Volume 5, Issue 4, April – 2020 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

The Reactions over Employees Performance Viewed

from Work Environment, Discipline, and Leadership
variables at Directorate General Development of
Rural Areas of the Ministry of Village, Regional
Development and Transmigration
Abdul Hamid Setyo Riyanto
Master of Management Student, Mercu Buana University Associate Professor Mercu Buana Universitay
Jakarta, Indonesia Jakarta, Indonesia

Abstract:- This research has purpose to discover and Excellent performance is not only expected for profit-
analyze the reactions toward the employee performance oriented companies but also non-profit organizations such
over those variables such as work environment, as the Government, especially in the Ministry of Villages,
discipline, and leadership at Directorate General of Disadvantaged Areas, and Transmigration.
Rural Area Development, Ministry of Villages,
Disadvantaged Regions, and Transmigration. This type Government agencies demand to provide excellent
of quantitative research with associative explanatory governance services. The improvement of Bureaucratic is
research methods using surveys. Sources of data one of accomplishment from the Government to Provide
obtained through questionnaires, interviews, and good assist and created basic transformed and reformed the
observations. Data analysis uses validity, reliability structure of governance, mainly concerning institutional
analysis, linear regression with various assumptions, aspects (organization), management, and human resources
multiple regression, and the correlation between of the apparatus.
dimensions. Hypothesis testing using the T-test, F test,
and the determinant coefficient using SPSS version To achieve these objectives, 8 (eight) areas of change
24.0.The object of research is the Directorate General of have established, namely the ASN work culture,
Rural Area Development with a population and sample supervision, accountability, management, ASN Human
level of 98 people. The outturn proved that Work Resources, legislation, public services, and institutions.
Environment, Discipline, and Leadership had
significant impact towards Employees performance at II. LITERATURE REVIEW
Directorate General of Rural Area Development, the
Ministry of Villages, Development of Disadvantaged A. Work Environment
Areas, and Transmigration. The work environment in a company has crucial affect
for management to be considered. The work environment
Keywords:- Work Environment, Discipline, Leadership, has both straight and non-straight impact towards those
Employee Performance. workers in fulfilling their work, Nitisemito (Nuraini, 2013).

I. INTRODUCTION The work environment is something which exists

surround by the employee. It could infect the fulfilling
To realize prosperity and equitable development in process over the tasks that assigned for them, for instances
rural areas, the Government, both the Central Government, by the presence of an air conditioner (AC), adequate
the Provincial Government, the Regency Government, and lighting, etc.
the Village Government seems it necessary to start
development from the smallest scope of territory, namely According to Schultz & Schultz (2010) work
the village. The village is the lowest node of development, environment has defined into circumstances which
so dynamic growth in the town will have a stimulant impact connected to the Specifically of the workplace
on expansion on a broader scope of territory so that it towards employee behavior and attitudes where its related
requires more dangerous and equitable treatment. to psychological changes due to things experienced in their
work or particular circumstances. That should continue to
One aspect of the strength of human resources in an be seen by organizations which include work dullness,
organization is the performance of employees. Performance flattens work, and fatigue.
is an actual act that unveiled by everyone as work
performance generated, following its function at company.

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Volume 5, Issue 4, April – 2020 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
B. Work Discipline According to Bass & Avolio in Yukl (2010),
Based on Hasibuan (2012: 193) stated that: leadership is a related award, passive management with
"Discipline is one's recognition and Enthusiasm to follow exceptions, and active management with exceptions. Rivai
all company regulations and applicable an etiquette. (2014) leadership is the ability of a manager to identify
Discipline should uphold in corporate organization. cues in his environment, diagnose them, then adapt his
Furthermore, work discipline is a thing that could be used direction according to these conditions.
to connect with those workers so they would disposed to
reformed their act as an endeavour to raise of consciousness Likewise, Burn & Northouse (2013) states that
and disposition to followed all the rules and serial norms leadership is a process where people are where others are
which apply (Rivai, 2014: 49). and create relationships that increase motivation and
morality in leaders and followers.
Based on Hasibuan (2018: 193), discipline is the sixth
operative function of human resource management. D. Employee Performance
Discipline is the most critical operative function of human Fahmi (2014) performance is a result that has been
resource management because of better regulation. the obtained by an organization that is profit-oriented or non-
higher work performance that they can achieve. Without profit oriented over some time. Employee performance is
strict discipline from the employee, it would find difficult quality and quantity work that achieved by an employee in
to company organizations in achieving an optimal results. performing their duties following those responsibilities
which given to them (Mangkunegara, 2013). Performance
According to Singodimedjo in Barnawi (2012), seven is the result of a steps that refers to and measure in a
external factors influence employee discipline, namely certain period based on provisions or agreements that have
compensation, exemplary leaders, definite rules, the been set previously (Edison, 2016).
courage of leaders in taking action, leadership supervision,
attention to employees, and habits. In organizations, there According to Wibowo (2013), more view of
are still many employees who are late, ignore safety management performance as defines to get higher results
procedures, do not follow instructions that have been from organizations, teams, and individuals by
established, or are in trouble with their colleagues understanding and managing performance within an agreed
(Mangkunegara, 2013). framework of objectives, standards, and attribute
requirements. According to Sedarmayanti (2011) revealed
According to Hamali (2017: 214), discipline is that "Performance by means of the work that earned by a
firmness which growth in employees body and could worker, management process or an organization as a whole,
stir employees to voluntarily adjust to regulatory decisions, where the results of the work should be delivered
high values of work, and acts. concretely and measurable (compared to predetermined
standards)."
C. Leadership
Northouse (2013) mentions that leadership is a Eddy Sutrisno (2010) concluded that performance as a
process by which people are other people and creates result of employee work could be seen from the aspects of
relationships that increase motivation and morality in quality and quantity, working time, and cooperation to
leaders and followers. reach the targets which set by the organization.

Fig 1:- Thinking Framework

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Volume 5, Issue 4, April – 2020 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
E. Research Hypothesis III. RESEARCH METHODOLOGY
Based on this framework, a research hypothesis can
formulate as follows: This type of research is using quantitative analysis that
H1: Work environment has an impact towards the uses main data in form of questionaires. This research was
performance of PKP Directorate General workers. designed to be able to realize, describe and analyze the
H2: Work discipline affects the performance of PKP correlation between independent variables towards the
Directorate General employees. dependent variable. The number of items measured in
H3: Leadership has an impact towards performance of PKP dimensions and indicators of independent (exogenous)
Directorate General workers. variables in the form of the work environment (X1), work
H4: Work for environment, discipline, and leadership, discipline (X2), and leadership (X3) while the dependent
jointly influence the performance of PKP Directorate variable (endogenous) is employee performance (Y) that
General workers. could be seen in Table 1:

Table 1:- Operational Definitions of Research Variables

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Volume 5, Issue 4, April – 2020 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
A. Population and Sample IV. RESULT AND DISCUSSIONS
The population in this research was determined and
limited by the following criteria because of the Civil A. Characteristics of Respondents
Servants (PNS), having worked for more than one year, and Based on Table 2 below, it can see that the
employees with echelon III and echelon IV positions at the characteristics of the respondents of the Directorate General
Directorate General of Rural Area Development, totaling 98 of Rural Area Development. Characteristics of respondents
people. The sampling technique in this research uses by sex, it is known that most respondents were 60 people
saturated sampling were all members of the population use (61%) and 38 women (39%). While the respondents'
as samples, namely all Head Office employees, with a total characteristics according to worked period has found that
of 98 people. those who had worked between 1 and 5 years were 10
people (10%), and the working period was more than five
B. Collecting Data Methods years as many as 88 people (89%).
Data sources used are main data in the form of surveys,
questionnaires, and secondary data in the form of employee
performance achievements, employee attendance lists, and
interviews with relevant and competent officials within the
Directorate General of Rural Area Development.

C. Data Analysis Method

Activities in data analysis were dividing into data
based on variables and types of respondents, tabulating data
based on variables from all respondents, presenting data for
each variable studied, and doing calculations to answer the
problem formulation and doing calculations to test the
hypothesis that has to propose. Table 2:- Characteristics of Respondents

B. Validity and Reliability Test

Data analysis performs descriptively and
Based on Table 3 of the Validity Test Results above, it
quantitatively. Descriptive analysis was done by the help of
can seem that for the variable Work Environment (X1),
the Microsoft Excel program to find out the description of
Work Environment, Discipline, Leadership, and Employee Discipline (X2), Leadership (X3) and Performance (Y)
which consists of forty questions, has a value of r count> r
Performance. In contrast, quantitative analysis is carried out
using multiple linear regression methods and using the SPSS table = 0.196. Thus, the variable Work Environment,
24.0 tool to test the relationship between variables. Discipline, Leadership, and Performance, which consists of
forty indicators of questions declared valid.

Table 3:- Validity Test

Source: Analysis using SPSS Version 24

Based on Table 4, the reliability test results can see 0.780, 0.772, and 0.756 and all above 0.6. Thus the Work
that for the variables Work Environment (X1), Discipline Environment variable (X1), Work Discipline (X2),
(X2), Leadership (X3), and Employee Performance Leadership (X3), and Employee Performance variable (Y),
variables (Y) have Cronbach's Alpha values of 0.731, declared reliable.

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Volume 5, Issue 4, April – 2020 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
 Heteroscedasticity Test
In the picture below, it was appeared that there are no
Line such as dots expansion above and below the number 0
on the Y axis, so the points spread randomly, and not form
specific patterns. It could be stated that the object data did
not occur heteroscedasticity.

Table 4:- Reliability Test

Source: Analysis using SPSS Version 24

C. Classic Assumption Test

 Normality Test
The normality assumption shown in Figure 2 is the
data on the histogram graph follows the normal line, and
the data was delivered on the normal P-plot graph which
located around the diagonal line. Thus, can be said that the
data tested include a normal data distribution.

Fig 3:- Heteroscedasticity Test

Source: Analysis using SPSS Version 24

D. Multiple Linear Regression Analysis Test

Multiple linear regression analysis uses to determine
the effect of the independent variable with the dependent
variable. The use of multiple linear regression because this
study uses more than one independent variable, namely
Work Environment (X1), Discipline (X2), and Leadership
(X3) to determine its effect on the dependent variable,
namely Employee Performance (Y) on Employees of the
Directorate General of Rural Area Development.

Fig 2:- Normality Test

Source: Analysis using SPSS Version 24

 Multicollinearity Test
The results of multicollinearity test obtained value of
work environment (tolerance = 0.731), work discipline Table 6:- Test Analysis of Multiple Linear Regression
(tolerance = 0.540), and leadership (tolerance = 0.622) Source: Analysis using SPPS Version 24
greater than 0.1 meaning that there is no multicollinearity.
Likewise from VIF also shows the results of work The interpretation and testing of the hypothesis (H) in
environment (VIF = 1.369), work discipline (VIF = 1.853), table 6 above is as follows:
and leadership (VIF = 1.607) less than 10 meaning that
there is no multicollinearity. Multicollinearity test results Y = 1,266 + 0,166 X1 + 0,390 X2 + 0,201 X3 + e;
can be seen in Table 5.
Work Environment (X1) has a significant effect on
Employee Performance (Y) with t-count of 2.847 (t-count>
t table (df = 94) = 1.98) and Sig. = 0.005. The coefficient
value is positive, which is equal to 0.166. Thus the H1
hypothesis in this study, which states that "Work
Environment (X1) has a significant effect on Employee
Performance (Y)," is accepted.

Discipline (X2) has a significant effect on Employee

Performance (Y) with a t-count of 8.801 (t-count (df = 94)>
Table 5:- Multicollinearity Test 1.98) and Sig. = 0,000. The coefficient value is positive,
Source: Analysis using SPSS Version 24 which is equal to 0.390, which indicates that the direction
of the positive relationship is 39.0%.

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Volume 5, Issue 4, April – 2020 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
Leadership (X3) has strongly impact on Employee = 1.98) and the value of Sig = 0.005. The coefficient value
Performance (Y) with t-count of 4.327 (t-count (df = 94)> is positive, which is equal to 0.166, and shows that the
1.98 and Sig. = 0.000. The coefficient value is positive that relationship between the two concrete variables of 16.6%.
is 0.201, which indicates that the direction of the Then, there is a significant relationship between Discipline
relationship positive at 20.1%. Thus the H3 hypothesis in and Employee Performance with a t-count of 8.801 (t-count
this study, which states that "Leadership has strongly (df = 94)> 1.98) and Sig. = 0,000. The coefficient value is
impact on Employee Performance partially" was accepted. positive, which equal to 0.390. The significant connection
between Leadership and Employee Performance with a t-
Work Environment, Work Discipline, and Leadership count of 4.327 (t-count (df = 94) > 1.98 and Sig. = 0.000.
simultaneously impact the Employee Performance viewed The coefficient value is positive, that is 0.201, which
by the F-count value of 106.484 (F-count> F-table (n = 94, indicates that the direction of a positive relationship is 20.1
and k = 3) = 2.70) and Sig. = 0,000, which shows that the %.
Work Environment variable (X1), the Work Discipline
variable (X2), and the Leadership variable (X3) together H. Correlation Between Dimensions
have strongly impact towards the Employee Performance Correlation analysis is a statistical analysis that
variable (Y). measures the degree of the relationship involving more than
one independent variable (X1, X2, X3) and one dependent
E. Determination Coefficient Test (R2) variable (Y). Variable correlation analysis use to determine
The coefficient of determination (R2) basically the relationship between variables Work Environment,
calculated further model's ability to explain the variation of Discipline, and Leadership on Employee Performance.
the dependent variable. The ratio of judgment is between 0
and 1. Based on table 4.16 above, it knows that the highest
correlation value between dimensions in the Work
Environment variable (X1), and Employee Performance
variable (Y) is dimension 1.2 Physical Work Environment
with proportion 4.1 Work Quality, 0.563. It includes in the
category of relationship level that is on. It explains that the
dimension 1.2 Physical Work Environment in the Work
Environment variable is indispensable for any improvement
Table 7:- Determinant Test Coefficients in Employee Performance (Y), especially in the Work
Source: Analysis using SPPS Version 24 Quality dimension.

Based on Table 7 above, the known value of Adjusted The most excellent correlation between the
R Square = 0.765. shows that 76.5% of Employee dimensions in the Discipline variable (X2) and the
Performance (Y) is influenced by the Work Environment Employee Performance variable (Y) is dimension 2.1
variable (X1), the Discipline variable (X2), and the Giving compensation with aspects 4.1 of Work Quality that
Leadership variable (X3), while the rest (100% - 76.5%) is is 0.716 and falls into the category of healthy relationship
other factors outside this research was affected 23.5 % levels. It explains that size 2.1 Giving reward in the Work
Employee Performance (Y). Discipline variable is indispensable for any improvement in
Employee Performance (Y), especially in the Work Quality
F. Simultaneous Significance Test (Test F) dimension. Meanwhile, the proportion with a low level of
Based on Table 8, it is known that the value of F = relationship is dimension 2.4 Taking Action on the
106.484, and the value of Sig. = 0,000, while the value of F Consistency dimension
table with df (3.94) = 2.70. Thus H0 is rejected, this is the
Work Environment variable (X1), the Discipline variable Employees and Employee Attitudes. It explains that
(X2), and the Leadership variable (X3) together have the Discipline variable influences the performance of the
strongly impact on the Employee Performance variable (Y). personnel, especially in the aspects of Compensation and
Taking Action.

The most excellent correlation between the

dimensions in the Leadership (X3) variable against the
Employee Performance variable (Y) is the 3.3 Intellectual
Stimulation dimension with the 4.3 Personnel Consistency
Table 8: Simultaneous Test dimension, which is 0.601 and belongs to the category of
Source: Analysis using SPPS Version 24 stable relationship levels. It explains that the proportion 3.3
Intellectual Stimulation in the Work Environment variable
G. Statistical Test (t-test) is indispensable for any improvement in Employee
Statistical test results indicate connection between the Performance (Y), especially in the Persistence of Employee
Work Environment and Employee Performance has Consistency dimension.
significant with a t-test of 2.847 (t-count> t table (df = 94)

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Volume 5, Issue 4, April – 2020 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165

Table 9:- Correlations between Dimensions

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