The Influence of Work Environment, Work Load and Work Motivation on Employee Performance Ninja Express Warehouse
in Surabaya
Trisiya Mujahidilila, Bayu Airlangga Putra, Elok Damayanti
Faculty of Economics and Business, Narotama University Management Study Program [email protected] , [email protected],
[email protected] Abstract
This research aims to find out the Influence of Work Environment, Workload and Work Motivation on Employee Performance of Warehouse Ninja Express in Surabaya. The population in this study employees warehouse ninja express especially those in surabaya warehouses. The sample was taken by 96 respondents.
Data retrieval techniques using observations and questionnaires. The data obtained is analyzed using PLS (Partial Least Square) analysis techniques through SmartPLS software version 3. The test results showed that the Work Environment, Workload and Work Motivation had a significant relationship to Warehouse Ninja Express Employee Performance, while the insanity of the test results between The Work Environment and Workload had an insignificant relationship to Work Motivation.
Keywords :
Ninja Express Warehouse, Performance, Workload, Work Environment, Work Motivation
1. Introduction
In today's era of global competition, the problem of employment in Indonesia is determined by the presence of youth or the younger generation who serve as successors to the nation's ideals. Youth as a younger generation are required to develop themselves optimally and be able to master technology and knowledge so that in the future they can actively participate in development and become useful human resources for the nation and the State.
The service, which was originally based in Singapore, offers solutions for online entrepreneurs in terms of delivery of goods. Because Ninja Xpress also comes by offering three services namely Ninja Reg and Ninja Fast. Where the difference between the three services is in the cost and estimation of the goods gets into the hands of the recipient. One of the advantages of Ninja Xpress compared to other delivery services is the real- time system that can be monitored directly by users and senders. Recently Ninja Xpress also introduced a new service called Ninja Easy. Ninja Easy is an app that can be accessed mobile by users.
In each delivery process, the goods will certainly be placed in the warehouse, which later when the goods are needed is just taken from the warehouse. The warehouse itself is a temporary storage area used during the production process. The in and out of the goods inside the warehouse must also be recorded and many things must be arranged inside the warehouse to prevent things from being desired, hence the need for warehouse management.
In detail warehouse management can be interpreted as the management of interconnected activities to carry out temporary storage of goods. Some temporary goods storage activities are divided into the receipt of raw materials / goods from suppliers, handling of goods and the expenditure of goods to the destination of the production site.
The importance of a work environment where some employees spend hours away from work to continue doing their jobs. This certainly shows that there are still some employees who have workloads and are motivated to produce good performance. The positive impact is that by staying in work employees can work experience as well as understand the meaning of responsibility in working. Therefore, this research aims to examine the performance of employees who miss their working hours, especially employees of the express ninja warehouse in Surabaya.
Happiness in the work environment is one of the important factors in improving employee productivity.
The source of happiness itself does not simply come from the salary they earn. Each employee's expectations of their workplace are of course diverse, such as equipment and facilities, workplace environment, work environment, and work responsibilities. Because, the benchmark of each person's satisfaction also varies.
However, it can be ascertained that most employees always want a warm relationship between employees and a feeling of security that creates comfort.
Every employee can work healthily without harming himself or the surrounding community, so efforts need to be made between work capacity, workload and work environment in order to obtain optimal work productivity.
Employees also have the main motivation to give their best skills and the best work. It's not just about salary or career that is the main thing, employees like this will live the meaning of the work that is lived and responsible in every job done. This is the type of motivation that an employee very rarely has, such as having a desire to work, having done actions that lead to work, having direction and work goals, and achievements in work. Positioning themselves not as workers or workers employed, but they live the job so that they can give their best work to the company.
Employee performance is basically the work of the employee during a certain period compared to various possibilities, e.g. standards, targets/ goals, or criteria that have been pre-determined and have been mutually agreed upon. Employee performance is often interpreted as the achievement of tasks, where employees in work must comply with the organization's work program to demonstrate the level of performance of the organization in achieving the organization's vision, mission, and goals.
Based on research from Hidayat & Taufik (2016) showing that the results of the study of the determinant value of free variable correlation to bonded variables, the definition is the amount of influence of free variables namely X1, X2 and X3 simultaneously against bound variables namely Y is 47.9%, or the actual variation of change described by independent variables (X1, X2, X3) together affects the variation of dependent variable change (Y) by 48.5% , while the remaining 62.1% is affected by other unsamined variables.
Meanwhile, research from Karmita (2015) shows that the results of research with performance variability variables are explained by work motivation by 16% while 84% is explained by variables outside the model.
Based on the background above, there are still some research results that show a significant lack of relationship/influence on the motivational variables of warehouse ninja express employees and employees, therefore the authors are interested in re-research related to the variables of the work environment, workload, motivation of Work, employee performance of Warehouse Ninja Express with the title of example: "Impact Of Work Environment, Workload And Work Motivation On Employee Performance Ninja Express Warehouse In Surabaya".
2. Literature Review
2.1. Work EnvironmentAccording to Zainul Hidayat (2012) working environment as a source of information and place to do activities, then a good co-committ of work environment must be achieved so that employees feel at home and comfortable indoors to complete the work so that it can be high efficiency. A good work environment will have an impact on improving the quality of work, reducing calmness in the eyes and spiritual desires, and most importantly better work spirit and better prestige for the agencies concerned.
2.2. Workload
According to Sitepu (2013) states that workload is the amount of work that must be carried by a position/organizational unit and is the result of times between the volume of work and the norm of time. If the ability of the worker is higher than the demands of the job, there will appear a feeling of boredom. But on the contrary, if the ability of workers is lower than the demands of the job, then there will appear more fatigue.
Workloads charged to employees can be categorized into three conditions, namely standardized workloads, over capacity and under capacity.
2.3. Work Motivation
According to Miftahul et al (2017) motivation is basically the process to influence a person to do what they want. Motivation is a process that explains an individual's intensity, direction, and perseverance to achieve his or her goals. Motivation is "the impulse or will that causes someone to do something". Miftahul (2017)
According to Azizah et al (2017)Employees will try to provide the best results for the progress of the cooperative in which they work. One that can affect employee performance is motivation. Motivsi is the process of generating, energizing, directing, and maintaining behavior and performance.
2.4. Employee Performance
According to Riduwan dan E. A. Kuncoro (2012) High employee or employee performance is necessary to maintain the company's survival. In general, individuals who show good work results can be said to be individuals who have high or good performance. Similarly, individuals who show poor Work results can say that the person is underperforming or poor.
According to Wibowo (2012) stated that the performance of human resources is a continuous communication process in partnership between employees and their direct superiors. The process is a system,
having a number of parts that all must be included, if it is to provide added value for the organization, managers and employees or employees.
According to Rindyantama & Astuti (2017)defines performance as hasi work in quality and quantity that can be achieved by an employee in carrying out duties in accordance with the responsibilities given to him.
(Suprayetno, 2013) also suggested that performance is an achievement of organizational objectives that can be in the form of quantitative or qualitative output, creativity, flexibility, reliable, or other things desired by the organization.
According to Falola et al (2014) in an effort to ensure optimal employee performance and retention, organizations need to consider the right ways to reward employees for getting the desired results. Employee performance is very important in an organization, therefore employees should maximize their performance well.
According to Riniwati (2011) defining performance is the extent to which a person can implement an organizational strategy, either in achieving specific goals related to individual roles and or by showing competencies that are otherwise relevant to the organization. Performance is a multi-dimensional concept covering three aspects, namely attitude, ability and accomplishment.
According to Agiel Puji Damayanti, Susilaningsih (2013) With good employee performance, the company is expected to be able to compete with other companies so that it can be recognized that the company has quality performance. Employee performance can be improved through increased compensation and work motivation, because with the compensation that the company provides to employees, the spirit, willingness, and thoroughness of employees at work will be more maximal, focused, and disciplined.
According to Hudiwinarsih, Murty dan (2016) Employee performance is the result of both the quality and quantity produced by the employee or the real behavior displayed in accordance with the responsibilities given to him.
2.5. Framework of Thinking
Figure 1. Framework of thinking 2.6. Hypothesis
Based on the formulation of the problem and description of the literature review the authors propose the following research hypotheses:
H1: The Work Environment has a significant impact on Warehouse Ninja Express Employee Performance.
H2: Significant Workload to Warehouse Ninja Express Employee Performance.
H3: Work Motivation has a significant impact on Warehouse Ninja Express Employee Performance.
H4: The Work Environment has a significant impact on the Work Motivation of Ninja Express Warehouse Employees.
H5: Workload has a significant impact on Warehouse Ninja Express Employee Work Motivation.
3. Methodology
3.1. Population and Sample
According to Sugiyono (2015) Population is a generalized region consisting of objects or subjects that have certain qualities and characteristics set by researchers to study and then draw conclusions. The population
Work Environment
Work Motivation
Workload
Performance
and samples in this study are employees of Warehouse Ninja Express, especially those in surabaya warehouses that number 96 employees.
3.2. Data and Data Analysis
The data used in this study is to use primary data. Primary data is a source of research data obtained directly from the original source not through the intermediary media namely primary data and secondary data.
In this study, researchers used pls data analysis techniques using SmartPLS Partial Least Square (PLS) software version 3, a powerful analytical method often referred to as soft modeling because it negates the assumptions of OLS (Ordinary Least Squares) regression, such as data having to be distributed normally in multivariate and the absence of multicoldicity problems between variables, Wold, 1985 in the book (Ghozali &
Latan, 2015).
There are several reasons why in research the use of PLS data analysis techniques, namely:
The number of samples used does not have to be large (minimum 30).
1.
Does not assume certain distributed data, can be nominal, category, ordinal, interval, and ratio.
2.
The data used does not have to be distributed normally.
3.
(Ghozali, 2014) The line analysis model of all latent variables in PLS consists of three sets of relationships, among others:
Inner model that specifies relationships between latent variables (structural mode).
1.
Outer model that specifies the relationship between latent variables and indicators or manifest variables 2.
(measurement mode).
Weight relation in which assessing cases of latent variables can be automation.
3.
4. Result and Discussion
4.1. ResultTest Validity and Reliability (Data Analysis) 1.
In this study, researchers used pls data analysis techniques using SmartPLS Partial Least Square (PLS) software as a powerful analytical method and is often referred to as soft modeling because it negates the assumptions of OLS (Ordinary Least Squares) regression, such as data having to be distributed normally in a multivariate and the absence of multicollacity problems between variables, Wold, 1985 in the book (Ghozali &
Latan, 2015)
Outer Model or Measurement Model value 2.
Figure 2. Outer Model or Measurement Model value
There are three criteria in the use of data analysis techniques with SmartPLS to assess the outer model namely Convergent Validity, Discriminant Validity and Composite Reliability. Convergent validity of the measurement model with reflexive indicators is assessed based on the correlation between the estimated score/component score item and soflware PLS. The individual reflexive size is said to be high if correlated more
than 0.70 with the measured construct. But according to Chin, the 1998 book Ghozali (2014) for early-stage research of the development of a loading value measurement scale of 0.5 to 0.6 is considered sufficient. In this study will be used loading factor limit of 0.50.
Convergent Validity 3.
Table 1. Outer Loadings (Measurement Model) Work Environment
(X1)
Work Load (X2) Work Motivation (X3)
Employee Performance (Y1)
X1.1 0.772
X1.2 0.501
X1.3 0,724
X1.4 0.737
X1.5 0.884
X1.6 0.683
X2.1 0.653
X2.2 0.707
X2.3 0.794
X2.4 0.820
X3.1 0.875
X3.2 0.585
X3.3 0.643
X3.4 0.700
X3.5 0.755
X3.6 0.772
Y1.1 0.804
Y1.2 0.836
Y1.3 0.830
Y1.4 0.520
Y1.5 0.668
Y1.6 0.627
The results of processing using SmartPLS can be seen in Table outer model value or correlation between the construct and the latent variable has met convergen validity because the loading factor value in the table above is not below the loading factor limit value of 0.50.
Discriminant Validity 4.
Table 2. Discriminant Validity (Cross Loading) Work Environment
(X1)
Work Load (X2) Work Motivation (X3)
Employee Performance (Y1)
X1.1 0.772 0.590 0.667 0.677
X1.2 0.501 0.185 0.371 0.179
X1.3 0,724 0.366 0.538 0.609
X1.4 0.737 0.304 0.386 0.424
X1.5 0.884 0.531 0.654 0.830
X1.6 0.683 0.267 0.410 0.520
X2.1 0.560 0.653 0.596 0.496
X2.2 0.329 0.707 0.489 0.546
X2.3 0.307 0.794 0.624 0.581
X2.4 0.461 0.820 0.655 0.586
X3.1 0.774 0.720 0.875 0.787
X3.2 0.812 0.279 0.585 0.430
X3.3 0.368 0.536 0.643 0.504
X3.4 0.294 0.771 0.700 0.620
X3.5 0.344 0.570 0.755 0.517
X3.6 0.693 0.510 0.772 0.616
Y1.1 0.558 0.639 0.691 0.804
Y1.2 0.519 0.643 0.697 0.836
Y1.3 0.884 0.531 0.654 0.830
Y1.4 0.683 0.267 0.410 0.520
Y1.5 0.303 0.704 0.618 0.668
Y1.6 0.440 0.405 0.401 0.627
It can be seen that some loading factor values for each indicator of each latent variable still have a loading factor value that is not greater than the loading value if associated with other latent variables. This means that each latent variable does not yet have a good discriminant validity where some latent variables still have a meter that is highly correlated with other constructs. However, judging by ave with a limit above 0.50 is considered valid.
Reliability and Average Variance Extracted (AVE) 5.
Table 3. Composite Reliability and Average Variance Extracted
It can be concluded that all constructs meet the criteria of reliabel. This is indicated by composite reliability values above 0.70 and AVE above 0.50 as recommended criteria.
Composite
Reliability
Average Variance Extracted (AVE)
Work Environment (X1) 0,867 0,527
Work Load (X2) 0,833 0,557
Work Motivation (X3) 0,869 0,530
Employee Performance (Y1) 0,865 0,524
Structural Model (Inner Model) 6.
Figure 3. Structural Model (Inner Model)
In assessing the model with PLS begins by looking at R-square Adjusted for each dependent latent variable. The table above is the result of R-square Adjusted estimates using SmartPLS.
Table 4. R-square Adjusted
The table above shows the R Square Adjusted value for the Work Motivation variable (X1) obtained at 0.741, for the Warehouse Ninja Express (Y1) Performance variable obtained at 0.783. These results suggest that 74.1% of Work Motivation variables (Y1) may be affected by Work Environment variables (X1), Workloads (X2), while Warehouse Ninja Express (Y1) Performance variables may be affected by Work Environment variables (X1), Workload (X2), Work Motivation (X3) with a value of 78.3%.
Variabel R Square Adjusted
Work Motivation (X3) 0,741
Ninja Express Warehouse Performance
(Y2) 0,783
Hypothesis Testing 7.
Table 5. Path Coefficient
Direct Influence Results 8.
Hypothetical testing will be conducted by boostrapping to see t-statistics and p-value with a significant rate of 5% (1.99). So the hypothesis acceptance or rejection criteria are HA accepted and H0 rejected when t- statistics show > 1.99, and to reject or accept the hypothesis using probability value, then Ha will be accepted if p-value < 0.05. The test results by bootstrapping from pls analysis are as follows:
a. The results of the first hypothesis test showed that the effect of the Working Environment variable (X1) with the Warehouse Ninja Express (Y1) Performance variable showed a p-value of 0.000 with a t value of 4,308. The value is greater than the table t (1,990) and the p-value is below 0.050. Hypothesis 1 accepted.
b. The results of the second hypothesis test show that the effect of the Workload variable (X2) with the Warehouse Ninja Express Performance variable (Y1) indicates a p-value of 0.000 with a t value of 3,911. The value is greater than the table t (1,990) and the p-value is below 0.050. Hypothesis 2 accepted.
c. The results of the third hypothesis test showed that the relationship of the Work Motivation variable (X3) with the Warehouse Ninja Express (Y1) Performance variable showed a p-value of 0.012 with a t value of 2,516. The value is greater than the table t (1,990) and the p-value is below 0.050. Hypothesis 3 accepted.
d. The results of the fourth hypothesis test showed that the effect of the Work Environment variable (X1) with the Work Motivation variable (X3) indicates a p-value of 0.000 with a t value of 5,951. The value is greater than the table t (1,990) and the p-value is greater than 0.050. Hypothesis 4 accepted.
e. The results of the fifth hypothesis test show that the workload variable relationship (X2) with the Working Motivas variable (X3) indicates a p-value of 0.000 with a t value of 8,934. The value is greater than the table t (1,990) and the p-value is below 0.050. Hypothesis 5 accepted.
Original
Sample (O)
Sample Mean
(M)
Standard Deviation (STDEV)
T Statistics (|O/STDEV|)
P Values Work Environment (X1) -> Employee
Warehouse Ninja Express (Y1)
0,463 0,458 0,107 4,308 0,000
Work Load (X2) -> Ninja Express Warehouse Performance
(Y1)
0,278 0,277 0,071 3,911 0,000
Work Motivation (X3) -> Ninja Express Warehouse Performance
(Y1)
0,260 0,265 0,103 2,516 0,012
Work Environment (X1) -> Work Motivation (X3)
0,405 0,401 0,063 5,951 0,000
Work Load (X2) -> Work Motivation (X3) 0,572 0,581 0,064 8,934 0,000
Indirect Effect Result 9.
Table 6. Indirect Effect
Variabel Origin
al Sampl
e (O)
Samp le Mean
(M)
Standar d Deviati
on (STDE
V)
T Statistics (|O/STDE
V|)
P Valu
es
Work Environm
ent (X1)
Work Motivatio n (X3) Empolyee Performan ce (Y)
0.094 0.098 0.048 1.965 0.05
0
Work Load (X2)
Work Motivatio n (X3) Employee Performan ce (Y)
0.133 0.142 0.069 1.932 0.05
4
Based on the table above it can be known that the results of indirect influence are as follows:
1) The indirect effect test results show a p-value of 0.050 with a t value of 1,965. The value is smaller than the table t (1,990) and the p-value corresponds to the signifkan level of 0.050. These results mean that the Work Environment for Performance through Work Motivation is not proven.
2) The indirect effect test results show a p-value of 0.050 with a t value of 1,932. The value is smaller than the table t (1,990) and the p-value corresponds to the signifkan level of 0.054. These results mean that Workload to Performance through Work motivation is not proven.
4.2. Discussion
Direct Influence (The Effect of the Working Environment on Ninja Express Warehouse Performance) 1.
Based on the results of the analysis using smartPLS, it can be concluded that the Working Environment construct has a significant effect on the performance of Ninja Express Warehouse. This can be seen from the p- value of 0.000 with a t value of 4,308. The value is greater than the table t (1,990) and the p-value is below 0.050. Thus, the H1 hypothesis in this study was accepted. This indicates that the employee's work environment is critical to an employee's performance in order to improve the development or performance performance of a ninja express warehouse.
Impact of Workload on Ninja Express Warehouse Performance 2.
Based on the results of the analysis using smartPLS, it can be concluded that the Workload construct has a significant effect on warehouse ninja express performance construct. This can be seen from the p-value of 0.000 with a t value of 3,911. The value is greater than the table t (1,990) and the p-value is below 0.050. Thus, the H2 hypothesis in this study was accepted. This is because the volume and working time of employees has been applied effectively and efficiently. The division of duties to each employee in each unit is well divided according to the number and capability of the employee. Therefore, the workload has a positive effect on the performance of ninja express warehouse employees.
The Effect of Work Motivation on Ninja Express Warehouse Performance 3.
Based on the results of the analysis using smartPLS, it can be concluded that the Work Motivation construct has a significant effect on warehouse ninja express performance construct. This can be seen from the p-value of 0.012 with a t value of 2,516. The value is greater than the table t (1,990) and the p-value is below
0.050. Thus, the H3 hypothesis in this study was accepted. This shows that work motivation is one of the factors that can influence the improvement of ninja express warehouse performance in order to achieve good performance.
The Influence of the Work Environment on Work Motivation Warehouse Ninja Express 4.
Based on the results of the analysis using smartPLS, it can be concluded that the Work Environment construct has a significant effect on the Work Motivation construct. This can be seen from the p-value of 0.000 with a t value of 5,951. The value is smaller than the table t (1,990) and the p-value is greater than 0.050. Thus, the H4 hypothesis in this study was accepted. This shows that a good work environment is very important to encourage someone to do work activities in order to add higher work motivation more precisely as a ninja express warehouse.
The Effect of Workload on Warehouse Ninja Express Work Motivation 5.
Based on the results of the analysis using smartPLS, it can be concluded that the Workload construct has a significant effect on the Work Motivation construct. This can be seen from the p-value of 0.000 with a t value of 8,934. The value is smaller than the table t (1,990) and the p-value is greater than 0.050. Thus, the H5 hypothesis in this study was accepted. This shows that the workload is evidenced by what happened at Ninja Express Warehouse Surabaya, that the effect of increasing the number of parcels from year to year is not felt.
This is because the volume and working time given to each employee is effective and efficient.
Indirect Influence 6.
1) The indirect effect test results show a p-value of 0.050 with a t value of 1,965. The value is smaller than the table t (1,990) and the p-value corresponds to the signifkan level of 0.050. These results mean that the Work Environment for Performance through Work Motivation is not accepted.
3) This shows that the better the Work Environment and Work Motivation of Warehouse Ninja Express does not result in better performance.
4) The indirect effect test results show a p-value of 0.050 with a t value of 1,932. The value is smaller than the table t (1,990) and the p-value corresponds to the signifkan level of 0.054. These results mean that Workload to Performance through Work motivation is not accepted.
5) This indicates that the high Motivation of Work does not have a good impact on workload so warehouse ninja express employee performance does not improve.
5. Conclussion & Suggestion
5.1. ConclussionBased on the analysis that has been done, some conclusions can be drawn as follows:
Direct Influence 1.
a. The data processing results show a significant influence between the Working Environment variable (X1) on warehouse ninja express performance variable (Y1) with a p-value of 0.000 and a t value of 4,308.
b. The data processing results show a significant influence between workload variable (X2) on Warehouse Ninja Express Performance variable (Y1) with p-value of 0.000 and t value of 3,911.
c. The data processing results show a significant influence between the Work Motivation variable (X3) on warehouse ninja express performance variable (Y1) with a p-value of 0.012 and a t value of 2,516.
d. The data processing results showed a significant influence between the Working Environment variable (X1) on warehouse ninja express's Work Motivation variable (X3) with a p-value of 0.000 and a t value of 5,951.
e. The data processing results showed a significant influence between workload variable (X2) on Warehouse Ninja Express's Work Motivation variable (X3) with a p-value of 0.000 and a t value of 8,934.
Indirect Influence 2.
a. The results of indirect effect testing show that Work Environment to Performance through Work motivation is not accepted.
b. This shows that the better the Work Environment and Work Motivation of Warehouse Ninja Express does not result in better performance.
c. The results of indirect effect testing show that Workload to Performance through Work motivation is not accepted.
d. This indicates that the high Motivation of Work does not have a good impact on workload so warehouse ninja express employee performance does not improve.
5.2. Suggestion
Based on the conclusion above, the writer gives some suggestions which are expected to be beneficial for Ninja Express Warehouse Surabaya is as follows :
Ninja express warehouse equipment and work facilities in Surabaya can still be upgraded to be more 1.
dequate. So that warehouse employees can further improve their performance.
It is expected that the company revisits or is more optimized for shift sharing. So that employees are not 2.
overburdened by the working time specified by the company.
Warehouse Ninja Express employees can still be encouraged to improve their skills. So employees can 3.
learn skills that match the demands of your job.
It is expected that the company can improve performance in a more positive direction, especially by 4.
improving communication between bosses and employees and with colleagues. This is so that all employees are not easily affected by negative things.
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