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Advances in Social Sciences Research Journal – Vol. 8, No. 8
Publication Date: August 25, 2021
DOI:10.14738/assrj.88.10686. Suarningsih, A. A. A. R., Widyani, A. A. D., & Budiastra, A. A. K. (2021). Factors Affecting Employment Motivation and Performance
of Employees in the Department of Population and Civil Registration. Advances in Social Sciences Research Journal, 8(8). 625-640.
Services for Science and Education – United Kingdom
Factors Affecting Employment Motivation and Performance of
Employees in the Department of Population and Civil
Registration
A. A. A. Raka Suarningsih
Universitas Terbuka, Indonesia
A. A. Dwi Widyani
Universitas Mahasaraswati, Indonesia
A. A. Ketut Budiastra
Universitas Terbuka, Indonesia
ABSTRACT
Public service employee are required to provide good performance to people who
need population administration services. This study aimed to analyze the factors
that influence work motivation and official employee performance. This study used
a sample of 108 state civil servants through the purposive sampling technique at
the Department of Population and Civil Registration. The exogenous variables in
this study are incentives and workload, while the endogenous variables are work
motivation and employee performance. The measurement of the variables was
carried out using a Likert scale. Path Analysis did data analysis with a multiple
linear regression approach. The study results indicate a direct and positive, and
significant effect between the incentive variables and employee work motivation,
workload and employee work motivation, incentives and employee performance,
workload and employee performance, and work motivation and employee
performance. This effect can be shown by the coefficient values of 0.154, 0.132,
0.145, 0.126, and 0.529. The results of this study support that the incentive factors
and workload are given to employees can improve the performance of the
Population and Civil Registration Service employees. Clarity and openness to
sources of motivation need to be done to support employee performance. Research
provides recommendations on the importance of attention to improve employee
professionalism so that employees will be able to perform well.
Keywords: incentives, workload, work motivation, employee performance
INTRODUCTION
Human resources are one of the essential resources in an organization or company because
they are a source of driving the achievement of organizational goals [1]. The leadership of the
organization/company needs to give good attention to achieve harmony between the goals of
the employees working with the goals of the organization/company [2]. The reciprocal
relationship between the company and human resources can be done by providing adequate
compensation to employees. This compensation is an award given to employees for their
performance in achieving company goals. This compensation can be in the form of financial or
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non-financial, which is given relatively to all employees for their performance in achieving
organizational/company goals [3]. Financial compensation can be salaries, benefits, bosses
(incentives), and commissions. In contrast, non-financial forms of compensation can include
rewards for performance, training, responsibility, authority, and a supportive work
environment [4]. The employee's compensation depends on the size of the employee's
performance provided by the employee. Employees will be enthusiastic about working if the
compensation received is following expectations. It becomes one of the main things that need
attention from the leadership of the organization/company.
The incentive variable has a partially significant effect on improving employee performance [5].
This study indicate that the higher the incentives given to employees. Employee performance
is getting better because the incentives received by employees are additional income received
in one month in addition to the basic salary. A different situation occurs with the effect of
providing incentives, namely the effect of workload. One of the factors that cause a decrease in
employee performance is an excessive workload. The understanding workload is the
completion of a set of activities by an organizational unit systematically based on job analysis
[6]. Employees who experience work as a workload cause them to experience tension at work
because their abilities are not following the organization's demands [7]. This situation can lead
to ineffective employee behavior, such as laziness, avoiding tasks, or low employee motivation
and performance.
Too much workload faced by employees is one source of pressure, and this will cause
employees to have to provide more incredible energy than usual in completing their work.
These tasks will be completed well or not; it all depends on how a person lives the workload he
feels. The workload variable has the highest correlational level on performance, with a
correlation value of -0.776 compared to the motivation and job satisfaction variables for Bank
BJB Padalarang Branch employees. There is a negative relationship between workload and the
performance of bank employees [8]. The results of the study indicate that there is a positive
and significant effect between workload on employee work motivation as indicated by the
results of a partial analysis test (t-test) where t count > t table is 7.610 > 1.654 with a
significance of = 5%, and the coefficient value is 4,85%. The study results show that workload
has a varied influence on employee work motivation [9].
Motivation is a person's "driving force" to behave in achieving the goals that have been set.
Everyone has self-motivation, which of course, can be different from one person to another
[10]. The formation of motivation results from a physiological or psychological imbalance that
requires action to balance. Needs, drives, and goals/initiatives are the shapers of motivation in
the form of behavior. Thus, motivation will affect a person's actions and behaviour [11]. Work
motivation has a positive and significant effect on morale and work motivation [12]. Work
motivation also has a significant effect on performance [13]. The more motivated employees
are at work, the higher the morale and accelerate the achievement of organizational goals.
The conditions of the development era require the government to provide excellent service
through the provision of human resources who can provide excellent service to the community
[14]. The Department of Population and Civil Disabilities is one of the agencies that provide
public services. As an institution directly related to the population, the Department of
Population and Civil Registration has the main task of providing population administration
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Suarningsih, A. A. A. R., Widyani, A. A. D., & Budiastra, A. A. K. (2021). Factors Affecting Employment Motivation and Performance of Employees in
the Department of Population and Civil Registration. Advances in Social Sciences Research Journal, 8(8). 625-640.
URL: http://dx.doi.org/10.14738/assrj.88.10686
services for every resident. Population data is the basis of all development strategies so that all
parties must support the performance of the Population and Civil Registration Office. Good
governance is the most prominent central issue in public administration management in the
reform era [15]. Good governance refers to the process of public administration that maximizes
the public interest. Good governance has six critical aspects: legitimacy, transparency;
accountability; state law; responsiveness; and effectiveness [16]. The quality of public services
is an indicator of the success of the public services provided. Public services are a benchmark
for carrying out tasks and measuring government performance through the bureaucracy [17].
All-State Civil Apparatus (SCA) within the Population and Civil Registration Office in East Bali
(Klungkung Regency, Bangli Regency, and Karangasem Regency) have received additional
employee income outside of salary but have not received additional incentives. Regional
governments can provide additional income to state civil servants (Decree of the Minister of
Home Affairs Number: 061-5449 of 2019) based on workload, work performance, place of duty,
working conditions, scarcity of professions, and other objective considerations by taking into
account regional financial capabilities. In the context of improving the general welfare of the
state civil apparatus. Based on the phenomenon and different research results, providing
incentives and workload on work motivation and employee performance in the Department of
Population and Civil Registration in the East Bali region is investigated.
In general, this study aims to examine the factors that influence work motivation and employee
performance at the Department of Population and Civil Registration. More specifically, this
study aims as follows: (1) To analyze the effect of incentives on employee motivation; (2) The
effect of workload on employees' work motivation; (3) The effect of incentives on employee
performance; (4) The effect of employee workload on employee performance; and (5) The
effect of work motivation on employee performance.
PERSPECTIVE
Incentive
Incentives are awards given to employees who perform work according to or exceeding the set
targets [18]. The incentive is an award in the form of money given by the organization's leaders
to employees to work with high motivation and achievement in achieving organizational goals
[19]. Incentives are awards given by the organization to employees so that they want to work
as well as possible and can generate employee work motivation so that organizational goals
will soon be achieved. In principle, the provision of incentives will benefit both parties [20]. The
grouping of incentives based on the type is divided into three types, namely Material Incentives
(money and or goods that have a market value), Non-Material Incentives (valuable
goods/objects), and a Combination of Material and Non-Material Incentives [21]. The provision
of incentives essentially aims to increase employee motivation to achieve organizational goals
by offering financial incentives above and beyond basic wages and salaries [22]. The primary
purpose of providing incentives is to provide responsibility and encouragement to employees
to improve the quality and quantity of their work [18].
Workload
According to Permendagri No. 12 of 2008, the workload is the amount of work carried out by a
position/organizational unit and is the product of the work volume and the time norm. If
workers' ability exceeds the job's demands, a feeling of boredom will arise [23]. Vice versa, if
workers' ability is lower than the demands of the job, more fatigue will appear. The workload
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is a set of activities that must be completed by an organizational unit within a certain period
[24]. Workload measurement can be interpreted as a technique to obtaining information about
the efficiency and effectiveness of the work. Measurement of workload is the amount of time
required to complete the tasks assigned to each employee [25]. Two factors that affect the
workload are external (factors originating from outside the worker's body) and internal
(factors originating from within the body as a result of reactions to external workloads) [26].
One source of the emergence of pressure is because the workload it faces is too much. At the
same time, the workload is too little will cause a sense of monotony and boredom [27].
Employees who experience work as a workload employees experience tension at work [8].
Tension occurs because his abilities do not match the demands of the organization. This
situation impacts the behavior displayed by employees, namely ineffective behavior at work,
such as laziness, avoiding tasks, or low employee motivation and performance. Excessive
workload will affect employee job satisfaction and employee performance [28].
Work Motivation
Motivation is a process that starts from the lack of physiological or psychological needs that
trigger behavior or encouragement to achieve goals or obtain incentives [29]. Motivation is a
study of action that involves psychological processes, and motivation usually starts from the
occurrence of a physiological or psychological imbalance that requires action to balance it [11].
The three main components of motivation are needs, drives, and incentives/goals. Motivation
is often interpreted as an impulse, which will move the soul and body to act so that the motive
is a "driving force" for a person to behave in achieving the goals that have been set [30]. Maslow
developed a theory of needs based on the assumption that human needs are hierarchical,
starting from the most basic needs, namely the needs that must be met so that humans can live,
to the highest needs, namely the need to be able to develop themselves [31]. The first thing that
needs to be done to understand Maslow's theory is to look at a real need [32]. The motivational
model has evolved from classical (traditional) theory to modern theory, under the development
of civilization and science [33]. The primary things that distinguish classical (traditional) theory
from modern theory can be divided into two, namely (1) Classical theory focuses on analysis
and decomposition (specialization). In contrast, the modern theory focuses on integration and
planning and presents all the views needed. (2) Classical theory implies unidimensionality (if
something is an object, then the object cannot be a second object). At the same time, the modern
theory states multidimensionality (motivation is not only to fulfill physical needs but must also
provide spiritual satisfaction).
Employee Performance
Job Performance or Actual Performance support term of performance (work achievement or
actual achievement achieved by someone) [34]. The definition of performance is the quality and
quantity achieved by an employee under his responsibilities [19]. Performance is a set of
processes that encourage a manager to take appropriate action today to produce organizational
performance in the future (organizational effectiveness and efficiency) [35]. Employee
performance appraisal needs to be done by an organization or company to determine the work
performance achieved by each employee, whether their achievements are in the good, enough,
or less category. Performance appraisal is a leadership activity to evaluate employee behavior
and work performance and determine different policies [36].Performance appraisal refers to
how well a person does the job assigned to him. The benefit of the performance appraisal for
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Suarningsih, A. A. A. R., Widyani, A. A. D., & Budiastra, A. A. K. (2021). Factors Affecting Employment Motivation and Performance of Employees in
the Department of Population and Civil Registration. Advances in Social Sciences Research Journal, 8(8). 625-640.
URL: http://dx.doi.org/10.14738/assrj.88.10686
employees is to provide feedback on various things such as abilities, shortcomings, potential,
which will ultimately determine the path, plan in career development [10].
METHOD
Participants
The population in this study were all SCA in the Department of Population and Civil Registration
in the East Bali region. Samples were obtained using the purposive sampling technique. The
sample in this study amounted to 108 SCA in Klungkung Regency, Bangli Regency, and
Karangasem Regency, with the following details: SCA in the Population and Civil Registration
Office of Klungkung Regency as many as 36 people, Bangli Regency as many as 46 people and
Karangasem Regency as many as 26 people. The criteria used by researchers in this study are
SCA employees who work in the Population and Civil Registration Service. The distribution of
respondents according to education group is relatively homogeneous; as many as 84
respondents or about 77.78 percent of respondents are civil servants with undergraduate
education and above. There are as many as 22 respondents or around 20.37% percent
employees with high school graduates and only two people or 1.85 percent who are diploma
graduates.
Figure 1. The proportion by Area of Duty (a) and Education (b)
Procedure
This type of research is quantitative research, with the data used are primary data and
secondary data. Sources of primary and secondary data are from the Department of Population
and Civil Registration of Klungkung Regency, Bangli Regency, Karangasem Regency, and other
sources. Secondary data is used to describe the object's condition to be studied, namely the
effect of incentives (Additional Employee Income) and workload on employee motivation and
employee performance at the Population and Civil Registration Office in the East Bali region.
Primary data was collected using a questionnaire distributed to all employees. The readiness
of the questionnaire instrument that will be used to collect data, two tests are used, namely
validity and reliability tests [37]. The time of the study was carried out for one month, starting
from the fourth week of November 2020 to the third week of December 2020.
Case materials and discussion questions
The authors have determined the research variables to be studied so that the authors can obtain
information about the variables studied, processed, and analyzed, then conclusions are drawn.
In this study, the research variables consist of two exogenous variables, namely incentives and
workload, and two endogenous variables, namely work motivation and employee performance.
The material for the response questions are 1) the response to the provision of incentives
regarding additional Employee Income received by SCA, which is often referred to as the
performance allowance; 2) workload on a set or number of activities that employees within a
Bangli
43%
Karangasem
24%
Klungkun
g
33%
Senior
High
School Diploma ... ,
1.85%
Bachelor
77.78%
(a) (b)
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specific time must complete; 3) work motivation about things that cause and support employee
behavior so that they want to work hard and enthusiastically to achieve the goals that have
been set; and 4) employee performance regarding the quality and quantity achieved in carrying
out their duties by their responsibilities. Employee performance conditions become the basis
for determining additional employee income.
Instruments and Data Analysis
Measurement of variables using a Likert scale. The Likert scale is used to measure the
perception of the attitude or opinion of a person or group of people about social phenomena.
Variable measurements were carried out using a Likert scale, which has a gradation from
Strongly Agree (SA) to Strongly Disagree (SD) with a score for Strongly Agree (SA): 5, Agree (A):
4, Neutral (N): 3, Disagree (D): 2 and Strongly Disagree (SD): 1. This scale is then converted into
a quantitative value which is then used for further analysis. The readiness of the questionnaire
instrument to be used for data collection carried out two tests, namely the Validity test and the
Reliability test. The instrument used to measure the validity is the Pearson Product Moment
Correlation, with a 95% confidence level or = 0.05. After testing the validity, the next step is to
test the reliability of the instrument. To test the reliability of the instrument in this study using
the Cronbach Alfa reliability coefficient.
The validity test, an alpha of 5%, and a sample size of about 100, the r table value of 0.195, was
obtained. All variables are valid because they have a higher r-value than the table r value. In the
incentive, workload, and motivation dimension, the calculated r-value is between 0.443-0.765,
0.537-0.820, and 0.457-0.703. Likewise, for the dimensions of employee performance, the
calculated r-value is between 0.443-0.788. The reliability test also shows the same thing; that
is, all of them are reliable. The incentive, workload dimension, and work motivation dimension
have a Cronbach alpha value of 0.783-0.836 (acceptable), 0.836-0.866 (good), and 0.828-0.844
(good). Likewise, the dimensions of employee performance have a Cronbach alpha value of
0.828-0.844 (good).
Hypothesis testing was carried out to determine the significance of incentives and workload on
work motivation and employee performance. The partial hypothesis testing was carried out
using the T-test, while the simultaneous hypothesis testing was carried out using the F test. The
data analysis was obtained from the respondents; the data were tabulated according to the
respondents' answers.
The data analysis method that will be used is the path analysis method with multiple linear
regression approach. The regression follows:
�!"#$%&'$ = �( + �) �*+',+#$- + �.�/,0&+ 2,34&
�5$+,34& 6,7&8&$ = �( + �9 �*+',+#$- + �:�/,0&+ 2,34&
�5$+,34& 6,7&8&$ = �( + �; �<"#$%&'$
The perfect relationship between exogenous variable and endogenous variable is done by
looking at the coefficient of determination. This test is done based on value of R Square (R2).The
coefficient of determination value is between 0 – 1. A small value of R2 means that the ability of
exogenous variables to explain endogenous variables is minimal. A value close to 1 means that
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Suarningsih, A. A. A. R., Widyani, A. A. D., & Budiastra, A. A. K. (2021). Factors Affecting Employment Motivation and Performance of Employees in
the Department of Population and Civil Registration. Advances in Social Sciences Research Journal, 8(8). 625-640.
URL: http://dx.doi.org/10.14738/assrj.88.10686
the exogenous variable provides almost all the information needed to predict the endogenous
variable.
RESULTS AND DISCUSSION
In general, this study produces information on the factors that influence work motivation and
employee performance at the Department of Population and Civil Registration. The results of
this study are as follows: (1) analysis of the relationship between incentives and workload with
work motivation; (2) analysis of the relationship between incentives and workload with
employee performance; (3) analysis of the relationship between work motivation and
employee performance; (4) analysis of the effect of incentives and workload on employee
performance through work motivation; and (5) the results of hypothesis testing.
(1) Analysis of the Relationship between Incentives and Workload with Work
Motivation This analysis was conducted to determine the direct effect of incentives and
workload variables on work motivation. The analysis used is multiple linear regression.
Figure 2. The Direct Effect of Incentives and Workload on Work Motivation
Figure 2 shows the path analysis of model 1, namely the effect of incentives and workload on
work motivation. The values of R and R2 can be seen in Table 1.
Table 1. Values of R and R2
Model Summary
Model R R Square Adjusted R Square Std. The error of the
Estimate
1 0,420 0,177 0,161 0,315
Predictors: (Constant), incentive, workload
Table 1 shows that the value of R is 0.420; this means the magnitude of the correlation between
all exogenous and endogenous variables. In contrast, the R2 value of 0.177 means that the
magnitude of the contribution of exogenous variables or, in percentage, 17.7 percent of the
effect of exogenous variables on endogenous variables, and the rest is influenced by unexplored
factors.
Incentive
(X1)
Workload
(X2)
Work
Motivation
(Y)
β2
β1
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Table 2. Effect of Exogenous Variables on Endogenous Variables
ANOVA
Model Sum of Squares df Mean Square F Sig.
1 Regression 1.851 2 .926 8.981 .000b
Residual 10.821 105 .103
Total 12.672 107
Endogenous Variable: Motivation
Predictors: (Constant), Incentive, Workload
Table 2 shows the effect of exogenous variables on endogenous variables with a sig value of
0.000, with a value less than a p-value of 0.05. In other words, the two variables X (exogenous
simultaneously affect the variable Y (endogenous). The calculated F value in this study is 8.981
or higher than the F table, which reaches 6.334 with a significance of 5 percent. The exogenous
variables are incentives, and workload affects the endogenous variable, namely employee work
motivation simultaneously.
Table 3. Significance of Exogenous Variables to Endogenous Variables
Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
B Std. Error Beta
1 (Constant) 2.723 .253 10.746 .000
I .154 .053 .262 2.889 .005
B .132 .048 .248 2.736 .007
Endogenus Variable: Motivation
Table 3 shows the testing of each exogenous variable against the endogenous variable. The
incentive sig value of 0.005 indicates that the incentive significantly affects work motivation
because the sig is <0.05. The workload sig value of 0.007 also indicates that the workload
significantly affects work motivation because the sig is <0.05. The incentive coefficient in this
study is 0.154. It means a positive or in line with the relationship between the incentive variable
and employee motivation. The value of 0.154 indicates that an increase in incentives of one
level will have the potential to increase employee motivation by 15.4 percent.
On the other hand, the workload regression coefficient reached 0.132. This coefficient is
positive, which indicates that the relationship between workload and employee motivation is
unidirectional. In other words, under conditions that are not yet optimum, a one-level increase
in workload will have the potential to increase employee motivation by 13.2 percent.
The results showed that work incentives had a positive effect on SCA work motivation.
Incentives act as promotions in motivating a work action [38]. Individuals will take action
because of the need for encouragement from inside and outside the SCA. Skills and knowledge
are needed in doing work to support employees to have high motivation [39]. Thus, one
determining factor for improving company performance is employee motivation. Incentives in
the form of finance can be adjusted to the needs to increase employee work motivation [40].
The provision of incentives requires a fair and proper employee perspective. Fairness has the
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Suarningsih, A. A. A. R., Widyani, A. A. D., & Budiastra, A. A. K. (2021). Factors Affecting Employment Motivation and Performance of Employees in
the Department of Population and Civil Registration. Advances in Social Sciences Research Journal, 8(8). 625-640.
URL: http://dx.doi.org/10.14738/assrj.88.10686
meaning of financial incentives provided by institutions following or commensurate with the
work and achievements of employees.
The results showed that the workload had a positive effect on the work motivation of SCA
employees. The results showed that organizational support and workload quantitatively affect
work fatigue. Intrinsic motivation is related to organizational support and workload [41]. The
results of this study indicate the potential benefit of increased motivation to reduce work- related fatigue. The results of relevant research on workload and motivation show that when
firefighters with high autonomous motivation experience high workloads, it seems they can no
longer devote themselves to their work and development [42].
(2) Analysis of the Relationship between Incentives and Workload with Employee
Performance
The direct effect of incentives and workload on performance can be seen in the path analysis of
model 2 below:
Figure 3. Direct Effects of Incentives and Workload on Performance
Figure 3 shows the path analysis of model 2, namely the effect of incentives and workload on
performance. The values of R and R2 can be seen in Table 4.
Table 4. Values of R and R2
Model Summary
Model R R Square Adjusted R Square Std. The error of the
Estimate
2 0,365 0,134 0,117 0,26745
Predictors: (Constant), Incentive, Workload
Table 4 shows that the value of R is 0.365; this means the magnitude of the correlation between
all exogenous and endogenous variables. In contrast, the R2 value of 0.134 means that the
magnitude of the contribution of exogenous variables or 13.4 percent of the effect of exogenous
variables on endogenous variables, and the rest is influenced by unexplored factors.
Incentive
(X1)
Workload
(X2)
Employee
Performanc
e
(Z)
β4
β3
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Table 5. Effect of Exogenous Variables on Endogenous Variables
ANOVA
Model Sum of Squares df Mean Square F Sig.
2 Regression 1.625 2 .812 13.779 .000b
Residual 6.014 102 .059
Total 7.638 104
Endogenous Variables: Performance
Predictors: (Constant), Incentive, Workload
Table 5 shows the effect of exogenous variables on endogenous variables with a sig value of
0.000, with a value less than a p-value of 0.05. In other words, there is at least one variable X
(exogenous) that influences variable Z (endogenous). The calculated F value in this study was
13,799 or higher than the F Table, which reached 6,334 with a significance of 5 percent. The
result means that exogenous variables, namely incentives and workload, simultaneously affect
the endogenous variable, namely employee performance. On the other hand, based on the t- test, it is known that the incentive variable has a partial effect on the employee performance
variable. The test is indicated by a significance value of less than 0.05. The incentive coefficient
value is 0.145, which means a positive or in-line relationship between the incentive variable
and employee performance. The value of 0.145 indicates that an increase in incentives of one
level will potentially increase employee performance by 14.5 percent.
On the other hand, the workload regression coefficient reached 0.126. This coefficient is
positive, which indicates that the relationship between workload and employee performance
is unidirectional. In other words, in conditions that are not yet optimum, an increase in
workload by one level will have the opportunity to increase employee performance by 12.6
percent compared to the previous one.
Table 6. Significance of Exogenous Variables to Endogenous Variables
Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
B Std. Error Beta
2 (Constant) 2.843 .193 14.695 .000
I .145 .042 .305 3.417 .001
B .126 .038 .294 3.286 .001
Endogenus Variable: Performance
Table 6 shows the testing of each exogenous variable against the endogenous variable. The
incentive sig value of 0.001 indicates that the incentive has a significant effect on employee
performance because the sig <0.05 and the workload sig value of 0.001 also indicate that the
workload has a significant effect on performance because of the sig <0.05.
The results of the study indicate that incentives have a positive effect on the performance of
SCA employees. This study supports the effect of financial incentives for SCA either
simultaneously or partially and determines the dominant variables affecting employee
performance in the Department of Population and Civil Registration. Compensation in
employee benefits is one aspect of human resource management that has caused a lot of
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Suarningsih, A. A. A. R., Widyani, A. A. D., & Budiastra, A. A. K. (2021). Factors Affecting Employment Motivation and Performance of Employees in
the Department of Population and Civil Registration. Advances in Social Sciences Research Journal, 8(8). 625-640.
URL: http://dx.doi.org/10.14738/assrj.88.10686
controversy over the years [43]. Compensation plays a significant role in exploring talent in
performance. The compensation result implies that adequate compensation can help retain
employee motivation to maintain organizational performance and competitive advantage [44].
The results showed that the workload had a positive effect on the performance of SCA
employees. This result also significantly influences employee performance through the
motivation variable. The workload is one of the contradictory variables, whether it affects
employee performance or not. The managerial implication results of this study is that the
provision of a workload based on the competence and comfort of employees. The implication
can improve their performance. In addition, employees who have higher levels of education can
better adjust their workloads because they have higher achievement motivation [45].
(3)Analysis of the Relationship between Work Motivation and Employee
Performance
This analysis was conducted to determine the direct effect of motivational variables on
performance which can be seen in the following model 3 path analysis:
Figure 4. The Direct Effect of Work Motivation on Employee Performance
Figure 4 can be seen in the path analysis of model 3, namely the influence of work motivation
on employee performance. The values of R and R2 are seen in Table 7.
Table 7. Values of R and R2
Model Summary
Model R R Square Adjusted R Square Std. An error of the Estimate
3 0,672 0,452 0,446 0,212
Predictors: (Constant), Motivation
Table 7 shows that the value of R is 0.672; this means that the correlation between the
motivation variable and the performance variable is significant. In contrast, the R2 value of
0.452 means that the contribution of the motivation variable. 45.2 percent of the influence of
the motivational variable on the performance variable, and the rest is influenced by
unexamined factors.
Table 8. The Influence of Motivation Variables on Performance Variables
ANOVA
Model Sum of Squares df Mean Square F Sig.
3 Regression 3.552 1 3.552 69.775 .000b
Residual 5.397 106 .051
Total 8.949 107
Endogenous Variables: Performance
Predictors: (Constant), Motivation
Motivation (Y) Performance
(Z)
β5
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Table 8 shows the effect of motivational variables on performance variables with a sig value of
0.000 and a value smaller than a p-value of 0.05. While in Table 8, it can be seen that the
motivation variable has a partial effect on the performance variable. The result is indicated by
a significance value of less than 0.05. This study's motivation coefficient on performance is
0.529, which means a positive or in-line relationship between motivational variables and
performance. In other words, under optimum conditions, an increase in motivation of one level
will have the opportunity to increase employee performance 52.9 percent higher than before.
Table 9. Significance of Motivation Variables on Performance Variables
Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
B Std. Error Beta
3 (Constant) 1.860 .241 7.715 .000
M .529 .063 .630 8.353 .000
Endogenous Variables: Performance
The results showed that work motivation had a positive effect on the performance of SCA
employees. Work motivation is a driving force that creates joy in work to work together, work
effectively, and integrate with all their efforts to achieve satisfaction [46]. Relevant research
shows that several factors can affect employee work motivation, namely job satisfaction, and
low levels of hopelessness [47]. The results of this study imply that mentoring contributes
positively to career development and motivation.
(4)Analysis of the Influence of Incentives and Workload on Employee Performance
through Work Motivation.
a. Analysis of the influence of incentives on employee performance through work
motivation.
The direct effect of incentives on performance = 0.145 (1)
The direct effect of incentives on work motivation = 0.154 (2)
The direct effect of motivation on performance = 0.529 (3)
Indirect effect of incentives on performance (2×3) = 0.081 (4)
The effect of total incentives on performance (1 + 4) = 0.226 (5)
b. Analysis of the effect of workload on employee performance through work
motivation.
Direct effect of workload on performance = 0.126 (1)
The direct effect of workload on work motivation = 0.132 (2)
The direct effect of motivation on performance = 0.529 (3)
Indirect effect of workload on performance (2×3) = 0.070 (4)
The effect of total workload on performance (1 + 4) = 0.196 (5)
Overall, the increase in incentives will have a more significant influence on employee
performance compared to the increase in workload. An increase in incentives of 1 percent will
have the potential to increase employee performance by 0.226 percent. Meanwhile, the
workload, on the other hand, also shows the direction of the unidirectional relationship. An
increase of 1 percent in workload will potentially encourage an increase in employee
performance by 0.196 percent.
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Suarningsih, A. A. A. R., Widyani, A. A. D., & Budiastra, A. A. K. (2021). Factors Affecting Employment Motivation and Performance of Employees in
the Department of Population and Civil Registration. Advances in Social Sciences Research Journal, 8(8). 625-640.
URL: http://dx.doi.org/10.14738/assrj.88.10686
Figure 5. Path Analysis between Exogenous Variables and Endogenous Variables
(5) Hypothesis Test Results
The results of hypothesis testing in this study can be (1) There is a direct and positive and
significant effect between the incentive variable and employee work motivation, because it is
indicated by the coefficient value of 0.154 and the t-count value of 0.005; (2) There is a direct
and positive and significant effect between the workload variable and employee work
motivation, because it is indicated by the coefficient value of 0.132 and the t-count value of
0.007; (3) There is a direct and positive and significant effect between the incentive variable
and employee performance, as indicated by the coefficient value of 0.145 and the t-count value
of 0.001; (4) There is a direct and positive and significant effect between the workload variable
and employee performance, as indicated by the coefficient value of 0.126 and the t-count value
of 0.001; and (5) There is a direct and positive and significant effect between the variable of
employee work motivation and employee performance, because it is indicated by the coefficient
value of 0.529 and the t-count value of 0.000.
CONCLUSIONS AND SUGGESTIONS
This study shows that incentives and workload factors affect work motivation and employee
performance at the Department of Population and Civil Registration. The conclusion shows that
(1) the incentive variable has a direct and positive, and significant effect on the employee
motivation variable; (2) the workload variable has a direct and positive and significant effect
on the work motivation variable; (3) the incentive variable has a direct and positive and
significant effect on the employee performance variable; (4) the workload variable has a direct
and positive and significant influence on the employee performance variable; and (5) employee
motivation variable has a direct and positive and significant influence on employee
performance variables.
This study recommends that the thing that can be considered in providing incentives to
employees is the employees' work productivity. The provision of incentives requires a fair and
proper employee perspective. Fairness has the meaning of financial incentives provided by
institutions following or commensurate with the work and achievements of employees. In
addition to incentives that need to be considered in improving employee performance is the
workload given to employees. In the division of workload to employees, the professionalism of
employees needs to be a concern so that employees will be able to perform well. To improve
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the professionalism of employees, the Head of the Department of Population and Civil
Registration needs to provide the broadest possible opportunity for employees to attend
education and training following their primary duties and responsibilities so that the academic
abilities and skills of employees will increase. The work commitment of all employees must be
a concern, and all employees must know their primary duties and functions so that they will be
able to perform well. The managerial implication of the results of this study is that the provision
of a workload following the competence and comfort of the state civil apparatus can improve
the performance of employees at the Population and Civil Registration Service.
ACKNOWLEDGMENT
The author would like to thank the Government of the Republic of Indonesia through the
Ministry of Education and Culture, Open University, for the sources of knowledge and
experience provided to complete this research. The authors also thank the respondents, civil
servants from the Department of Population and Civil Registration in the East Bali region
involved in the research, and the validators so that this research can be carried out correctly.
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