View of Company Performance Analysis PT. Zona Karya Nusantara

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Company Performance Analysis PT. Zona Karya Nusantara

Anggi Eviana Sansa, Hermien Tridayanti Department of Management, Narotama University Jl. Arief Rachman Hakim, No.51, 60117, Surabaya, Indonesia [email protected], [email protected]

Abstract

Management is a process or framework that involves leading and directing a group of people towards an organizational goal for a real purpose. This study focuses more on human resource management, where management is the management of people. Title Thesis Analysis of Company Performance Factors PT Zona Karya Nusantara. This study aims to analyze the factors that influence the performance of PT. Zona Karya Nusantara.

The purpose of this research is to identify and analyze the factors that influence company performance at PT.

Archipelago Work Area. This study uses a quantitative approach, namely research that uses data in the form of numbers. Respondents in this study were an employee of PT. Karya Nusantara Surabaya Zone consists of 50 people by distributing questionnaires and using saturated samples. The results of distributing the questionnaires were processed using Factor Analysis techniques using the SPSS program. The results of this study state that personal factors, motivational factors and contextual factors have a significant effect either partially or simultaneously on employee performance at PT. Nusantara Karya Zone Surabaya.

Keywords:

Human Resource Management, Management, Motivational Factors and Contextual Factors, Personal Factors, PT.

Zona Karya Nusantara.

1. Introduction

Company performance is the main criterion in determining success in achieving company goals. In addition, company performance also plays an important role in the structure and development of the company because it can increase the success of a company. Company performance can be seen from the condition of a company's work environment which is analyzed with work environment analysis tools, so that it can be known whether the condition of a company's work environment is good or bad which reflects work performance in a certain period.

Figure 1. Sales Achievements in June, July, August Source: PT.Zona Karya Nusantara Sales Data

Based on the data, with the rapid increase in sales results, it almost doubled, making employee performance less than optimal due to the increase in customer volume and the job desk given by the company, sometimes it was implemented late because it was more focused on the service aspect and not to mention when stock items arrived together with a busy store condition. Once if the employees are very overwhelmed.

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Figure 2. Pictures of Sales Achievements in June, July, August Source: PT. Archipelago Work Zone

It takes an important role for the company to pay more attention to this, while the company's performance assessment of applicants really looks at the candidate's abilities so that it makes the performance of other employees less, due to the number of staff who is not qualified to do the general jobdesk set by the company.

1.1. Formulation of the Problem

Based on the descriptions described above in the context of the problem, the question posed by this study is "what are the factors that influence the performance of PT. Nusantara Karya Zone?”.

Research purposes, the purpose of this research is to identify and analyze the factors that influence company performance at PT. Zona Karya Nusantara.

1.2. Theoritical Review

Meanwhile, according to Simamora, (2012) Recruitment is a series of activities to find and attract job applicants with the necessary motivation, abilities, skills and knowledge to save identified deficiencies in staffing planning. And the purpose of recruitment According to Akbar, (2017) Recruitment activities are always associated with what has been made by the workforce planning party. This means what the workforce planning party wants to do. This means that what is to be done by the party conducting the recruitment must be aligned and adapted to the needs of the workforce. For example, in terms of the time needed, the amount needed and the qualifications required. Multiple recruitment purposes;

1. To suit the company's program and strategy. Before carrying out its activities, the company first establishes programs and strategies to achieve its goals. To realize the program and strategy, the company withdraws workers according to needs

2. To determine the need for labor in the short and long term, related to changes in the company.

3. To support company policy in managing diverse human resources.

4. Assist in increasing the success of the workforce selection process

5. by reducing prospective employees who clearly do not meet the requirements to become employees.

6. Reducing the possibility of leaving new employees.

7. As an effort to coordinate withdrawals with the workforce selection and development program.

8. Evaluate the effectiveness of various techniques used in labor withdrawal.

9. Fulfill company activities to support government programs in terms of reducing the unemployment rate and

1.3. Recruitment Function

According to N & I., (2014) The recruitment function is an effort to find a number of prospective employees who meet certain requirements in a certain number, so that organizations and companies can select the most suitable people to fill existing job vacancies. As a result, recruitment attracts someone's interest to register in the organization. From the explanation above, it can be said that the recruitment function is an effort made by an organization to obtain the human resources needed to fill certain positions that are still vacant and in accordance with the criteria desired by the organization or company.

In this case, it has the benefit of getting employees who are as expected by the company or organization and these employees can provide the best for the company or organization that the employee serves. Andi, (2019) Knowing that global competition is changing and growing rapidly, company leaders or service providers, especially educational services, must learn, take initiatives and develop strategic plans to increase customer satisfaction.

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We also need reliable and high-quality human resources to compete globally. Because having a large and productive workforce is not enough if it is not supported by the quality of skills needed to compete globally. Qualified human resources are determined based on the high quality of education in primary, secondary and tertiary schools. And competent personnel, with high competence, responsibility and work discipline must be maintained by giving awards according to quality and quality. The company recognizes that most employees take what is expected of them seriously, are willing to take the lead, and follow all set rules and instructions. But what happens to all other big companies does not rule out employees for various reasons, not following the rules that have been set and performing poorly. If this is allowed, it will most likely affect the attitudes and habits of other employees. The application of disciplinary action is intended to train and improve the affected employee and prevent other employees from committing the offence. In addition, the role of the manager as the person who is responsible in the organization is very important to improve employee discipline. High work discipline is required of all employees who have the functions of managing life, forcing, punishing, building character, training and creating.

The conceptual framework of this research is as follows:

Figure 3. Research Concept Framework

1.4. Hypothesis

Allegedly for Personal Factors, Factors, Contextual Situation Factors, and Motivational Factors are the most dominant factors in the factor analysis of company performance factors PT.Zona Karya Nusantara.

2. Methodology

Judging from the type of data, the research method used in this research is quantitative research. Namely the scientific method, data, objectives and uses. The definition of research methods according to Priyono, (2017) Research Methods According to Bahri & Zamzam, (2015). The research method is a way or way to get back the solution to all the problems raised. While the definition of the research method according to Sugiyono, (2017) is as follows: "The research method is basically a scientific way to obtain data with specific goals and uses. Based on this, there are four keywords that need attention, namely how to do something by using the mind carefully to achieve a goal.

The following is the operationalization of the variables used in this study:

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Table 1. Methodology Variable Operational

definition

Sub Variable Indicator Scale Factor Analysis

of Company Performance

Factors

Company performance is a description of the company's overall

condition. A company is a result or achievement over

a certain period of time, influenced by the use of resources in the company's business activities.

Available resources.

Performance is a general term that is used for some or all of the actions or

activities of an organization in a

period with reference to standard

amounts such as past or projected costs, on the basis of

efficiency, accountability or

management accountability and the like (Srimindarti,

2017).

Personal Factor (Amstrong

and Baron dalam Wibowo 2017:84)

Individual Skills Likert (1-5) Employee

competency Individual commitment

Leadership Factor (Amstrong

Leader educates and motivate

Likert (1-5)

Team factor (Amstrong

Peer Support Likert (1-5)

System Factor (Amstrong

Work facilities Likert (1-5) Work

environment Work atmosphere

Contextual Situation (Amstrong

workload Likert (1-5) work morale

leadership oversight work rules determination of

sanctions ability factor

(Davis dalam Mangkunegara

2017:67)

potential IQ Likert (1-5) reliability ability

Faktor Motivasi (Davis dalam Mangkunegara 2017:67)

Atitude Likert (1-5) Mental atitude

2.1. Data Analysis Technique

In this study, researchers used validity tests, reliability tests and factor analysis to test the quality of the

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3. Results 3.1. Validity Test

Table 2. Validity Test Variable Indicator Sign

(<0.05) sign Count

Information Personal

factor (PF)

PF1 0,000

PF2 0,000

PF3 0,000

PF4 0,05 0,000

Leadership Factor

(LF)

LF1 0,000

LF2 0,000

LF3 0,000

TFLF4 0,000

Team Factor (TF)

TF1 0,000 Valid

TF2 0,000

TF3 0,000

TF4 0,000

System Factor

(SF)

SF1 0,000

SF2 0,000

SF3 0,000

SF4 0,000

Contextual Factors

(CF)

CF1 0,000

CF2 0,000

CF3 0,000

CF4 0,000

Capability Factor

(CFa)

Cfa1 0,000

Cfa2 0,000

Cfa3 0,000

Cfa4 0,000

Motivational Factors

(MF)

MF1 0,000

MF2 0,000

MF3 0,000

MF4 0,000

Based on the table above, it can be seen that all statement items measure independent variables, namely personal factors, leadership factors, team factors, system factors, contextual factors, ability factors, and motivational factors. All statement items are declared valid. This happens because all statement items produce a significant calculated value which is <0.05%.

Table 3. Reliability Test Cronbach’s

Alpha

N of Items

PF ,638 4

LF ,624 4

TF ,616 4

SF ,633 4

CF ,643 4

CFa ,684 4

MF ,624 4

The reliability test was carried out to determine the extent to which a measurement can give results that are not different when the measurement is carried out again on the same subject. Reliability testing is carried out using the Cronbach Alpha technique where a measuring instrument is considered reliable if the alpha coefficient value obtained is equal to or greater than 0.6. In table 4.4 below it is known that the value of Cronbach's Alpha is 0.919 which exceeds the value of 0.6 which means that the construct of the questionnaire in this study can be said to be reliable.

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3.2. Factor Analysis

Santoso, (2016) argues, factor analysis is an analysis that tries to find the relationship (interrelationship) between a number of variables that are initially independent of one another, so that one or several sets of variables can be made that are fewer than the number of initial variables. . Factor analysis is a type of analysis used to identify the principal dimensions or regularities of a phenomenon. The indicators used in this study are as many as 28 indicators. Of the 28 indicators will be reduced to several factors through factor analysis with the following stages:

3.3. Identify the Problem

The variables to be used in factor analysis are specified and relevant variables based on the research conducted and must be based on previous studies, theories and opinions of the researchers themselves.

1. Compile a Correlation Matrix

Data that meets the requirements are then arranged in the form of a correlation matrix between indicators or items in the questionnaire. Several measures that can be used as data adequacy requirements as a rule of thumb in factor analysis are:

a. Barlett's test of specificity method in factor analysis the desired result is the existence of a correlation between one variable and to test whether the matrix formed is a correlation matrix.

b. Feasibility test of Kaiser Meyer Olkin factor analysis (KMO) to measure overall sampling adequacy and measure sampling adequacy for each indicator or item in the questionnaire. The Kaiser Meyer Olkin (KMO) value is 0.5-1 which indicates that the factor analysis is correct, while the Kaiser Meyer Olkin (KMO) value

<0.5 indicates that the factor analysis is not correct.

Table 4. KMO and Bartlett's Test KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. ,729 Approx. Chi-Square 64,124

Bartlett's Test of Sphericity Df 21

Sig. ,000

c. Where this value indicates that the variables in this study can be processed further.

d. Measure of Sampling Adequacy (MSA) test to see the overall significant value of all correlations. Numbers range from 0 (zero) to 1 with the following criteria:

e. MSA = 1 indicates that the variable can be predicted without error by other variables.

f. MSA > 0.5 indicates that the variable is still predictable and can be analyzed further.

g. MSA < 0.5 indicates that the variable is unpredictable and cannot be analyzed further or excluded from other variables.

Table 5. Measure Of Sampling Adequacy (MSA)

Dimension Factor MSA value Information

Persunal Factor 0.792

Leadership Factor 0.763

Team Factor 0.725

System Factor 0.786 Valid

Contextual Factors 0.533

Ability Factor 0.745

Motivational Factor 0.253

Based on the table above, the results of the Measure of Sampling Adequacy (MSA) test, where each variable is analyzed to find out which variables can be processed further and which variables cannot be processed and must be excluded. The MSA value is obtained from the Anti-Image Matrix table in the Anti-image Correlation section, namely the correlation number marked "a" in a diagonal direction from top left to bottom right. And from the table above it can be seen that the variables in this study have an MSA value of more than 0.5 so that these variables can be further analyzed as a whole.

2. Extraction or factoring process

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Component Analysis (PCA) method, which is an analytical technique for transforming original variables that are still correlated with each other into a new variable that is not correlated.

Table 6. Extraction or factoring process Dimension Factor Initial Extraction

Personal Factor 1.000 0.363

Leadership Factor 1.000 0.599

Team Factor 1.000 0.725

System Factor 1.000 0.598

Contextual Factors 1.000 0.935

Ability Factor

1.000 0.623

Motivational Factor 1.000 0.898

3.4. Determining the Number of Factors

Determination of the number of factors is based on the magnitude of the Eigen Value of each factor that appears. The core factors selected are factors that have an Eigen Value > 1.

Table 7. Determining the Number of Factors Component Initial Eigenvalues Extraction Sums of Squared

Loadings

Rotation Sums of Squared Loadings

Total % of Variance

Cumulative

%

Total % of Variance

Cumulative

%

Total % of Variance

Cumulative

% 1 2,636 37,655 37,655 2,636 37,655 37,655 2,589 36,992 36,992 2 1,099 15,703 53,358 1,099 15,703 53,358 1,100 15,718 52,710 3 1,006 14,371 67,729 1,006 14,371 67,729 1,051 15,019 67,729 4 ,823 11,761 79,490

5 ,611 8,726 88,216 6 ,454 6,482 94,698 7 ,371 5,302 100,000

It can be seen that of the 7 variables formed to analyze these factors, there are only 3 factors formed because from component 1 to component 3 shows an eigen value> 1. So, it can be concluded that these 3 factors are the most optimal number.

Figure 4. Determining the Number of Factors

3.5. Factor Rotation

Factor rotation is done to facilitate interpretation in determining which variables are listed in a factor because sometimes there are several variables that have a high correlation with more than one factor or if some of the factor loadings of the variable are worth below the minimum that has been set. In table 7 below is the initial

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component matrix table which shows the distribution of the 7 variables in the 3 factors formed. The numbers in the table are the loading factors which show the magnitude of the correlation between one variable and the factors that are formed. In table 7, the factor results still cannot be interpreted because the existing variables only converge on one or a few factors and are not comprehensive; therefore, it is necessary to do factor rotation.

Table 8 Factor Rotation Component

1 2 3

Personal Factor ,572 ,144 -,122

Leadership Factor ,652 ,247 -,336

Team Factor ,801 -,281 ,071

System Factor ,756 -,144 ,074

Contextual Factors ,232 ,129 ,930

Ability Factor ,785 ,063 -,052

Motivational Factor ,012 ,947 ,016

a. Extraction Method: Principal Component Analysis b. 3 Components Extracted

Source: SPSS 2.0 Data Processing Results (2022)

From the results of table 7 it can be seen that in this study there were 3 factors, namely the explanation as follows:

In factor 2 there are several factors that can affect the company's performance, namely the motivational factor because it has the largest value among other factors, namely 0.947. So, by knowing that there are motivational factors it can be concluded that factor 2 can be given an understanding as a motivational factor

Table 9. Factor Rotation Component

1 2 3

Personal Factor ,587 ,133 -,017

Leadership Factor ,704 ,246 -,208

Team Factor ,772 -,308 ,186

System Factor ,730 -,170 ,190

Contextual Factors ,076 ,069 ,962

Ability Factor ,784 ,042 ,084

Motivational Factor ,028 ,944 ,075 a. Extraction Method: Principal Component Analysis.

b. Rotation Method: Varimax with Kaiser Normalization c. Rotation Converaged in 11 iterations

1) Factor 1 consists of determining personal factors with a loading factor value of 0.587 2) Factor 2 consists of determining the motivational factor with a loading factor value of 0.944 3) Factor 3 consists of determining contextual factors with a loading factor value of 0.962

4. Conclusion

Based on the results of the analysis and discussion of the respondents' assessment of the analysis of the factors that influence employee discipline at PT. Zona Karya Nusantara Surabaya, it can be concluded that through factor analysis there are 3 influential factors and there are factors that are the most dominant at PT.

Zona Karya Nusantara Surabaya. The factors that influence PT. Zona Karya Nusantara Surabaya include:

1. Factor 1 is called Personal Factor which consists of determining individual employee skills in influencing company performance with a loading factor of 0.587, employee competence in influencing company performance with a loading factor of 0.133, and individual employee commitment in influencing company performance with a loading factor of 0.017.

3. Factor 2 is called the Motivation Factor which consists of determining attitude as an influence on company performance with a loading factor of 0.944 and an employee's mental attitude influencing company performance with a loading factor of 0.075.

4. Factor 3 is called the Contextual Factor which consists of employee workload affecting company performance with a loading factor of 0.962, employee morale affecting company performance with a loading factor of 0.069, and work rules affecting company performance with a loading factor of 0.076.

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4.1. Suggestion

Based on the conclusions reached, I as a researcher can identify the parties in this study, namely PT. Karya Nusantara Zone Surabaya as a research subject and it is hoped that this research can be used as a useful reference for companies and researchers who will make this research a reference for further research. Suggestions that researchers can give are as follows:

1. The results of this study can be used as reference material for companies to improve the performance of staff so as to have a better impact on company operations in the future.

2. Researchers (students/researchers) who use this research as a reference material in their research are advised to use variables that are not tested in this study. The goal is that the company PT. Nusantara Karya Zone is more flexible.

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