The Effect of Leadership and Work Motivation on Employee Performance
Ilmiyah, Bayu Airlangga, Ani Wulandari, Qausya Faviandhani, Joko Suyono Faculty of Economics and Business Narotama University Surabaya, Indonesia [email protected], [email protected], [email protected],
[email protected]
Abstract
In the current era of globalization, the fast competition of companies to develop to find new ideas in order to achieve company goals. This research was conducted at CV. Cahaya Sukses Makmur with the objectives of knowing (1) the influence of leadership on employee performance, (2) the effect of work motivation on employee performance, and (3) the influence of leadership style and work motivation together on employee performance.
This research is quantitative research with a sample size of 50 respondents and questionnaire was used to collect the data concerning with the vaiables in thi research. The validity test uses correlation product moment, while the reliability test uses Spearman Brown which was processed using SPSS 18.0 for Windows. Furthermore, the classical assumption test includes multicollinearity test and heteroscedasticity test. While the hypothesis test in this study uses multiple regression analysis and the coefficient of determination as well as hypothesis. The data were analyzed using multiple linear regression analysis techniques and the results of this research were leadership, work motivation have significant effect partially and simultaneously on employee performance.
Keywords:
Employee Performance, Leadership Style, Work Motivation.
1. Introduction
In the current era of globalization, the rapid competition requires companies to develop to find new ideas in order to achieve company goals. The Companies must have advantages and competitiveness, so that they can survive among other companies. The role of human resource is very important in achieving company goals.
According to Malayu Hasibuan, (2002) human resource (HR) is the science and art of managing the relationships and roles of the workforce so that they are effective and efficient in helping the realization of the goals of the company, employees and society, especially in the trading business where there are many competing companies that both have strong goals and targets for advancing the company. Like CV. Cahaya Sukses Makmur, it is a company that operates as a trading distributor for agricultural products, especially garlic, which is very dominant in the community, which is a very important spice. CV. Cahaya Sukses Makmur is a company that imports onions and other crops such as chilies, sesame seeds, cumin, coffee, onions and others, located at Jalan Songoyudan 69 Surabaya. Located in the Pasar Pabean area where there is indeed predominantly known to sell agricultural products, especially garlic, with a variety of different services to various price differences. Thus, as a company that has many competitors, it must be more skillful and clearer in carrying out all activities for get the main results and objectives of the company. The Companies are required to be able to create good employee performance in order to achieve predetermined goals and targets. Meanwhile, achieving these targets and goals is not easy, not only for private companies but also for government agencies or organizations. This means that the company must be able to analyze the factors that can affect employee performance. The result of the analysis will be useful for making optimal Human Resources development programs, because the performance of each employee or individual will reflect how much competition a company has. If the employee's performance is good, it will automatically affect the company's target, so that the company will be able to survive and compete in an increasingly tight world of work as in the current era.
Performance is the result of work or the level of success of an individual or group as a whole during a certain period in order to carry out tasks to achieve company goals which will later be used as a basic for assessing the achievement of the company's targets and goals. The results of this work will be compared with various possibilities, such as work standards, targets or objectives, and criteria that have been determined and mutually agreed upon. The factors that affect employee performance include the ability of employees, leadership, motivation, support received, the existence of work being carried out, and the relationship with the company.
Whereas in this company, employee performance is still not optimal, sometimes there are still some employees who are not on time to complete their work or have not been able to reach the specified target standards, for example, the results of the work produced are unsatisfactory for customers, monthly reporting is less rapid and less accurate. This happens because the abilities of each employee are different. Therefore it is necessary to carry out training or evaluation to employee performance. Doing this is not easy. For that in addition to good human
resources, adequate equipment is needed and supports the work done so that they are able to achieve the expected targets.
The maximum employee performance cannot be achieved without a leader who is able to educate his employees. What a leader must have to manage his employees is how the leader leads in work and in providing direction. The attitude of the leader will determine the development of the team in a company which will affect the achievement of employee performance. The notion of leadership itself is the process of influencing in determining organizational or company goals, motivating follower behavior to achieve goals, to influence and improve the group or culture. However, in companies, there are often leaders who do not fully carry out their duties properly, for example in terms of giving examples of discipline and work direction. So basically, a leader must provide a good example to his subordinates. If the leadership model is used by the leader or manager is correct then employee harmony at work will be created by itself.
In addition to leadership, what is needed to support employee performance is work motivation, because in this case motivation is needed to increase work morale which will make someone work better. Motivation comes from within or outside a person. Motivating ourselves and motivating others is not easy, someone usually will feel supported if that person gets positive encouragement from the various parties concerned. However, in reality, employees still feel less motivated. Work routines often become saturated, which can reduce work motivation which in turn will affect one's performance. In motivating a company employee, a leader is dealing with two things that affect people at work, namely willingness and ability. If an employee has the will but does not have the ability, it will not be able to work well, and on the contrary. If an employee has the ability but there is no willingness to work, then the resulting work will not be optimal.
Based on Richard's theoretical review that leadership affects employee performance, according to Azwar, motivation is also a driver of employee performance and from an empirical review of previous journals according to Roy Johan Agung Tucunan1 Wayan Gede Supartha2 Gede Riana3 if motivation and leadership have a positive and significant effect on employee performance, but according to Rahmad Hidayat, Teddy Chandra, and Harry P.
Panjaitan leadership and motivation have a negative and insignificant effect on employee performance.
For this reason, this study can be used as a reference material for the company to be able to implement good leadership and to motivate employees to be able to encourage the company or organization to achieve its goals.
2. Literature And Hyphotesis
2.1. LeadershipAccording to Thoha, (2003) Leadership is an activity to influence the behavior of others or the art of influencing human behavior both individually and in groups. According to Handoko, (2009) managerial leadership can be defined as a process of directing and giving influence to activities of a group of members who are related to each other's duties. There are three important implications of this definition, namely:
1) Leadership concerns other people such as subordinates or followers.
2) Leadership involves an unequal distribution of power among group leaders and members.
3) Besides being able to provide direction to subordinates, leaders can exert influence. From the above definition it can be concluded that leadership is an important part of management, but not the same as management.
Leadership is a person's ability to influence others so they can work to achieve goals and objectives.
Meanwhile, management includes leadership, but also includes other functions such as planning, organizing and supervising.
Leadership Theory According to Evans-House's path-goal theory Wahjono, (2008) there are four leadership styles, namely:
1) Directional leadership, directing what to do, how to do it, scheduling work, maintaining performance standards, clarifying the role of the leader in the group.
2) Supportive leadership, making various efforts to make work more enjoyable, treating members fairly, being friendly, sociable, paying attention to the welfare of their subordinates.
3) Leadership that is achievement-oriented, sets challenging goals, expects high performance, emphasizes the importance of sustainable performance, is optimistic and meets high standards.
4) Participatory leadership, involving subordinates, asking for suggestions from subordinates and using it in the decision-making process.
Evans-House's theory of goal in the book Wahjono, (2008) will later be used as an indicator in research, namely:
1) Directive leadership 2) Supportive leadership
3) Achievement-oriented leadership 4)
Leadership functions
1) Leader as a determinant of direction
2) Leader as representative and spokesperson for the organization 3) The leader as an effective communicator,
4) Leader as a mediator.
2.2. The Leadership on Employee Performance
The Visionary leadership is the leader's ability to create and articulate a realistic, trustworthy, attractive vision of the future for an organization or organizational unit that continues to grow and improve until now (Robbins, 2001).
Research Lina, (2014) states that leadership has a positive relationship with improving employee performance. The same thing was said by Kammen, (2015) that leadership is able to provide encouragement and has a positive effect on improving employee performance.
From several previous studies on Laerdership and Employee Performance, it can be seen that leadership has a significant effect on employee performance. This is as evidenced by the results of empirical research that has been conducted by Dewi Lina (Lecturer of faculty of economics, University of Muhammadiyah North Sumatra)
2.3. Work Motivation
Motivation comes from the Latin word "MOVERE" which means "DRIVE or MOVEMENT". This motivation is only given to humans, especially to their subordinates. Meanwhile, according to Robbins in (Wahjono, 2008), motivation is the willingness to issue a high level of energy for organizational goals that are conditioned by the ability of that effort to meet several individual needs.
According to Handoko, (2009) motivation is an activity that causes, channels and maintains human behavior. Motivation is an important subject for managers, because of according to the definition managers must work with and through other people. Motivation is not the only factor that affects a person's level of achievement or performance. Two other factors are individual ability and understanding of the behavior that is treated to achieve it. High achievement or so-called role perception. In this case motivation, ability, and role perceptions are related, so if one of the factors is low, the resulting level of achievement will be low as well. From some of the statements above, it can be concluded that motivation is an activity that given to individual employees or groups that aims to maintain human behavior in achieving organizational or company goals.
Motivation Theory AH. Maslow in Malayu Hasibuan, (2002) suggests that the hierarchy of human needs is as follows:
1) Physiological needs, namely the need for eating, drinking, physical protection, breathing, sex. This need is the lowest level of needs or also known as the most basic needs.
2) The need for security, namely the need for self-protection from threats, dangers, conflicts, and the environment.
3) The need for a sense of belonging (social), namely the need to be accepted by the group, affiliated with, interacting, and the need to love and be loved.
4) The need for self-esteem, namely the need to be respected and appreciated by others. 5) The need to actualize oneself, namely the need to use abilities, skills and potential.
The need to argue by expressing ideas, ideas and criticism of something. Theory A.H. Maslow in the book Hasibuan, (2003) will later be used as an indicator in research, namely:
1) Physiological needs 2) The need for security 3) Social needs
4) Job awards
Needs actualization Work motivation goals In general, it can be said that the purpose of motivation is to move or inspire someone so that their desire and willingness to do something arises so that they can get results or achieve certain goals. Every person who will provide motivation must really know and understand the life background, needs, and personality of the person to be motivated.
2.4. Work Motivation on Employee Performance
Motivation is a skill in directing employees to organizational goals so that they are willing to work and try so that the desires of employees and organizational goals can be achieved (Thoha, 2003). Several researchers have tested a positive relationship between motivation and employee performance, among others. The effect of work motivation on performance shows the same results that the relationship between leadership and employee performance shows a positive relationship (Simbolon, 2020).
From several previous studies on motivation and employee performance, it can be seen that motivation has a significant effect on employee performance. This is as evidenced by the results of empirical research that has been conducted by Kiki Cahaya Setiawan (Universitas Islam Negeri Raden Fatah Palembang).
2.5. Employee Performance
Prawirosentono, (1999) defines performance is the work achieved by a person or group of people in an organization in accordance with their respective authorities and responsibilities in an effort to achieve the goals of the organization concerned legally, does not violate the law and is in accordance with morals and ethics.
According Malayu Hasibuan, (2013) "performance (ape achievement) is a result of work achieved by a person in carrying out the tasks assigned to him based on skills, experience, and seriousness and time". Meanwhile, according to Supardi & Syah, (1989) performance is the activities and results that can be achieved or demonstrated by someone in carrying out a task or job. From several views regarding the understanding of performance according to the experts mentioned by the author, the author concludes that performance is the work of a person or group within a company in order to achieve predetermined goals or targets within a certain period of time.\
Factors affecting employee performance Mathis & Jackson, (2006) states that the factors that influence a person's performance are as follows:
1) Employee capabilities 2) Motivation
3) Support or encouragement received 4) Existence of the work being carried out
5) Relationship with an organization or company Based on the above statement, it can be concluded that performance is the quality and quantity of the work of individuals and groups in a particular activity resulting from the abilities gained by learning and the desire to carry it out.
2.6. Leadership and Work Motivation on Employee Performance
The leadership style is determined by the leader itself, so that if the leadership style is applied well and can provide good direction to subordinates, then trust will arise and create work motivation in employees, so that employee morale increases and automatically affects employee performance. If both are applied successfully well, it will produce a good working system
From several previous studies on leadership and work motivation have a significant and simultaneous effect on employee performance. This is as evidenced by the results of empirical research that has been conducted by Roy Johan Agung Tucunan1 Wayan Gede Supartha2, I Gede Riana3.Fakultas Ekonomi dan Bisnis Universitas Udayana (Unud), Bali, Indonesia
2.7. Research Conceptual Framework
H3
H1
H2
Figure 1: Conceptual Thinking Framework Source: Author
From the background of the study, literatures and from the figure above, then the authors can propose the hypotheses as follows:
H1 = Leadership has a partially significant effect on employee performance H2 = Work motivation has a partially significant effect on employee performance
H3 = Leadership and work motivation have a significant effect simultaneously on employee performance.
3. Methodology
This research approach is a quantitative approach. According to Sugiyono, (2018) the quantitative approach is a research method based on the positivism philosophy, used to research on certain populations or samples, data collection uses research instruments, data analysis is quantitative / statistical, with the aim of describing and testing predetermined hypotheses. The data collection technique is using a questionnaire.
Questionnaire technique is a data collection technique which is done by giving a set of questions or written statements to the respondent to answer. The scale technique in this study is using the Likert scale.
The populations in this study were all employees of CV. Cahaya Sukses Makmur, totaling 50 employees.
The sample used in this study is to take the entire population of 50 employees as a sample, so it is called a population study. Instrument testing was conducted at CV. Cahaya Sukses Makmur. Validity test uses correlation product moment, while reliability test uses Spearman Brown which is processed using SPSS 18.0 for Windows.
Furthermore, the classical assumption test includes multicollinearity test and heteroscedasticity test. While the hypothesis test in this study uses multiple regression analysis and the coefficient of determination as well as hypothesis test t and f.
4. Result And Discussion 4.1. Validity test
The validity test is a measure that shows the levels of validity of an instrument. An instrument that is said to be valid if it can be used to measure what should be measured. The result of the research is valid if there is a similarity between the data collected and the data that actually occurs on the object under study. The high and low validity of the instrument shows the extent to which the collected data does not deviate from the description of the variable in question (Sugiyono, 2018).
Leadership (X2)
Work Motivation
(X2)
Employee Performance (Y)
Table 1. Validty test
Item r Count r Table Explanation
X1.1 0.807 0.279 Valid
X1.2 0.833 0.279 Valid
X1.3 0.848 0.279 Valid
X1.4 0.850 0.279 Valid
X1.5 0.797 0.279 Valid
X1.6 0.717 0.279 Valid
X1.7 0.681 0.279 Valid
X1.8 0.715 0.279 Valid
X1.9 0.857 0.279 Valid
X1.10 0.768 0.279 Valid
X1.11 0.630 0.279 Valid
X1.12 0.661 0.279 Valid
X1.13 0.794 0.279 Valid
X1.14 0.729 0.279 Valid
X1.15 0.832 0.279 Valid
X2.1 0.695 0.279 Valid
X2.2 0.766 0.279 Valid
X2.3 0.748 0.279 Valid
X2.4 0.780 0.279 Valid
X2.5 0.715 0.279 Valid
X2.6 0.578 0.279 Valid
X2.7 0.777 0.279 Valid
X2.8 0.729 0.279 Valid
X2.9 0.640 0.279 Valid
X2.10 0.704 0.279 Valid
X2.11 0.608 0.279 Valid
Y1.1 0.772 0.279 Valid
Y1.2 0.806 0.279 Valid
Y1.3 0.854 0.279 Valid
Y1.4 0.867 0.279 Valid
Y1.5 0.726 0.279 Valid
Y1.6 0.832 0.279 Valid
Y1.7 0.744 0.279 Valid
Y1.8 0.687 0.279 Valid
Y1.9 0.755 0.279 Valid
Y1.10 0.769 0.279 Valid
Y1.11 0.857 0.279 Valid
From the table above it can be seen that the sig. r question items are less than 0.05 (α = 0.05) and r count>
r table which means that each variable item is valid. So, it can be concluded that these items can be used to measure the research variables.
4.2. Reliability Test
The reliability test shows the level of stability, consistency and accuracy of a measuring instrument or test that is used to determine the extent to which the measurement is relatively consistent when it is done the repeated measurements. This test is used to determine the extent to which a person's answers are consistent or stable over time Sugiyono, (2018)
The reliability testing technique is by using the Spearman Brown reliability coefficient value. The decision-making criteria is if the Guttman Split-Half Coefficient value is more than 0.80.
Table 2. Reliability test
No. Variable Reliability Coefficient Information
1 Leadership (X1) 0.912 Reliable
2 Work Motivation (X2) 0.873 Reliable
3 Employee Performance (Y) 0.911 Reliable
From the table above, it is known that the value of the Guttman Split-Half Coefficient for all variables is more than 0.80. From the provisions previously mentioned, all variables used for research are reliable.
4.3. Normality Test
This test is conducted to determine whether the residual value is normally spread or not. The test procedure was carried out using the Kolmogorov-Smirnov test, with the following conditions:
The hypothesis used is H0: normal spread residuals and H1: not normally distributed residuals. If the value is sig. (p-value)> 0.05 then H0 is accepted, which means that normality is met. The results of the normality test in this study can be seen in the table:
Table 3. Normality test One-Sample Kolmogorov-Smirnov Test
a. Test distribution is Normal.
Calculated From Data
From the calculation result, it is obtained a sig value of 0.532 (can be seen in the table) or more than 0.05.
Therefore, the H0 requirement is accepted, namely that the normality assumption is fulfilled.
Figure 2. Observed Cum Prob
Based on the P-P Plot test, it is obtained that the data points have spread following the diagonal line, thus it is said that the residual has spread in a normal distribution.
4.4. Multicollinearity Test
The multicollinearity test is conducted to determine that there is no very strong relationship or no perfect linear relationship or it can also be said that the among independent variables are not related. The way to test is to compare the tolerance value that is obtained from multiple regression calculations. If the tolerance value is> 0.10, so that multicollinearity does not occur.
Table 4. Multicollinearity Test
a. Dependent Variable: Performance (Y)
Based on the table above, following are the test results of each independent variable:
1. Tolerance for Leadership is 0.323 2. Tolerance for Work Motivation is 0.323
Unstandardized Residual
N 50
Normal Parametersa,b Mean .0000000
Std. Deviation 3.30621479
Most Extreme Differences Absolute .114
Positive .070
Negative -.114
Kolmogorov-Smirnov Z .808
Asymp. Sig. (2-tailed) .532
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
Collinearity Statistics
B Std. Error Beta Tolerance VIF
1 (Constant) 6.858 2.991 2.293 .026
Leadership (X1) .353 .077 .550 4.585 .000 .323 3.092
Work Motivation (X2) .396 .127 .374 3.120 .003 .323 3.092
The test results are obtained that the overall tolerance value is> 0.1, so that it can be concluded that there is no multicollinearity among the independent variables.
The multicollinearity test can also be conducted by comparing the VIF (Variance Inflation Factor) value with the number 10. If the VIF value is <10 then multicollinearity does not occur. Following are the test results for each independent variable:
1. The VIF for Leadership is 3,092 2. The VIF for Work Motivation is 3,092
From the test result, it can be concluded that there is no multicollinearity among the independent variables.
Therefore, the assumption test for the absence of multicollinearity can be fulfilled.
4.5. Heteroscedasticity Test
The heteroscedasticity test aims to test whether in the regression model there is an inequality of variance and residual from one observation to another. The Glejser test is used by regressing between the independent variables and their residual observational value. If the significance probability is above the 5% confidence level or the significance is more than 0.05 then the regression model does not contain heteroscedasticity.
Heteroscedasticity test in this study is detected by using the Glejser test that is strengthened with a scatterplot obtained as follows:
Table 5. Heteroscedasticity Test
Variabel Sig. Kriteria
Leadership (X1) 0.562 P > 0.05 Work Motivation (X2) 0.860 P > 0.05
From the Heteroscedasticity test result, it shows that the significance value each variable is more than 0.05.
This shows that there is no Heteroscedasticity.
Figure 3. Scatterplot
Figure 3 Heteroscedasticity Test
From the test results, it is obtained that the scatterplot display diagram spreads and does not form a certain pattern, so that there is no heteroscedasticity. Thus, it can be concluded that the residual has a homogeneous variety (constant) or in other words, there is no symptoms of heteroscedasticity.
By fulfilling all the classical regression assumptions above, it can be said that this multiple linear regression model used in this study is appropriate. So that the interpretation can be taken from the results of the multiple regression analysis that has been conducted.
4.6. Regression Equations
This regression analysis is used to calculate the amount of influence among the independent variables, namely leadership (X1) and work motivation (X2) to the dependent variable, namely employee performance (Y).
The regression equation is used to find out the form of the relationship between the independent variable and the dependent variable. By using the help of SPSS for Windowsver 18.00, the regression model is obtained as in the table:
Table 6. Regression Results Equations
Y = 6,858 + 0.353 X1 + 0.396X2
Dependent Variable: Employee Performance (Y)
From the above equation, it can be interpreted as follows:
1. The constant of 6,858, meaning that if the leadership and work motivation are constant then the employee's performance is 6,858.
2. b1 = 0.353, meaning that employee performance will increase around 0.353 units for each additional unit of X1 (leadership). If Leadership has an increase of 1 unit, then Employee Performance will increase around 0.353 units by assuming the other variables are considered constant.
3. b2 = 0.396, Employee Performance will increase around 0.396 units for each additional one unit of X2 (Work Motivation), If Work Motivation has increased by 1 unit, then Employee Performance will increase around 0.396 units by assuming the other variables are considered constant.
4.7. Coefficient of Determination (R2)
To determine the contribution of the independent variable (leadership (X1) and work motivation (X2)) to the dependent variable Employee Performance (Y), used the value of R2. The R2 value is shown in the table:
Table 7. Correlation and Determination Coefficients Model Summary
Model
R R Square
Adjusted R Square
Std. Error of the Estimate dimensi
on0
1 .884a .781 .772 3.376
a. Predictors: (Constant), Work motivation (X2), Leadership (X1)
The coefficient of determination is used to calculate the influence or contribution of the independent variable to the dependent variable. From the analysis in Table 4.13, it is obtained the adjusted R2 (coefficient of determination) of 0.772. This means that 77.2% of employee performance variables will be influenced by the independent variables, namely leadership (X1) and work motivation (X2). While, the rest 22.8% of employee performance variables will be influenced by other variables which are not discussed in this study.
In addition to the coefficient of determination, a correlation coefficient is also obtained which shows the magnitude of the relationship among the independent variables, namely Leadership and Motivation with Employee Performance Variable, the value R (correlation coefficient) of 0.884, this correlation value shows that the relationship between the independent variables, namely Leadership (X1) and Work Motivation ( X2) with Employee Performance (Y) are included in the strong category because it is in the range between 0.6 - 0.8.
4.8. Simultaneous Test a. T Testing
T test is used to find out whether each independent variable partially has a significant effect to the dependent variable. It can also be said that if t count> t table or t count <t table then the result is significant and it means that H0 is rejected and H1 is accepted. Meanwhile, if t count <t table or t count> t table, the result is not significant and it means that H0 is accepted and H1 is rejected. The results of the t test can be seen in the table.
Table 8. T test Simultaneous Test
Dependent Variable Independent Variable t count t Table Information
Employee Performance (Y) X1 4.585 2.012 Significant
X2 3.120 2.012 Significant
Model Unstandardized
Coefficients
Standardized Coefficients
T Sig.
B Std. Error Beta
1 (Constant) 6.858 2.991 2.293 .026
Leadership(X1) .353 .077 .550 4.585 .000
Work Motivation (X2) .396 .127 .374 3.120 .003
Based on Table 8 the following results are obtained:
1. The first hypothesis test
Leadership has a partially significant effect on employee performance.
The t test between X1 (Leadership) and Y (Employee Performance) shows t count = 4.585. And The t table (α = 0.05; df = 50) is 2,012. Because t count> t table is 4,585> 2,012 or the sig t value (0,000) <α
= 0.05, so the influence of X1 (leadership) on employee performance is significant. This means that H0 is rejected and Ha is accepted, so it can be concluded that employee performance can be significantly influenced by leadership or by increasing leadership, employee performance will increase significantly.
2. The second hypothesis test
Work motivation has a partially significant effect on employee performance.
The t test between X2 (Work Motivation) and Y (Employee Performance) shows t count = 3.120. And the t table (α = 0.05; df = 50) is 2,012. Because t count> t table is 3,120> 2,012 or the sig t value (0.003)
<α = 0.05, the effect of X2 (work motivation) on employee performance is significant at alpha 5%. This means that H0 is rejected and Ha is accepted, so it can be concluded that employee performance can be significantly affected by work motivation or by increasing work motivation, employee performance will increase significantly
3. From the all results, it can be concluded that the independent variables have a significant influence on employee performance simultaneously and partially. And from here it can be seen the two independent variables that have the most dominant influence to employee performance are leadership because they have the largest beta coefficient and t count.
a. F Testing
F test or model testing is used to test the simultaneous significance of the influence of the independent variables (X) to the dependent variable (Y). If the result is significant, then H0 is rejected and Ha is accepted.
Meanwhile, if the results are not significant, then H0 is accepted and Ha is rejected. This can also be said as follows:
H0 is rejected if F count> F table H0 is accepted if F count <F table
Table 9. F Test ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 1912.798 2 956.399 83.923 .000a
Residual 535.622 47 11.396
Total 2448.420 49
a. Predictors: (Constant), Work Motivation (X2), Leadership (X1) b. Dependent Variable: Employee Performance (Y)
Based on Table 4.9.2, the calculation of value F is 83,923. While the F table (α = 0.05; db regression = 2:
db residual = 50) is 4,047. Because F count> F table that is 83,923> 4,047 or the sig F value (0,000) <α = 0.05, the regression analysis model is significant. This means that H0 is rejected and H1 is accepted, so it can be concluded that leadership and work motivation simultaneously have a significant effect on employee performance.
Based on the results, it is obtained that leadership (X1) and Work motivation (X2) have a significant effect simultaneously on employee performance (Y). So that Leadership (X1) and Work motivation (X2) can be concluded that they will increase employee performance.
5. Conclusion
1. It is expected that the company can maintain and provide rewards to employees, because work motivation variable has a dominant influence in influencing employee performance, including by giving rewards to the employees so that employees performance will increase.
2. Given the independent variables in this study are very important in influencing employee performance, it is hoped that the results of this study can be used as a reference for further researchers to develop this research by considering other variables which are other variables outside the variables that have been included in this study. In order for employee performance to increase, it is hoped that the leadership will think more about employee welfare and give greater trust to employees.
6. Recommendation
Given the independent variables in this study are very important in influencing employee performance, it is hoped that the results of this study can be used as a reference for further researchers to develop this research by considering other variables which are other variables outside the variables that have been included in this study.
Referencess
Handoko, T. H. (2009). Manajemen, Cetakan Duapuluh. Penerbit BPPE.
Hasibuan, M. S. P. (2003). Organisasi dan motivasi. Jakarta: Bumi Aksara.
Kammen, D. (2015). Timor-Leste. The Contemporary Pacific, 27(2), 537–544.
Lina, D. (2014). Analisis pengaruh kepemimpinan dan budaya organisasi terhadap kinerja pegawai dengan sistem reward sebagai variabel moderating. Jurnal Riset Akuntansi Dan Bisnis, 14(1).
Malayu Hasibuan, S. P. (2002). Organisasi dan Motivasi Dasar Peningkatan Produktivitas. Cetakan Pertama, Bumi Aksara, Jakarta.
Mathis, R. L., & Jackson, J. H. (2006). Manajemen Sumber Daya Manusia Edisi 10. Jakarta: Salemba Empat.
Prawirosentono, S. (1999). Analisis Kinerja Organisasi. Bandung: PT Rineka Cipta.
Robbins, S. P. (2001). Organizational Behavior--Instructors Manual.
Simbolon, S. (2020). Analisis Pengaruh Kepemimpinan Visioner, Budaya Organisasi, Dan Lingkungan Kerja Terhadap Kinerja Karyawan Pt. Pundi Mas Berjaya Medan. Jurnal Ilmiah Smart, 4(2), 235–247.
Sugiyono, P. D. (2018). Penelitian Kuantitatif, Kualitatif, dan R&D. Alfabeta Bandung.
Supardi, A., & Syah, W. (1989). Penelitian Ilmiah. IAIN Sunan Gunung Djati Bandung.
Thoha, M. (2003). Birokrasi & Politik di Indonesia. Jakarta: Raja Gravindo Persada.
Wahjono, S. I. (2008). Peran Kepemimpinan Pada Keberhasilan Perusahaan Keluarga. Balance: Economic, Business, Management and Accounting Journal, 5(01).
