Pengaruh Kepemimpinan, Kompensasi Dan Motivasi Kerja Terhadap Kinerja Karyawan PT. JAK

Abstract

Penelitian ini bertujuan untuk mengetahui besarnya pengaruh kepemimpinan, kompensasi, dan motivasi kerja terhadap kinerja karyawan pada PT. JAK. Penelitrian ini merupakan penelitian kuantitatif. Populasi dalam penelitian ini adalah karyawan di Kantor Pusat PT. JAK sebanyak 700 orang, sedangkan sampel penelitian sebanyak 175 responden yang ditentukan dengan simple random sampling. Instrumen penelitian menggunakan kuesioner tertutup dengan lima pilihan jawaban. Uji asumsi klasik terdiri dari uji normalitas, heteroskedastisitas, autokorelasi, dan uji multikolinieritas. Uji statistik terdiri dari uji regresi sederhana dan regresi linier berganda. Hasil penelitian menunjukkan bahwa: 1) kepemimpinan secara parsial berpengaruh positif dan signifikan terhadap kinerja karyawan (thitung= 8,156 > ttabel= 1,974); 2) kompensasi secara parsial berpengaruh positif dan signifikan terhadap kinerja karyawan (thitung= 10,226 > ttabel= 1,974); 3) motivasi kerja secara parsial berpengaruh positif dan signifikan terhadap kinerja karyawan (thitung= 13,982 > ttabel= 1,974); 4) kepemimpinan, kompensasi dan motivasi kerja secara simultan (bersama-sama) berpengaruh positif dan signifikan terhadap kinerja karyawan pada PT. JAK (Fthitung= 78,393 > Fttabel= 2,66). Ketiga variabel bebas secara bersama-sama mempengaruhi kinerja karyawan sebesar 57,9%.

Effect of Motivation, Work Environment and Leadership on Employee Performance with Work Spirit as Intervening Variable

“…According to Electric (2021) leadership is the process of a leader to move other people (subordinates) with the style of leading, guiding, and influencing groups of people such as changing one's attitudes, behavior, mindset in order to achieve the expected results or organizational goals. The results of this study were in line with research conducted by Kirana & Pradipta, (2021) that leadership had a positive and significant effect on employee performance.…”

Compensation, intervening variables, and their effects on employee performance

“…This can be different if one variable, for example, job satisfaction, is used as an intervening variable (Ramli, 2018;Setyorini et al, 2018;Murtiningsing, 2019;Prayekti & Pangestu, 2022). Besides job satisfaction, other variables that can be used as intervening variables to have a more optimal effect or impact are work ethic (Prasada et al, 2020), work motivation (Kirana & Pradipta, 2021), and organizational commitment (Sabtohadi, 2020). For example, on work motivation, the Kirana & Pradipta study (2021) shows that compensation, leadership, and work motivation all have a beneficial impact on employee performance, and their influence becomes significant when all three are carried out together.…”

“…The performance of employees or human resources (HR) largely determines the progress or absence of a company (Kirana and Pradipta, 2021). According to Mangkunegara (2013), employee performance is defined as how well they perform in terms of quality and quantity in carrying out their duties in line with their responsibilities.…”

“…In several studies (Ramli, 2018;Setyorini et al, 2018;Murtiningsih, 2019;Husain, 2020;Prasada et al, 2020;Sabtohadi, 2020;Indrawanto, 2021;Kirana & Pradipta, 2021;Sulaeman et al, 2021;Maryani et al, 2022;Nuryunanto et al, 2022;Prayekti & Pangestu, 2022), almost all of them show that compensation exerts an influence on aspects of employee performance, and most (more than 75%) show that, in giving effect, there are other variables that also influence. The variable is between compensation and the intended variable.…”

Peran Kepuasan Kerja Dalam Memediasi Pengaruh Kompensasi Terhadap Kinerja Karyawan UD. Windhu Sari, Gianyar

“…Penelitian yang dilakukan oleh (Herawati, 2021), (Sipahutar, 2021), (Kirana, 2021), (Prihantoko, 2021), (Hankir & Berberoglu, 2020), serta (Syahreza et al, 2017) menyatakan bahwa hubungan kompensasi dengan kinerja karyawan memiliki arah hubungan positif signifikan.…”