Judul artikel:
Understanding Employee Performance During Work from Home in Indonesia
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TJBS 2021
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The Journal of Behavioural Science
Editor’s Feedback for Author Author/s: Christian Wiradendi Wolor et al.
Article Title: Understanding Employee Performance During Work from Home in Indonesia.
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The Journal of Behavioral Science
Understanding Employee Performance During Work from Home in Indonesia
Christian Wiradendi Wolor1, Aditya Pratama2, Ayatulloh Michael Musyaffi3, Ahmad Nurkhin4, Yudin Citriadin5
Employee performance during the COVID-19 pandemic is a phenomenon that has a major impact on organizations when they work from home policy is implemented. This study aimed to determine employee discipline in WFH (Work work from Homehome) that affects employee performance during the covid-19 pandemic. The research method used is an associative quantitative approach through using survey methods and structural equation modeling by collecting data through research instruments by distributing questionnaires to employees. Information was collected from 105 employees who worked from home in Jakarta, Indonesia. The sampling technique used by the researcher is a nonprobability sampling method, with a purposive sampling technique. Questionnaires were distributed via links and distributed via google forms via email due to the COVID-19 social restrictions.
The test results using SEM show that WFH does not affect employee performance (t-value:
1.19 ≤ 1.96), while WFH affects work discipline (t-value: 4.32 ≥ 1.96) and work discipline affects employee performance (t-value: 5.32 ≥ 1.96). The results of this study provide an academic and practical picture that the WFH policy that is too long does not improve employee performance. In the end, managers can communicate with employees so that they are willing to change their behavior and as an effort to increase one's awareness and willingness to comply with all applicable company rules and norms even though they work WFH to improve performance.
Keywords: work from home, work discipline, employee performance, COVID-19
The COVID-19 pandemic, which has spread throughout the world, has changed the way people live and the environment has changed. In the world of work, pandemics change the way people work and the environment in which they work. One of the restrictions put in place by the government to reduce the spread of the COVID-19 virus is by issuing a policy to work from home (WFH). On the one hand, employees enjoy WFH because of flexible work arrangements, eliminating work restrictions. With WFH, employees can do their jobs while taking care of their families and easily decide when and where to work (Tavares et al., 2020). WFH allows employees with time and space flexibility and also increases organizational flexibility in operating during the uncertainty caused by the covid-19 pandemic (Bhattacharya & Mittal, 2020).
However, the phenomenon that occurs is that along with taking care of the family and home, work is often neglected. The problem that is suspected to be the main factor causing the low work ethic of employees is the lack of employee discipline. The changes that are happening today are not only about the workplace, work atmosphere, but also the career life of employees
1 Lecturer, Faculty of Economics, Universitas Negeri Jakarta, Indonesia. Email: [email protected]
2 Lecturer, Faculty of Economics, Universitas Negeri Jakarta, Indonesia.
3 Lecturer, Faculty of Economics, Universitas Negeri Jakarta, Indonesia.
4 Lecturer, Faculty of Economics, Universitas Negeri Semarang, Indonesia
5 Lecturer, Faculty of Tarbiyah and Education, Universitas Islam Negeri Mataram, Indonesia
Comment [KP1]: Remove 2-4 as these are same as 1.
SEE TJBS sample paper to improve this.
Comment [KP2]: IE= improve academic English writing. This sentence should highlight the problem or the contribution of this res
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See TJBS papers to understand more.
e.g- https://so06.tci-
thaijo.org/index.php/IJBS/article/view/174305/1338 50
Comment [KP9]: IE. Write shorter sentences – be specific to the implications from your results for Beh Sc,
Comment [KP10]: Is it general ? Just be specific to this pandemic.
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(Sardjana et al., 2018). Employees who have high discipline will not delay work and always try to finish work on time even though they are not directly supervised by their superiors (Prayogi et al., 2019).
Work From Home has become a scourge where employees do not need to get up early to go to the office and avoid traffic jams. WFH activities are more flexible in completing work only by using gadgets or laptops to complete their work (Purwanto et al., 2020). On the one hand, WFH allows employees to be more flexible in making appointments and carrying out tasks.
Besides, they don't need to spend time or money traveling (Susilo, 2020). However, the problems that often hinder him are not focusing on work obligations, having difficulty communicating, and focusing on taking care of the household. Employees who work from home will certainly not be closely monitored and therefore can enjoy more flexibility in choosing working hours and work patterns. Lack of control regarding work deadlines and the activities that each employee is forced to carry out when working from home will have a negative effect. This is also related to the level of self-discipline of employees. Controls and job descriptions that must be carried out by employees during WFH must be enforced and support from superiors is also needed (Shamir &
Salomon, 1985). Another downside is that there is no physical separation between work and personal time, and eventually, home may become a boring work environment. This weakness can create uncertainty that has an impact on job satisfaction, and a lack of satisfaction can lead to lower performance (Susilo, 2020).
Several recent studies have shown that WFH has a positive effect on employee performance (Daraba et al., 2021; Hill et al., 2003). The research shows that employees can take care of the household and can also work. However, a different study was conducted by Tanja where, WFH is negatively related to employee performance (van der Lippe & Lippényi, 2020).
This is because a higher number of working hours from home harms employee performance.
From here it can also be seen that there is a research gap from previous research.
Every agency or organization wants a high level of employee discipline. Good discipline reflects the amount of responsibility that a person has for the tasks assigned to him. This can encourage the emergence of morale and the achievement of organizational, employee, and community goals. With high work discipline, it will be able to improve employee performance (Sukardi & Raharjo, 2020). Work discipline can be seen as something that has great benefits, both for the benefit of the organization and members of the organization. The implementation of work discipline will ensure the maintenance of order and the smooth implementation of tasks so that optimal results and targets will be achieved (Athins et al., 2018). Employees with work discipline are proven to have much better performance because they feel they have a responsibility to help achieve organizational goals. Therefore, every organization needs to apply discipline in its work (Tentama et al., 2020). Regarding the consequences of low discipline, several studies have stated that discipline has positive affective, cognitive, behavioral, and relational consequences on employee performance and these impacts will be presented in this study.
This study aims and hopes to fill this gap by examining the impact of WFH and Discipline on employee performance during the COVID-19 pandemic, especially in Indonesia.
Previous research has shown that work discipline has a positive effect on employee performance in normal times, being a different thing during the covid-19 pandemic where the WFH policy was
carried out for a very long time and there were also gaps related to the impact of WFH on employee performance.
From the above background, there is an important phenomenon issue to be studied, namely to determine the employee's discipline attitude in WFH that affects the employee's performance. An organization needs to see this phenomenon to formulate new regulations and guidelines related to WFH policies.
Literature Review
Work discipline is always expected to characterize human resources in the organization because this makes the organization run well and can achieve its goals well (Pawirosumarto et al., 2017). Discipline is behavior and attitude by company rules which is shown by the presence and compliance of officers during working hours, employees carry out their duties on time and correctly, and have an impact on an excellent performance. (Kelibulin et al., 2020; Rahmi et al., 2020).
Discipline is generally defined as compliance and compliance with regulations or provisions that apply in the individual organizational environment (Sardjana et al., 2018). Work discipline is a form of employee self-control and its implementation regularly and shows the level of seriousness of the work team in an organization. Work discipline itself is a management action to encourage members of the organization to meet the demands of various conditions that must be obeyed by employees. If there are employees who do not comply with the rules and regulations that apply in their work environment, their actions can be categorized as undisciplined (Suprapti et al., 2020). The discipline of an employee is also an important role to show the integrity of an employee is well maintained in a company (Arif et al., 2019).
Work discipline includes self-control in a person in carrying out the task of achieving the expected performance (Ahiri et al., 2019). Work discipline is one of the important factors in increasing productivity. However, the high level of education and ability of an employee, the amount of motivation given by the leadership, and the amount of compensation will not mean much if the employee is not disciplined in carrying out his duties. Other real examples of work discipline are the frequency of attendance, compliance with rules, compliance with work standards, and work ethics (Thaief et al., 2015). Therefore, the discipline factor must be a big concern, both for the leadership and the employees concerned (Hidayati et al., 2019).
Without the support of good employee discipline, the company will find it difficult to realize its goals. The maintenance of work discipline, will ensure the maintenance of order and encourage smooth running of tasks. Good discipline reflects a person's sense of responsibility for the tasks assigned to him. This encourages morale, fighting spirit, and the realization of the goals of the company, employees, and society (Hidayati et al., 2019).
About an organization, work performance is an important factor. Every organization wants its employees to work optimally, therefore the organization supports its employees to have high discipline, which is one of the positive work behaviors. Employee performance is behavior about how a target is achieved (Asbari et al., 2021).
Several previous studies have shown that work discipline has a positive effect on employee performance (Putri et al., 2019; Rahmi et al., 2020; Raniasari Bimanti Esthi & Inggritz Savhira, 2019). The better the discipline of employees, the better the performance of employees.
Without good employee discipline, it is difficult for organizations to achieve optimal results (Razak et al., 2015).
Work at home refers to the work one does at home (Tavares et al., 2020), regardless of whether the individual is an employee of an organization or self-employed (Venkatesh &
Vitalari, 1992). Another term "Telecommuting" is used to describe when an employee uses stationery or portable device to do their office work outside the office. This allows the flexibility of using telecommunications to connect with colleagues in real-time. Other benefits include autonomy, no distractions, reduced travel, and increased productivity as the main variables that motivate people to work at home (Lakshmi et al., 2017; Meenakshi et al., 2013).
WFH refers to employees who work from home regularly, or use the home as a work base (Olson & Primps, 1984; Pérez et al., 2005). WFH is currently a good way to manage health risks in the community. By giving employees the ability to work from home, it enables better overall benefits to society in times of crisis (Tavares et al., 2020). Although there were drawbacks during the establishment of WFH, namely less intense communication and a decline in organizational culture, research shows that remote work generally increases work performance and productivity (Hill et al., 2003). WFH can be mutually beneficial between employers and employees by reducing organizational and labor costs while promoting a positive work-life balance (Arso et al., 2018).
Several recent studies have shown that WFH has a positive effect on employee performance (Daraba et al., 2021; Hill et al., 2003). The This research shows that employees can take care of the household and can also work. However, a different study was conducted by Tanja where, WFH is negatively related to employee performance (van der Lippe & Lippényi, 2020).
This is because a higher number of working hours from home harms employee performance.
H1: WFH has a positive effect on Employee Performance H2: WFH has a positive effect on Work Discipline
H3: Work Discipline has a positive effect on Employee Performance
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Figure 1
Hypothesized Research Model
Method
The research was conducted in Jakarta, which is one of the cities in the world. The research was conducted from December 2020 – April 2021. The research method used was an associative quantitative approach through survey methods and structural equation modeling (Structural Equation Modeling) by collecting data through research instruments by distributing questionnaires to employees whose results were then processed through the Lisrel 8.5 program.
SEM allows analysis between several dependent and independent variables directly. The stages of structural equation modeling (SEM) analysis are as follows: model specification, model identification, model estimation, model evaluation, and respecification.
The population in this study are employees who work from home in Jakarta. The sampling technique used by the researcher is a nonprobability sampling method, with a purposive sampling technique. Questionnaires were distributed via links and distributed via google forms via email due to the COVID-19 social restrictions. The University's office of research ethics has recommended that this research is compliant or ethical by ensuring that the consent form defines the purpose of the study, ensures voluntary participation, and confidentiality of responses.
The estimate used in ML and has a multivariate normal data distribution, so the sample size of 100-200 is good. For a sample size above 200, this test tends to reject Ho. On the other
Work From Home
(X1)
Work Discipline
(X2)
Employee Performance
(Y) H2
H1
H3
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What is the X1… stand for? Explain in notes
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hand, if it is less than 100, this test tends to accept H0 (Yamin & Kurniawan, 2009). The number of samples in this study was 105. To assess the feasibility of the model using the Goodness goodness of fit method. This method is an indication of the comparison of the specified model with the covariance matrix between indicators or observed variables. If the goodness of fit produced by a model is bad, then the model must be rejected.
This study uses a Likert scale of 1-5 (Strongly Disagree, Disagree, Neutral, Agree, Strongly Agree). Reject H0 if t-value > 1.96 or not reject H0 if t-value < 1.96 (Yamin &
Kurniawan, 2009).
Results and Discussion Respondents
Table 1
Profile of Respondents
Profile Frequency Percent
Sex Male 48 45.7
Woman 57 54.3
Age <26 15 14.3
>41 21 20.0
26–30 34 32.4
31–35 23 21.9
36–40 12 11.4
Marital Status Unmarried 36 34.3
Married 69 65.7
Level of Education Has
Been Completed High School 17 16.2
Diploma 3 2.9
Under
GraduateUndergraduate 33 31.4
Graduate 45 42.9
Post
GraduatePostgraduate 7 6.7
Note. The research sample information taken is as follows: 105 samples were taken from employees who worked from home located in Jakarta during the covid-19 pandemic. All samples filled in the respondent's profile information from sex, age, marital status, and level of education have been completed.
Data Validity and Reliability Testing Table 2
Convergent Validity
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Construct Indicator (Likert Scale 1-5) t-value
Standardized loading
factors
Adapted from
Work From Home
I can complete my work responsibilities
from home 9.17 0.80
Sergio Madero
(2020) I have the right conditions to do my
work from home 8.85 0.78
Due to the coronavirus, the process of
working at home is facilitated 3.86 0.39 Sometimes I think that working from
home is the best option (at least temporarily)
7.36 0.68
I love my job and I can do it anywhere 9.07 0.79
Work Discipline
I have never been absent for a long time 4.54 0.45
Agustini (2011) My attendance rate for work is consistent
and tends to increase every month 7.00 0.64 I always do the tasks given by my boss 8.95 0.77 I always maintain a good relationship
with my boss 10.29 0.85
I always do my work according to
working hours 6.25 0.59
I finish my work on time 10.01 0.83
I am always responsible for the work I
do 7.20 0.66
Employee Performance
I can complete the work assigned to me
correctly 7.41 0.67
Bangun (2012)
I can do more than one job 7.17 0.65
I can complete work according to
company targets target 11.11 0.88
I can complete the work following the
expectations of superiors 10.74 0.87
I can finish work on time 7.93 0.70
I am always present for work, rarely for
absent 6.01 0.56
I always work well with coworkers 5.97 0.56
Note. The results of the convergent validity test of all variables are that 2 items are invalid and must be discarded because the standardization factor loading (SLF) value is ≤ 0.5.
Table 3
Construct Reliability
Construct Construct Reliability
Average Variance Extracted
Work From
Home 1 0.99
Work
Discipline 1 0.98
Employee
Performance 1 0.98
Note. The results of the construct reliability test of all the variables tested are reliable, seen from the values of AVE ≥ 0.5 and CR ≥ 0.7.
One of the main objectives of confirmatory factor analysis (CFA) is to test the level of latent/contract validity of the proposed measurement model theory. Convergent Validity refers to the extent to which a set of items/indicators/observable variables that are measured reflects the construct. A variable is said to have good validity on the construct or latent variable if the value of loading factors is greater than the critical value ≥ 1.96 and has a standardized factor loading (SLF) ≥ of 0.5 and it is expected that the value of SF ≥ 0.7 (Jr. et al., 2014; Wijanto, 2008; Yamin & Kurniawan, 2009).
From table 2 Convergent Validity, 2 items are not valid and must be discarded because of the standardized factor loading (SLF) value ≤ 0.5.
In measuring reliability in SEM, the construct reliability measure and average variance extracted measure will be used. The expected CR value is CR ≥ 0.7. The AVE value shows the meaning of the large content of indicator variations that can be contained by the construct. The acceptable AVE value is minimum AVE ≥ 0.5 (Jr. et al., 2014; Wijanto, 2008; Yamin & Kurniawan, 2009). From table 3 construct reliability has been above the recommended level.
Hypothesis Testing Table 4
Goodness of Fit
No Goodness of Fit Cut-Off Value Table Ket
1 P Value for RMSEA > 0.05 0.00 Good Fit
2 Parsimonious Normed
Fit Index (PNFI) > 0.6 0.78 Good Fit
3 Comparative Fit Index
(CFI) > 0.9 0.95 Good Fit
4 Incremental Fit Index
(IFI) > 0.9 0.95 Good Fit
Note. The results of the goodness of fit test from all the indicators tested, namely the research model are a good fit.
The goodness of fit results generated in this model can be accepted based on the measurement results above which show that this model is good. These results are used to estimate the initial measurement model (CFA) simultaneously and then evaluate the measurement model.
Comment [KP32]: What is the reason for writing it in small? Revise
Figure 2
Structural Model (t-value)
Figure 3
Structural Model (Standardized Solution)
Work From Home
(X1)
Work Discipline
(X2)
Employee Performance
(Y) 4.32
1.19
5.32
Work From Home
(X1)
Work Discipline
(X2)
Employee Performance
(Y) 0.52
0.10
0.82
Table 5
Causal Relations Between Variables
No Path Standardization
Coefficient
t-value t-table Significance Conclusion 1 Work From Home →
Employee Performance
0.10 1.19 1.96 Not
Significance
There is no sufficient evidence that Work From Home has a positive effect on Employee Performance 2 Work From Home →
Work Discipline
0.52 4.32 1.96 Significance There is sufficient evidence that Work From Home has a positive
effect on Work Discipline 3 Work Discipline →
Employee Performance
0.82 5.32 1.96 Significance There is sufficient evidence that Work Discipline has a positive effect on Employee Performance Note. The results of the hypothesis test were obtained from the t-value and the magnitude of the influence of the variables obtained from the standardized solution value. Where WFH has no positive and significant effect on employee performance because t-value ≤ 1.96.
Discussion
The results of the research above are very surprised that the implementation of WFH that is too long does not have an impact on increasing employee performance. This is evidenced by the results of the t-value (1.19 ≤ 1.96) in table 5 and figure 2. The results of this study are different from several previous studies which explain that work from home is known to contribute to increasing positive employee performance (Baker et al., 2007; Lim & Teo, 2000).
One of the causes experienced by employees is the increased workload and prolonged social isolation. This causes employees to experience difficulties in achieving optimal work productivity during this global crisis (Chang et al., 2021). The main challenge for managing remote workers is the difficulty of physically observing the performance of their employees.
From a management point of view, working from home can threaten to lose control over employees' work performance at home (Olson & Primps, 1984; Pérez et al., 2005). In this case, companies need to pay attention to communication between employees and controls to ensure that employee performance can achieve the targets that have been set. The existence of good and easy-to-understand communication is expected to provide a better understanding for all employees. While discipline reflects the magnitude of a person's responsibility for his duties (Kuncowati & Rokhmawati, 2018).
Comment [KP33]: Revise writing and reporting.
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This study also illustrates that WFH has a positive effect on employee work discipline.
This is evidenced by the results of the t-value (4.32 ≥ 1.96) in table 5 and figure 2. The magnitude of the impact of WFH on work discipline is 0.52 (52%) which is shown in the standardized solution values in table 5 and figure 3. When employees are required to WFH, employee self- discipline is important to be able to develop work efficiently and effectively (Tavares et al., 2020). Work discipline also has a positive effect on improving employee performance. This is evidenced by the results of the t-value (5.32 ≥ 1.96) in table 5 and figure 2. The magnitude of the effect of WFH on work discipline is 0.82 (82%) which is shown in the standardized solution values in table 5 and figure 3. From these results, it can be seen that although WFH does not directly affect employee performance, the application of work from home gives employees more flexibility in managing their work and life lives. The assumption that WFH has become a scourge makes employees undisciplined because it is not proven through the results of this study. WFH causes employees to manage time well so that it still raises employee discipline in completing the assigned tasks. The disciplined attitude of employees has a strong influence on an organization to achieve success in pursuing planned goals (R. Bangun et al., 2019; Thaief et al., 2015). Employee work discipline provides great benefits for the company. The better the discipline of employees, the better the performance and work performance. Dedicated employees tend to carry out their work responsibilities within the allotted time, maintaining order and smooth execution of tasks, and the results are optimal (Rahmi et al., 2020; Thaief et al., 2015). Prolonged time WFH policies can lead to burnout and ineffectiveness in individuals, which can result in absenteeism, turnover intentions, and tardiness (physical withdrawal behavior) (Woranetipo & Chavanovanich, 2021).
Although not supervised by superiors, employees who have high discipline will still work well and will not use work time to do other things that are not related to work. Employees will obey the rules in the work environment with high awareness. Employees who lack discipline will find it difficult to improve their professionalism, thereby reducing their performance (Ahiri et al., 2019; Tentama et al., 2020). Specifically for companies in Indonesia, managers can show concern and concern for employees, treat employees with respect, care about employee welfare, and provide support can lead to positive employee attitudes towards the organization. It is expected that employee behavior and attitudes will be more in line with the business direction and achieve high growth (Chumphong & Potipiroon, 2019). Managers can communicate with employees so that they are willing to change their behavior and as an effort to increase one's awareness and willingness to comply with all applicable company rules and norms (Putri et al., 2019).
In addition, during the prolonged COVID-19 pandemic, organizations need to update WFH work procedures and regulations so that employees are disciplined in carrying out their duties and responsibilities. (Sardjana et al., 2018). Regulations on work discipline are needed to guide employees in realizing a disciplined attitude in an organization. Disciplinary action against employees must apply equally to all, not to choose, sort, and side with anyone who violates will be subject to the same disciplinary sanctions including for managers or leaders because leaders must set an example for their subordinates (Maryani et al., 2021). Every employee must also have a positive attitude towards his work. It is not a burden but has become a daily obligation that employees must do (Raniasari Bimanti Esthi & Inggritz Savhira, 2019; Sardjana et al., 2018).
The results of this study are used to fill the gap theoretically that WFH does not affect employee performance in a prolonged time
Conclusion
The results of this study provide an academic and practical picture that the WFH policy that is too long does not improve employee performance. Companies need to issue WFO policies and new regulatory guidelines regarding the WFH work system to support communication, control to employees and improve employee discipline. Of course, the implementation of WFO must be accompanied by a Health protocol. On the other hand, the implementation of WFH has a positive impact on employee work discipline because it gives employees more flexibility in managing their work and life lives. WFH causes employees to manage time well so that it still raises employee discipline in completing the assigned tasks. During the prolonged COVID-19 pandemic, it is important for organizations to update the guidelines and regulations for WFH work procedures so that employees remain disciplined about their duties and responsibilities and the impact on the performance of employees and the organization can reach an optimal point.
Future research should take more research samples. This research was taken because the author is currently undergoing a policy from the Indonesian government to self-isolate and work from home. In addition, it is also important to identify other possible factors that affect performance during the COVID-19 pandemic, such as motivation, environment, and compensation.
References
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APA 7ed only.
Add doi
Remove the field around the refs so that we can check one by one.
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Chumphong, O., & Potipiroon, W. (2019). High Performance Work Systems and SMEs ’ Performance : Does CEOs ’ Leadership Matter ? The Journal of Behavioral Science, 14(2), 48–65.
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