Volume 3, Number 14, December 2022 e-ISSN: 2797-6068 and p-ISSN: 2777-0915
THE
INFLUENCE OF WORK
DISCIPLINE ON EMPLOYEE PERFORMANCE WITH MOTIVATION AND JOB SATISFACTION AS
INTERVENING VARIABLES IN FUNCTIONAL POSITION GROUP
Asmaa Zaahidah, Dewi Susita, Osly
Usman
Universitas Negeri Jakarta, Indonesia
Email: [email protected], [email protected],
[email protected]
|
KEYWORDS Work discipline, motivation, job satisfaction,
performance employee |
ABSTRACT This article discusses how the disparity in office types, which is of
interest, affects the performance of First Expert PBC Functional Officers in
Indonesia. the degree to which an employee's motivation and work ethic affect
their performance. Please use the smart tool in the method that uses
structural equation modeling. There were 7 hypotheses, all of which were
accepted as significant, with a population of 180 people and a sample size of
124 people. Based on the descriptions in the theoretical framework above, the
researcher want to know about work discipline affects employee motivation,
Work discipline affects employee job satisfaction, Employee motivation
influences employee performance Job satisfaction affects employee
performance, Work discipline affects employee performance, Work discipline
affects employee performance through motivation to employees, Work discipline
influences employee performance through job satisfaction |
INTRODUCTION
Customs is a mixture of
the words customs and excise to make it easier to say. Customs and excise are
governmental fees imposed on exported and imported commodities, as well as
other goods with unique features. Customs and excise are administered by the
Directorate General of Customs and Excise (DJBC), also known as the customs
agency (Ahmad, 2019).
DGCE is obligated to
carry out customs and excise duties that are optimal for domestic industrial
growth, to regulate and establish customs and excise procedures to facilitate
export-import activities and create a conducive business climate, to supervise
the release of exported goods and the entry of imported goods with a negative
impact to protect the public, to implement a reliable risk management system as
well as strict and appropriate enforcement to supervise exports, and to
implement a reliable risk management system as well as strict and appropriate
enforcement to supervise (Ali et al., 2022).
Currently, the First
Expert PBC Functional Officer can carry out tasks across sub-elements because
the direct supervisor can assign the First Expert PBC functional official to
carry out activities on the Sub Element in accordance with the applicable
provisions with the assignment from the direct supervisor with the following
provisions (Bagis et al., 2019):
a.
The First
Expert PBC Functional Officer is capable of performing the other Sub Elements'
action points.
b.
2.Activities
within the remaining Sub-Elements have the same or a higher status level than
the First Expert PBC Functional Officer.
The Implementation of
Overflow Duties is the new responsibility for PBC Functional Officers. First
Expert PBC Functional Officers can also work on activity items one level higher
than their post level (overflow) (Budiman & Steven, 2021). Thus, there will be PBC Functional Officers at specific position
levels who will face deficits in Workload Analysis, which will negatively
impact their job satisfaction and performance (Ghozali, 2011). The gathering of credit scores, for instance, is employed as an
indicator of employee performance achievement; by collecting consistent
numbers, work discipline can be established. In this manner, the gathered
credit numbers will be used to calculate the amount of performance bonuses they
will receive; collecting these credit numbers will also have an impact on
promotions and classes that can be beneficial to employees in terms of work
discipline. Previously, they were guaranteed performance bonuses and group
promotions without needing to acquire credit numbers (Jufrizen, 2021).
In reality, the credit
score goal can be met by conducting the following activities on the principal
aspects and supporting elements:
A minimum of 80 percent
of the cumulative credit score must come from the Main Element for advancement
to a higher level. For example:
a.
Job
Responsibilities: doing analysis, preparing case titles, examining papers, etc.
b.
Professional
Development: creation of scientific papers/articles, translation/adaptation of
books, scientific papers, regulations, and other customs and excise-related
materials (Kania et al., 2019).
Supporting elements
that provide no more than 20 percent of the needed cumulative credit score for
promotion to a higher level. Being a teacher/trainer, attending
seminars/workshops, gaining a second degree in education, etc., membership in
the Assessment Team, and acquiring awards/mercenaries are examples (Khotmi, 2020).
Employees are forced to
commit to optimizing the collection of predefined credit ratings in order to
ensure that they will have opportunities to further their careers (Nabawi, 2020). The credit score that has been collected with a dedication to
work discipline might affect the quantity of allowances by collecting credit
numbers, which will have an impact on employees' promotion and class (Umar & Norawati, 2022). Due to the existence of this law on the transfer of jobs in order
to achieve good performance, a predetermined credit score must be earned,
although these officials have no choice over the sort of office they will be
assigned to. According to Frederick Herzberg (1959), employees are only driven
to perform their occupations to the utmost degree when they are satisfied with
them (Prasetyo & Marlina, 2019).
To accumulate credit
scores with specified goals like future employee career pathways, employees
must have a pleasant attitude when performing their given work. Therefore,
motivation is required and is one of the predictors of employee performance (Purnamasari & Ekasari, 2019). The method utilized to motivate employees must take into account
their individual features. In accordance with the discipline that has been
established with DGCE, each division has a credit number that serves as
employee standards. The motivational condition in the area of the Directorate
General of Customs and Excise (DJBC) is inhibited by the fact that the TMP Cikarang office type does not facilitate the completion of
duties in accordance with the prescribed activity points. Only four of the 48
activities that should be performed by Expert PBC Functional Officials can be
performed by KPPBC TMP Cikarang's Expert PBC
Functional Officers, as indicated by the table's yellow shading. Because this
style of office does not encourage employees to work according to the planned
activity items. Therefore, the performance of the First Expert PBC Functional
Officers is influenced by this distinction in office style (Rivaldo & Ratnasari, 2020).
There is a lack of
desire for employees to satisfy credit score norms, which impacts the
performance of First Expert PBC Functional Officers, due to this disparity in
office kinds. Where employee performance is impacted by their level of
motivation and work discipline. According to (Wijaya, 2018), employee performance will be enhanced by a company that provides
job satisfaction. Thus, it is also possible to assert that high job
satisfaction would positively affect employee performance. The researcher is
therefore interested in conducting additional research on "The Influence
of Work Discipline on Employee Performance with Motivation and Job Satisfaction
as Intervening Variables in the First Functional Group of Expert Customs and
Excise Inspectors in the Directorate General of Customs and Excise (Sihaloho & Siregar, 2020).
RESEARCH METHOD
Population, according
to Sugiyono, is a generalized region composed of
objects/subjects with specific features and attributes established by researchers
to be examined and conclusions formed. (Iron 2019). 180 personnel in the
functional position group of first expert customs and excise inspectors within
the Directorate General of Customs and Excise constituted the population for
this study.
According to Sugiyono, the sample is representative of the population's
size and features. Due to time, energy, financial, and population size
constraints, a sample was chosen to undertake research. Therefore, researchers
must collect properly representative samples (Kania, Wasito,
and MSIE 2019). To create a sample that accurately reflects the characteristics
of the population, a suitable method of sample selection is required. The data
from a representative sample will accurately represent the population as a
whole. To uniformly distribute the sample, a simple random sampling procedure
was applied.
RESULTS AND DISCUSSION
1
Validity Test Results
The purpose of the validity test is to assess the
accuracy of each item. As an experiment in instrument testing, instrument
testing is the parameter of all variables in research utilizing a questionnaire
or questionnaire, conveying to respondents so they can testify on a small scale
regarding their feelings and presumptions. Validity and dependability are two
factors that must be prioritized in the design of testing instruments.
A portion of the data utilized to determine the
instrument's validity consisted of as many as thirty respondents who
represented samples of the research population. Minimum number of responses for
questionnaire testing is thirty. With a minimum of 30 individuals, the value
distribution will resemble a normal curve more closely. With a total of 124
respondents, the First Expert Customs and Excise Inspector Functional Group
served as the sample for this instrument test.
The data is then processed using SmartPLS
4.0. Calculation of the validity test is based on a comparison of r-count and
r-table; in this research instrument test, the value of r count is compared to
r table at a significance level of 5% and degree of freedom (df) = n-2. If r count > r table, the query or indicator
is pronounced valid, and if r count r table, it is declared invalid (Ghozali, 2011). With 30 respondents, the r-table was found
to be 0.361 in this investigation. The outcomes of the validity test of product
quality factors processed by SmartPLS 4.0 are
displayed in table 1 below.
Table 1
Validity Test Results
|
DSPL |
KIK |
KK |
MTV |
|
|
DSPL2 |
0.744 |
|
|
|
|
DSPL4 |
0.807 |
|
|
|
|
DSPL5 |
0.845 |
|
|
|
|
DSPL6 |
0.850 |
|
|
|
|
DSPL7 |
0.878 |
|
|
|
|
DSPL8 |
0.805 |
|
|
|
|
KIK1 |
|
0.752 |
|
|
|
KIK10 |
|
0.804 |
|
|
|
KIK2 |
|
0.806 |
|
|
|
KIK3 |
|
0.765 |
|
|
|
KIK4 |
|
0.761 |
|
|
|
KIK5 |
|
0.839 |
|
|
|
KIK6 |
|
0.827 |
|
|
|
KIK7 |
|
0.784 |
|
|
|
KIK8 |
|
0.830 |
|
|
|
KIK9 |
|
0.800 |
|
|
|
KK1 |
|
|
0.776 |
|
|
KK10 |
|
|
0.809 |
|
|
KK2 |
|
|
0.846 |
|
|
KK3 |
|
|
0.826 |
|
|
KK4 |
|
|
0.837 |
|
|
KK5 |
|
|
0.850 |
|
|
KK6 |
|
|
0.840 |
|
|
KK7 |
|
|
0.879 |
|
|
KK8 |
|
|
0.859 |
|
|
KK9 |
|
|
0.804 |
|
|
MTV1 |
|
|
|
0.799 |
|
MTV2 |
|
|
|
0.800 |
|
MTV3 |
|
|
|
0.762 |
|
MTV4 |
|
|
|
0.874 |
|
MTV5 |
|
|
|
0.823 |
|
MTV6 |
|
|
|
0.849 |
Table 2
Validity Test Result of Work Discipline
|
Outer Loading |
Conclusion |
|
|
DSPL2 |
0.744 |
Valid |
|
DSPL4 |
0.807 |
Valid |
|
DSPL5 |
0.845 |
Valid |
|
DSPL6 |
0.850 |
Valid |
|
DSPL7 |
0.878 |
Valid |
|
DSPL8 |
0.805 |
Valid |
The results of the validity test showed that some of
the r-count values <r-table (0.361). This shows that there are
some work discipline variable items declared invalid. Therefore, it is
necessary to eliminate several aspects of invalid indicators to support the
accuracy of the instrument test.
Reality Test (Composite Reality)
The Cronchbach's Alpha test
is used to measure the internal consistency reliability of multiple item scales
with the provision that the value must be > 0.70. Reliability assessment can
also be carried out by observing Composite Reliability which is a statistical
technique to test the true value of a variable provided that the reliability
value of Composite Reliability is always higher than Cronchbach's
Alpha value as follows. The SmartPLS output results
for composite reliability values can be shown in the following
table:
Table 3
Convergent Validity
|
Cronbach's alpha |
Composite reliability (rho_a) |
Composite reliability (rho_c) |
Average variance extracted (AVE) |
|
|
Work Discipline |
0.912 |
0.933 |
0.928 |
0.618 |
|
Employee Performance |
0.936 |
0.938 |
0.946 |
0.636 |
|
Job Satisfaction |
0.951 |
0.952 |
0.958 |
0.694 |
|
Motivation |
0.901 |
0.908 |
0.924 |
0.670 |
Intervening Test
Direct Effect
Table 4
Direct Effect
|
Original sample (O) |
Sample mean (M) |
Standard Deviation (STDEV) |
T statistics (|O/STDEV|) |
P values |
|
|
DSPL -> KIK |
0.229 |
0.230 |
0.100 |
2.288 |
0.022 |
|
DSPL -> KK |
0.780 |
0.784 |
0.040 |
19.301 |
0.000 |
|
DSPL -> MTV |
0.724 |
0.731 |
0.048 |
15.065 |
0.000 |
|
KK -> KIK |
0.354 |
0.332 |
0.145 |
2.437 |
0.015 |
|
MTV -> KIK |
0.259 |
0.286 |
0.133 |
2.365 |
0.018 |
Work Discipline > Motivation
The original sample had a significance level of less
than 0.05, or 5 percent, as demonstrated by a p value of 0.000, indicating that
the link had a significant impact.
Work Discipline has a strong and good effect on
motivation.
Work Discipline > Job Satisfaction
The original sample had a significance of less than
0.05, or 5 percent, as demonstrated by a p value of 0.000, indicating that the
link had a significant impact.
Employee is positively and significantly impacted by
Work Discipline. Occupational Satisfaction
Employee Motivation > Employee Performance
The original sample had a significance level of less
than 0.05 or 5 percent, as evidenced by the p value of 0.018, indicating that
the link had a significant impact.
Positive and strong impact of motivation on Employee
Performance
Job Satisfaction > Employee Performance
The original sample had a significance level of less
than 0.05 or 5 percent, as evidenced by the p value of 0.015, indicating that
the link had a significant impact.
Performance is positively and significantly influenced
by job satisfaction.
Work Discipline > Employee Performance
The original sample had a significance level of less
than 0.05 or 5 percent, as evidenced by the p value of 0.022, indicating that
the link had a significant impact.
Work Discipline has a big and favorable
effect on Employee Performance.
Indirect effect
Table 5
Indirect Effect
|
Original sample (O) |
Sample mean (M) |
Standard deviation (STDEV) |
T statistics (|O/STDEV|) |
P values |
|
|
DSPL -> KK -> KIK |
0.276 |
0.261 |
0.116 |
2.391 |
0.017 |
|
DSPL -> MTV -> KIK |
0.188 |
0.208 |
0.098 |
2.145 |
0.023 |
Work Discipline > Employee Performance >
Motivation
The original sample has a significance of less than
0.05 or 5 percent, as evidenced by the p value of 0.023, indicating that the
link has a substantial impact. Motivating Work Discipline on Employee
Performance
Through incentive, Work Discipline has a good and
substantial effect on Employee Performance.
Employee Performance > Work Discipline > Job
Satisfaction
The original sample has a significance level of less than
0.05, or 5 percent, as evidenced by the p value of 0.017, indicating that the
link has a substantial impact.
Through Job Satisfaction, Work Discipline has a favorable and significant effect on Employee Performance.
CONCLUSION
Following are various conclusions
that can be derived from the study and debate presented above:
Based on the findings of the
research, it is possible to explain that work discipline has a good influence
on motivation and to draw the conclusion that work discipline has an effect on
motivation for Customs and Excise Examiner Functional Employees First Experts
in the DGCE environment. This is demonstrated by the original sample value of
0.724% with a significance level below 0.05 or 5%, as indicated by a p value of
0.000, indicating that the association has a substantial impact.
Based on the findings of testing
the second hypothesis, it is possible to conclude that work discipline has an
effect on the job satisfaction of the First Expert Customs and Excise Inspector
Functional Employees inside the DGCE environment. This is demonstrated by the
original sample value of 0.78 with a significance level below 0.05 or 5%, as
indicated by a p-value of 0.000, indicating that the link has a substantial
impact.
Based on the findings of testing
the third hypothesis, it is possible to explain that motivation has a
beneficial effect on employee performance and to conclude that motivation
affects the performance of the First Expert Customs and Excise Inspector
Functional Employees inside DGCE. This is demonstrated by the original sample
value of 0.259, which has a significance level below 0.05 or 5 percent, as
indicated by the p value of 0.018, indicating that the association has a
substantial impact.
Based on the results of testing
the fourth hypothesis, it is possible to explain that job satisfaction has a
positive effect on employee performance and to conclude that job satisfaction
affects the performance of the First Expert Customs and Excise Inspector
Functional Staff in the DGCE environment. This is demonstrated by the original
sample value of 0.354, which has a significance level below 0.05 or 5%, as
indicated by a p value of 0.015, indicating that the association has a
substantial influence.
Based on the results of the
research by testing the fifth hypothesis, it can be explained that work
discipline has a positive effect on employee performance and it can be
concluded that work discipline has an effect on the performance of the First
Expert Customs and Excise Inspector Functional Employees within DGCE. This is
evidenced by the original sample value of 0.229 with a significance below 0.05
or 5%, which is indicated by a p value of 0.022, meaning that the relationship
has a significant influence.
Based on the results of the
research through testing the sixth hypothesis, it can be explained that work
discipline has a positive effect on employee performance through motivation to
employees and it can be concluded that work discipline has an effect on
employee performance through motivation to Functional Employees of the First
Expert Customs and Excise Inspector within DGCE. This is evidenced by the
original sample value of 0.188 with a significance below 0.05 or 5% which is
indicated by a p value of 0.023, meaning that the relationship has a significant
influence.
Based on the results of the
research through testing the seventh hypothesis, it can be explained that work
discipline has a positive effect on employee performance through job
satisfaction and it can be concluded that work discipline has an effect on
employee performance through job satisfaction. This is evidenced by the
original sample value of 0.276 with a significance below 0.05 or 5% which is
indicated by a p value of 0.017 meaning that the relationship has a significant
influence.
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holders:
Asmaa Zaahidah,
Dewi Susita, Osly Usman (2022)
First publication right:
Devotion - Journal of Research and Community Service
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