Effect of Workload, Work Environment, Job
Satisfaction on Employee Performance at PT. BRI Audit Intern Surabaya Region
Diki Aditia, Hermien Tridayanti, Elok Damayanti, Putri Rosalina Rahmawati Departement of Management, Narotama University, Surabaya
Jl. Arief Rachman Hakim No. 51, Surabaya, Indonesia [email protected], [email protected],
[email protected], [email protected]
Abstract
Human resources are an important element in a company. Companies cannot achieve predetermined goals if there are no human resources. The company is expected to maintain its employees so that employees feel comfortable working and the company benefits from it. The problem that often occurs in human resource management is Labor Turnover. Labor Turnover at PT. BRI Internal Audit in the Surabaya Region in the last 3 years has increased by 12.35% - 21.24%. High labor turnover can have a negative impact on the organization, costs and resources. The purpose of this study was to analyze the effect of workload, work environment, job satisfaction on employee performance. The number of samples in this study were 95 employees who were selected using a proportional random sampling technique. Data analysis using multiple linear regression. The results show that workload has a negative effect on employee performance at PT. BRI Internal Audit Surabaya Region. It can be concluded that the higher the value of the work environment and job satisfaction, the lower the value of Labor Turnover.
Therefore, it is important for companies to try to reduce the value of the workload so that it can reduce the value of Labor Turnover.
Keywords:
Job Satisfaction, Laboure Turnover, Workload, Work Environment
1. Introduction
Labor Turnover is the desire of the workers' movement to resign from a company based on various reasons, one of which is to get the job or position that they want or are better than before.(Bagus et al., 2016) Labor Turnover can be a resignation, leaving the organization, or the last option for employees to leave an organization.
The decision to leave the organization or change jobs is usually an employee's last resort if they find that their working conditions are not as expected. The existence of Labor Turnover will hinder an organization. There are many factors that can influence the occurrence of Labor turnover, including workload, work environment, job satisfaction and so on. (Tadampali et al., 2016) state that labor turnover can have fatal consequences for organizations because companies can experience loss of experts in the labor market and cause high education costs for novice employees. Human resources are an important element in a company. Companies cannot achieve predetermined goals if there are no human resources. The company is expected to maintain its employees so that employees feel comfortable working and the company benefits from it.
According to Lestary & Harmon (2018), the work environment is everything that is around the worker and that can influence oneself in carrying out assigned tasks, such as cleaning, music, lighting and others. Likewise, (Rachmadhani, 2014) defines the importance of the work environment as an important determinant of employee performance and helps employees concentrate on their work well.
According to Hardiansyah et al. (2019), job satisfaction is an employee's perception of how well their job provides things that are very important to them, while the causes of this dissatisfaction can be various, such as corporate culture, company organizational climate, salaries that are considered insufficient, relationships. who are not good with superiors, high workloads that create work stress, compensation provided by companies and work that is not suitable Irvianti dan Verina (2015).
Based on the above issues, the researchers conducted a study using the title "The Effect of Workload, Work Environment, Job Satisfaction on Employee Performance at PT. BRI INTERNATIONAL AUDIT OF THE Surabaya REGION ". So that management can take action to overcome Labor Turnover on employees of PT. BRI Internal Audit Surabaya Region.
BRI Internal Audit Surabaya, totaling 125 employees. The sample size in this study were 95 employees who were selected using the Proportional Random Sampling technique.
The Labor Turnover research instrument used a questionnaire created by the researcher. Furthermore, the data from this research are processed using Multiple Linear Regression to identify the effect of workload, work environment, job satisfaction on employee performance.
3. Result
This research was conducted on 95 respondents, the respondents were then grouped as follows:
a. Characteristics of respondents based on last education.
For more details, we can see table 1 as follows:
Table 1 Characteristics of Respondents Based on Latest Education
School Number of Respondents Presentation
High school 31 30,5%
Diploma School 31 30,5%
Undergraduate 38 39%
Total 95 100%
Source: Questionnaire Results (Processed, 2021)
In table 1 it can be seen that the respondents in this study were 31 employees (30.5%) with a senior high school education (30.5%), 31 employees (30.5%) with a final S1 / equivalent education. 39 employees (39%).
b. Characteristics of Respondents based on years of service.
For more details, we can see table 2 as follows:
Table 2 Characteristics of Respondents Based on Period of Service
Period of Service Number of Responden Presentation
<5 Years 57 60%
>5 Years 23 24,2%
<10 Years 6 6,3%
>10 Years 9 9,5%
Total 95 100%
Source: Questionnaire Results (Processed, 2021)
In table 2, it can be seen that the respondents in this study were 57 employees (60%) with a service period of <5 years, 23 employees (24.2%) with a service life of> 5 years, 23 employees (24.2%) with a service period of
<10 There were 6 employees (6.3%) years, and 9 employees (9.5%) with a service period of> 10 years.
3.1. Validity Test
(Yusup, 2018) Validity is an instrument intended to measure something to be measured. The validity test is used to measure the accuracy of an item in the questionnaire or scale, whether the items in the questionnaire are correct in measuring what you want to measure. The validity of the item is indicated by the correlation or support for the total item (total score) and the calculation is done by correlating the item score with the item total score. This validity test is carried out using the help of the SPSS program. This test is used to measure the statements in the questionnaire.
Table 3 Validity Test
Variabel Item R Count R Table Explanation
Workload (X1) 1 0,585 0,1698 Valid
2 0,412 0,1698 Valid
3 0,515 0,1698 Valid
4 0,389 0,1698 Valid
5 0,671 0,1698 Valid
Work Environment (X2) 1 0,577 0,1698 Valid
2 0,338 0,1698 Valid
3 0,640 0,1698 Valid
4 0,283 0,1698 Valid
5 0,438 0,1698 Valid
Job Satisfaction (X3) 1 0,404 0,1698 Valid
2 0,297 0,1698 Valid
3 0,479 0,1698 Valid
4 0,408 0,1698 Valid
5 0,459 0,1698 Valid
Employee Performance
(Y) 1 0,420 0,1698 Valid
2 0,389 0,1698 Valid
3 0,378 0,1698 Valid
4 0,513 0,1698 Valid
5 0,393 0,1698 Valid
Source: Questionnaire Results (Processed, 2021)
Based on table 3, the validity test above has a calculated value of r count> r table = 0.1698. Thus the indicators in this study are declared "Valid".
3.2. Reliability Test
(Nabawi, 2019) The reliability test is conducted to determine the consistency of measuring instruments, whether the measuring instruments used can be controlled and remain consistent if the measurement is repeated.
The reliability measurement carried out by the Cron back’s Alpha (α) statistical test can be seen in table 4 as follows:
Table 4 Reliability Test Item-Total Statistics Scale Mean if Item
Deleted
Scale Variance if Item Deleted
Corrected Item- Total Correlation
Cronbach's Alpha if Item Deleted
X1.1 78.65 40.910 .498 .772
X1.2 78.63 42.682 .307 .785
X1.3 78.36 41.317 .422 .777
X1.4 78.58 43.034 .270 .787
X1.5 78.47 39.826 .605 .765
X2.1 78.61 40.815 .499 .772
X2.2 78.72 43.461 .213 .791
X2.3 78.54 40.996 .585 .769
X2.4 78.62 43.940 .162 .795
X2.5 78.63 42.299 .345 .782
X3.1 78.67 42.669 .281 .787
X3.2 78.69 43.980 .189 .792
X3.3 78.54 42.230 .400 .779
X3.4 78.32 43.282 .315 .784
X3.5 78.52 42.316 .374 .780
X4.1 78.60 42.477 .325 .783
X4.2 78.36 42.977 .294 .785
X4.3 78.40 43.732 .310 .784
X4.4 78.28 42.014 .436 .777
X4.5 78.41 43.287 .313 .784
3.3. Multiple Linear Analysis
The technique used in this research is Multiple Linear Regression. (Padilah & Adam, 2019) Multiple Linear Regression analysis is carried out to predict the value of the dependent variable, if the value of the independent variable has increased or decreased and to determine the direction of the relationship between the independent variable and the dependent variable. So that it can be seen whether each independent variable has a positive or negative relationship.
Table 5 Multiple Linear Analysis Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 2.156 .536 4.022 .000
Workload -.084 .089 -.103 -.954 .343
Work Environment .302 .113 .294 2.668 .009
Job Satisfaction .298 .123 .253 2.425 .017
Source: Questionnaire Results (Processed, 2021) Dependent Variable: Employee Performance
Based on table 5 the results of data processing from workload variables, work environment, job satisfaction, on employee performance, and using the formula by (Çelik et al., 2018) the regression equation is obtained which is presented as follows:
Y = 2,156 - 0,084 X1 + 0,302 X2 + 0,298 X3
From the multiple linear regression equation above, the following values are obtained:
a. The value of a is = 2.156
A constant of 2.156 indicates that if workload (X1), work environment (X2), job satisfaction (X3) have a value of 0, then employee performance (Y) is 2.156 assuming other variables remain.
b. The value of b1 is = -0.084
This means that if the workload decreases by one unit, the employee's performance will decrease by - 0.084, assuming other variables are constant.
c. The value of b2 is = 0.302
This means that if the work environment has increased by one unit, the employee's performance has increased by 0.302, assuming other variables remain.
That is, if job satisfaction has increased by one unit, then the employee's performance has increased by 0.298 assuming the other variables are constant.
4. Conclussion and Suggestions
From the results of tests that have been carried out, several conclusions can be drawn in the influence of workload, work environment, job satisfaction, on employee performance at PT. BRI Internal Audit for the Surabaya Region as follows:
a. High workload has a negative effect on employee performance. This is because at PT. BRI Internal Audit Surabaya, employees feel that a higher workload affects the decline in employee performance. This happened because at PT. BRI Internal Audit Surabaya area employees are always required to always be productive at work, so that employees get a heavy workload at work. This turned out to make employee performance decrease.
b. A good work environment has a positive influence on employee performance. This is due to PT. BRI Internal Audit Surabaya area employees feel a very good and comfortable work environment, so that employee performance is increasing.
c. Increasing Job Satisfaction at PT. Surabaya BRI Internal Audit has a positive influence on employee performance. This is because when employees are satisfied with the work given in accordance with the salaries and benefits that have been given to employees, the employee's performance will increase.
The researcher realizes that there are still limitations that arise in the implementation of this research, therefore this research cannot be said to be perfect but it is hoped that it can make a contribution. Based on the above conclusions, the suggestions that can be given include:
a. Suggestions for companies Workload is one of the variables that can affect the work environment, job satisfaction and employee performance at PT. BRI Internal Audit Surabaya, so leaders need to pay attention to the workload assigned to employees, because high workloads can reduce employee performance.
b. Suggestions for future researchers are expected to add other variables that can be used as indicators in further research. This is because there are further variables that researchers have not found that still have a relationship related to Workload, Work Environment, Job Satisfaction and Employee Performance.
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Biographies
Diki Aditia is student of Faculty of Economics and Business, University Narotama, Departement of Management, Surabaya – Indonesia.
Hermien Tridayanti, is a senior Lecturer in the Faculty of Economic and Business Narotama University Surabaya. She got doctoral from University UNTAG Surabaya, Master of Management from Narotama University Surabaya Indonesia, and Bachelor degree of Agriculture form UPN Surabaya. She is now Dean on the Faculty ecoonomy and business Narotama University Indonesia. Her research interests are in the field of Total Quality Management, Human Resource Management.
Elok Damayanti, is a senior lecturer at the Faculty of Economic and Business Narotama University Surabaya.
She received a Bachelor of Management degree from STIE Yapan Surabaya, and a Master of Management from Narotama University. Her research interests are in the field of Marketing and Human Resources Management.
