Pengaruh Kompetensi dan Kompensasi terhadap Kinerja Pegawai Palang Merah Indonesia Provinsi Banten

Ayu Pratami; Indra Novendri

doi:10.31004/riggs.v4i3.2610

Authors

Ayu Pratami Universutas Pamulang
Indra Novendri Universitas Pamulang

DOI:

https://doi.org/10.31004/riggs.v4i3.2610

Keywords:

Kompetensi, Kompensasi, Kinerja Pegawai, Palang Merah Indonesia Provinsi Banten

Abstract

Penelitian ini merupakan penelitian deskriptif dengan tujuan untuk mendeskripsikan objek penelitian ataupun hasil penelitian melalui data atau sampel yang telah terkumpul untuk mendapatkan hasil dari penelitian. Sedangkan berdasarkan analisis dan jenis datanya penelitian ini merupakan penelitian kuantitatif, yakni merupakan teknis analisis data yang menggunakan angka-angka agar pemecahan masalah dapat dihitung secara real dengan perhitungan statistik. Hasil pengujian menunjukan diperoleh hasil t hitung sebesar 2,819 lebih besar dari t tabel atau 2,819 > 1,990. Berdasarkan kriteria pengujian uji t maka dapat disimpulkan bahwa Ha diterima, artinya kompetensi (X1) berpengaruh positif terhadap kinerja pegawai. Hasil diperoleh hasil thitung sebesar 5,383 lebih besar dari ttabel atau 5,383 > 1,990. Berdasarkan kriteria pengujian uji t maka dapat disimpulkan bahwa Ha diterima, artinya kompensasi (X2) berpengaruh positif terhadap kinerja pegawai. Hasil pengujian secara simultan diperoleh F hitung sebesar 59,153 dan F tabel dengan tingkat α = 0,05 dan df 1 = (k-1) = 1 dan df 2 = (n-k) = 81, sehingga didapatkan nilai Ftabel sebesar 3,96 maka f hitung > ftabel atau 59,153 > 3,96. Didapatkan nilai signifikansi sebesar 0,000 dengan α = 0,05 maka sig < α atau 0,000 < 0,05 yang artinya Ha diterima, yaitu kompetensi (X1) dan kompensasi (X2) berpengaruh pada kinerja pegawai (Y). Hasil uji hipotesis kompetensi (X1) yang menegaskan bahwa semakin tinggi kompetensi pegawai, semakin baik pula kinerja mereka. Kompensasi (X2) mengindikasikan bahwa memadai dan adil dapat memotivasi pegawai untuk bekerja lebih baik. Hasil ini mengonfirmasi bahwa kombinasi kompetensi dan kompensasi memainkan peran penting dalam meningkatkan kinerja keseluruhan pegawai.

Downloads

Download data is not yet available.

References

Aman-Ullah, A., Aziz, A., Ibrahim, H., Mehmood, W., & Aman-Ullah, A. (2022). The role of compensation in shaping employee’s behaviour: a mediation study through job satisfaction during the Covid-19 pandemic. Revista de Gestão, ahead-of-p(ahead-of-print). https://doi.org/10.1108/REGE-04-2021-0068

Ashraf, M. A. (2020). Demographic factors, compensation, job satisfaction and organizational commitment in private university: an analysis using SEM. Journal of Global Responsibility, 11(4), 407–436. https://doi.org/10.1108/JGR-01-2020-0010

Edward, Y. R., & Kaban, L. M. (2020). The effect of transformational leadership and competence on employee performance with job satisfaction as intervening variable. Academic Journal of Economic Studies, 6(2), 62–72. https://www.ceeol.com/search/article-detail?id=875899

Ekhsan, M., Badrianto, Y., Fahlevi, M., & Rabiah, A. S. (2020). Analysis of the effect of learning orientation, role of leaders and competence to employee performance front office the Sultan Hotel Jakarta. 4th International Conference on Management, Economics and Business (ICMEB 2019), 239–244. https://doi.org/https://doi.org/10.2991/aebmr.k.200205.042

Farooq, M., Khan, M. I., & Noor, A. (2023). Do financial constraints moderate the relationship between CEO compensation and firm performance: an emerging market evidence. Managerial Finance, ahead-of-p(ahead-of-print). https://doi.org/10.1108/MF-10-2022-0474

Hajiali, I., Kessi, A. M. F., Budiandriani, B., Prihatin, E., & Sufri, M. M. (2022). Determination of Work Motivation, Leadership Style, Employee Competence on Job Satisfaction and Employee Performance. Golden Ratio of Human Resource Management, 2(1), 57–69. https://doi.org/https://doi.org/10.52970/grhrm.v2i1.160

Iptian, R., Zamroni, Z., & Efendi, R. (2020). The effect of work discipline and compensation on employee performance. International Journal of Multicultural and Multireligious Understanding, 7(8), 145–152. https://doi.org/http://dx.doi.org/10.18415/ijmmu.v7i8.1812

Kaur, S., & Kaur, G. (2021). Understanding the impact of human resource practices on employee competencies: evidence from Indian food processing industry. Employee Relations: The International Journal, 43(5), 957–978. https://doi.org/10.1108/ER-05-2020-0216

Kaur, S., & Kaur, G. (2022). Human resource practices, employee competencies and firm performance: a 2-1-2 multilevel mediational analysis. Personnel Review, 51(3), 1100–1119. https://doi.org/10.1108/PR-08-2020-0609

Liu, B., Cui, Z., & Nanyangwe, C. N. (2023). How line-manager leadership styles and employee-perceived HRM practices contribute to employee performance: a configurational perspective. Leadership & Organization Development Journal, 44(1), 156–171. https://doi.org/10.1108/LODJ-04-2022-0202

Nurrohmat, N. (2022). The effects of professionalism and behavior by organizational citizenship (OCB) as mediating variables on the effect of personality on performance (a study on Makassar Police). International Journal of Quality & Reliability Management, 39(4), 1040–1058. https://doi.org/10.1108/IJQRM-08-2018-0219

Parashakti, R. D., Fahlevi, M., Ekhsan, M., & Hadinata, A. (2020). The influence of work environment and competence on motivation and its impact on employee performance in health sector. 3rd Asia Pacific International Conference of Management and Business Science (AICMBS 2019), 259–267. https://doi.org/https://doi.org/10.2991/aebmr.k.200410.040

Pasae, P., Lawalata, I. L. D., Anshar, M. A., Mukhtar, M., & Kessi, A. M. P. (2021). The Influence of Human Resource Competence Factors on Employee Work Performance. Point Of View Research Management, 2(3), 151–160. http://journal.accountingpointofview.id/index.php/POVREMA/article/view/138

Riyanto, S., & Hapsari, D. C. (2020). Strengthening organizational citizenship behavior through the implementation of transformational leadership, organizational culture, and compensation system. International Journal of Social Science and Economics Invention, 6(08), 316–323. https://www.researchgate.net/profile/Md-Rahman-412/publication/332060284_Effect_of_Employee_Compensation_on_Organizational_Citizenship_Behavior_OCB_A_Study_on_Private_Commercial_Banks_in_Bangladesh/links/5c9cfe0292851cf0ae9d673f/Effect-of-Employee-Compens

Saman, A. (2020). Effect of compensation on employee satisfaction and employee performance. International Journal of Economics, Business and Accounting Research (IJEBAR), 4(01). https://jurnal.stie-aas.ac.id/index.php/IJEBAR/article/view/947

Seran, G. L., Subiyanto, D., & Kurniawan, I. S. (2021). Effect of Organizational Commitment, Compensation and Job Satisfaction on Employee Performance Through Organizational Citizenship Behavior In Bank BPD DIY Employees Senopati Branch Office. Bina Bangsa International Journal of Business and Management, 1(1), 39–50. https://doi.org/https://doi.org/10.46306/bbijbm.v1i1.4

Silva, P., Mota, J., & Moreira, A. C. (2022). Budget participation and employee performance in real estate companies: the mediating role of budget goal commitment, trust and job satisfaction. Baltic Journal of Management, ahead-of-p(ahead-of-print). https://doi.org/10.1108/BJM-03-2022-0118

Suryaman, D. W., & Bayudhirgantara, M. (2020). The Effect Of Career Development, Compensation And Organizational Communication On Organizational Citizenship Behavior (OCB) In Millenial Employees In Pt Rajawali Nusindo. Dinasti International Journal of Management Science, 2(2), 218–231. https://doi.org/https://doi.org/10.31933/dijms.v2i2.446

Turek, D. (2022). Does organisational politics always hurt employee performance? Moderating–mediating model. Baltic Journal of Management, 17(6), 19–34. https://doi.org/10.1108/BJM-09-2021-0338

Uliyah, I., & Ariyanto, S. (2021). The effect of organizational culture and employee competence on Organizational Citizenship Behavior (OCB) with work motivation as a mediation variable (Case study in Pekalongan District Land Office). European Journal of Business and Management Research, 6(5), 70–77. https://doi.org/https://doi.org/10.24018/ejbmr.2021.6.5.1010