Employee Work Environment

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The Influence of Leadership Exemplary and Compensation on Employee Performance Through Work Discipline and

Employee Work Environment

A. Aminullah Alam^a,1, A. Erni Ratna Dewi ^b,2

a STIE AMKOP, Makassar, Indonesia

b Universitas Islam Makassar, Makassar, Indonesia

1amalandi098@gmail.com, ²erniratnadewi68@gmail.com

I. Introduction

Every organization has a goal to achieve. Efforts to achieve organizational goals play an important role in managing, organizing, and using human resources so that the company can work in quantity, quality, efficiently and effectively.¹ Performance issues are inseparable from the process, results and usability, in this case performance is the quality and quantity of work achieved by an employee in carrying out his duties in accordance with the responsibilities given to him.² Performance as the achievement of results or the level of achievement of an efficient and effective organization directly and indirectly affecting organizational goals.³ Looking at the performance of employees of the South Sulawesi Province Education Office, the overall number of actively registered employees is 13,719 in the last five years, showing a decrease in realization of the expected achievement target in 2018 the realization of the achievement of 89.7 percent decreased to 86.3 percent in 2022, including having passed activities during the covid 19 pandemic.⁴ This decline may be due to discipline and an unstable work environment due to the exemplary leadership that is not yet firm due to the provision of

1Sitopu, Yoel Brando. The Influence of Motivation, Work Discipline and Compensation on Employee Performance.

Golden Ratio of Human Resource Management, Vol.1, Issue. 2, https://doi.org/10.52970/grhrm.v1i2.79. ISSN [Online]

2776-6365, 2021, p. 2.

2 Arif, Fathan. The Influce of Transformational Leadership, Discipline, Productivity on Employee Performance. Scientific Journal of Reflection: p-ISSN 2615-3009. Economic, Accounting, Management and Business e-ISSN 2621-3389 Vol. 4, No. 1, January, 2021, p. 9.

3 Putra, Rio. A Review Literature Employee Performance Model: Leadership Style, Compensation and Work Discpline.

Dinasti International Journal of Management Science. Volume 3 Issue 1, September, 2021, p. 12.

4 Ondi, Asep, 2023. Pengaruh Disiplin Kerja terhadap Kinerja Pegawai Non ASN pada Dinas Pendidikan Provinsi Jawa Barat. Jurnal Pengabdian Masyarakat dan Penelitian Terapan. Vol. 1, No. 1, January 2023, h. 2

ARTICLE INFO A B S T R A C T

Article history:

Received 12 June 2022 Revised 6 Nov 2022 Accepted 29 Dec 2022

Performance related with organization as pioneer and inspiration as achieved of prestation by employee which effect toward attitude by subordinate. The performance appointment of discipline and environment which mediation of leader exemplary and compensation which effect in direct and indirect. These research applied to know the effect of leader exemplary and compensation toward performance by employee through discipline and environment. The research used of quantitative with sample as amount 389 respondents (Slovin formulation). Gathered of data such as questioner with Likert scale. Data analysis used SEM-PLS. The result of research to found the leader exemplary have positive and significant toward discpline and environment. The compensation toward discipline was positive and insignificant, while the compensation positive and significant toward performance. The discipline and environment have positve and significant toward performance. The leader exemplary through discipline positve and significant toward performance. The compensation through environment positive and significant toward performance.

Keywords:

Leader Examplary, Compensation, Discipline, Environment, Performance.

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compensation that is still low in addressing work dynamics which directly and indirectly affect employee performance.⁵

Human resources have a very important role in the organization to achieve a competitive advantage.⁶ Technological developments and environmental changes make human resources an important factor in determining the capabilities of modern organizations.⁷ In essence, human resources are humans who are employed in an organization as movers, thinkers and planners to achieve organizational goals.⁸ Along with developments in today's reform era, all public organizations and state apparatus are required to be able to carry out tasks with full responsibility to achieve good performance. Including several things affecting performance, namely work discipline, work environment, leadership exemplary and compensation. ⁹ An organization is a place where diverse human resources are gathered to achieve a goal.¹⁰ When an organization works and has achieved its goals, it can be said that the organization has worked effectively.¹¹ Looking at modern developments, organizations are now required to be able to provide maximum service, and compete with other organizations, including organizations in the government.¹²

Assessment of performance can be carried out in a directed and systematic manner. With the advancement of information and work technology, it is easy to do and encourage to improve work.¹³ Employee performance is an assessment of how much HR actions contribute to the organization according to the quantity of work, quality of output, time efficiency and effectiveness of use.

Employee performance is determined by the example shown by leaders in the organization, the amount of compensation given to subordinates, work discipline and a conducive work environment.¹⁴ Discipline is a form of behavior that follows the rules, both written and unwritten that have been set.¹⁵ Work discipline is basically always expected to characterize every human resource in the organization, because with discipline the organization will run well and can achieve its goals well.¹⁶ Work discipline is an assessment that is used to communicate with employees, willing to change a behavior and efforts to increase a person's willingness and willingness to obey all company rules and applicable norms.¹⁷ Work discipline is seen from the timeliness of completing their work, obedience to applicable rules and compliance not to commit violations.¹⁸

5 Ibid, h. 3

6 Panjaitan, Leo Shaputra. Pengaruh Kepemimpinan, Pengawasan, Disiplin Kerja dan Budaya Organisasi terhadap Kinerja Pegawai pada Dinas Perumahan dan Kawasan Permukiman Kabupaten Tapanuli Tengah. Jurnal Manajemen Terapan dan Keuangan (Mankeu) Vol. 11 No. 04, P-ISSN: 2252-8636, E-ISSN: 2685-9424. Desember 2022.

7 Riwukore, Jefirston Richset. Employee Performance Analysis Based on the Effect of Discpline, Motivation and Organizational Commitment at the Regional Secretariat of the Kupang City Government. Jurnal Maksiprenur Volume 12 No. 1, Desember 2022, p. 4.

8 Ningsih, Ira Julia. Pengaruh Kompensasi, Disiplin Kerja, dan Lingkungan Kerja tehadap Kinerja Pegawai Balai Besar Pendidikan dan Pelatihan Ekspor Indonesia. Cakrawangsa Bisnis Vol. 1 No. 1, 2020, p. 12.

9 Sakti, Muhammad Hadi. Pengaruh Kompensasi dan Disiplin Kerja terhadap Kinerja Pegawai Dinas Kependudukan dan Pencatatan Sipil Kabupaten Bima. Journal Scientific of Mandalika (JSM), Vol. 2 No. 6, ISSN: 2745-5955, Juni 2021. h. 6.

10 Susanto, Yohanes. The Effect of Leadership and Compensation on Employee Performance: Evaluating the Role of Work Motivation. Talent Development & Excellence Vol.12, No.2s, 2020. p. 22.

11 Suwandi and Setiawan, Tendy. The Influence of Work Morale, Work Discpline and Work Environment on Employee Performance. Journal of Economics and Business Letters, 2(2), 2022. p. 18.

12 Trianto, Eko. Pengaruh Disiplin Kerja, Motivasi Kerja dan Lingkungan Kerja terhadap Kinerja Pegawai Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu (DPMPTSP) Kota Tangerang. Jurnal Riset Manajemen Vol. 9 No.

1. http://doi.org/10.32477/jrm.v9i1.337. ISSN:2624-492X, Januari 2022.

13 Frizilia, Naomi. The Influence of Leadership Style, Motivation and Discipline on Employee Performance at PT Sumo Internusa Indonesia. International Journal of Social Science and Business Volume 5, Number 2, P-ISSN: 2614-6533 E- ISSN: 2549-6409, 2021, p. 5.

14 Ghoni, Ibnu Abdul. The Effect of Company wok Disipline: Symtematic Literature Review. Asian Journal Of Economics And Business Management 2022, VOL. 1, NO. 3, https://doi.org/10.53402/ajebm.v1i3.234. p. 7.

15 Asmalah, Lia dan Noviyanti, Iis. The Effect of Work Discipline and Work Motivation on Employee Performance in PT.

Struktur Pracetak Nasional Jakarta Journal of Research in Business, Economics, and Education Volume 3, E-ISSN 2686- 6056 Issue 6, December Edition, 2021. p. 228.

16 Ningsih, Ira Julia. Pengaruh Kompensasi, Disiplin Kerja, dan Lingkungan Kerja tehadap Kinerja Pegawai Balai Besar Pendidikan dan Pelatihan Ekspor Indonesia. Cakrawangsa Bisnis Vol. 1 No. 1, 2020, h. 11.

17 Kurniawan, Welen. Pengaruh Insentif dan Kepemimpinan Dalam Meningkatkan Disiplin Kerja Pegawai Dengan Kepuasan Kerja Sebagai Variabel Intervening Pada Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Provinsi Banten. Gemilang: Jurnal Manajemen dan Strategi Bisnis Vol. 1 No. 1, 2020, h. 8.

18 Pambudi, Bangkit. The Effect of Work Discipline on Employee Performance with Compensation as a Mediation.

International Sustainable Competitiveness Advantage, 2022, p. 10.

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A. Aminullah Alama, A. Erni Ratna Dewi (Qualtric Effect of TQM, Market Competitiveness, Organizational Innovation

Furthermore, the work environment also determines employee performance. A good and comfortable work environment, can work well without any significant interference. The work environment as a form of atmosphere or condition around the location of the workplace, in the form of rooms, layouts, facilities and infrastructure.¹⁹ The work environment is everything that surrounds and affects the tasks assigned. The work environment is not just an effect on the spirit and enthusiasm of work, even its influence is quite large.²⁰ A conducive work environment provides a sense of security and allows optimal work according to comfortable air circulation, work space away from noise, and harmonious working relationships among employees.²¹ The application of work discipline and work environment to employee performance is inseparable from leadership exemplary and compensation.²² The exemplary leadership takes the form of attitudes and behavior from the leader that can be emulated by each subordinate. Attitude, movement, behavior, beauty, good temperament, strength, ability to do good.²³ Leadership exemplary as a comprehensive pattern of a leader's actions, both visible and invisible are judged by subordinates.²⁴ A leader not only acts and behaves as a superior whose wishes and desires must be followed by others but must be able to be a role model for his subordinates to follow in running the organization to achieve goals.²⁵ Exemplary leadership can be seen from the character of leaders who are good, consistent, honest, fair and responsible in carrying out their duties.²⁶

Including compensation is a form of reward applied by the organization to employees for carrying out their main duties and functions.²⁷ Organizations that compensate properly motivate employees to work. Providing good compensation tends to encourage high-achieving and loyal employees.²⁸ Conversely, inadequate compensation will result in a decrease in performance.²⁹ Compensation is the overall income earned by employees in the form of money, direct or indirect goods as a reward from the organization.³⁰ The compensation in question includes salaries, incentives, allowances and facilities to meet employee needs. Based on the description above, researchers are interested in conducting research with the title The Effect of Leadership Exemplary and Compensation on Employee Performance through Work Discipline and Employee Work Environment at the Makassar City Education Office.

19 Fernando, Luis. The impact of internal control, cultural control, incentives, and work discipline on employee performance (Case study in PT Lestari Jaya Raya). Annals of Management and Organization Research (AMOR). ISSN 2685-7715, Vol 2, No 3, https://doi.org/10.35912/amor.v2i3.929, 2021. h. 11.

20 Daspar. Analysis of Effect on the Working Environment, Work Motivation, and Discipline on Performance Employees of PT. Seimitsu Indonesia. Manajemen Bisnis, Vol. 12 No. 01 April 2022. p.15.

21 Effendy, Muhamamd Erfan. How Does Servant Leadership Work in a Sub-district Office by Considering Work Discipline to Achieve Employee Performance? The International Journal of Business & Management ISSN 2321–8916.

Vol 9 Issue 7 DOI No.: 10.24940/theijbm/2021/v9/i7/BM2107-030 July, 2021, p. 9.

22 Surajiyo. The Effect of Work Discipline on Employees Performance with Motivation as a Moderating Variables in the Inspectorate Office of Musi Rawas District. International Journal of Community Service & Engagement. e-ISSN: 2746- 4032. Vol. 2, No. 1, February 2021, p. 144.

23 Sakka, Syafaruddin. Pengaruh Sikap Keteladanan Kepala Sekolah, Pemberian Reward dan Disiplin Kerja Guru terhadap Standar Kompetensi Lulusan di Gugus SD Inpres Ujung Katinting Kecamatan Pa’jukukang Kabupaten Bantaeng. Nobel Management Review. Volume 3 Nomor 3 September, 2022, h. 133.

24 Ghoni, Ibnu Abdul. The Effect of Company wok Disipline: Symtematic Literature Review. Asian Journal Of Economics And Business Management 2022, VOL. 1, NO. 3, https://doi.org/10.53402/ajebm.v1i3.234.

25 Rusli dan Maryadi. Pengaruh Gaya Kepemimpinan, Motivasi dan Disiplin Kerja terhadap Kinerja Pegawai pada Kantor Kecamatan Arungkeke Kabupaten Jeneponto. Jurnal Ilmiah Wahana Pendidikan. Vol. 7 No. 6, 2021, h. 6.

26 Nadeak, Irwadana Juliandri. Pengaruh Gaya Kepemimpinan terhadap Kinerja Pegawai dengan Motivasi dan Disiplin Kerja sebagai Variabel Mediating pada Dinas Sosial Kabupaten Labuhanbatu Utara. Journal Economy And Currency Study (JECS) Volume 4, Issue 2, July 2022, h. 107.

27 Arif, Muhammad. Effect of Compensation and Discpline on Employee Performance. Proceeding of The 3rd International Conference on Accounting, Business & Economics, UII-ICABE, 2019. p.4.

28 Prasetyo, Indra, et al. Effect of Compensation and Discipline on Employee Performance: A Case Study Indonesia. Journal of Hunan University (Natural Sciences) Vol. 48 No. 6, June, 2021, p. 16.

29 Norawati, Suarni. Leadership Style, Compensation and Training Influence on Job Satisfaction and Its Implications on Employee Performance. Dialogos, v. 26, n. 2, p. 461-468, 2022.

30 Sudiarditha, I Ketut R. Compensation and Work Discipline on Employee Performance with Job Satisfaction as Intervening. Trikonomika Volume 18 No. 2, Desember, 2019. p. 325.

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II. Methods

Quantitative methodology used in this research. Descriptive research based on data from the South Sulawesi Provention Education Office as a research site. Data and information are then processed into valid and reliable data. The study population was 13,719 employees. In this study, the sampling technique used was ramdom using the Slovin formula 5%. So, the sample size was 389 respondents.

Data collection using research instruments in the form of questionnaires. The scale used in the study was the Likert Scale. The data analysis technique used Structural Equation Modeling Partial Least Squares (SEM-PLS) through the SmartPLS 3.0 program.

III. Result and Discussion 1. Measurement Model Test

The measurement model test analysis serves to ensure that the indicators used in measuring latent variables are reliable and valid. The model is ready to be estimated using the PLS algorithm that is already available in SmartPLS 3.0 software.

Figure 1. Path Coefficients Algoritma PLS

2. Convergent Validity

Validity indicators are seen from the loading value, which is low indicating that the indicator does not work in the measurement model. If the loading value of an indicator is more than 0.5, it can be said to be valid. Conversely, if it is less than 0.5 then it is removed from the model. The results of the convergent validity test on the four research variables were then removed from the model. Then the measurement model is obtained as follows:

Figure 2. Path Coefficients of Convergent Validity Test Results

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3. Reliability Test

Measuring the reliability test of a construct with reflective indicators in PLS-SEM using the SmartPLS 3.0 program is done in two ways, namely with Cronbach's Alpha and Composite Reliability. It is declared reliable if the Cronbach's Alpha and Composite Reliability values are more equal to 0.70.

Table 1. Reliability Test of Research Variables Variables Cronbach’s

Alpha Info Composite

Reliability Info

Performance 0,884 Reliable 0,814 Reliable

Leadership

Modeling 0,767 Reliable 0,803 Reliable

Compensation 0,736 Reliable 0,791 Reliable

Work

Discipline 0,701 Reliable 0,742 Reliable

Work

Environment 0,722 Reliable 0,730 Reliable

Source: Processed Research Data, 2022.

The results of the table 1 show that all construct variables have a Cronbach's Alpha and Composite Reliability value of more than 0.6. So, all variables used in this study are declared to meet the internal consistency reliability requirements.

4. Structural Model Test

The structural model is used to analyze the relationship between existing latent variables in accordance with the proposed hypothesis. The structural model is carried out when the measurement model analysis has been carried out and especially related to the validity and reliability of the measuring instrument is fulfilled.

a. Coefficient of Determination (R²)

The coefficient of determination shows the combined effect of exogenous latent variables on endogenous latent variables. The coefficient of determination is a measure often used to evaluate structural models, which indicates the predictive power of the path model and is a clue that the model fits the data obtained. Criteria as, if the R-Square value is 0.67, it indicates that the model is strong.

An R-Square value of 0.33 indicates that the model is moderate. An R-Square value of 0.19 indicates that the model is weak.

Table 2. Test Coefficient of Determination (R²)

Variable R-Square Info Coefficient of

Determination

Performance 0,549 Moderate 54.9%

Leadership Modeling - - -

Compensation - - -

Work Discipline 0,685 Strong 68.5%

Work Environment 0,533 Moderate 53.3%

Source: Processed Research Data, 2022.

Table 2 above shows that the R-Square value of 0.549 on the performance variable indicates that the model is in the moderate category. This value shows that the exemplary leadership and compensation variables explain 54.9% of the variance in the performance variable. The R-Square value of 0.685 on the work discipline variable indicates that the model is in the strong category. This value shows that the exemplary leadership, compensation and performance variables explain 68.5%

of the variance in the work discipline variable. The R-Square value of 0.533 on the work environment variable indicates that the model is in the moderate category. This value shows that the leadership exemplary variable, performance compensation explains 53.3% of the variance of the work environment variable.

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b. Hypothesis Test of Direct Effect of Main Constructs

The minimum value of T-Statistics to assess whether or not the relationship between one latent variable and another latent variable is significant depends on the significance value used. At a significance level of 5%, the minimum T-Statistics value is 1.96. In addition, hypothesis testing can also use probability, then the hypothesis is accepted if the P-Values value <0.05.

Table 3. Hypothesis Test of Direct Effect of Main Constructs Relationship Original

Sample t-Statistics p-values Description Leadership Exemplary → Work

Discipline 0,512 7,125 0,000 Positive and

Significant Leadership Exemplary → Work

Environment 0,412 6,158 0,003 Positive and

Significant Compensation → Work Discipline 0,139 1,554 0,089 Positive and Not

Significant Compensation → Work Environment 0,428 6,758 0,022 Positive and

Significant Leadership Exemplary → Performance 0,548 7,224 0,000 Positive and

Significant Compensation → Performance 0,591 8,352 0,000 Positive and

Significant Work Discipline → Performance 0,571 7,899 0,000 Positive and

Significant Work Environment → Performance 0,524 7,128 0,000 Positive and

Significant Source: Processed Research Data, 2022.

Based on table 3, the T-Statistics value of the relationship between the leadership exemplary variable and work discipline is 7.125 greater than the critical value of 1.96 and the p-value is 0.000.

This also proves that leadership exemplary has a positive and significant effect on work discipline.

The T-Statistics value of the relationship between the leadership exemplary variable and the work environment is 6.158 greater than the critical value of 1.96 and the p-value is 0.003. This proves that leadership exemplary has a positive and significant effect on the work environment. The T-Statistics value of the relationship between the compensation variable and work discipline is 1.554 less than the critical value of 1.96 and a p-value of 0.089 which proves that compensation has a positive and insignificant effect on work discipline. The T-Statistics value of the relationship between the compensation variable and the work environment is 6.758 greater than the critical value of 1.96 and a p-value of 0.022, which means it proves that compensation has a positive and significant effect on the work environment. The T-Statistics value of the relationship between the leadership exemplary variable and performance is 7.224 greater than the critical value of 1.96 and a p-value of 0.000, proving that leadership exemplary has a positive and significant effect on performance. Similarly, the T-Statistics value of the relationship between the compensation variable and performance of 8.352 is greater than the critical value of 1.96 and a p-value of 0.000, proving that compensation has a positive and significant effect on performance. While the T-Statistics value of the relationship between work discipline variables on performance is 7.899 greater than the critical value of 1.96 and a p-value of 0.000, proving that work discipline has a positive and significant effect on performance.

Then the T-Statistics value of the relationship between work environment variables on performance is 7.128 greater than the critical value of 1.96 and a p-value of 0.000, proving that the work environment has a positive and significant effect on performance.

c. Hypothesis Test of Indirect Effect with Mediation Effect

Mediation effect analysis is carried out to determine the significance value of work discipline and work environment as intervening variables with exogenous variables on endogenous variables.

T-Statistics are used to assess whether or not the relationship between one latent variable and another

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latent variable is significant. At a significance level of 5%, the minimum T-Statistics value is 1.96.

Also can use probability, the hypothesis is accepted if the P-Values value < 0.05.

Table 4. Hypothesis Test of Indirect Effect with Mediation Effect Relationship Original

Sample t-Statistics p-values Info Leadership Exemplary → Work

Discipline → Performance 0,651 8,495 0,000 Positive and Significant Compensation → Work Environment

→ Performance 0,694 8,674 0,000 Positive and Significant Source: Processed Research Data (2022)

From table 4 above, it is known that work discipline mediates the effect of leadership exemplary on employee performance. The T-Statistics value of the mediating effect of work discipline on the effect of leadership exemplary on performance is 8.495 greater than the critical value of 1.96 and the P-Values value of 0.000 is smaller than 0.05. Next, the work environment mediates the effect of compensation on employee performance. The T-Statistics value of the mediating effect of the work environment on the effect of compensation on performance is 8.674 greater than the critical value of 1.96 and the P-Values value of 0.000 is smaller than 0.05. Based on the description above, this study found that compensation has a positive and insignificant effect on work discipline. This shows that the compensation received by employees in the form of salaries, incentives, allowances and facilities has been given, so it has a positive effect, but compensation is not significant to work discipline because the compensation received is not determined by the work discipline shown by employees. The direct effect of the variable that has the largest path of influence is compensation which is positive and significant on employee performance. This means that increased employee performance is determined by the amount of compensation received by employees. Similarly, the indirect effect shows compensation through the work environment has a positive and significant effect on employee performance.

IV. Conclusion

Based on the results of research and discussion, it is concluded: 1) leadership exemplary has a positive and significant effect on work discipline and work environment; 2) compensation to work discipline has a positive and insignificant effect, while compensation to work environment has a positive and significant effect; 3) leadership exemplary and compensation have a positive and significant effect on performance; 4) work discipline and work environment have a positive and significant effect on performance; 5) leadership exemplary through work discipline has a positive and significant effect on performance; and 6) compensation through work environment has a positive and significant effect on performance. This shows that employee performance is inseparable from the exemplary leadership shown to subordinates, the compensation received by employees, discipline at work and a conducive work environment.

References

[1] Arif, Fathan. The Influce of Transformational Leadership, Discipline, Productivity on Employee Performance. Scientific Journal of Reflection: p-ISSN 2615-3009. Economic, Accounting, Management and Business e-ISSN 2621-3389 Vol. 4, No. 1, January, 2021.

[2] Arif, Muhammad. Effect of Compensation and Discpline on Employee Performance.

Proceeding of The 3rd International Conference on Accounting, Business & Economics, UII- ICABE, 2019.

[3] Asmalah, Lia dan Noviyanti, Iis. The Effect of Work Discipline and Work Motivation on Employee Performance in PT. Struktur Pracetak Nasional Jakarta Journal of Research in Business, Economics, and Education Volume 3, E-ISSN 2686-6056 Issue 6, December Edition, 2021.

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[4] Daspar. Analysis of Effect on the Working Environment, Work Motivation, and Discipline on Performance Employees of PT. Seimitsu Indonesia. Manajemen Bisnis, Vol. 12 No. 01 April 2022.

[5] Effendy, Muhamamd Erfan. How Does Servant Leadership Work in a Sub-district Office by Considering Work Discipline to Achieve Employee Performance? The International Journal of Business & Management ISSN 2321–8916. Vol 9 Issue 7 DOI No.:

10.24940/theijbm/2021/v9/i7/BM2107-030 July, 2021.

[6] Fernando, Luis. The impact of internal control, cultural control, incentives, and work discipline on employee performance (Case study in PT Lestari Jaya Raya). Annals of Management and Organization Research (AMOR). ISSN 2685-7715, Vol 2, No 3, , 2021.

[7] Frizilia, Naomi. The Influence of Leadership Style, Motivation and Discipline on Employee Performance at PT Sumo Internusa Indonesia. International Journal of Social Science and Business Volume 5, Number 2, P-ISSN: 2614-6533 E-ISSN: 2549-6409, 2021.

[8] Ghoni, Ibnu Abdul. The Effect of Company wok Disipline: Symtematic Literature Review.

Asian Journal Of Economics And Business Management 2022, VOL. 1, NO. 3, https://doi.org/10.53402/ajebm.v1i3.234

[9] Kurniawan, Welen. Pengaruh Insentif dan Kepemimpinan Dalam Meningkatkan Disiplin Kerja Pegawai Dengan Kepuasan Kerja Sebagai Variabel Intervening Pada Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Provinsi Banten. Gemilang: Jurnal Manajemen dan Strategi Bisnis Vol. 1 No. 1, 2020.

[10] Nadeak, Irwadana Juliandri. Pengaruh Gaya Kepemimpinan terhadap Kinerja Pegawai dengan Motivasi dan Disiplin Kerja sebagai Variabel Mediating pada Dinas Sosial Kabupaten Labuhanbatu Utara. Journal Economy And Currency Study (JECS) Volume 4, Issue 2, July 2022.

[11] Ningsih, Ira Julia. Pengaruh Kompensasi, Disiplin Kerja, dan Lingkungan Kerja tehadap Kinerja Pegawai Balai Besar Pendidikan dan Pelatihan Ekspor Indonesia. Cakrawangsa Bisnis Vol. 1 No. 1, 2020.

[12] Norawati, Suarni. Leadership Style, Compensation and Training Influence on Job Satisfaction and Its Implications on Employee Performance. Dialogos, v. 26, n. 2, p. 461-468, 2022.

[13] Ondi, Asep, 2023. Pengaruh Disiplin Kerja terhadap Kinerja Pegawai Non ASN pada Dinas Pendidikan Provinsi Jawa Barat. Jurnal Pengabdian Masyarakat dan Penelitian Terapan. Vol.

1, No. 1, January 2023.

[14] Pambudi, Bangkit. The Effect of Work Discipline on Employee Performance with Compensation as a Mediation. International Sustainable Competitiveness Advantage, 2022.

[15] Panjaitan, Leo Shaputra. Pengaruh Kepemimpinan, Pengawasan, Disiplin Kerja dan Budaya Organisasi terhadap Kinerja Pegawai pada Dinas Perumahan dan Kawasan Permukiman Kabupaten Tapanuli Tengah. Jurnal Manajemen Terapan dan Keuangan (Mankeu) Vol. 11 No. 04, P-ISSN: 2252-8636, E-ISSN: 2685-9424. Desember 2022.

[16] Prasetyo, Indra, et al. Effect of Compensation and Discipline on Employee Performance: A Case Study Indonesia. Journal of Hunan University (Natural Sciences) Vol. 48 No. 6, June, 2021.

[17] Putra, Rio. A Review Literature Employee Performance Model: Leadership Style, Compensation and Work Discpline. Dinasti International Journal of Management Science.

Volume 3 Issue 1, September, 2021.

[18] Riwukore, Jefirston Richset. Employee Performance Analysis Based on the Effect of Discpline, Motivation and Organizational Commitment at the Regional Secretariat of the Kupang City Government. Jurnal Maksiprenur Volume 12 No. 1, Desember 2022.

[19] Rusli dan Maryadi. Pengaruh Gaya Kepemimpinan, Motivasi dan Disiplin Kerja terhadap Kinerja Pegawai pada Kantor Kecamatan Arungkeke Kabupaten Jeneponto. Jurnal Ilmiah Wahana Pendidikan. Vol. 7 No. 6, 2021.

[20] Sakka, Syafaruddin. Pengaruh Sikap Keteladanan Kepala Sekolah, Pemberian Reward dan Disiplin Kerja Guru terhadap Standar Kompetensi Lulusan di Gugus SD Inpres Ujung Katinting Kecamatan Pa’jukukang Kabupaten Bantaeng. Nobel Management Review.

Volume 3 Nomor 3 September, 2022.

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[21] Sakti, Muhammad Hadi. Pengaruh Kompensasi dan Disiplin Kerja terhadap Kinerja Pegawai Dinas Kependudukan dan Pencatatan Sipil Kabupaten Bima. Journal Scientific of Mandalika (JSM), Vol. 2 No. 6, ISSN: 2745-5955, Juni 2021.

[22] Sitopu, Yoel Brando. The Influence of Motivation, Work Discipline and Compensation on Employee Performance. Golden Ratio of Human Resource Management, Vol.1, Issue. 2, https://doi.org/10.52970/grhrm.v1i2.79. ISSN [Online] 2776-6365, 2021.

[23] Sudiarditha, I Ketut R. Compensation and Work Discipline on Employee Performance with Job Satisfaction as Intervening. Trikonomika Volume 18 No. 2, Desember, 2019.

[24] Surajiyo. The Effect of Work Discipline on Employees Performance with Motivation as a Moderating Variables in the Inspectorate Office of Musi Rawas District. International Journal of Community Service & Engagement. e-ISSN: 2746-4032. Vol. 2, No. 1, February 2021.

[25] Susanto, Yohanes. The Effect of Leadership and Compensation on Employee Performance:

Evaluating the Role of Work Motivation. Talent Development & Excellence Vol.12, No.2s, 2020.

[26] Suwandi and Setiawan, Tendy. The Influence of Work Morale, Work Discpline and Work Environment on Employee Performance. Journal of Economics and Business Letters, 2(2), 2022.

[27] Trianto, Eko. Pengaruh Disiplin Kerja, Motivasi Kerja dan Lingkungan Kerja terhadap Kinerja Pegawai Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu (DPMPTSP) Kota Tangerang. Jurnal Riset Manajemen Vol. 9 No. 1. http://doi.org/10.32477/jrm.v9i1.337.

ISSN:2624-492X, Januari 2022