kurniawan, h., & heryanto. (2019). effect of work

ArchivesofBusinessResearch–Vol.7,No.7PublicationDate:July.25,2019DOI:10.14738/abr.77.6639.

Kurniawan, H., & Heryanto. (2019). Effect of Work Discipline and Work Environment on Employee Performance with Work Motivation as an Intervening Variable in Department of Tourism, Youth and Sport of Padang District. Archives of Business Research, 7(7), 88-101.

EffectofWorkDisciplineandWorkEnvironmentonEmployeePerformancewithWorkMotivationasanInterveningVariableinDepartmentofTourism,YouthandSportofPadangDistrict

HarryKurniawan

MasterofManagement,STIE“KBP“,JLKhatibSulaimanNo.61LolongBelanti,PadangUtara25136,WestSumatra,Indonesia

Heryanto

LecturerinManagementMasterProgram,STIE“KBP”,JLKhatibSulaimanNo.61LolongBelanti,PadangUtara25136,WestSumatra,Indonesia

ABSTRACT

This study aims todeterminewhether there is an influenceofworkdiscipline,workenvironment on employee performance with work motivation as an interverningvariable.Thesampleselectionwasdonebypurposivesamplingwithatotalsampleof65employeesofthePadangPariamanDistrictTourism,YouthandSportsAgency.Thevariablesinthisstudyconsistedofworkdisciplinevariablesandworkenvironmentasindependentvariablesandemployeeperformanceasthedependentvariableandworkmotivationas interveningvariables.Thedataanalysis techniqueused in thisstudy ispathanalysis.Testingthefirsthypothesisshowstheresultsthatworkdisciplinedoesnothaveasignificanteffectonemployeeworkmotivation.Secondhypothesisindicatethat theworkenvironmenthasasignificant influenceonemployeemotivation.Thirdhypothesis indicate that work discipline does not influence employee performancesignificantly. Fourthhypothesis indicate that theworkenvironmenthas a significantinfluenceonemployeeperformance.Fifthhypothesisindicatethatworkmotivationhasasignificant influenceonemployeeperformance.Sixthhypothesis indicate indirectlywork discipline through work motivation has a significant influence on employeeperformance. And the results of the last hypothesis show that indirectly the workenvironmentthroughworkmotivationhasasignificantinfluenceontheperformanceofemployeesattheTourismandYouthTourismOfficeofPadangPariamanRegency.Keywords:WorkDiscipline,WorkEnvironment,WorkMotivation,EmployeePerformance

INTRODUCTION

Human resources are central factors in an agency both government agencies and privateagencies. In the current era of globalization, it is very necessary to have quality humanresources because the progress of the departure of an agency is highly dependent on thequalityofhumanresourcesoritsemployees.Thebetterthequalityofemployeesofanagency,thehigherandbetter thevalueof theagency.Employeesarevaluableassets thatneedtobeconsidered and nurtured properly so that agencies must pay attention to every detail ofprogramsrelatedtothedevelopmentofhumanresourcesinordertoproduceemployeeswhohave high abilities and extensive knowledge, and efforts tomanage organizations optimallycoupledwiththeenvironmentgoodorganization,themanagementactivitieswillrunverywell.Performance problems are an important factor in the Department of Tourism, Youth andSportsinPadangPariamanRegencybecausetheyinfluencethesuccessofregionalautonomymanagementinthefieldofserviceassignmentservicesthatareinaccordancewiththevisionandmissionthathasbeenset.AsstatedinLawNo.32of2004itisknownthatwithregionalautonomy,theregionalgovernmenthasobtainedtheauthorityofregionalmanagementforthe

ArchivesofBusinessResearch(ABR) Vol.7,Issue7,July-2019

Copyright©SocietyforScienceandEducation,UnitedKingdom 89

interestsof theregionand itspeople,sothatconsequently theregionalgovernmentmustbeabletomeettheinterestsofthecommunity,throughbetterdevelopmentandpublicservices.One of the objectives of regional autonomy is in order to improve the effectiveness andefficiency of government administration in the regions, especially in terms of implementingdevelopment and service to the community in order to improve the quality of services andwelfareofthecommunity.Thesuccessofregionalautonomycanbeachievedbyimprovingtheperformance of employees. Employees who have high performance will make a hugecontributiontotheorganization/company.Thelowlevelofabilityandskillsofemployeeswilladversely affect the productivity and performance of employees themselves and have animpactonthesurvivalofthecompany/agency.PerformanceappraisalinagovernmentagencytodaymustusetheEmployeeWorkStandards(SKP)regulatedinGovernmentRegulationNumber46of2011whereeachcivilservantmustprepare a work plan and work targets to be achieved for one year. This assessment is aperformance management series process that starts from the preparation of workperformanceplanningintheformofEmployeeWorkObjectives(SKP),benchmarkingcoveringaspects of the quantity, quality, time and cost of each job assignment activity. The SKPassessment is carried out by comparing the realization of work with the set target. In theassessment, an analysis of the obstacles to the implementation of the work is done to getfeedbackandformulaterecommendationsforimprovementsanddeterminetheresultsoftheassessment.EveryassessmentofASNworkthatisopen,isexpectedtoincreasemotivationandworkproductivityandcreatean interactionrelationshipbetweenappraisalofficialsandASNthatisassessedintermsoftheobjectivityoftheassessmentandtogetjobsatisfactionforeachASN.In the Regent Regulations of Padang Pariaman Number 62 of 2016 concerning Position,OrganizationalStructure,TasksandFunctionsaswellasWorkProceduresofDISPARPORAinPadangPariamanRegencythereisasubdivisionandcompositionoftheorganization.Ineachposition an assessment of employee performance is required which is seen from his workperformance.Manythingsthataffect theperformanceofemployees inanagency includetheability of work, work environment, workload and work discipline of employees and workmotivationincarryingouttheiractivitieswhileinanagency,especiallytheOfficeofTourism,YouthandSports,PadangPariamanRegency.For this reason, the mission runs in accordance with the plan effectively and efficiently. ItrequiresverygoodworkdisciplinefromeachemployeetoattendorcarryoutthetasksgivenandinthetimelyreportingofEmployeeWorkStandards(SKP).Workdisciplineforemployeesisvery important,becauseworkdiscipline isabusiness,actionsandactivitiescarriedoutbythe leader to improve employee performance better. If the leader applies strict disciplinaryrulestoallemployees,thenallactivitiescarriedoutcanbecompletedquicklyandcangetgoodresultsandemployeescanworkinaccordancewithestablishedregulations.According to Regent Regulation Number 80 of 2016 concerning Work Discipline and CivilServantsWorkingHoursinthePadangPariamanRegencyEnvironmentandRegentRegulationNumber19of2017concerningAdditionalEmployeeIncome,wesubmitthefollowingmatters:

1. Based on checks on the ground it was found that there was an ASN in the PadangPariaman District Government Environment which did not carry out its obligationsduringworkinghourswasverylacking.

2. Forthis,youare instructedtocarryoutworkinghoursdisciplinebasedonapplicablestaffingregulations.


URL:http://dx.doi.org/10.14738/abr.77.6639. 90

3. InstructyoutogiveawarningtotheentireASNwhodidnotattendthemorningrallyandgiveawarningtoalldisciplinesinaccordancewithRegentRegulationNumber80of2016andsendcopiestotheRegentofPadangPariamanthroughBKPSDM.

4. If youdonotheed thiswarning, thenyouarewelcomealongwith theOfficer inyourworkenvironmenttosubmitanSELF-RETURNINGLETTERFROMTHEPOSITION.

Accordingto(Dhermawan,Sudibya,&Utama,2012)theworkenvironmentiseverythingthatexistsaroundtheworkersandthatcanaffecthimincarryingout thetasksthatarecharged.Workenvironmentfactorscanbeintheformofphysicalconditionsoftheofficewhichincludelighting, air temperature, etc.which can improve the conduciveatmosphereandwork spiritand influenceemployeeperformance.Theworkenvironment includesclear jobdescriptions,adequate authority, challenging work targets, communication patterns, harmonious workrelations, dynamic work climate, career opportunities, and adequate work facilities. Anunsatisfactory work environment can reducemorale and ultimately reduce employee workproductivity(Dhermawanetal.,2012).In addition to the above factors, work motivation also affects employee performance.Motivation in general is an action to influence other people to behave regularly. The lowmotivation given by the leadership to subordinates certainly affects the performance ofemployeesincarryingoutthetasksthathavebeengivenbytheleadership.Research conductedby Jaenudin&Chairunisa (2015)which resulted thatof the four factorsthatinfluencetheperformanceofcivilservantsintheregionalsecretariatofBulunganRegencyshowedthattheabilityofHRandworkdisciplinehadaneffectonemployeeperformance,butthe most dominant work discipline variables had an effect on performance employee.(Dhermawanetal.,2012)showstheresultsthattheworkenvironmenthasasignificanteffectonemployeeperformance intheOfficeofPublicWorks in theProvinceofBali. (Muhammad,Adolfina, & Lumintang, 2016) show that the work environment and workload have asignificanteffectonemployeeperformanceintheMadanoCityRevenueService.(Sudirman&Dallyodi,2013) showed thatworkabilityandworkdisciplinehada significanteffecton theperformanceofemployeesoftheBelitungRegencyInspectorate.ThefollowingisalistofnominativedataontheworkperformanceassessmentofcivilservantsatthePadangPariamanDistrictTourismandSportsOffice,assessmentin2017.



Table1NominativeDataonJobPerformanceAssessment

No Department WorkUnit ValueSKP

Behavior

Discipline Coope-ration

1 HeadofDepartmen Disparpora 89,78 93 91

2 Secretary Disparpora 84,92 90 89

3 HeadofTourismDestination Disparpora 84,05 80 80

4 HeadofSport Disparpora 87,03 85 85

5 HeadofPromotionandCreativeEconomy Disparpora 86,33 82 83

6 Sub-DivisionGeneralStaffing Disparpora 87,67 85 80

7 Sub-DivisionPlanning Disparpora 86,86 81 77

8 Sub-DivisionFinanceandVerification Disparpora 86,93 81 80

9SectionChiefAssessmentandDevelopmentofTourism

Disparpora 88,07 87 90

10 SectionChiefHRD Disparpora 87,87 87 90

11 SectionChiefTourismPromotion Disparpora 85,94 87 90

12SectionChiefDevelopmentandAttractionofTourism

Disparpora

13 SectionChiefDataandInformationServices Disparpora 84,55 85 85

14 SectionChiefCreativeEconomy Disparpora 85,39 81 80

15 SectionChiefYouthEmpowerment Disparpora 87,82 87 88

16 SectionChiefYouthDevelopment Disparpora 88,30 88 88

17 SectionChiefYouthMeaningandInfrastructure Disparpora 86,98 88 88

18 SectionChiefCulturalSciences Disparpora 84,91 83 83

19 SectionChiefPracticalSportsPreparation Disparpora 83,75 85 85

20 SectionChiefSportsMeansAndInfrastructure Disparpora 84,94 80 78

21 UPT Disparpora

22 UPT Disparpora

23 STAF Disparpora 85,58 81 79



26 STAF Disparpora

27 STAF Disparpora



Source:dataSKP2017DiasporaKabupatenPadangPariaman

Fromthedataontheperformanceappraisalabove,forthevalueofjobperformanceitconsistsofseveralassessmentitemsincludingtheassessmentofdiscipline,cooperationseenintermsofitsworkingenvironment.ThenitcanbeknownbasedonPerdaNo20of2012concerningEmployeePerformanceandDiscipline, thescopeofregulationofemployeeperformanceanddiscipline includes employee positions, performance targets, work standards, performanceappraisals,promotions,careerpatterns,additionalincome,educationandtraining,obligationsand prohibitions, disciplinary punishment and administrative efforts. If based on thesecategories,theworkperformanceofCivilServantsmustreach91%andabove,whilethedataobtained shows thatof the 29 employees of the state civil apparatus, itwas shown that thevalueofemployeedisciplineandemployeecollaborationwasstillunder91%.

LITERATUREREVIEWEmployeePerformanceIngeneral,performance(performance)isdefinedasthelevelofsuccessofapersonincarryingouthiswork.Accordingto(Kiswanto,2010)theleveloftheextenttowhichaperson'ssuccessin completing work assignments is referred to as "level of performance". (Kiswanto, 2010)statesthatthe"successfulroleachievement"obtainedbysomeonewillcomefromhisactions.From this definition it can be stated that employee performance is a form of success for a



persontoachievecertainrolesortargetsderivedfromhisownactions.Employeeperformanceissaidtobegoodiftheworkoftheindividualcanexceedtheroleorpredeterminedtarget.WorkMotivationMotivationisafactorthatencouragesapersontodoacertainactivity,thereforemotivationisofteninterpretedasadrivingfactorforone'sbehavior.Everyactivitycarriedoutbysomeonemust have a factor that drives an activity. Therefore, the driving factor of someone to do acertainactivityingeneralistheneedandwantsomething,thenheismotivatedtodocertainactivitiestogetwhatheneeds.Aperson'sneedsanddesiresaredifferentfromtheneedsanddesires of others. The needs and desires of different people occur because of the mentalprocessesthathavetakenplaceinsomeone(Susanty&Baskoro,2013).WorkdisciplineAccordingto(Susanty&Baskoro,2013)workdisciplineisaperson'sbehaviorinaccordancewith existing work procedure regulations. Work discipline is a tool used by managers tocommunicatewithemployeessothattheyarewillingtochangeabehaviorandasanefforttoincreaseone's awarenessandwillingness to complywithall applicable company regulationsand social norms. (Susanty & Baskoro, 2013) argue that discipline is the awareness andwillingnessofsomeonetocomplywithallapplicablecompanyregulationsandsocialnorms.WorkenvironmentThe work environment is something that is around workers and that influences them incarryingouttasksthatarecharged(Nitisemito,1992).Thecompanyshouldbeabletoreflecttheconditionsthatsupportcooperationbetweensupervisors,subordinatesandthosewiththesame position status in the company. Conditions that should be created are a familyatmosphere,goodcommunicationandself-control.Theworkenvironmentcanbeinterpretedasinfluencingforces,bothdirectlyandindirectlytowardstheperformanceofanorganizationorcompany(Terry,2006).Schultz&Schultz (2006)defines theworkenvironmentasa condition that is related to thecharacteristicsoftheworkplacetothebehaviorandattitudesofemployeeswhereitrelatestothe occurrence of psychological changes because of things experienced in the work or incertaincircumstancesthatmustcontinueshownbyorganizationsthatincludeworkboredom,monotonouswork and fatigue.While Sedarmayanti (2009) gives the opinion that theworkenvironmentisasawholetoolequipmentandmaterialsfaced,thesurroundingenvironmentinwhichapersonworks,themethodofwork,andworkarrangementsbothasindividualsandasagroup.Based on several definitions according to theexpertsmentioned above, it can be concludedthat the work environment is anything that is around the workplace of employees, bothphysical and non-physical that can support the performance of an employee in carrying outtasks that are charged toher. A clean, comfortable and conduciveworkspace is expected tosupport theperformanceof anemployee. Inaddition to thephysicalworkenvironment, thenon-physicalworkenvironment in the formofsocialrelationswithcolleaguesandsuperiorsalsohasaninfluenceonemployeeperformanceinthecompany.

RESEARCHMETHODOLOGYThistypeofresearchisquantitativewhichexplainsthecausalrelationshipbetweenresearchvariables through hypothesis testing (Sugiyono, 2015) using path analysis. The object ofresearch in this study is theDepartment of Tourism, Youth and Sports of PadangPariaman



Regency, located in theDistrict of ParitMalintang,District 2 x 11 EnamLingkung. Types ofdata,primarydataandsecondarydata.ThepopulationinthisstudyincludedtheStateCivilApparatus(ASN)andhonoraryemployeesortheTourism,YouthandSportsServicecontractofPadangPariamanRegency,amountingto65people(source:organizationalstructureofthePadangPariamanTourism,YouthandSportsAgency).Withsamplingtechniquescarriedoutbynonprobabilitysampling.ConceptualFrameworkBasedonthebackgroundof theproblemandthe formulationof theprobleminthepreviouschapter,theresearchercanmaketheconceptualframeworkasfollows:

Figure1.ConceptualFramework

HyphothesisBasedontheconceptualframeworkabove,thehypothesiscanbedrawnasfollows:H1=AllegedlyworkdisciplinehasapositiveandsignificanteffectonworkmotivationH2=AllegedlytheworkenvironmenthasapositiveandsignificanteffectonworkmotivationH3=AllegedlyworkdisciplinehasapositiveandsignificanteffectonemployeeperformanceH 4 = Allegedly the work environment has a positive and significant effect on employeeperformanceH5=AllegedworkmotivationhasapositiveandsignificanteffectonemployeeperformanceH6=AllegedlyworkdisciplinehasapositiveandsignificanteffectonemployeeperformanceandworkmotivationasaninterveningvariableH 7 = Allegedly the work environment has a positive and significant effect on employeeperformanceandworkmotivationasaninterveningvariable.

RESULTSANDDISCUSSIONOverviewofRespondentsThecharacteristicsoftherespondentsstudiedinthisstudyconsistedoftheage,sex,positionandeducationofeachstatecivilservant(ASN)andhonoraryorcontractedemployeesat theTourism,YouthandSportsServiceofPadangPariamanRegency.



Table2OverviewofRespondents

Criteria Description Total Percentace(%)

Age

<25tahun26–35tahun36–45tahun>46tahun

1720523

26,130,87,735,4

65 100

GenderLaki-lakiPerempuan

3530

53,846,2

65 100

Departmen

HeadofDepartmenHeadSectionChiefSub-DivisionExcecutorSecretaryStaf

141233141

1,56,218,54,64,61,563,1

65 100

Education

HighSchooolDiplomaS1S2

194384

29,26,258,46,2

65 100

Source:primarydataprocessed,2018

From the table data above, it can be seen a general description of the characteristics ofrespondents from 65 respondents. There were 23 people (35.4%) aged over 46 years, 35people(53.8%)malesex,almostall(63.1%))35respondentshavepositionsasstaffandmost(58.4%)38respondentshaveBachelordegrees.PathAnalysisPathCoefficientModelIMultiplelinearregressionanalysiswasusedinthisstudywiththeaimtodeterminewhetherthere is an influence of independent variables on the dependent variable. The statisticalcalculation in multiple linear regression analysis used in this study is to use the IBM SPSScomputer programver. 21.0. The summary of the results of data processing using the SPSSprogramareasfollows:

Table3ValueRSquareZ(WorkMotivation)

ModelSummaryModel R RSquare AdjustedR

SquareStd.ErroroftheEstimate

1 ,531a ,282 ,259 2,936

a.Predictors:(Constant),Environtment,Discipline

WhilethevalueofR2(RSquare)foundintheModelSummarytableis0.282,whichmeansthatthe contribution of variables X1 and X2 to Z is 28.2% and the remaining 71.8% is thecontributionofothervariablesnotincludedinresearch.



Table4RegressionEffectofWorkDisciplineandWorkEnvironmentonWorkMotivation

CoefficientsaModel Unstandardized

CoefficientsStandardizedCoefficients

t Sig.

B Std.Error Beta

1

(Constant) 17,509 3,560 4,918 ,000

DISIPLINKERJA ,023 ,069 ,037 ,334 ,740

LINGKUNGANKERJA

,418 ,089 ,520 4,686 ,000

a.DependentVariable:Motivation

BasedonFromthetableabove, itwas foundthatthesignificancevalueof theworkdisciplinevariable(X1)=0.740<0.05, thismeans thatworkdiscipline (X1)didnot significantly influenceworkmotivation(Z).Whiletheworkenvironmentvariable(X2)=0,000>0.05whichmeanstheworkenvironment(X2)hasasignificanteffectonworkmotivation(Z).Basedontheresultsabove,thestructuralequationisobtained:

Z=0,037.X1+0,520.X2

Fromtheprocessingofthedataabove,itcanbeobtainedModelIPathDiagram,asfollows:

Figure2.ModelI–PathAnalysis

PathCoefficientModelIIMultiplelinearregressionanalysisisstillusedinthenextstudytoobtainthetwomodelpathcoefficients,with the aimof knowingwhether there are influences of independent variables(workdisciplineandworkenvironment)and interveningvariables(workmotivation)onthedependentvariable(employeeperformance).Canbeseenatatabelbelow:

Table5ValueRSquareY(EmployeePerformance)


SquareStd.ErroroftheEstimate

1 ,726a ,527 ,504 3,383

a.Predictors:(Constant),Motivation,Environtment

AndforthevalueofR2(RSquare)foundintheModelSummarytableis0.527whichgivesthemeaningthatthecontributionofvariablesX1,X2andZtoYisequalto52.7%andtheremaining47.3%isthecontributionofothervariablesnotincludedinthestudy.



Tabel6RegressionEffectofCompetence,Workload,MotivationonPerformance

CoefficientsaModel Unstandardized

CoefficientsStandardizedCoefficients

t Sig.

B Std.Error Beta

1

(Constant) 5,597 4,838 1,157 ,252

Discipline ,018 ,079 ,021 ,232 ,818

Environtment ,363 ,119 ,321 3,037 ,004

Motivation ,702 ,146 ,498 4,795 ,000

a.DependentVariable:EmployeePerformance

Based on the table above, itwas obtained that the significance value of the three variables,namely work discipline (X1) = 0.818> 0.05. This means that work discipline (X1) does notsignificantlyinfluenceemployeeperformance(Y).Whiletheworkenvironmentvariable(X2)=0.004 <0.05 which means the work environment (X2) has a significant effect on employeeperformance(Y).Andforworkmotivationvariable(Z)=0,000<0,05whichmeansthatithasasignificanteffectonemployeeperformance(Y).Basedontheresultsabove,thestructuralequationisobtained:

Y=0,021.X1+0,321.X2+0,498.ZFromtheprocessingofthedataabove,PathChartModelIIcanbeobtained,asfollows:

Gambar3ModelII–PathAnalysisHyphothesisTestingTestFInthisstudy,theftestisusedtotestwhethereachindependentvariablehasasignificanteffectonthedependentvariabletogetherwithasignificantlevelofα=0.05,sothetwofequationscanbeknownasfollows:

Table7ResultTestf

F SigPersamaan1 12,157 0,000

Persamaan2 22,699 0,000

Source:ResultsofPrimaryDataProcessing,2018(processed)

Fromthetableabove,itcanbeseenthatthevalueoffcountforthefirstequation,namelytheeffectofworkdisciplinevariablesandworkenvironmentonworkmotivationis12.157withasignificant0.000, itcanbeconcludedthat thesignificant levelof the firstequation isgreater

Discipline(X1)

WorkEnvirontment

(X2)

WorkMotivation

(Z)

EmployeePerformance

(Y)

0,021

0,498

0,321

0,037

0,520



than0.05,0.000.This shows that together in the first equation, theeffectofworkdisciplinevariables and work environment on work motivation has an influence and is significant.Whereasforthesecondequation,namelytheinfluenceofworkdiscipline,workenvironmentand work motivation on employee performance with a calculated f value of 22.699 with asignificant 0,000, it can be concluded that togetherwork discipline, work environment andworkmotivationhaveaninfluenceandsignificanteffectonemployeeperformance.TesttThettestisusedtodeterminewhetherthereisinfluencebetweenindependentvariableswithvaraibel bound and variable interverence. Then based on the results of processing dataobtainedthefollowingtestresults:

Table8Testt

T SigPersamaan1 0,334 0,740

4,686 0,000

Persamaan2 0,232 0,818

3,037 0,004

4,795 0,000

Source:ResultsofPrimaryDataProcessing,2018(processed)The t-test results performed for each regression equation are known to be seen in the table above, which shows the following results:

1. Testing in the first equation the effect ofwork discipline onworkmotivation can beseen the value of t arithmetic0.334with a significant level of0.740which is greaterthan0.05.Thisshowsthatthereisapositiveandinsignificantinfluencebetweenworkdisciplineonworkmotivation.

2. Testinginthefirstequationtheeffectoftheworkenvironmentonworkmotivationcanbeseenthevalueoftarithmetic4.686withasignificantlevelof0.000whichissmallerthan0.05.Thisshowsthatthereisapositiveandsignificantinfluencebetweentheworkenvironmentandworkmotivation.

3. Testing on the second equation of the influence of work discipline on employeeperformancecanbeseenthevalueoftarithmetic0.232withasignificantlevelof0.818whichisgreaterthan0.05.Thisshowsthatthereisapositiveandinsignificantinfluencebetweenworkdisciplineonemployeeperformance.

4. Testson the second equationof the influence of thework environment on employeeperformance can be seen the value of t count 3.037with a significant level of 0.004whichissmallerthan0.05.Thisshowsthatthereisapositiveandsignificantinfluencebetweentheworkenvironmentonemployeeperformance.

5. Testsonthesecondequationoftheeffectofworkmotivationonemployeeperformancecan be seen the value of t arithmetic 4.795with a significant level of 0,000which issmallerthan0.05.Thisshowsthatthereisapositiveandsignificantinfluencebetweenworkmotivationonemployeeperformance.

DeterminationCoefficientTest(R2)Inmultiple linear tests, the coefficientofdetermination isused todetermine thepercentagecontributionofthesimultaneousinfluenceofindependentvariablesonthedependentvariableforwhichfiguresareusedinthesummarymodeltable.HowtodeterminetheDeterminationCoefficient by looking at column R2, the result of analysis of SPPS data. R2 test ordetermination test is an importantmeasure in regression,because it can informwhetherornot the estimated regression model, or in other words, it can measure how closely the



regression line is estimatedby theactualdata.The coefficientofdetermination (R2) reflectshowmuchvariationofthedependentvariableYcanbeexplainedbytheindependentvariableX.AdjustedR square isR square thathasbeenadjustedThisvalue is alwayssmaller thanRsquare of this number can have a negative price, that for regression with more than twoindependent variables used adjusted R2 as the coefficient of determination. The results oftesting the coefficient of determination for the effect of additional variables on employeeincomeandworkenvironmentonworkmotivationcanbeseenintable4.29below:

Table9TheCoefficientofDeterminationofEquationI


SquareStd.Errorofthe

Estimate

1 ,531a ,282 ,259 2,936

a.Predictors:(Constant),WORKENVIRONMENT,WORKDISCIPLINE


Based on table 4.29 above, it can be seen that the Adjusted R Square value is 0.259,whichmeans that the work discipline variables and work environment towards work motivationhave an effect of 25.9% while the remaining 74.1% is influenced by other variables notexamined. As for the influence of work motivation variables, leadership style and workdisciplineonemployeeperformancecanbeseenintable4.30below:

Table10CoefficientofDeterminationofEquationII


SquareStd.Errorofthe

Estimate

1 ,726a ,527 ,504 3,383

a.Predictors:(Constant),WORKENVIRONMENT,WORKDISCIPLINE


Based on table 4.30 above, it can be seen that the Adjusted R Square value is 0.504,whichmeans thatwork discipline,work environment andworkmotivation variables on employeeperformance have an influence of 50.4%while the remaining 49.6% is influenced by othervariablesnotexamined.

4.4DISCUSSIONFrom the two path analysis models, the authors obtained the analysis of the hypothesis results for this study, namely:

1. Analysis of the influence of work discipline (X1) on work motivation (Z);Fromtheanalysisofthevariablesabove,thevalueoftheworkdisciplinevariable(X1)=0.740>0.05 isobtained.Thismeansthatworkdiscipline(X1)hasnosignificanteffectonWorkMotivation(Z).

2. Analysis of the influence of the work environment (X2) on work motivation (Z).Fromtheanalysisoftheabovevariablesthatthevalueoftheworkenvironmentvariable(X2)=0,000<0.05.Thismeansthattheworkenvironment(X2)hasasignificanteffectonmotivation(Z)

3. Analysis of the effect ofworkdiscipline variables (X1)on employee performance (Y).Fromtheanalysisofthevariablesabove,thevaluesobtainedforthemotivationvariable(Y)=0.818>0.05.Thismeansthatworkdiscipline(X1)doesnothaveasignificanteffectonemployeeperformance(Y).



4. Analysisof the influenceof theworkenvironment(X2)onemployeeperformance(Y).Fromtheanalysisoftheabovevariablesthatthevalueoftheworkenvironmentvariable(X2)=0.004<0.05.Thismeansthattheworkenvironment(X2)hasasignificanteffectonemployeeperformance(Y).

5. Analysis of the effect ofworkmotivation variables (Z) on employee performance (Y).From the analysis of the variables above, the value ofworkmotivation variable (Z) =0,000<0,05isobtained.Thismeansthatworkmotivation(Z)hasasignificanteffectonemployeeperformance(Y).

6. Analysis of the influence of work discipline (X1) through work motivation (Z) onemployeeperformance(Y).From the analysis of the variables above, the direct influence given by the workdisciplinevariable(X1)onemployeeperformance(Y)is0.021.WhiletheindirecteffectgivenX1throughZtoYisthemultiplicationbetweenthevalueofbetaX1toZwiththevalueofbetaZ toY that is=0.037x0.498=0.018.Then thetotal influencegivenbyworkdiscipline(X1)onemployeeperformance(Y)is=0.021+0.018=0.039.Basedonthe resultsof this calculation, it isknown that thedirect effectvalue is0.021and theindirecteffectvalueis0.039,whichmeansthatthevalueofindirectinfluenceisgreaterthanthevalueofdirectinfluence.Theseresultsindicatethatindirectlyworkdiscipline(X1)throughworkmotivation(Z)hasasignificantinfluenceonemployeeperformance(Y).

7. Analysisoftheinfluenceoftheworkenvironment(X2)throughworkmotivation(Z)onemployeeperformance(Y).Fromtheanalysisofthevariablesabove,thedirecteffectgivenbytheworkenvironmentvariable (X2) on employee performance (Y) is -0,321.While the indirect effect of X2throughZonYisthemultiplicationofthevalueofbetaX2toZwiththevalueofbetaZto Y, which is = 0.520 x 0.498 = 0.259. Then the total effect given by the workenvironment(X2)onemployeeperformance(Y) is=0.321+0.259=0.580.Basedonthe resultsof this calculation, it isknown that thedirect effectvalue is0.321and theindirecteffectvalueis0.580,whichmeansthatthevalueofindirectinfluenceisgreaterthan the value of direct influence. These results indicate that indirectly the workenvironment (X2) through work motivation (Z) has a significant effect on employeeperformance(Y).

CONCLUSIONSANDSUGGESTIONS

Conclusions1. Workdisciplinedoesnothaveasignificanteffectontheworkmotivationofemployees

oftheTourism,YouthandSportsOfficeofPadangPariamanRegency.2. Theworkenvironmenthasasignificanteffectontheworkmotivationofthestaffofthe

Tourism,YouthandSportsOfficeofPadangPariamanRegency.3. Workdisciplinedoesnothaveasignificanteffectontheperformanceofemployeesof

theDepartmentofTourism,YouthandSportsinPadangPariamanRegency.4. Theworkenvironmenthasasignificanteffectontheperformanceofemployeesofthe

Tourism,YouthandSportsOfficeofPadangPariamanRegency.5. Work motivation has a significant effect on the performance of employees of the

Tourism,YouthandSportsOfficeofPadangPariamanRegency.6. Indirectlywork discipline throughworkmotivation has a significant influence on the

performanceofemployeesof theDepartmentofTourism,YouthandSports inPadangPariamanRegency.

7. Indirectlytheworkenvironmentthroughworkmotivationhasasignificantinfluenceonthe performance of employees of the Tourism, Youth and Sports Office of PadangPariamanRegency.



Suggestion1. The need for more awareness for state civil servants and contract or honorary

employeesofthePadangPariamanDistrictTourism,YouthandSportsOfficetoimproveitsworkdisciplineincarryingouttasksorotheractivities.

2. The need for a goodwork environment and support employees in carrying out theiractivitiestoimproveemployeeperformancetobemoremaximal.

3. Theneedformoreworkmotivation foremployeessothat thevisionandmissionthathasbeendeterminedcanrunaccordingtohisexpectations.

4. For other researchers, it can be used as material for further study activities inconducting subsequent research to expand and develop research variables thatresearchershavenotdone.

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