in the accumulation of absences, and the need for work motivation as a mobilizer. This study aims to determine the influence of leadership style, work discipline, and work motivation on the performance of employees at Kantor Pos Cabang Utama Surabaya 60000. The study sample was obtained by 90 employees with a nonprobability sampling technique of saturated or census sample type. The source of the research data uses surveys collected through questionnaires. This study is quantitative with multiple linear regression analysis treated using IBM SPSS Statistics 26. The results of the study obtained that, Leadership Style has a significant partial positive effect on Employee Performance. Work Discipline has a significant partial positive effect on Employee Performance.

Work Motivation has a significant partial positive effect on Employee Performance. Leadership Style, Work Discipline, and Work Motivation have a positive simultaneous effect on Employee Performance.

Keywords:

Employee Performance, Leadership Style, Work Discipline, Work motivation

1. Introduction

Indonesia's National Development on the basis of Pancasila is to build the whole person and the development of Indonesian society as a whole. The success of national development is the support of human resources who have capacity and quality. Human Resource Development (HR) is Indonesia's nation-building strategy to accelerate economic growth in improving the welfare of the people. The urgency of human resource development is a key factor in winning global competition in the midst of uncertainty, so full support from all stakeholders is needed (Kementerian Sekretariat Negara Republik Indonesia, 2019). The urgency of Human Resources (HR) is even needed in companies that have been established for a long time, one of which is Kantor Pos Cabang Utama Surabaya 60000. Based on observations, it was found that the application of a leadership style was a little free so that there were no concrete instructions so that work obstacles arose, in addition to the lack of supervision from the leadership which resulted in work errors and the work was not able to be completed according to procedures. Furthermore, it was found that work discipline was measured through accumulated attendance in the August-October 2022 period, especially in September, there was an increase in absenteeism by 1002 employees, resulting in obstacles to unresolved work. The work motivation of employees is also necessary as a cog that affects the achievement of a person's work. Without a stable work motivation, employees will not succeed in completing work optimally. Based on this background, this study focuses on examining the influence of leadership style, work discipline, and work motivation on employee performance at Kantor Pos Cabang Utama Surabaya 60000.

2. Literature Review 2.1. Previous Research

Research conducted by Agustin (2021) with the aim of determining the influence of leadership style on employee performance at PT. Agustin. Gama Panca Makmur in Tangerang found that leadership style has a positive and significant effect on employee performance in the company. Research by Ariesni & Asnur (2021) with the aim of analyzing work discipline on employee performance with a sample of 30 people found that, work discipline affects employee performance. Research conducted by Thang & Nghi (2022) with the aim of evaluating the influence of work motivation on the work results of Otsuka Japan employees found that, there is a positive relationship between work motivation and employee performance. Research by Suwanto (2020) with the aim of determining the influence of leadership and work motivation on the performance of employees of the El-

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Raushan Tangerang Bmt Cooperative found that leadership and work motivation simultaneously have a positive and significant effect on employee performance.

2.2. Theoretical Foundations 2.2.1. Leadership Style

Leadership style is a behavior used by leaders to lead someone to achieve certain goals. According to Nanang Kohar Aris Hidayat (2018) leadership style is a pattern of behavior designed in such a way as to influence his subordinates in order to maximize the performance of his subordinates so that organizational performance and organizational goals can be maximized.

2.2.2. Work Discipline

Work discipline is an encouragement for employees to meet the demands of a company that must be obeyed. According to Afandi (2018) states that discipline is basically a management action to encourage company members to comply with various provisions and regulations that apply in an organization, which include: (1) The existence of rules or regulations; (2) The existence of the obedience of the followers; (3) There are sanctions for violators.

2.2.3. Work Motivation

Work motivation is a behavioral impulse to perform an action. According to Hasim (2019) work motivation is a passion or passion for work that arises from a person to act as expected.

2.2.4. Employee Performance

Employee performance in a company has factors that come from within one's own human resources and from outside of themselves. According to Mangkunegara in Masram & Mu’ah (2017) stated that employee performance is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given.

2.3. Relationships Between Variables

2.3.1. The Effect of Leadership Style (X

1

) On Employee Performance (Y)

Supported by a previous study by Agustin (2021); Aisah (2020) with the results of leadership style partially significantly affecting employee performance. Therefore, leadership style has an influence in giving instructions to employees.

H1: Leadership style has a partial significant effect on employee performance.

2.3.2. Effect of Work Discipline (X

2

) On Employee Performance (Y)

Supported by a previous study by Ariesni & Asnur (2021); Prasetyo & Marlina (2019); Pratama (2020) with the results of work discipline having a partial significant effect on employee performance. With these findings, for this study the hypotheses tested are:

H2: Work discipline has a partial significant effect on employee performance.

2.3.3. Effect of Work Motivation (X

3

) On Employee Performance (Y)

Supported by a previous study by Fauziah et al. (2020); Ma’ruf & Chair (2020); Suwanto (2020)with the results of motivation having a partial significant effect on employee performance. With these findings, for this study the hypotheses tested are:

H3: Work motivation has a partial significant effect on employee performance.

2.3.4. Influence of Leadership Style (X

1

), Work Discipline (X

2

), Work Motivation (X

3

) On Employee Performance (Y)

Supported by a previous study by Insan & Saragih (2019) with the results of leadership style, work discipline, and work motivation have a simultaneous significant effect on employee performance. With these findings, for this study the hypotheses tested are:

H4: Leadership style, work discipline, and work motivation have a significant simultaneous effect on employee performance.

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2.4. Conceptual Framework of Research

Figure 1.

Source: Researcher's Processed Results (2022)

2.5 Hypothesis

H 1: Leadership Style (X1) has a partial significant effect on Employee Performance (Y) H 2: Work Discipline (X2) has a partial significant effect on Employee Performance (Y) H 3: Work Motivation (X3) has a partial significant effect on Employee Performance (Y)

H4: Leadership Style (X1), Work Discipline (X2), and Work Motivation (X3) have a simultaneous significant effect on Employee Performance (Y)

3. Research Methods

3.1 Types of Research, Samples, and Data Collection

This research is quantitative conducted at Kantor Pos Cabang Utama Surabaya 60000in August-October 2022. The study population was 90 employees of Kantor Pos Cabang Utama Surabaya 60000. The research sample used a nonprobability sampling technique of saturated or census sample type, where the entire population was used as a sample, so that the research sample was 90 people. The source of the research data used a survey collected through a questionnaire and measured using a Likert scale of 1-5.

Leadership Style Work Discipline

Work Motivation

Employee Performance H1

H2

H3 H4

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3.2. Operational Variables and Definitions

Table 1. Definition of Research Operational Variables

Variable Indicators Questionnaire Items Scale

Leadership Style (X1) According to Paramita (2017)

Decision-making ability Motivational abilities Communication skills The ability to control

subordinates Responsibilities of a leader

Leaders are able to make decisions Leaders are able to provide motivation to

employees

Leaders are able to communicate well and firmly

Leaders are able to have supervision of employees

Leaders have a sense of responsibility

Likert 1-5

Work Discipline (X2) According to Alfiah

(2019)

Presence Observance of work

regulations Observance of working

standards Level of vigilance

Work ethics

Always present during business hours Always comply with the regulations set by the

company

Able to use work equipment according to the standards provided by the company

Able to complete work thoroughly Able to have good ethics with all employees

Likert 1-5

Work Motivation (X3) According to Hasibuhan (2019)

Achievement Confession The work itself

Responsibility Progress

Willing to do every job that can increase prestasu, one of which is in the form of a

position

Always trying to impress other colleagues Able to complete work on time Able to be responsible for what the company

provides

Able to provide the latest ideas for the company in the future

Likert 1-5

Employee Performance (Y)

Quality of work Quantity of work Implementation of work

Responsibility

Able to do what should be done Able to complete timed work Able to do work accurately or no errors Able to perform obligations to carry out the

work that has been given

Likert 1-5

Source: Author (2022)

4. Results and Discussion 4.1. Analysis

4.1.1. Respondent Profile

Based on a research sample of 90 employees of Kantor Pos Cabang Utama Surabaya 60000obtained respondents with the dominant gender is male by 55 or 55% and respondents with a dominant age of 31-50 years old by 50 or 60%.

4.1.2. Distribution of Respondents' Answers

Based on the results of the questionnaire, the distribution of respondents' answers to the variables was obtained, namely the mean of the Leadership Style variable of 4.37, which means they strongly agree. The mean of the Work Discipline variable is 4.36 which means strongly agree. The mean of the Work Motivation variable is 4.41 which means strongly agree. The mean of the Employee Performance variable is 4.36 which means strongly agree.

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4.1.3. Data Instrument Testing

1. Validity Test

Table 2. Validity Data Instrument Test Results Variable Statement/Indication

ator

Pearson Correlation

Sig. (2-tailed) Conclusion

Leadership Style (X1) X1.1 0,674 0,000 Valid

X1.2 0,827 0,000 Valid

X1.3 0,800 0,000 Valid

X1.4 0,740 0,000 Valid

X1.5 0,683 0,000 Valid

Work Discipline (X2) X2.1 0,499 0,000 Valid

X2.2 0,739 0,000 Valid

X2.3 0,791 0,000 Valid

X2.4 0,767 0,000 Valid

X2.5 0,721 0,000 Valid

Work Motivation (X3) X3.1 0,598 0,000 Valid

X3.2 0,636 0,000 Valid

X3.3 0,750 0,000 Valid

X3.4 0,707 0,000 Valid

X3.5 0,689 0,000 Valid

Employee Performance (Y) Y1 0,720 0,000 Valid

Y2 0,870 0,000 Valid

Y3 0,852 0,000 Valid

Y4 0,830 0,000 Valid

Source: IBM SPSS Statistics Processed Data 26, 2022

This study shows all statements or indicators of each variable that have a Pearson Correlation value or r Pearson > df = N − 2 = 90 − 2 = 88 = 0.209 (r Product Moment Table) and a Sig. (2- tailed) value < 0.05. That is, the statements or indicators on each of the research variables are declared valid.

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Table 3. Reliability Data Instrument Test Results

Variable Cronbach Alpha Conclusion

Leadership Style (X1) 0,867 Reliable

Work Discipline (X2) 0,831 Reliable

Work Motivation (X3) 0,796 Reliable

Employee Performance (Y) 0,902 Reliable

This study showed that the results of the Cronbach Alpha of each variable had a value of > 0.6 so that all variables were declared reliable.

4.1.4. Classic Assumption Testing

1. Normality Test

Figure 2. P Graph Plot Normality P Source: IBM SPSS Statistics Processed Data 26, 2022

This study shows the distribution or data points that follow the diagonal line of linearity in regression, so that the data is expressed as normally distributed.

Table 4. Test Results of the Kolmogorov-Smirnov Classical Assumption of Normality Test One-Sample Kolmogorov-Smirnov Test

Unstandardized Residual

N 90

Normal Parameters^a,b Mean ,0000000

Std. Deviation ,45751349

Most Extreme Differences Absolute ,076

Positive ,050

Negative -,076

Test Statistics ,076

Asymp. Sig. (2-tailed) ,200^c,d

a. Test distribution is Normal.

b. Calculated from data.

c. Lilliefors Significance Correction.

d. This is a lower bound of the true significance.

This study shows that the Unstandardized Residual value in the data has an Asymp value. Sig. (2-tailed)

> 0.05 so that it can be declared normally distributed.

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Table 5. Classical Assumption Test Results of MulticollinearityCollonearity Statistics Coefficients^a

Type

Unstandardized Coefficients

Standardized Coefficients

t Sig.

Collinearity Statistics

B Std. Error Beta Tolerance VIFs

1 (Constant) ,076 ,730 ,105 ,917

X1 ,426 ,114 ,348 3,730 ,000 ,940 1,064

X2 ,263 ,125 ,206 2,110 ,038 ,857 1,167

X3 ,289 ,127 ,218 2,279 ,025 ,894 1,118

a. Dependent Variable: Y

This study shows that independent variables have a Tolerance value of > 0.100 and a VIF < of 10.00 against dependent variables, so multicollinearity does not occur.

3. Heteroskedasticity Test

Figure 3. Scatterplot Chart Source: IBM SPSS Statistics Processed Data 26, 2022

The Scatterplot chart produces a pattern of unclear distribution of data points and the points spread above and below or around the number 0. That is, the study data did not experience symptoms of heteroskedasticity.

Table 6. Classical Assumption Test Results of GlejserHeteroskedasticity Coefficients^a

Type Unstandardized Coefficients Standardized Coefficients t Sig.

B Std. Error Beta

1 (Constant) ,524 ,424 1,237 ,219

X1 ,044 ,066 ,073 ,663 ,509

X2 -,064 ,072 -,102 -,883 ,380

X3 -,016 ,074 -,024 -,212 ,832

a. Dependent Variable: ABS_RES

This study shows that the variables Leadership Style (X1), Work Discipline (X2), and Work Motivation (X3) to Absolute Residual (ABS_RES) each have a significance value of > 0.05. That is, the data is declared not to have heteroskedasticity.

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4.1.5. Multiple Linear Regression Equation

Table 7. Multiple Linear Regression Model Estimation Equations Coefficientsa

Type Unstandardized Coefficients Standardized Coefficients

t Sig.

B Std. Error Beta

1 (Constant) ,076 ,730 ,105 ,917

X1 ,426 ,114 ,348 3,730 ,000

X2 ,263 ,125 ,206 2,110 ,038

X3 ,289 ,127 ,218 2,279 ,025

This study resulted in the following multiple linear regression equation:

Y = 0.076 + 0.426X₁ + 0.263X ₂ + 0.289X₃

The value of the constant of 0.076 means that if there is no influence from the free variable then the value of the variable Y is 0.076. The value of the X1 coefficient of 0.426 is positive, so if the variable X1 is increased, the variable Y also increases. The value of the X2 coefficient of 0.263 is positive, so if the variable X2 is increased, the variable Y also increases. The value of the X3 coefficient of 0.289 is positive, so if the variable X3 is increased, the variable Y also increases.

4.1.6. Hypothesis Testing

1. Coefficient of Determination Test (R²)

Table 8. Coefficient of Determination (R²) ModelSummary b

Type R R Square Adjusted R Square Std. Error of the Estimate

1 ,543a ,294 ,270 ,46542

a. Predictors: (Constant), X3, X1, X2 b. Dependent Variable: Y

This study obtained an R result of 0.543 which indicates a moderate category. The resulting R² value of 0.294 means that the contribution of the Leadership Style variables (X1), Work Discipline (X2), and Work Motivation (X3) to the Employee Performance variables (Y) is 29.4% while the remaining 70.6% is due to other factors not studied in this study.

2. Test F

Table 9. F ANOVA Test ANOVAa

Type Sum of Squares Df Mean Square F Sig.

1 Regression 7,771 3 2,590 11,957 ,000b

Residual 18,629 86 ,217

Total 26,400 89

b. Predictors: (Constant), X3, X1, X2

This study resulted in an ANOVA test with a Sig. value of 0.000 < 0.05 so that Leadership Style (X1), Work Discipline (X2), and Work Motivation (X3) had a simultaneous positive significant effect on the variables of Employee Performance (Y). The research model is declared fit or fit, so H 0 is declared rejected and H₄ is accepted.

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Table 10. Test t Coefficients Coefficientsa

Type Unstandardized Coefficients Standardized Coefficients

t Sig.

B Std. Error Beta

1 (Constant) ,076 ,730 ,105 ,917

X1 ,426 ,114 ,348 3,730 ,000

X2 ,263 ,125 ,206 2,110 ,038

X3 ,289 ,127 ,218 2,279 ,025

Based on the value of Sig. in the t test of this study, it can be interpreted as follows:

The Leadership Style variable (X1) has significance values of 0.000 < 0.05. This means that H 0 is rejected and H₁ is accepted, so that Leadership Style (X1) has a partial significant effect on Employee Performance (Y).

The Work Discipline Variable (X2) has a significance value of 0.038 < 0.05. This means that H 0 is rejected and H2 is accepted, so that Work Discipline (X2) has a partial significant effect on Employee Performance (Y).

The Work Motivation Variable (X3) has a significance value of 0.025 < 0.05. This means that H 0 is rejected and H3 is accepted, so that Work Motivation (X3) has a partial significant effect on Employee Performance (Y).

4.2. Discussion

4.2.1. The Effect of Leadership Style on Employee Performance

Leadership Style (X1) has a partial and positive significant effect on Employee Performance (Y). The result of this significance means that, the high or low leadership style in a company or organization, especially at Kantor Pos Cabang Utama Surabaya 60000will greatly affect employee performance in the company. In the analysis of the description of the Leadership Style variable (X1) this study is the question of "Is the leader able to have supervision of employees?" which has the highest mean value compared to other statements in the Leadership Style variable (X1) which is 4.47. That is, the supervisory ability is important for a leader as a form of controlling subordinates for the long-term interests of the company, so that the ability to control as an indicator in this study is very strong in shaping the leadership style in the company.

4.2.2. The Effect of Work Discipline on Employee Performance

Work Discipline (X2) has a partial and positive significant effect on Employee Performance (Y). The result of this significance means that, the high or low level of Work.Discipline in a company or organization, especially at Kantor Pos Cabang Utama Surabaya 60000will greatly affect employee performance in the company. P there is an analysis of the description of the Work Discipline variable (X2) of this study, which is a question about "Are you able to be ethical to all employees?" which has the highest mean value compared to other statements in the Work Discipline variable (X2) which is 4.53. That is, work ethics is important for a leader as a form of disciplinary action and work discipline of employees and leaders themselves because company operations cannot be separated from the role of human resources owned, so ethics as an indicator in this research is very strong to encourage work discipline in the company.

4.2.3. The Effect of Work Motivation on Employee Performance

Work Motivation (X3) has a partial and positive significant effect on Employee Performance (Y). The result of this significance means that, the high or low work motivation in a company or organization, especially at Kantor Pos Cabang Utama Surabaya 60000will greatly affect employee performance in the company. In the analysis of the description of the Work Motivation variable (X3) this study is a statement about "Are you able to complete the work on time?" and "Are you able to provide the latest ideas for the company in the future?" which both have the highest mean value compared to other statements on the Work Motivation variable (X3) which is 4.50. That is, employees believe in the abilities they have and are right in their job duties, because they have gone through a selection program carried out by the company and employees have received training from the leadership to be able to continue to take initiative and develop insights including the final result as ideas for the

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company, so that the work itself and the progress and development of individual potential as indicators in this research are very strong to create work motivation on company.

4.2.4. The Influence of Leadership Style, Work Discipline, and Work Motivation on Employee Performance

Leadership Style (X1), Work Discipline (X2), and Work Motivation (X3) have a significant simultaneous and positive effect on Employee Performance (Y). The results of this significance mean that, the high or low leadership style, work discipline, and work motivation together in a company or organization, especially at the Surabaya 60000 Main Branch Post Office will greatly affect employee performance in the company. In its implementation, leadership style, work discipline, and work motivation can be used as collaboration factors to encourage employee performance in the company, especially Kantor Pos Cabang Utama Surabaya 60000.

5. Conclusions and Suggestions 5.1. Conclusion

1. Leadership Style has a partially positive significant influence on Employee Performance.

2. Work Discipline has a positive partial significant influence on Employee Performance.

3. Work Motivation has a partially positive significant influence on Employee Performance.

4. Leadership Style, Work Discipline, and Work Motivation have a positive simultaneous influence on Employee Performance.

5.2. Suggestion 5.2.1. For Agencies

1. For leaders, they can maintain or improve leadership style through the ability to control or supervise employees to improve employee performance for the long-term interests of the company, especially at Kantor Pos Cabang Utama Surabaya 60000.

2. For leaders and employees of the Surabaya Main Branch Post Office 60000 can maintain or improve work discipline through work ethics to improve employee performance so as to achieve optimal work operations.

3. For employees, they can maintain or increase work motivation through trust in the work itself that can be completed properly and the progress and development of employee potential to produce the latest ideas 60 for the company, so as to improve performance for the Surabaya Main Branch Post Office company 60000.

4. For all human resources of Kantor Pos Cabang Utama Surabaya 60000company, they can implement collaborative leadership style, work discipline, and work motivation because these factors can partially or simultaneously improve employee performance.

5.2.2. For Research

This study only obtained R results of 0.543 medium category and R2 of 29.4%. This means that the results of the coefficient of determination of this study are not optimal, therefore:

1. Researchers can then use or add other variables that affect Employee Performance, so as to increase the contribution of independent variables to dependent variables when using the same research analysis model.

2. Researchers can then also use other analytical models such as the Structural Equation Model-Partial Least Square (SEM-PLS) to find other results.

3. Researchers can then increase the number of samples that are more from this study or if they use the same research object, they can use sample variations such as several Post Office branches in East Java or the main branch of Post Offices in other major cities in Indonesia.

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