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Archives of Business Research – Vol. 9, No.3
Publication Date: March, 25, 2021
DOI: 10.14738/abr.93.9927.
Setiono, B. A., Andjarwati, T., Susilo, K. E., Budiarti, E., & Soemadijo, P. S. (2021). The Influence of Competence with the Elements of
Knowledge, Understanding, Ability/Skills, Values, Attitudes and Interests on Employee Performance at the Tanjung Perak Port Authority
Office in Surabaya. Archives of Business Research, 9(3). 2256-234.
The Influence of Competence with the Elements of Knowledge,
Understanding, Ability/Skills, Values, Attitudes and Interests
on Employee Performance at the Tanjung Perak Port Authority
Office in Surabaya
Beni Agus Setiono
Hang Tuah University
Tri Andjarwati
Faculty of Economics and Business
University of 17 August 1945 Surabaya
Kunto Eko Susilo
Faculty of Computer Science
Narotama University Surabaya
Endah Budiarti
Faculty of Economics and Business
University of 17 August 1945 Surabaya
Pramita Studiviany Soemadijo
Faculty of Economics and Business
University of 17 August 1945 Surabaya
ABSTRACT
The purpose of this study was to test and analyze the influence
of competence with elements of knowledge, understanding,
abilities/skills, values, attitudes and interests on employee
performance at the Tanjung Perak Port Authority Office,
Surabaya. This type of research is an associative study that
explains the relationship and influence between competency
variables on employee performance. The population in this
study amounted to 90 people. The sampling technique used the
saturated sampling method. Methods of data collection by
interview, literature study, observation and questionnaires. The
data were analyzed by using the Simple Linear Regression
method. This study concluded that competence with indicators
of knowledge, understanding, abilities/skills, values, attitudes
and interests has a significant effect on improving employee
performance at the Tanjung Perak Main Port Authority Office.
Keywords: Competence, employee performance, knowledge skill
attitude
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Setiono, B. A., Andjarwati, T., Susilo, K. E., Budiarti, E., & Soemadijo, P. S. (2021). The Influence of Competence with the Elements of
Knowledge, Understanding, Ability/Skills, Values, Attitudes and Interests on Employee Performance at the Tanjung Perak Port Authority Office
in Surabaya. Archives of Business Research, 9(3). 224-234.
226
URL: http://dx.doi.org/10.14738/abr.93.9927.
INTRODUCTION
Byrd (2011:5) states that human resources are the most important assets in a company or
organization. Employees will have potential if managed properly and correctly, but will be
a burden if they are wrongly managed. Human resource management can be done by
managing the various expertise possessed by human resources owned by the organization.
This management is in a context related to management practices in achieving various
objectives, so that it is not limited to operational employees alone, but also includes
managerial aspects. Performance competence can be defined as the behaviors shown for
those who have high performance, are consistent, effective and efficient compared to those
who have average performance. A competency-based performance management system is
a formal way of shaping employee skills and behavior to succeed in their current role for
future organizational growth. The main benefit of using competence in an organization is
primarily to move human resources towards the targets the company wants to achieve.
Besides, competence will encourage employees to acquire and apply knowledge,
understanding, abilities/skills, values, attitudes and interests according to job needs,
because this is an important instrument for achieving organizational targets.
Current environmental conditions, there has been a change in views regarding various
strategic resources for the organization. These changes are from dominating physical
resources to dominating intangible assets. Competence is the ability to carry out or
perform a job or task which is based on skills and knowledge and is supported by the work
attitude demanded by the job. The competencies possessed by each employee differ from
one another, so that many use this competency dimension to be used as a measuring tool in
assessing individual employee performance. Competence as a person's ability to produce
performance at a satisfactory level in the workplace by applying the characteristics of
knowledge, understanding, abilities/skills, values, attitudes and interests of each individual
in order to carry out their duties and responsibilities effectively and to improve
professional quality standards in work.
According to Gordon in Sutrisno (2011:204) Competence has several aspects, namely
knowledge, understanding, skills, values, attitude, interest. The Tanjung Perak Main Port
Authority Office is a technical implementation unit within the Ministry of Transportation
which is under and responsible to the Director General of Sea Transportation. The Main
Port Authority is a regulator, which in carrying out its activities has the function of
regulating, controlling and supervising port activities at ports that are commercialized. The
Tanjung Perak Main Port Authority Office is a government agency engaged in services,
namely serving services in the form of regulation, control and supervision of ship activities
which include: Notification of ship arrival, Report of ship arrival and departure,
Determination of ship berth, plan of loading and unloading activities, Application moving
ship, Application for extension of the mooring period and Registration of carrying out
business activities. With the many services provided, the Tanjung Perak Main Port
Authority Office is obliged to provide professional services by providing educated and
trained workforce to provide quality public services. The community hopes that the service
process provided is easier, simpler, smoother, faster, precise, friendly, there is certainty
and there is clarity of procedures.
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Measuring the success or failure of government agencies in carrying out their main tasks
and functions is difficult to do objectively, this difficulty is due to the fact that there has
never been a clear performance measurement system that can inform the level of success
of an organization (Achmad, 2009). In the framework of regional autonomy, qualified,
skilled apparatus in the framework of carrying out governmental tasks and satisfying
services to the community are needed. With regard to the administration of government,
especially services to the community, it always brings consequences in the apparatus of
resources that have the ability, skills and are able to produce quality performance.
Organizational goals will be achieved through positive performance from employees,
otherwise the organization will face obstacles in achieving goals when the performance of
employees is ineffective in the sense that they cannot meet the demands of the work that
the organization wants (Achmad, 2009) Therefore, organizational success is greatly
influenced by the performance of its employees. Employee performance is the quality and
quantity of work achieved by an employee in carrying out his duties in accordance with the
responsibilities assigned to him (Mangkunegara, 2011:67). So the definition of
performance can refer to the work results achieved by individuals or groups in an
organization based on a unit of time or using a certain measure.
Main Port Authority Office, it is necessary to conduct an employee performance appraisal.
This performance appraisal can improve employee work activities. Factors that can be used
as a standard for employee performance appraisal are: Quality of work which includes
accuracy, thoroughness, and skills. The work quantity includes routine output as well as
non-routine output. According to Achmad (2009), employee performance is influenced by
several factors, namely job competence, including abilities and skills. Efforts to improve
employee performance require adequate knowledge, skills and abilities. So far, many
government agencies do not have employees with adequate knowledge, skills and abilities,
this is evidenced by the low performance of employees. To achieve maximum and
satisfying work results, it is necessary to have the knowledge, skills and abilities possessed
by an employee in carrying out their work tasks so that employee performance can
increase.
LITERATURE REVIEW AND HYPOTHESIS DEVELOPMENT
Competence
Employee competence is a means of carrying out a job or task which is based on skills and
knowledge and is supported by the work attitude demanded by the job. The skills or
abilities required by employees are demonstrated by the ability to consistently provide an
adequate or high level of performance in a job function. Competence is a term that many
people hear and say. We often hear or even pronounce the terminology in various uses,
especially related to human resource development. There are those who interpret
competence as equivalent to abilities or abilities, others interpret competence as
equivalent to skills, knowledge and are highly educated.
Competence by Spencer (2014:5) is a characteristic that underlies a person in relation to
the effectiveness of individual performance in their work or the basic characteristics of
individuals who have a causal relationship or as a cause and effect with the criteria used as
reference. According to Spencer, competence lies in the inner part of every human being
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Setiono, B. A., Andjarwati, T., Susilo, K. E., Budiarti, E., & Soemadijo, P. S. (2021). The Influence of Competence with the Elements of
Knowledge, Understanding, Ability/Skills, Values, Attitudes and Interests on Employee Performance at the Tanjung Perak Port Authority Office
in Surabaya. Archives of Business Research, 9(3). 224-234.
228
URL: http://dx.doi.org/10.14738/abr.93.9927.
and is forever in the personality of a person who can predict broad behavior and
performance in all situations and job tasks. Meanwhile, according to Palan's opinion
(2007:5) there are two terms that arise from two different schools of the concept of
suitability in work. The term is Competency, which is a description of behavior, and
Competence which is a description of a job or job result. According to Brian E. Becher, Mark
Huslid et al. (Sudarmanto, 2009:47) defines competence as knowledge of individual skills,
abilities, or personal characteristics that directly affect job performance. Competence is the
mastery of tasks, skills, attitudes, and appreciation needed to support success. Meanwhile,
according to Wibowo (2014:271) competence is the ability to carry out or perform a job or
task which is based on skills and knowledge and is supported by the work attitude
demanded by the job.
Competence also shows the characteristics of knowledge and skills possessed or needed by
each individual which enables them to perform their duties and responsibilities effectively
and raise the standards of professional quality in their work. Based on this understanding,
it is concluded that competence is a characteristic inherent in a person that causes a person
to be able to predict their surroundings in a job or situation.
Dessler (2010:715), the function of employee competence is to find out critical causal
thinking. The strategic relationship between human resources and company performance
is a strategic map that describes the company's strategic implementation process,
understand the principles of good measurement, the basic foundation of any management
competence relies heavily on good measurement, ensuring the causal relationship of
measurement principles in estimating the causal relationship between resources human
and corporate performance. In practice, these estimates can range from judgmental to
quantitative assumptions and communicate the strategic work of human resources to
superiors.
Factors that affect competence, Michael Zwell (in Wibowo, 2010:339)
1. Beliefs and values, namely beliefs in oneself and in others will greatly influence
behavior. If people believe that they are not creative and innovative, they will
not try to think about new or different ways of doing things.
2. Skills, namely skills to play a role in various competencies. Public speaking is a
skill that can be learned, practiced and refined. Writing skills can also be
improved with instruction, practice and feedback.
3. Experience, namely the expertise of many competencies requires experience in
organizing people, communicating in front of groups, solving problems, and so
on. People who have never been in contact with large and complex
organizations are unlikely to develop organizational intelligence to understand
the dynamics of power and influence in that environment.
4. Personality characteristics, namely in personality, including many factors,
among which are difficult to change. However, personality is not something that
cannot change. In fact, a person's personality can change over time. People
respond to and interact with the forces and the environment around them.
5. Motivation, where motivation is a factor in competence that can change. By
providing encouragement, appreciation of subordinates' work, providing
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individual recognition and attention from superiors can have a positive
influence on the motivation of a subordinate.
6. Emotional issues, an emotional barrier can limit the mastery of competence.
Fear of making mistakes, of being embarrassed, of feeling disliked or not
belonging to all of them tends to limit motivation and initiative. Feelings of
authority can affect communication skills and resolve conflicts with managers.
People may have difficulty listening to others if they don't feel heard.
7. Intellectual Ability, namely competence depending on cognitive thinking such
as conceptual thinking and analytical thinking. It is impossible to improve
through every intervention an organization embodies. Of course, factors such as
experience can increase proficiency in this competency.
8. Organizational Culture, where organizational culture influences human
resource competence in employee recruitment and selection practices,
decision-making practices, habits and procedures to inform workers about how
many competencies are expected, commitment to training and development
and organizational processes that develop leaders. directly affects leadership
competence.
Competency indicators according to Gordon in Sutrisno (2011:204) are as follows:
1. Knowledge, awareness in the cognitive field. For example, an employee knows
how to identify learning and how to do good learning according to existing
needs effectively and efficiently in the company.
2. Understanding, into the cognitive and affective that the individual has. For
example, an employee in carrying out learning must have a good understanding
of the characteristics and conditions effectively and efficiently.
3. Skil, l Something that is owned by an individual who carries out a task or job
assigned to him. For example, the ability of employees to choose work methods
that are considered more effective and efficient.
4. Value, a standard of behavior that has been recognized and psychologically has
integrated in a person. For example, 33 standards of behavior of employees in
carrying out their duties (honesty, openness, democracy and others).
5. Attitude, feeling (happy-displeased, like-dislike) or a reaction to a stimulus that
comes from outside. For example, reactions to economic crises, feelings about
salary increases and so on.
6. Interest, the tendency for someone to do an action. For example, doing a task
activity
Employee Performance
Employee performance is the overall success of a person during a certain period in carrying
out a task compared to various possibilities, such as work standards, targets or targets as
well as predetermined and mutually agreed criteria. Performance in carrying out its
functions does not stand alone, but is related to work ability and motivation.
Mangkunegara, (2007:13), there are two main factors that influence individual
performance, namely the ability and work motivation of the individual. Individual ability
depends on the level of knowledge they have, educational background and skills mastered.
Meanwhile, individual work motivation depends on the attitude as the basic motivation
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Setiono, B. A., Andjarwati, T., Susilo, K. E., Budiarti, E., & Soemadijo, P. S. (2021). The Influence of Competence with the Elements of
Knowledge, Understanding, Ability/Skills, Values, Attitudes and Interests on Employee Performance at the Tanjung Perak Port Authority Office
in Surabaya. Archives of Business Research, 9(3). 224-234.
230
URL: http://dx.doi.org/10.14738/abr.93.9927.
and the environment that affects that motivation. Therefore, coaching and increasing
individual performance can be done by coaching and increasing their ability and work
motivation. Increasing work ability is carried out by increasing the aspects that underlie
these elements, namely individual work knowledge and skills and increasing work
motivation by fostering individual mental attitudes and the environment that encourages
individual satisfaction and work willingness.
Hasibuan (2003:160), employee performance is a result of the work achieved by a person
in carrying out his duties on skills, effort and opportunity. Based on the above explanation,
performance is a result achieved by a person in carrying out tasks based on skills,
experience and seriousness and time according to predetermined standards and criteria.
Gomes, Faustino Cardosa (2003:195) employee performance as an expression such as
output, efficiency and effectiveness are often associated with productivity. To achieve the
organization's functioning effectively and in accordance with organizational goals, the
organization must have good employee performance by carrying out its duties in a reliable
manner.
Etymologically, performance comes from the word work performance. As stated by
Mangkunegara (2007: 67) that is the performance of the words job performance or actual
performance (work performance or actual achievement achieved by a person), namely the
quality and quantity of work achieved by an employee in carrying out his duties in
accordance with the responsibilities. given to him. Furthermore, performance can be
divided into two, namely individual performance and organizational performance.
Performance is the result of the execution of a job, whether physical / material or non- physical / non-material. Performance is the level of achievement of results for the
implementation of certain tasks. Simanjuntak (2005:103) also defines individual
performance as the level of achievement or a person's work results from the goals that
must be achieved or tasks that must be carried out within a certain period of time.
Foster and Seeker (2001:29) state that performance is the result achieved by a person
according to the size applicable to the job concerned. Individual performance is the result
of employees' work both in terms of quality and quantity based on predetermined work
standards, while organizational performance is a combination of individual performance
and group performance.
From several definitions of performance according to the experts above, it can be
concluded that the definition of employee performance is the work done by someone in an
organization in order to achieve the goals that the organization wants. Qualitative and
quantitative measures that indicate the level of achievement of a predetermined goal or
goal, which can be calculated and used as a basis for assessing or seeing individual
performance.
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Employee performance indicators are based on the opinion of Mathis and Jackson
(2006:378), which consists of:
1. Quantity is the amount produced expressed in terms such as the number of
units, the number of activity cycles completed. The quantity measured from
employees' perceptions of the number of activities assigned and their results.
2. Quality is adherence to procedures, discipline, dedication. The degree to which
the desired activity results are nearly perfect in terms of adjusting some ideal
way of performing activities, as well as meeting the expected goals of an activity.
The quality of work is measured by employees' perceptions of the quality of
work produced and the perfection of tasks on the skills and abilities of
employees.
3. Reliability is the ability to do the required work with minimum supervision.
Reliability, which includes consistency of performance and reliability in
accurate, correct and precise services.
4. Attendance is the belief that you will come to work every day and according to
working hours.
5. The ability to work together is the ability of a workforce to work together with
others in completing a predetermined task and job, so as to achieve maximum
effectiveness and efficiency.
Hypothesis: Knowledge competence, understanding, abilities/skills, values, attitudes,
interests have a significant effect on employee performance at the Tanjung Perak Main Port
Authority Office.
RESEARCH METHODOLOGY
Population and Sample
The population in this study amounted to 90 people. The sampling technique uses saturated
sampling method. Methods of data collection by interview, literature study, observation and
questionnaires. The data analysis technique was performed using the Simple Linear Regression
method, with the regression equation: Employee Performance = a + β Competence + e
Operational Definition
Competence: is a characteristic that underlies a person related to the effectiveness of
individual performance in their work or basic characteristics of individuals who have a
causal relationship or as a cause and effect with the criteria used as reference, with
indicators of knowledge, understanding, abilities/skills, values, attitudes and interests.
Employee performance: is the work result qualitatively and quantitatively showing the
level of achievement of a predetermined goal or objective which is calculated and used as a
basis for assessing or seeing individual performance, with indicators of quantity, quality,
reliability, presence and ability to work together.
RESULTS AND DISCUSSION
Research Results
In the research results tested using SPSS for windows V.22, all research variables have
passed the Classical Assumption test. The results of the normality test are Kolmgorof-
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Setiono, B. A., Andjarwati, T., Susilo, K. E., Budiarti, E., & Soemadijo, P. S. (2021). The Influence of Competence with the Elements of
Knowledge, Understanding, Ability/Skills, Values, Attitudes and Interests on Employee Performance at the Tanjung Perak Port Authority Office
in Surabaya. Archives of Business Research, 9(3). 224-234.
232
URL: http://dx.doi.org/10.14738/abr.93.9927.
Smirnov (K-S) and Asymp. The sig of all variables has a value above α = 0.05, which means
that the data is normally distributed. The multicollinearity test results show that all
independent variables have a tolerance value of more than 0.10 and a VIF value below 10, it
can be concluded that this study does not have a multicolinearity problem. Autocoleration
test results show that the DW value is greater than 1.65 and less than 2.35, so the DW value
does not occur autocoleration. The results of the heteroscedasticity test state that the
significance value for each independent variable on the absolute residual value is greater
than 0.05, which means that there are no symptoms of heteroscedasticity in this study.
Table 1: Determination coefficient test
Model Summary
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
1 ,931a ,867 ,866 4,21302
a. Predictors: (Constant), VAR00021
Table 1, shows the RSquare value of 0.867 which means that 86.7% of the independent
variable competence is able to influence the dependent variable on employee performance
by 86.7%. The correlation value (R) of 0.931 or 93.1% indicates the correlation or
closeness of the relationship between the competency independent variable and the
employee performance dependent variable.
Table 2: Simple Linear Regression Analysis
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) -29,970 6,393 -4,688 ,000
Competenc
e
1,718 ,072 ,931 23,995 ,000
a. Dependent Variable: VAR00049
Based on table 2, the following equation is obtained: Employee performance = -29,970 +
1,718 Competence + e Based on the calculation results, it can be concluded that
competency has a significant effect on employee performance.
DISCUSSION
Competence with indicators of knowledge, understanding, abilities/skills), values, attitudes
and interests has an influence on improving the performance of employees of the Tanjung
Perak Main Port Authority Office. This means that employee competencies related to
employee knowledge in general have awareness in the cognitive field, where employees
already know how to identify learning and how to do good learning according to existing
needs effectively and efficiently in the company. The employees of the Tanjung Perak Main
Port Authority Office have an understanding related to the cognitive and affective that the
individual has. Employees in carrying out learning have a good understanding of the
characteristics and conditions effectively and efficiently in carrying out their work.