View of The Effect of Workload, Motivation and Reward on Rustic Market Employee Performance in Surabaya

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The Effect of Workload, Motivation and Reward on Rustic Market Employee Performance in Surabaya

Dinda Aulia Azzaroh, I.G.A Aju Nitya Dharmani Departement of Management, Narotama University Jl. Arief Rachman Hakim No. 51, 60117, Surabaya, Indonesia

[email protected], [email protected]

Abstract

This study aims to explain the effect of workload on employee performance partially, to determine the effect of motivation on employee performance partially, to find out the effect of rewards on employee performance partially and to find out the influence of workload, motivation and reward to the simultaneous performance of employees. The type of research used is a quantitative approach. The sample used was 50 respondents with a saturated sample technique. The data analysis technique used is multiple linear regression analysis. Based on the results of the study, the workload variable has a significant effect on employee performance, the motivation variable has a partial significant effect on employee performance and rewards have a partial significant effect on employee performance. From the results of Test F, it is stated that the variables of workload, motivation and reward have a significant simultaneous effect on the performance of Rustic Market employees in Surabaya.

Keywords :

Employee Performance, Motivation, Rewards and Workload.

1. Introduction

Coronavirus has been found in humans since an extraordinary event emerged in Wuhan China, in December 2019. People must begin to adapt to new life habits or called 'new normal life', as once said by the Head of the Expert Team of the Covid-19 Acceleration Cluster, Mr. Wiku Adisasmito. New normal is a change in behavior to continue carrying out normal activities by implementing health protocols to prevent the transmission of Covid-19. In simple terms, this new normal only continues the habits that have been carried out during the implementation of regional quarantine or Large-Scale Social Restrictions (PSBB).

With the Covid-19 pandemic, economic problems in Indonesia and competition between companies are getting tougher, business people need to have strategies and brands that are easier to remember through society. A unique brand name is certainly not enough to create it but loyal consumers need to be followed and supported by other attributes of the services provided. So it can be used as a differentiator of the product from competing products. Product quality will also always be maintained, one of the most important things for the sustainability of a business, especially during a pandemic like today, consumers will certainly throw away good quality and consistent products. The pandemic period and the many regulations in place must be used in the improvement of skills and internal development in the face of impossibility.

Human resource management focuses on managing the organization's interaction with workers. In an organization, supporting factors are needed for activities in a human resources organization. Human resources are valuable assets that must be owned by the company and maintained in order to achieve company goals. Although several factors have been available, without the role of human resources the company is not able to operate. Therefore, human resources must have skills and abilities that support in completing tasks and responsibilities. With adequate capabilities, human resources are able to complete tasks and responsibilities effectively and efficiently. With the decline in employee performance, it will have an impact on company revenue or company value.

Western Surabaya presents a place to eat with a European feel. This café has a feel and theme like in Switzerland, Europe. The building of this café tends to use wood interiors, unfinished models and rustic ornaments accompanied by nature around it. This café is the 3rd "Rustic Market" café. Rustic Market 1.0 is on Jalan Golf 1 (Puslatpasrat Course), Dukuh Surabaya and Rustic Market 2.0 is located in Tarniajeng, Trawas District, Mojokerto Regency. Rustic Market presents a fairly unique place concept, because it offers a hangout place with a western-style rural atmosphere, such as the existence of a windmill typical of the Netherlands. The place, which has an area of 6,200 square meters, is divided into two places, namely indoor and outdoor. Not only does the design of the building adopt a European touch, but the menu of dishes is also.

This can affect the level of service effectiveness. From the workload experienced by Rustic Market employees, motivation is needed to increase employee effectiveness in serving customers, one of the things that can increase employee effectiveness in addition to rewarding employees to provide their own enthusiasm for employees. From the background explanation above, researchers are interested in researching the performance

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of Rustic Market Surabaya employees, with the title: "The Effect of Workload, Motivation and Reward on Employee Performance in The Rustic Market in Surabaya."

1.1 Theoretical Review 1.1.1 Workload

According to Koesmowidjojo & Suci R. Marih (2017) the increasing fatigue of workers in completing their work that is not in accordance with their physical and mental abilities can cause a decrease in work capacity and endurance so that it will decrease performance. Hart & Staveland in Tarwaka (2011) argue that workload is something that arises from the interaction between the demands of tasks, the work environment where it is used as a workplace, skills, behaviors, and perceptions of workers.

1.1.2 Motivation

According to Syahtuti (2010) is the provision of forward thrust for employees to do their jobs well. According to Sedarmayanti (2016) motivation is the power of encouraging a person to perform an action or not which essentially exists internally and externally positive or negative, work motivation is something that causes encouragement / morale / encouragement of morale.

1.1. 3 Rewards

Reward is an award given to those who can work beyond predetermined standards. According to Handoko (2012). Rewards are rewards, gifts, rewards or rewards that aim to make a person become more active in his efforts to improve or improve the performance that has been achieved.

1.1.4 Karwayan Performance

According to Mangkunegara (2017)performance is the result of concrete work that can be taken and measured in accordance with their responsibilities. Meanwhile, according to Arifin (2019) argues that the performance of employees / employees is the result that has been achieved by a group of employees in accordance with the duties and obligations assigned to them.

1.1.5 Hypothesis

H1 : Workload has a partial significant effect on the performance of Rustic Market employees in Surabaya.

H2 : Motivation has a partial significant effect on the performance of Rustic Market employees in Surabaya.

H3 : Reward has a partial significant effect on the performance of Rustic Market employees in Surabaya.

H4 : Workload, Motivation, and Reward have a significant simultaneous effect on the performance of Rustic Market employees in Surabaya.

Figure 1. Hypothesis : Partially

: Simultaneously

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2. Methodology

This research was conducted at Rustic Market in Surabaya. This type of research uses quantitative research. This type of research uses quantitative research where this research is used to provide an assessment of each employee’s answer in the form of a questionnaire, test the validity and reliability of the questionnaire as a research instrument and determine the percentage of employee performance at the Rustic Market in Surabaya. Based on the total population in Rustic Market has 50 employees, the sample in this study is the entire population.

The types of data obtained from this study are primary data and secondary data. The data collection technique used in this study was in the form of a questionnaire. The distribution of the questionnaire was carried out by researchers using the Likert scale (1-5 points) to measure social phenomena by looking at the perceptions of Rustic Market employees in Surabaya. Each variable to be measured will be grouped into variable indicators that will be converted into a statement instrument that will be included in the research questionnaire. Before testing the research hypothesis, a questionnaire validity and reliability test and a classical assumption test are first carried out, to ensure that multiple linear regression tests can be used in research, validity and reliability tests and classical assumption tests must first be met. The analysis method used in this study is multiple regression analysis with t test and F test. Where the analysis was carried out using SPSS (Statistical Package for Social Science) version 19.

3. Results and Discussion 3.1. Validity Test

Table 1. X1 Validity Test

Variable Indicators r Table r Count Information

Workload ( X1 )

X1.1 0,2787 0,518 Valid

X1.2 0,2787 0,667 Valid

X1.3 0,2787 0,675 Valid

X1.4 0,2787 0,857 Valid

X1.5 0,2787 0,763 Valid

X1.6 0,2787 0,747 Valid

Sumber : Results of the analysis of SPSS 19. 2023

Based on the table, it can be seen that all r values for the questionnaire item on the variable X1, the value of r is greater than the r of the table, then all questionnaires are declared valid.

Motivation ( X2 )

X2.1 0,2787 0,680 Valid

X2.2 0,2787 0,793 Valid

X2.3 0,2787 0,759 Valid

X2.4 0,2787 0,615 Valid

X2.5 0,2787 0,706 Valid

X2.6 0,2787 0,751 Valid

Reward ( X3 )

X3.1 0,2787 0,768 Valid

X3.2 0,2787 0,821 Valid

X3.3 0,2787 0,869 Valid

X3.4 0,2787 0,688 Valid

X3.5 0,2787 0,850 Valid

X3.6 0,2787 0,721 Valid

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Table 4. Y Validity Test

Employee Performance

( Y )

Y.1 0,2787 0,626 Valid

Y.2 0,2787 0,650 Valid

Y.3 0,2787 0,540 Valid

Y.4 0,2787 0,656 Valid

Y.5 0,2787 0,670 Valid

Y.6 0,2787 0,557 Valid

Based on the table, it can be seen that all r values for quiz items on variable Y, r values are greater than r tables, then all questionnaires are declared valid.

3.2. Reability Test

Table 5. Reability Test

No Variable Cronbach‟s Alpha Information

1. Workload 0.782 Reliable

2. Motivation 0.808 Reliable

3. Reward 0.822 Reliable

4. Employee Performance 0,614 Reliable

Source : SPSS 19 analysis results. 2023

Based on the results of the data reliability test in the table above, it shows that all variables in this study have a Cronbach's Alpha (α) coefficient that is greater than 0.6 so it can be said that each instrument is reliable.

3.3. Normality Test

Table 6. One-Sample Kolmogorov-Smirnov Test

Unstandardiz ed Residual

N 50

Normal Parametersa.b Mean ,0000000

Std. Deviation 1,87385834

Most Extreme Differences Absolute ,068

Positive ,068

Negative -,062

Kolmogorov-Smirnowv Z ,487

Asymp. Sig. (2-tailed) 975

From the results of the Kolmogorov-Smirnov test, it is known that the significance value of 0.975 is greater than 0.05, so it can be stated that all data are normally distributed.

3.4. Multicholinearity Test

Table 7. Multicholinearity Test

Tolerance VIF Information

X1 0.492 2,032 No Multicholinearity

X2 0,680 1,470 No Multicholinearity

X3 0,656 1,525 No Multicholinearity

Based on the table above, it is known that all data does not occur multicholinearity.

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3.5. Heteroskedasticity Test

Figure 2. Heteroskedasticity Test Source : SPSS 19 analysis results. 2023

If the plot is irregular and spreads between the X and Y axes, then it can be concluded that heteroskedasticity does not occur.

3.6. Multiple Linear Regression Analysis

Table 8. Multiple Linear Regression Analysis

Type Unstandardized Coefficients

B Std. Error

1

(Constant) 4,807 2,692

Workload ,151 ,114

Motivation ,409 ,117

Reward ,209 ,099

Y = 4.807 + 0.151 X1 + 0.409 X2 +, , X3

a) 0.151 (X1) is the value of the regression coefficient of the variable X1 to Y, meaning that if the variable X1 increases by one unit, then Y will Increase by 0.151 or 15.1%.

b) 0.409 (X2) is the value of the regression coefficient of the variable X2 to Y, meaning that if the variable X2 increases by one unit, then Y will Increase by 0.409 or 40.9%.

c) 0.209 (X3) is the value of the regression coefficient of the variable X3 to Y, meaning that if the variable X3 increases by one unit, then Y will Increase by 0.209 or 20.9%.

3.7. Analysis of the Coefficient of Determination (R

²

)

Tabel 9. – Determination Test

Type R R Square

,721a ,520

Based on the output known value of R square of 0.520, this means the simultaneous influence of variables X1, X2, and X3 on variable Y by 52.0%.

3.8. Partial Significant Test ( T Test )

t table = t(α/2; n-k)

= t (0.05 / 2; 50-4)

= t (0.025; 46)

= 2,012

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t Sig.

Workload 1,322 ,193

Motivation Reward

3,502 2,100

,001 ,041 Source : SPSS 19 analysis results. 2023

a. First hypothesis testing (H1)

It is known that the value of the Sig effect of X1 on Y is 0.193 > 0.05 and the value of t is 1.322 < 2.012 so it can be concluded that H1 is rejected which means that it has no partial significant effect on Y.

b. Second hypothesis testing (H2)

It is known that the value of the Sig effect of X2 on Y is 0.003 < 0.05 and the value of t is 3.502 > 2.012 so it can be concluded that H2 is accepted which means that it has a partial significant effect on Y.

c. Third hypothesis testing (H3)

It is known that the value of the Sig effect of X2 on Y is 0.041 < 0.05 and the value of t is 2.100 > 2.012 so it can be concluded that H2 is accepted which means that it has a partial significant effect on Y.

3.9. Simultaneous Significant Test (F Test)

F table = F(k; n-k)

= F (3; 50-3)

= F (3; 47)

= 2.80

Table 11. ANOVA ANOVA^a

Type Sum of Squares Df Mean Square F Sig.

1

Regression 186,124 3 62,041 16,587 ,000b

Residual 172,056 46 3,740

Total 358,180 49

Source : Results of the analysis of SPSS 19. 2023

Based on the output above, it is known that the significance value of the simultaneous influence of X1, X2, and X3 on Y is 0.000 < 0.05 and the calculated F value is 16.587 > 2.80, so it can be concluded that H4 is accepted which means that there is a simultaneous influence of X1, X2 and X3 on Y.

3.10. Discussion

The following are the results of the analysis and discussion that have been processed using SPSS version 19. From the results of data testing involving 50 Rustic Market employees in Surabaya consisting of 27 women and 23 men.

3.10.1 The Effect of Workload on Employee Performance

The first hypothesis proposed states that Workload has a partial significant effect on Employee Performance. After the questionnaire data is processed shows that Workload does not have a partial significant effect on Employee Performance, it can be proven by the results of the T Test from SPSS 19.0 showing the t count number < from t table or 1.322 < 2.012 and a significant level of 0.193 > 0.05 or above 0.05. These results are in accordance with the previous research of Winner Clinton Purba, Ratnasari & Purba (2019) entitled

"The Effect of Work Conflict, Work Stress, and Workload on PT. Hutama Pearl of Success". The results showed that work conflicts have a significant effect on employee performance, work stress has a significant effect on employee performance, workload has an insignificant effect on employee performance.

3.10.2 The Effect of Motivation on Employee Performance

The second hypothesis proposed states that Motivation has a partial significant effect on Employee Performance. After the questionnaire data is processed, it shows that motivation has a partial significant effect on Employee Performance, it can be proven by the results of the T Test from SPSS 19.0 showing the t count number > from the t table or 3.502 > 2.012 and a significant level of 0.001 < 0.05 or below 0.05. The results of this study are in accordance with Sitepu (2013) previous research entitled "Workload and Motivation Influence on Employee Performance at PT. State Savings Bank Tbk Manado Branch". The results showed that workload and work motivation simultaneously had a significant effect on employee performance and work motivation had

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a significant effect on employee performance. While workload affects employee performance but is not significant.

3.10.3 The Effect of Rewards on Employee Performance

The third hypothesis proposed states that Reward has a partial significant effect on Employee Performance. After the questionnaire data is processed that Reward has a partial significant effect on Employee Performance, as evidenced by the results of the T Test from SPSS 19.0 shows the t count number > from t table or 2,100 > 2,012 and a significant level of 0.041 < 0.05 or below 0.05. This result is according to previous research by Tangkuman et al. (2015) entitled "Performance Appraisal, Reward And Punishment Of Employee Performance At Pt Pertamina (Persero) Suluttenggo Marketing Branch ". The results showed that simultaneously performance appraisal, reward and punishment, had a significant effect on employee performance. Partial performance appraisal, reward and punishment partially have a significant effect on employee performance.

3.10.4 Effect of Workload, Motivation and Reward on Employee Performance

The fourth hypothesis proposed states that Workload, Motivation and Reward have a simultaneous significant effect on Employee Performance. After the questionnaire data is processed showing that the variables Workload, Motivation and Reward have a significant simultaneous effect on the Karywan Performance variables, it can be proven by the results of the F Test from SPSS 19.0 showing a calculated f value of 16.587 where the calculated f value is greater than the table f (16.587 > 2.80) with a significant value of 0.000 (0.000 <

0.05).

4. Conclusions

Based on the results of questionnaire data processing that the author carried out using the SPSS 19 program, it was found that there was an influence between Workload Variables (X1), Motivation (X2), and Reward (X3) on Employee Performance (Y). at Rustic Market in Surabaya. Here are the conclusions according to the author:

a. Workload has no partial significant effect on Employee Performance.

b. Motivation has a partial significant effect on Employee Performance.

c. Rewards have a partial significant effect on Employee Performance.

d. Workload, Motivation and Reward have a simultaneous significant effect on Employee Performance.

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