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The Influence of Direct Compensation, Work Motivation, and The Work Environment on The Performance of Matahari Department Store Employees,
Delta Plaza Surabaya
Lina Dwi Astutik, Elok Damayanti, Helen Pramudita
Departement of Management, Narotama University SurabayaJl. Arief Rachman Hakim No. 51 Surabaya, Indonesia
[email protected], [email protected], [email protected]
Abstract
This study discusses the influence of direct compensation, work motivation, and work environment on the performance ofMatahari Department Store employees, Delta Plaza Surabaya. Matahari Department Store is a retail company in Indonesia which is the owner of the Matahari department store chain.This study aims to determine the influence of direct compensation, work motivation, and work environment on the performance of Matahari Department Store employees, Delta Plaza Surabaya. The sampling technique in this study used a questionnaire technique. Respondents in this study were 80 employees with active status at Matahari Delta Plaza Surabaya. Methods of data analysis used multiple linear regression test, with the SPSS v.2.0 software test tool as an analysis tool.Based on the results compensation, motivation, work environment together have a significant effect on the employee performance.
Keywords :
Direct Compensation, Employe Performance , Work Environment, Work Motivation.
1. Introduction
Business and retail competition is getting tougher. Human resources are the most important factor in an organization for its talent, energy and creativity that are needed to achieve company’s goals. Company needs to have competent employees while working to face tough competition. Employees are an important component in carrying out company activities. Therefore, employees must have high performance and be supported by providing compensation in accordance with employee contributions, then high motivation, and a comfortable work environment for employees.
Lack of motivation from the company causes a decrease in employee performance, because employees also need motivation from the company so that they are enthusiastic about working.An uncomfortable work environment can also reduce employee performance. For example, work relationships that occur between salespeople do not go well, such as miss communication between salespeople, mutually indifferent if there are customers who want to be served while shopping, so that the work environment becomes uncomfortable and even customers feel unappreciated. Therefore, employees must help each other and communication with customers can run well.
2. Literature Review
2.1. Direct CompensationAccording to Nawawi, (2011) Direct compensation means a remuneration provided by the company to employees for providing their achievements for the company's interests. This compensation is given, because it is directly related to the work performed by the employee. For example: wages / salaries, incentives / bonuses, job allowances.
2.2. Work Motivation
Steers and Porter, 1991(in Miftahun and Sugiyanto, 2010) statedthat work motivation is an effort that can lead to behavior, direct behavior, and maintain or maintain behavior in accordance with the work environment in the organization. Work motivation is a basic human need and an incentive that is expected to meet the desired basic needs, so that if the need exists it will result in the success of an activity. Employees who have high work motivation will try to get their work done as well as possible.
11 2.3. Work Environment
Work environment According to Sedarmayanti, (2011) The work environment is the entire tooling and materials faced by the surrounding environment where a person works, their work methods, and their work arrangements both as individuals and as groups.
2.4. Employee Performance
Employee performance According to Mangkunegara, (2000) performance is the result of work produced by an employee to achieve the expected goals.
2.5. Human Resource Management
(Dessler, 2006) The definition of human resource management according to Dessler is the process of obtaining, training, assessing and compensating employees, paying attention to employee work relations, health, safety and issues of justice.
3. Theoretical Framework
3.1. The relationship between direct compensation variables on employee performance
According to research by Nurcahyani and Adnyani, (2016) states that compensation has a positive effect on employee performance.
3.2. The relationship between work motivation variables on employee performance
The results of the study by BayuDwiLaksonoHanafi show that the motivation variable on employee performance has a positive and significant effect because it has a t-value of 2.97> t-table 1.96.
3.3. The relationship between the work environment and employee performance
Tiaragita's research, Realize the work environment partially positive and significant impact on employee performance with nil 9.798> 1.983.
Figure 1. Employee Performance 3.4. Hypotheses
H1: There is a significant effect of partial compensation on the employee performance of Matahari Department Store Delta Plaza Surabaya
H2: There is a partially significant influence of motivation on the employee performance of Matahari Department Store Delta Plaza Surabaya
H3: Here is a partially significant influence of the work environment on the employee performance of Matahari Department Store Delta Plaza Surabaya
H4: There is a simultaneous significant influence of Compensation, Motivation and Work Environment on Employee Performance of Matahari Department Store Delta Plaza Surabaya.
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4. Research
Methods
4.1. Types of research
In this study, researchers used a quantitative approach. Quantitative research is a form of numbers to test a hypothesis. By using this approach, the significance of the relationship between the variables studied will be obtained.
4.2. Research Object
According to Sudjana, (2010) Population is the totality of all possible values, counting or measurement results, quantitative or qualitative regarding certain characteristics of all complete and clear group members who want to study their properties. This research was only conducted on sales clerk and cashier of the delta Plaza Surabaya sun.
4.3. Sample
The sample is a part or representative of the population to be studied (Arikunto, 2006). If the research is carried out by part of the population, it can be said that the research is a sample study. In this study, using non- probability sampling techniques, namely sampling techniques from populations found or determined by the researcher and / or according to expert considerations. Sampling is done by selecting subjects based on specific criteria set by researchers with purposive sampling method. The sample consisted of 80 employees from Matahari Department Delta Plaza Surabaya.
4.4. Data Type
This study uses primary data. Primary data is a source of research data obtained directly from the original source, not through intermediary media.
4.5. Data Source
This data will be obtained from the results of filling out a questionnaire regarding compensation, motivation and work environment on employee performance which is filled out by employees of the Matahari Department Store Delta Plaza Surabaya.
4.6. Data Analysis Technique
Data collection is a systematic and standard procedure for obtaining the necessary data. an important component in research is the researcher's process of data collection. Each study has a different data collection process, depending on the type of research the researcher intends to do.
5. Result And Discussion
The classic assumption test is a requirement that must be fulfilled in multiple linear regression analysis.
This test aims to provide certainty that the regression equation obtained has accuracy in estimation, unbiased, and consistent.
5.1. Normality Test
Figure 2. P-Plot
This test is used to determine the data contained in each variable is normally distributed or not. Normality Test Results can be seen in Figure 1.
The graph above shows that all existing data is normally distributed, because all data spreads to form a straight diagonal line, so the data meets normal assumptions or follows the line of normality.
13 5.2. Multicollinearity Test
Multicollinearity test is used to find out whether in the regression model there is a variance in variance from the residuals of one observation to another . Multicollinearity Test Results can be seen in Table 1.
Table 1. Multicollinearity Test Cofficients
Model Unstandardized
Coefficients
Stand ardize d Coeff
icient s Collinearity Statistics
t ig
B
Std.
Err or Beta
Tole
ranc e VIF 1
(Constan t)
13,7 28
1,4 98
9,1 65
,00 0
Compens ,877 ,33 ,456 2,5 ,01 ,256 1,7
ation 8 69 1 05
Motivati ,706 ,23 ,104 2,4 ,02 ,153 1,5
on 1 59 8 34
Work Environ
ment ,773
,16
2 ,095
2,4 51
0,3
5 ,179
1,5 79 Dependent Variable : Employee Performance
In table 1, it can be seen that the data meet the multicollinearity test requirements because the tolerance value of each variable is ≤ 0.10 and the VIF value of each variable is ≥10 which means that the variable does not occur multicollinearity.
5.3. Autocorrelation Test
Autocorrelation test is used by researchers to test whether in the linear regression model there is a correlation between the interruption error in the t period and the confounding error in the t (previous) period. in this study, researchers used the Durbin Watson (DW test) approach . The results of the Durbin Watson test can be seen in Table 2.
Table 2. Autocorrelation Test Durbin-
Watson
Description
1.908 There is no
autocorrelation
To find out the existence of autocorrelation or can not be known by the DW-Test with the terms du <d <4 - dU , a good regression model is one that does not have autocorrelation. The test results using the Durbin Watson table can be seen in Table 3.
5.4. Heterokedasticity Test
Heterokedasticity test used to find out whether the regression model occurred inequality variants of residuals of the observations to other observations . Heteroscedasticity test can be seen in Figure 2.
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Figure1. Heterokedasticity Test
In Figure 2, it can be seen that the points spread randomly and spread both above and below 0 on the Y axis, and there are no specific patterns, this concludes that there is no heterokedasticity.
5.5. Multiple Linear Regression Test
The results of multiple linear regression analysis in this study can be seen in Table 4.
Table 4.Multiple Linear Regression Test Cofficients Stand
ardize Model Unstandardized Coefficients
Std.
d Coeff icient s
t Sig
Collinearity Statistics
Tole
B Err
or
Beta ranc e
0
VIF
a. Dependent Variable : Employee Performance
Based on the analysis results in table 4, the linear regression equation is obtained as follows: Y = 13,728 + 0,877 (X1) + 0,706 (X2) + 0,773 (X3)
5.6. Coefficient of Determination R^2
The coefficient of determination test aims to find out how much the model's ability to explain the variation of the dependent variable. Test results in this study can be seen in table 5.
Table 5. Coefficient of Det ermination Test 𝑹𝟐 Adjusted R
Square
Description
.375 Middle
The test results of the coefficient of determination (R^2) indicate that the Adjusted R Square value of 0.375 or 37.5%. This means that the rate of profit change that can be explained by independent variables is 37.5%, while the remaining 62.5% is influenced by other variables not examined.
1
(Constan t)
13,7 28
1,4 98
9,1 65
,00 Compens
ation ,877 ,33
8 ,456 2,5
69
,01
1 ,256 1,7
05 Motivati
on ,706 ,23
1 ,104 2,4
59
,02
8 ,153 1,5
34 Work
Environ ment
,773 ,16
2 ,095 2,4
51
0,3
5 ,179 1,5
79
15 5.7. F Test (Simultaneous)
Simultaneous hypothesis testing aims to determine the effect independent variables simultaneously (together) on the dependent variable. The f test results in this study can be seen in table 6.
Table 6. F Test
F Sig. Description
16.781 .000 Significant
F test (simultaneous) above can be said that the F test results simultaneously with F count of 16.781 with a significant level of 0.000. The significant value of F is greater than 0.05 which means that it has a significant effect simultaneously on the variables of Compensation (X1), Motivation (X2), Work Environment (X3) and Employee Performance (Y).
5.8. T test (partial)
Partial hypothesis test aims to determine the effect independent variables partially (individually) on the dependent variable. T test results in this study can be seen in Table 7.
Model Unstandardized Coefficients
Std.
Table7. T Test Cofficients Stand ardize d Coeff icient
s
t Sig
Collinearity Statistics
Tole
B Err
or
Beta ranc e
0
VIF
b. Dependent Variable : Employee Performance
Based on the data table above in the T test (partial) above, it is known that the significant value of the compensation variable (X1) is 0.011 <0.05, so the results of the compensation variable (X1) have a significant effect on the employee performance variable (Y). The motivation variable (X2) is 0.028 <0.05, so the results of this variable have an effect on the Employee Performance variable (Y). And the Work Environment variable (X3) is 0.035 <0.05, so the results of this variable have a significant effect on the Employee Performance variable (Y). Therefore, the compensation, motivation and work environment variables have a significant influence on the employee performance variable (Y).
6. Conclusion and Suggestion
6.1 ConclusionBased on the analysis that has been carried out, several conclusions can be drawn as follows:
1. The results of data processing using SPSS show that the compensation variable partially has a significant effect on employee performance, with the results of the T test 0.011 <0.05.
2. The results of data processing using SPSS show that the motivation variable has a partially significant effect on employee performance with the results of the T test of 0.028 <0.05.
3. The results that have been tested in data processing using SPSS on the Work Environment variable partially have a significant effect on Employee Performance with the T test results of 0.035 <0.05.
1
(Constant )
13,7 28
1,49 8
9,16 5
,00 Compens
ation ,877 ,338 ,456 2,56
9
,01
1 ,256 1,70
5 Motivati
on ,706 ,231 ,104 2,45
9
,02
8 ,153 1,53
4 Work
Environ ment
,773 ,162 ,095 2,45
1
0,3
5 ,179 1,57
9
16 6.2 Suggestion
Based on the above conclusions, the authors provide some suggestions that are expected to be useful for Matahari Department Store Delta Plaza Surabaya, which are as follows:
1. Based on the results of data processing, the company needs policies on Work Motivation variables to increase the potentials of employees who have worked for a long time in the company.
2. For further researchers, it is hoped that they can enter and add other variables as independent variables, so that from further research that will be carried out will be able to find out other variables that greatly affect employee performance at the Matahari Department Store company, Delta Plaza Surabaya.
Referencess
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Mangkunegara, A. A. A. P. (2000). Manajemen Sumber Daya Manusia. Remaja Rosdakarya.
Miftahun, & Sugiyanto. (2010). Pengaruh dukungan social dan kepemimpinan transformasional terhadap komitmen organisasi dengan mediator motivasi kerja. Jurnal Psikologi Volume, 37(1), 94 – 109.
Nawawi. (2011). Manajemen Sumber Daya Manusia: Untuk Bisnis Yang Kompetitif. Gajah Mada University Press.
Nurcahyani, N. M., & Adnyani, I. G. A. D. (2016). Pengaruh Kompensasi Dan Motivasi Terhadap Kinerja Karyawan Dengan Kepuasan Kerja Sebagai Variabel Intervening. E-Jurnal Manajemen Unud, 5(1), 500–
532.
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