SELF CONCEPT IN RELATION TO EMPLOYEE PERFORMANCE Samson Laurens
Universitas Kristen Indonesia Maluku Email : [email protected]
1. Introduction
Employees are a very important component in the organization. an employee is essential for achieving organizational goals in assisting government tasks. The expected employee in an organization is an employee who is productive and agile in carrying out government duties, therefore employees must be utilized optimally so that their presence can be felt and beneficial to the organization. To achieve these organizational goals, the organization is very dependent on employees, to develop capabilities in terms of developing knowledge, skills, and attitudes. This is necessary so that the productivity of employees can increase, employees have accuracy in carrying out tasks, and cooperation between various work units that carry out different activities.
Employees who have good performance will produce good organizational performance as well.
In line with the principles of government which are based on the concept of good governance and productivity in all scopes of work responsibilities, it is fully realized that government agencies will only be able to carry out all organizational activities if supported by the existence of quality human resources with reliable intellectuals so that they will have the ability and productivity. optimal work. As one of the components of human resources, employees are the most important or vital component in all the implementation of organizational activities as the driving force that plans and implements the programs set within the organization, especially government organizations, it is no secret that government organizations are often criticized by the public due to the low performance resulting from each period of carrying out tasks within the internal scope of the organization, especially concerning performance..
Performance appraisal in public organizations is very important to do, in order to improve the quality of public services. The performance appraisal is used to assess the success of the performance of a public organization in providing services to the community, because basically
A R T I C L E I N F O A B S T R A C T
Article history Received 01 Okt 2022 Revised 12 Nov 2022 Accepted 01 Des 2022
This study aims to analyze the influence of self-efficacy, self-esteem and self-leadership on the performance of employees of the Regional Development Planning Agency of Maluku Province. This study uses a descriptive-quantitative approach with a causal correlation type. The research was conducted at the Regional Development Planning Board of Maluku Province. This research was conducted for 2 (two) months. The population used in this study were all 134 employees of the Bappeda of Maluku Province. Determining the number of samples using Issac and Michael's sample table, where if the population is 134 people, then at a 95% confidence level, the sample is 97 people, which is determined by simple random sampling. Data were analyzed using multiple linear regression analysis. The results of the study concluded that (1) self- efficacy has a partial effect on the performance of Bappeda Maluku Province employees, (2) self-esteem has a partial effect on the performance of Bappeda Maluku Province employees, (3) self-leadership has a partial effect on the performance of Bappeda Maluku Province employees (4 ) self-efficacy, self-esteem and self-leadership simultaneously influence the performance of Bappeda Maluku Province employees.
This is an open access article under the CC–BY-SA license.
Keywords
Self Efficacy, Self Esteem, Self Leadership, Performance
the orientation of public organizations is not to seek profit (profit oriented), but rather prioritize public services (public service oriented). In addition, performance appraisal in public organizations is used as a tool to evaluate performance in the past period, to be used as a basis for preparing organizational strategy or therefore in carrying out a job, an employee should have good performance.
Employee performance (work achievement) is the employee's actual performance compared to the expected performance of the employee. Expected work performance is a standard achievement that is compiled as a reference so that employees can see the performance according to their position compared to the standards set. In addition, it can also be seen the performance of these employees against other employees. This performance is a result of work that is concrete, observable, and measurable.(Yantje Uhing, Greis M. Sendow, 2019).
There are six characteristics used in measuring employee performance, including: (1).
Quality, the level of results of activities carried out near perfect in the sense of adjusting some ideal way of performing activities or meeting the expected goals of an activity; (2). Quantity, the amount or results of work that can be completed is expressed in the number, units, and number of completed activity cycles; (3). Timeliness, the level of an activity completed at the expected initial time; (4). Effectiveness, the level of use of organizational resources is maximized to increase profits or reduce losses; (5). Independence, the level of employees can carry out their work functions without asking for support or guidance from supervisors and (6). Work commitment, the level of employees has a commitment to work with the organization and employee responsibilities towards the organization (Saifullah, 2020).
Self-efficacy is one of the most influential aspects of self-knowledge or self-knowledge in everyday human life because self-efficacy influences individuals in determining what actions to take to achieve a goal, including estimates of challenges to be faced. . Self-efficacy leads to setting challenging goals and persisting in the face of difficulties. Someone with high self-efficacy will be able to overcome all problems that threaten their existence (Kawet & Rimper, 2014). The Self Efficacy variable consists of indicators of beliefs that can motivate oneself to take the necessary actions in completing tasks; self-confidence capable of trying hard, persistent and diligent; the belief that you are able to survive in the face of obstacles; Confidence can survive in the face of adversity and confidence can complete the task (Harnyoto et al., 2020).
Rafiditya & Syarifuddin (2020) explained that individuals with low self-esteem often experience depression and unhappiness, have high levels of anxiety, show greater aggressive impulses, are easily angry and vengeful, and always suffer from dissatisfaction with everyday life. So it can be concluded that self-esteem is an individual's assessment of himself which is expressed in positive and negative attitudes. Self-esteem relates to how one's judgment about oneself affects one's daily life. The dimensions in Self Esteem according to (Rafiditya &
Syarifuddin, 2020) are follow : feeling of security, feeling of identity, feeling of belonging, feeling of competence anda feeling of worth.
Self leadership according Sawitri et al. (2018) is the process of influencing oneself through an action that the person is capable of and achieving a self-direction and self-motivation needed to complete the job. Self-leadership is defined as an understanding of self-influence that tends to direct a person towards action in doing work that is naturally motivating. This can also be interpreted as an effort to direct someone to do work that is not desired but must be done.
Jusriadi et al.(2021) explained that the basic theory of self-leadership comes from social learning theory and social cognitive theory. The idea of social learning explains how a person can influence his cognition, motivation and behavior. Social cognitive theory explains that a person and his environment constantly interact and generate behavior that originates from his inspiration.
Indicators that can measure self-leadership: 1) self-awareness, 2) self-directed, 3) self-managing, and 4) self-achievement.
As several studies have found a relationship between performance and self efficacy (Kawet
& Rimper, 2014), (Harnyoto, Sawitri, & Naser, 2020), (Arfan, Sapurtra, Prayekti, Epsilandri, &
Seprtyarini, 2021). Likewise with the relationship between performance and self-esteem that has been studied by (Rafiditya & Syarifuddin, 2020) and (Khaer & Nursyafitri, 2017). As well as a study of the relationship between performance and self-leadership by (Sawitri, Cahyandari, &
Muawanah, 2018) and (Hammado, 2015). There are still differences in findings from previous researchers providing opportunities for researchers to contribute.
2. Method
This study uses a descriptive-quantitative approach with a causal correlation type, meaning that the relationship between the independent variables and the dependent variable is a causal relationship. The population used in this study were all 134 employees of the Maluku Province Bappeda consisting of 74 civil servants and 60 honorary staff.
The sample is part of the number and characteristics possessed by the population. The sample is part of the number and characteristics possessed by the population. Determining the number of samples using Issac and Michael's sample table, where if the population is 134 people, then at a 95% confidence level, the sample is 97 people, which is determined by simple random sampling. The research instrument used was a questionnaire, namely a number of written questions used to obtain information about respondents' perceptions of research variables. Data measurement of the variables studied is based on a five-level scale ranging from 5 to 1.
Data analysis techniques in this study, using descriptive analysis and multiple linear regression analysis with the following equation:
Y= b0 + b1X1 + b2X2 + b3X3 + e Where :
Y = Performance X1 = Self efficacy X2 = Self esteem X3 = Self leadership
bo, b1,b2,b3 = Regression coefficient e = error term
.
3. Results and Discussion Result
The influence of independent variables, namely self-efficacy, self-esteem and self- leadership on the dependent variable, namely employee performance (Y), is known through multiple linear regression calculations. Based on the results of data processing using the SPSS 21.00 program, the following table is obtained:
Tabel 1
Results of Multiple Linear Regression Analysis
Variabel Regression coefficient t.count Probability r2 Partial Self Efficacy
(X1) 0,564 3,620 0,007 0,364
Self Esteem
(X2) 0,148 3,094 0,005 0,210
Self Leadership
(X3) 0,268 3,539 0,001 0,344
Constanta : 11,281 F. Ratio : 25,190
R square : 0,790 Prob. : 0,000
Multiple R : 0,889 n : 97
Based on Table 1, the multiple regression equation is as follows:
Y= a + b1 X1+ b2 X2 + b3 X3 + e
Y= 11,281+ 0,564 X1+ 0,148 X2 + 0,268 X3 + e The equation above means that:
1) The b0 value is 11.281 indicating that the employee's performance is 11.281 units assuming it is not influenced by self-efficacy, self-esteem and self-leadership.
2) The b1 value of 0.564 is positive which indicates that if self-efficacy increases by 1 (one) unit, employee performance will increase by 0.564 units, assuming other variables are constant.
3) The b2 value of 0.148 is positive which indicates that if self-esteem increases by 1 (one) unit, the employee's performance will increase by 0.148 units, assuming other variables are constant.
4) The b3 value of 0.268 is positive which indicates that if self-leadership increases by 1 (one) unit, employee performance will increase by 0.268 units, assuming other variables are constant.
The first hypothesis states that self-efficacy (X1), self-esteem (X2) and self-leadership (X3) have an effect on the dependent variable, namely employee performance (Y) partially. The test is carried out by confirming the calculated t value with the t table value in degrees of freedom (df = 93).
1) The calculated t value for the self-efficacy variable is 3.620 > the t table value (df = 93) is 1.658; so it can be concluded that Ho is rejected, Ha is accepted, which means that self- efficacy has a partial effect on employee performance.
2) The calculated t value for the self-esteem variable is 3.094 > the t-table value (df=93) is 1.658, so it is concluded that Ho is rejected, Ha is accepted which means that self-esteem has a partial effect on employee performance.
3) The calculated t value for the self-leadership variable is 3.539 > the t table value (df=93) is 1.658; so it is concluded that Ho is rejected, Ha is accepted which means that self-leadership has a partial effect on employee performance.
The fourth hypothesis states that self-efficacy (X1), self-esteem (X2) and self-leadership (X3) affect the dependent variable, namely employee performance (Y) simultaneously. The test is carried out by confirming the calculated F value with the table F value on df (3) (93). The table above shows the calculated F value of 25.190 > F table on df (3)(93) of 8.55; so it can be concluded that Ho is rejected and Ha is accepted, which means that self-efficacy (X1), self- esteem (X2) and self-leadership (X3) affect the dependent variable, namely employee performance (Y) simultaneously. The magnitude of the influence of these three variables is 0.790 or 79.0% of the performance variables are influenced by self-efficacy (X1), self-esteem (X2) and self-leadership (X3) and the remaining 21.0% (100% -79.0%) influenced by other variables not included in the research model.
Discussion
The Effect of Self Efficacy on Employee Performance
The Self Efficacy variable (X1) is positive, this means that when self efficacy increases it will result in increased employee performance. Furthermore, the magnitude of the regression coefficient is 0.564 meaning that every increase of one unit of the Self Efficacy variable will result in an increase of 0.564 units of employee performance, if other variables are constant.
The coefficient of partial determination explains the effect of each change in the independent variable (X) on changes in the dependent variable (Y). From the results of data processing, it shows that the partial coefficient (r) for the self-efficacy variable is 0.364. This means that: the variable self-efficacy can explain any variations in changes in employee performance of 0.364 assuming that other variables are constant, meaning that it shows that self- efficacy has a correlation with employee performance of 36.4% assuming other variables do not change.
Testing the regression coefficients of the variables, the self-efficacy variable (X1) is significant or not significant, a price significance test is carried out t. The test was carried out by means of a two-way test, using a significance level of 5%. The test results obtained tcount for the self-efficacy variable of 3.620; While the magnitude of the ttable at the 5% confidence level is ± 1.658. The values mentioned above can be explained that partially (alone), the variable self- efficacy has a significant effect on employee performance because the t count > t table value. The calculated t value of the independent variable is in the area of Ho rejection, this means that the
regression coefficient of the self-efficacy variable is not equal to 0, in other words the coefficient of the variable is significant.
The results of this study are in line with previous research conducted by (Harnyoto et al., 2020) hat self-efficacy as a determinant of how people feel, think, motivate themselves, and behave. Self efficacy is a person's evaluation of his own ability or competence to perform a task, achieve goals, and overcome obstacles.
If someone is not interested or loses interest in what is being done, then that person will lose the ability to achieve a goal, so that the steps in each process and the results of work performance will tend to decrease. Conversely, if the person concerned believes he can achieve his goals, then his self-motivation and performance level will tend to increase (Nurul Hikmah et al., 2021).
To achieve optimal performance, one of which can be achieved through self-efficacy. Self efficacy is very necessary in developing employee performance because the existence of self efficacy in individuals will lead to confidence in their ability to complete the work given by their superiors in a timely manner. Self-efficacy is self-assessment, whether you can do good or bad, right or wrong, can or can't do what is required (Aisyiyah, Turnip, & Siregar, 2022).
To get the best performance, one of which can be achieved through self-efficacy. Self efficacy is needed to develop employee performance because with self efficacy in the individual will arise the belief that he is capable of completing the work given by his superiors. Someone who has high self-efficacy will achieve better performance because that person has strong motivation and the ability to perform activities or behaviors successfully(Andriyani, 2017), (Setyawan, 2017), (Noviawati, 2016).
The Effect of Self Esteem on Employee Performance
The self-esteem variable (X2) turns out to be positive, this means that if self-esteem goes well, it will support employee performance. Furthermore, the magnitude of the regression coefficient is 0.186, meaning that every one unit increase in the self-esteem variable will result in an increase of 0.249 units of employee performance, if the other variables are constant.
The coefficient of partial determination explains the effect of each change in the independent variable (X) on changes in the dependent variable (Y). From the results of data processing, it shows that the partial coefficient (r) for the self-esteem variable is 0.210. This means that: the self-esteem variable can explain any variations in changes in employee performance of 0.210 assuming that other variables are constant, meaning that it shows that self- esteem has a fairly large correlation with employee performance of 21.0% assuming other variables do not change.
Testing the regression coefficients of the variables, then the variable self-esteem (X2) is significant or not significant, testing the significance of the price t is carried out. The test was carried out by means of a two-way test, using a significance level of 5%. The test results obtained tcount for the self-esteem variable of 3.094; While the magnitude of the ttable at the 5%
confidence level is ± 1.658. The values mentioned above can be explained that partially (alone), the self-esteem variable has a significant effect on employee performance because the t count >
t table value. The calculated t value of the independent variable is in the area of Ho rejection, this means that the regression coefficient of the self-esteem variable is not equal to 0, in other words the coefficient of the variable is significant.
The results of this study are in line with previous research conducted by(Rafiditya &
Syarifuddin, 2020) that self-esteem has a significant influence on performance. Self Esteem is an evaluation made by someone who is made by someone and is related to respect for the individual himself, which shows the level at which the individual believes himself to be important, capable and feels valuable. Likewise (Khaer & Nursyafitri, 2017) who concluded that individuals with high levels of self-esteem will have better performance compared to individuals with low levels of self-esteem.
The Effect of Self Leadership on Employee Performance
The self-leadership variable (X3) turns out to have a positive sign, this means that if self- leadership increases, performance will also increase. Furthermore, the magnitude of the
regression coefficient is 0.407, meaning that every one unit increase in the self-leadership variable will result in an increase of 0.407 performance units, if the other variables are constant.
The coefficient of partial determination explains the effect of each change in the independent variable (X) on changes in the dependent variable (Y). From the results of data processing, it shows that the partial coefficient (r) for the self-leadership variable is 0.344. This means that: the self-leadership variable can explain any variations in changes in employee performance of 0.344 assuming that other variables are constant, meaning that it shows that self- leadership has a fairly large correlation with performance of 34.4% assuming other variables do not change.
Testing the regression coefficients of the variables, the self-leadership variable (X3) is significant or not significant, testing the significance of the price t is carried out. The test was carried out by means of a two-way test, using a significance level of 5%. The test results obtained tcount for the self-leadership variable of 3.539; While the magnitude of the ttable at the 5%
confidence level is ± 1.658. The values mentioned above can be explained that partially (by themselves), the self-leadership variable has a significant effect on employee performance because the t count > t table value. The calculated t value of the independent variable is in the area of Ho rejection, this means that the regression coefficient of the self-leadership variable is not equal to 0, in other words the coefficient of the variable is significant.
The results of this study are in line with previous research conducted by Sustiyatik, Ridwan, Pamungkas, & Kadir (2019). that managers who follow situational self-leadership management are proven to be able to increase productivity, job satisfaction and success. The existence of individuals in organizations also needs to be studied in terms of self-leadership because it will sharpen individual abilities to complete their tasks in the organization. According to Rachmawati et al. (2018) argued that self-leadership has a significant effect on performance, that the higher the self-leadership, the higher the employee's performance.
Organizational performance is also influenced by self-leadership as shown by the ability to understand oneself, manage oneself, and motivate oneself in carrying out and completing tasks.
(Jusriadi et al., 2021). Likewise Dewi et al. (2021) concluded that the better the self-leadership, the better employee performance can be.
The influence of self-leadership and work engagement is someone who has great self- leadership and a quality mindset, aims to help employees in solving work problems as well as minimizing mistakes at work, so that employees feel flow when working and focus on completing their work (Putra, R.A., & Trinanda, 2021).
The effect of self-leadership leadership on employee performance is proven, with self- leadership, a leader will have the awareness to master all of one's potential and continue to move along with life choices, hopes, desires in achieving success.. (Muljono et al., 2015), (Dessyarti, 2019).
Influence Between Self Efficacy, Self Esteem and Self Leadership,Together Against Employee Performance
The fourth hypothesis states that self-efficacy (X1), self-esteem (X2) and self-leadership (X3) affect the dependent variable, namely employee performance (Y) simultaneously. The test is carried out by confirming the calculated F value with the table F value on df (3) (93). The table above shows the calculated F value of 25.190 > F table on df (3)(93) of 8.55; so it can be concluded that Ho is rejected and Ha is accepted, which means that self-efficacy (X1), self- esteem (X2) and self-leadership (X3) affect the dependent variable, namely employee performance (Y) simultaneously. The magnitude of the influence of these three variables is 0.790 or 79.0%, the performance variable is influenced by self-efficacy (X1), self-esteem (X2) and self-leadership (X3) and the remaining 21.0% (100% -79.0%) ) is influenced by other variables not included in the research model.
There are six characteristics used in measuring employee performance, including: (1).
Quality, the level of results of activities carried out near perfect in the sense of adjusting some ideal way of performing activities or meeting the expected goals of an activity; (2). Quantity, the amount or results of work that can be completed is expressed in the number, units, and number of completed activity cycles; (3). Timeliness, the level of an activity completed at the expected
initial time; (4). Effectiveness, the level of use of organizational resources is maximized to increase profits or reduce losses; (5). Independence, the level of employees can carry out their work functions without asking for support or guidance from supervisors and (6). Work commitment, employee levels have a commitment to work with the organization and employee responsibilities towards the organization (Saifullah, 2020).
Anugrah & Priyambodo (2021) concluded that there are several aspects of employee performance, namely: 1) Capability, because it can affect organizational commitment through two dimensions, namely potential and knowledge. Potential is assessed as an adequate educational qualification for workers in certain positions. Furthermore, knowledge includes the skills and knowledge possessed by workers or employees in doing their jobs. 2) Motivation, which is an encouragement within or outside the worker that arouses enthusiasm to complete the work. Motivation that exists in workers will be able to generate a behavior with the intention of completing their task or job. 3) Personality, because in dealing with the performance of each individual it is different this is influenced by personality characteristics including self-esteem, self-concept, and emotional intelligence.
Performance appraisal plays a very important role in increasing motivation at work.
Assessment should provide an accurate picture of work performance. Performance is a manifestation of ability in the form of real work and work results achieved by employees in carrying out the tasks and work given by the organization with indicators of target achievement, quality of work, timeliness and adherence to organizational principles (Mallafi & Silvianita, 2021). Performance is the result of work in quality and quantity achieved by someone in carrying out their duties in accordance with the responsibilities given to them.
4. Conclusion
Based on the results and discussion that have been put forward, it is concluded that self-efficacy, self-esteem and self-leadership simultaneously influence the performance of Bappeda employees in Maluku Province..
References
Aisyiyah, N., Turnip, K., & Siregar, N. S. S. (2022). Pengaruh Self-Efficacy dan Motivasi Kerja Terhadap kinerja Pegawai Sekretariat DPRD Kota Medan. Journal of Education, Humaniora and Social Sciences (JEHSS), 4(3), 1584–1594. https://doi.org/10.34007/jehss.v4i3.912 Andriyani, K. (2017). Pengaruh Self Efficacy Dan Motivasi Terhadap Kinerja Karyawan (Studi Pada
PT. Gearindo Prakarsa Surabaya). Jurnal Ilmu Manajemen (JIM), 5(3), 1–7.
Anugrah, P. G., & Priyambodo, B. A. (2021). Peran Work-Life Balance terhadap Kinerja Karyawan yang Menerapkan Work From Home ( WFH ) di Masa Pandemi COVID-19 : Studi Literatur.
Fakultas Pendidikan Psikologi Universitas Negeri Malang, 19(April), 340–349.
Arfan, W., Sapurtra, Prayekti, Epsilandri, & Seprtyarini. (2021). Pengaruh Gaya Kepemimpinan Demokrasi, Self Efficacy, Dan Lingkungan Kerja Terhadap Kinerja Karyawan. Journal of Management, 4(1), 28–38.
Cahyandani, P. T. (2021). Pengaruh Kepemimpinan Transformasional dan Employee Engagement terhadap Kinerja Karyawan PT Taspen (Persero) Kantor Cabang Utama Surabaya. Jurnal Ilmu Manajemen, 9(1), 19. https://doi.org/10.26740/jim.v9n1.p19-27
Dessyarti, R. S. (2019). Self Leadership Dalam Meningkatkan Kinerja Melalui Kesiapan Untuk Berubah Di Masa New Normal. Jurnal Ilmiah Bisnis Dan Ekonomi Asia, 16(1), 151–163.
https://doi.org/10.32812/jibeka.v16i1.926
Dewi, N., Sujana, I. W., & Novariani, N. N. A. (2021). Pengaruh Self Leadership, Kerjasama Tim Dan Komunikasi Terhadap Kinerja Karyawan Pada Bali Management Villa Seminyak.
VALUES, 2(2), 398–405.
Gunasti, A., & Pratama, A. D. (2021). Pengaruh Mental Workloud , Komunikasi , Quality Of Work Life , Job Satisfaction Terhadap Kinerja Manajer Konstruksi. JDM - Jurnal Dinamika Manajemen, 2(1), 23–34.
Hammado, M. S. (2015). Pengaruh Citra Sekolah Terhadap Inovasi Melalui Self Leadership , Self Concept , Self Efficacy Mengajar Guru Sma Negeri Di Provinsi Sulawesi Barat. Jurnal Nalar Pendidikan, 3(2), 84–88.
Harnyoto, Sawitri, D., & Naser, J. A. (2020). Analisis Remunerasi, Self Efficacy Dan Etos Kerja Terhadap Kinerja Pada Pegawai Negeri Sipil Politeknik Angkatan Darat Di Malang. Journal Of Economics and Management, 21(1), 11.
Hasni, P., Noviantoro, D., & Septianti, D. (2020). Pengaruh Kepemimpinan Terhadap Kinerja Karyawan Pada PT. Win Acces Telecommunicatin Palembang Dengan Kepuasan Kerja Sebagai Variabel Intervening. Jurnal Aplikasi Manajemen & Bisnis, 1(1), 27–35.
Jusriadi, E., Syafaruddin, S., & Rusydi, M. (2021). Human Capital Development of Research Staff through Self-Leadership, Teamwork Management, and Culture Diversity. Jurnal Minds:
Manajemen Ide Dan Inspirasi, 8(1), 1. https://doi.org/10.24252/minds.v8i1.19316
Kawet, L., & Rimper, R. R. (2014). Pengaruh Perencanaan Karir Dan Self Efficacy Terhadap Kinerja Karyawan Pada Pt. Pln (Persero) Area Manado. Jurnal EMBA: Jurnal Riset Ekonomi, Manajemen, Bisnis Dan Akuntansi, 2(4), 413–423.
Khaer, A., & Nursyafitri, E. (2017). Pengaruh Self Esteem Dan Self Efficacy Terhadap Kinerja Karyawan Studi Kasus Di PT. Finnet Indonesia. E-Proceeding Management, 4(1), 335–345.
Khaerana, K. (2020). Pengaruh Self Efficacy terhadap Kinerja Pegawai pada Sekretariat Komisi Pemilihan Umum Daerah (KPUD) Kabupaten Luwu Timur. Jurnal Ecoment Global, 5(1), 80.
https://doi.org/10.35908/jeg.v5i1.835
Lewiuci, P., G., & Mustamu, R., G. (2017). Pengaruh Employee Engagement Terhadap Kinerja Karyawan Pada Perusahaan Keluarga Produsen Senapan Angin. Agora, 4(2), 101–107.
Mallafi, F. R., & Silvianita, A. (2021). Pengaruh Flexible Working Arrangement Dan Work Life Balance Terhadap Kinerja Karyawan ( Studi Pada Karyawan Department Internal Audit PT . Telkom Indonesia , Tbk Bandung ). E-Proceeding of Management ISSN : 2355-9357, 8(6), 8596–8602.
Muljono, A., Azhad, M. N., & Herlambang, T. (2015). Super Leadership Dan Self Leadership:
Dampaknya Terhadap Kinerja Pegawai. Prosiding Seminar Nasional FE UM, 300–311.
Noviawati, D. R. (2016). Pengaruh Self Efficacy terhadap Kinerja Karyawan dengan Motivasi sebagai Variabel Intervening (Studi pada Karyawan Divisi Finance dan Human Resources PT.
Coca-Cola Distribution Indonesia, Surabaya). Jurnal Ilmu Manajemen, Vol. 4, pp. 1–12.
Nurul Hikmah, H., Rahmawati, I., & Lestari, H. (2021). Hubungan Efikasi Diri dengan Kreatifitas Kerja Guru Pegawai Negeri Sipil (PNS) Sekolah Dasar Negeri Se-Kecamatan Cibungbulang.
Jurnal Dirosah Islamiyah, 3(1), 10–17. https://doi.org/10.47467/jdi.v3i1.289
Putra, R.A., & Trinanda, O. (2021). Organizational Justice And Work Engagement With Self- Leadership As A Mediating Variable. Human Resource Management Studies, 1(1), 14–25.
https://doi.org/10.24036/jkmb.xxxxxxxx
Rachmawati, E., Mujanah, S., & Retnaningsih, W. (2018). Pengaruh Self Leadership, Kecerdasan Sosial, Employee Ability Terhadap Komitmen Organisasional Dan Kinerja Karyawan Dinas Pengendalian Penduduk, Pemberdayaan Perempuan Dan Perlindungan Anak Kota Surabaya.
Jurnal Ilmu Ekonomi Dan Manajemen JMM17, 5(2), 1–10. Retrieved from http://jurnal.untag- sby.ac.id/index.php/jmm17/article/view/1945
Rafiditya, A., & Syarifuddin. (2020). Pengaruh Self Esteem dan Self Efficacy terhadap Kinerja Karyawan PT Dana Tabungan dan Asuransi Pegawai Negeri Kantor Cabang Utama Bandung.
E-Procceding of Management, 7(2), 4143–4150.
Riana, I Gede, Made Suprapta, K. S. D. (2015). Pengaruh Kepemimpinan Terhadap Kepuasan Kerja dan Kinerja Karyawan ( Studi Pada Wake Bali Art Market Kuta-Bali ). E-Jurnal Ekonomi Dan Bisnis Universitas Udayana 4.06, 4(6), 430–442.
Rumondor, R. B., Tumbel, A., & Sepang, jantje l. (2016). Pengaruh Kepemimpinan, Motivasi, dan Disiplin Kerja terhadap Kinerja Pegawai pada Kanwil Ditjen Kekayaan Negara Suluttenggomalut. Emba, 4(2), 10.
Saifullah, F. (2020). Pengaruh Work-Life Balance dan Flexible Work Arrangement Terhadap Kinerja Karyawati Muslimah Konveksi. BISNIS : Jurnal Bisnis Dan Manajemen Islam, 8(1), 29. https://doi.org/10.21043/bisnis.v8i1.6762
Sawitri, D., Cahyandari, N., & Muawanah, U. (2018). Hubungan Self Leadership, Self Efficacy dan Kecerdasan Intelektual Terhadap Kinerja Karyawan pada Badan Pendapatan Daerah Kabupaten Mojokerto. Jurnal Manajemen Dan Bisnis Indonesia, 6(1), 76–90.
https://doi.org/10.31843/jmbi.v6i1.184
Setiyadi, Y. W., & Wartini, S. (2016). Pengaruh Kualitas Kehidupan Kerja terhadap Kinerja Karyawan dengan Kepuasan Kerja sebagai Variabel Intervening. Management Analysis Journal, 5(4), 315–324.
Setyawan, S. (2017). Pengaruh Self Efficacy Dan Pemberdayaan Terhadap Kinerja Pegawai Dengan Mediasi Komitmen Organisasional. Jurnal Akses, 12(24), 99–106.
Sihombing, E. P., Sendow, G. M., & Uhing, Y. (2018). Pengaruh Karakteristik Individu Karakteristik Pekerjaan Dan Self Efficacy Terhadap Kinerja Karyawan Pada PT.PLN ( Persero ) Rayon Manado Selatan The Infkuece Of Individua Characteristics, Job Characteristics, Self Efficacy And Employee Performance At. Jurnal EMBA: Jurnal Riset Ekonomi, Manajemen, Bisnis Dan Akuntansi, 6(4), 2858–2867.
Sustiyatik, E., Ridwan, A., Pamungkas, A., & Kadir, A. (2019). The Effect Of Characteristics Of Individual, Self Leadership, Commitment To Profession On Performance Of Lecturer’s In The High Protection Of Kopertis Private East …. Journal of Indonesian …, 1(2), 1–6. Retrieved from http://www.journalindonesia.org/index.php/JISER/article/view/10
Yantje Uhing, Greis M. Sendow, R. R. L. (2019). Pengaruh Work Life Balance, Kesehatan Kerja Dan Beban Kerja Terhadap Kepuasan Kerja Karyawan Pt. Tirta Investama (Danone) Aqua Airmadidi. Jurnal EMBA: Jurnal Riset Ekonomi, Manajemen, Bisnis Dan Akuntansi, 7(4), 4671–4680.
