ANALYSIS OF EFFECT OF ENVIRONMENTAL WORK, WORK

CHARACTERISTICS, MOTIVATION AND PERFORMANCE OF

EMPLOYEES (Case: PT. Megatama Plasindo)
Presilia
Binus University,Jakarta, DKI Jakarta, Indonesia
Regina Fortunata Octavia
Binus University,Jakarta, DKI Jakarta, Indonesia
Abstract
The company currently requires human resources potential. The company always
aims to improve the performance of its employees. Therefore, a variety of ways in
doing by the company to investigate the factors that cause an increase or decrease
in employee performance. In examining the causes of the increase or decrease in
employee performance researchers looked at three factors of work environment,
job characteristics and motivation. This study aims to determine the effect of work
environment, job characteristics and motivation to employee performance. The
research data was obtained through interviews with the company and distributing
a questionnaire to 45 employees, and using simple and multiple regression
methods. The results showed the work environment, job characteristics and
motivation of the simultaneous effect on employee performance. But the work
environment and motivation partially small effect on the performance of
employees.
Keywords : work environment, job characteristics, motivation, employee
performance.

PRELIMINARY
In the current era of globalization, knowledge and technological development is
very rapid, so bring a big change in people's lives. The change requires every
organization or company to optimize its management functions in order to survive
in the business sector. Where such management functions include planning,
organizing, leadership, and control. In addition, the amendment also requires the
employee to change a working system in accordance with the present. If the
employee is unable to adjust to it will be many difficulties faced by the employees
and the company.
Human resources is a great asset to the company's survival now and in the
future. Human resources are the main drivers for any company to run the
company's activities or work processes. In order to achieve the objectives of the
company required employees to work efficiently and effectively so as to provide
good performance. And so that employees can provide good performance, the
company can provide good support through employee work environment, job
characteristics, as well as encouragement (motivational).
According to the journal Stewart (2009), the work environment is a set of
conditions or circumstances in the work of a company which became the work of
the employees who work in that environment. Although the work environment did
not carry out the production process, but the work environment directly affects the
employees who carry out the production process. Incompatibility work
environment can create discomfort for employees in doing their tasks so that
employees do not work effectively and efficiently.
According to Robbins (2003), the characteristics of the job is one of the
factors that can affect employee performance. Job characteristics determine the
suitability of people with a particular work area and allows a person to be more
successful in the field. By understanding the characteristics of the job the
employee is expected to be more oriented in the field of work. Employees will
focus on her work with concentration and responsibility in the accompanied
feelings of pleasure until satisfactory results are obtained. If an employee has a
job to suit characteristics of the performance will increase.
In addition to the work environment and job characteristics, according to
Robbins and Mary (2010), motivation also affects the performance of employees.
Motivation is an encouragement to the employees perform their jobs and will
bring positive impact to the company and also be able to achieve goals that can
satisfy their desires. Motivation that can provide such companies are intrinsic
factors include salary, job security, working conditions, status within the
organization, company procedures, an employee relationship with co-workers,
subordinates and superiors. While ektrinsik factors include achievement,
recognition from others, responsibility, advancement in career, work itself, and
may have evolved. With the motivation of employees is expected to increase
performance.
According to Mathis & Jackson (2007), employee performance is what is
done and not done by the employee. Employee's performance affects the
sustainability of the company in achieving corporate goals. Good performance of
employees can provide benefits to the company, while poor performance can
result in losses for the company. Poor performance can be caused by a decline in
employee performance, and this can be seen when the employee is unable to
complete the work with the target and the time is determined by the company.
With a good working environment, the character of the job duties and
encouragement (motivational) was supposed to be the impetus to improve the
performance of employees more leverage. And with a maximum performance of
each individual involved must in the end will give the best results against the
company as a whole.
PT. Megatama Plasindo is a Jakarta-based company specializing in
manufacturing for the plastics industry. Was established on December 7, 2007.
With the company's vision is to make the best quality products for the plastics
industry in Indonesia.
According to Mr. Indra as a Commissioner of PT. Megatama Plasindo,
present a problem for companies is the performance of employees who are not in
accordance with what the company is expected to lead to organizational
effectiveness have not reached the company is set to maximum. The performance
degradation is the recording of stock which often have errors and other factors is
still a work environment that employees felt uncomfortable, the distribution of job
characteristics and motivation. And if the employee is not in the correct
performance then it will continue berepengaruh against the company that resulted
in the survival of the company could not compete with existing competitors.
According to an interview to some employees, which became the basis of the
work environment at the PT. Megatama Plasindo affect their performance is a
poor lighting system, air is humid because of the lack fentilasi, and the presence
of noise or annoying sounds. While the basis that the job characteristics affect
employee performance is the division of tasks that have not been in accordance
with their capabilities so that employees are not working optimally and finish the
job they are not given feedback by the supervisor so that they do not know the
errors point to the work they complete. In addition, the motivation also affect the
performance of employees is in compliance with the employment rate of pay that
is given to keryawan company.
PT. Megatama Plasindo same as other companies that require quality
human resources and potential to achieve corporate objectives. In the absence of
capable human resources to work optimally, the large capital and advanced
technology will not be able to bring success for the company. Therefore the
company is expecting its employees to perform well.
An employee's performance will be better if the employee has a high
capability, which supports the work environment, the distribution character of the
work to suit the task in various fields and the support of the company. Any
attempt to do will definitely cause problems. The problem that there may be a
threat, but the problem can also be used as a separate motivation for the company
if the company can be managed properly. Therefore, the authors are interested in
doing research with the title "Effect of the Work Environment Analysis, Job
Characteristics and Motivation Of Employee Performance (Case: PT. Megatama
Plasindo)" using the scientific approach to human resource management.
Our goal in this research is (1) to know the influence of working
environment for employee performance; (2) to know the influence of job
characteristics for employee performance; (3) to know the influnce of motivation
for employee performance; (4) to know the influence of working environment, job
characteristics, and motivation for employee performance. The benefit expected
from this research is (1) to give suggestion for the employer from this research
result; (2) as an information source for reader to know about the influence of
working environment, job characteristics, and motivation for employee
performance as well as being a reference for reader who will do advanced
research; (3) as reference material for further research in the future with a focus

THEORETICAL BASIS
According to Stewart and Stewart Journal, work environment is working
condition can be defined as series of conditions of the working environment in
which become the working place of the employee who works there. (http://jurnalsdm.
blogspot.com/2009/09/kondisi-kerja-definisi-dan-jenis.html)
Type of Working Environment
According to Stewart and Stewart Journal, there are two types of working
environment, which are the Physical Conditions of Working Environment and
Psychological Conditions of Working Environment.
1. Physical Conditions of Working Environment
Physical conditions of working environment around the employee must be
noted by the employer, because that is one of the solutions to ensure the employee
can do their job without any disturbance. By doing this, employer is considered to
have tried to create an environment that is suitable for employee's desire and
requirements to do their job properly.
Environment factors :
a. Illumination
Lighting or illumination will give tremendous benefit for employee to safely
do their jobs without any inconvenience. With a good illumination, the employee will
be able to work accurately so they will be able to produce a satisfying products.
A lack of illumination will cause a reduced vision, resulting in delayed, buggy,
and less efficient work that the employer's goal will be hard to achieved.
b. Temperature
Working at an extreme temperature will result in performance loss.
Generally, working with a too hot condition will increase physical load, so
that the employee will exhausted faster and their performance will
reduced.
c. Noise
Noise can be defined as an unexpected sounds. A noise is a sound that
avoided by everyone, especially when doing job, because the employee
concentration might be distracted. A distracted person will produce an error or
even a damaged product that will make a loss in a company
d. Motion
Motion is generally accepted as vibration. Vibrations might cause a bad
influence for performance, especially for an activity that involves constant eye
and hand movements.
e. Pollution
Pollutions might be caused by application of chemical products in
workplace or by the diversity of materials used, especially in mechanical
profession. Materials used in offices are definitely contain certain amount of
hazardous chemicals. That compounds could be very lethal if not ventilated
well.
f. Aesthetic Factors
Aesthetic Factors are including : musics, colors, and scents. A
comfortable musics, colors, and scents could increase satisfaction when doing
work.
1. Psychological Conditions of Working Environment
Physical layout and design of a job, quantity of empty space available and
the availability of tools might influence working behavior and create many
psychological conditions.
Psychological factors:
a. Feeling of privacy
Employee's privacy could be maintained by designing a proper workspace.
There are workspace designed for only one employee, while many are
designed for several.
b. Sense of status and impotance
Low level employee generally happier when working in open space,
because it gives them opportunity to communicate informaly.
According to Robbins and Timothy A. Judge (2008: 268), characteristic
model of any job can be described into five dimensions of core jobs,which are:
1. Skill diversity : a level where a job require many activities that employee can
use many different skill and talents.
2. Identifying Task : a level where a job require a solution from all part of work
that could be identified.
3. Complete Task : how far a job require its parts to be finished so that job can
be recognized.
4. Autonomy : a level where a job gives substantial freedom and freewill for
each person to plan and decide procedures than will be used in that job
5. Feedback : a level where activities done could make a person get clear
information about how well he/she work.
Herzberg says that the best way to motivate a person is by fullfill his/her
highest needs. (http://kuliahkomunikasi.blogspot.com/2008/11/teori-motivasimcclelland-
teori-dua.html)
Two Factors Theory by Frederick Herzberg (Hygiene Motivation Theory)
propose that there are internal factors such as payments, work safety, work
environment, organizational status, company procedures, intercommunication
between employees, supervisors and subordinates. While external factors are
performance accomplishment, general acknowledgments, responsibilities, career
improvements, job it self, and chance for self improvements.
According to Mathis & Jackson (2007 : 35), performance is basically what an
employee do or don't.
According to Mathis & Jackson (2007 : 37), employee's performance is
covering these :
1. Result quantity
2. Result quality
3. Time accuracy
4. Attendance
5. Ability to Cooperate

THE RESEARCH METHOD

The method used in this study are (1) type of study is a hypothesis-testing
research (quantitive), (2) research hypothesis testing used was research
(associative), (3) the time dimension is the cross-sectional study, (4) the unit of
analysis is the individual, namely the company’s employees, (5) sampling method
is simple random sampling ; (6) methods of analysis: simple regression and
multiple regression.

RESULTS AND DISCUSSION

Validity test
The test of the validity using 95% confidence level, where df = n-2. For this study
n = 45, so niali df = 45-2 = 43. Where the value and rtabel TTable = 1.68 = 0.25.
Basis for decision making to test the validity of this is:
• If the value rhitung > 0.25, then the item is valid statement
• If the value rhitung <0.25, then the item is not a valid statement
Table 4.2 Validity Test
Variables Grain
Statement
rtabel rhitung Information
Work Environment 1 0,25 0,408 valid
2 0,25 0,297 valid
3 0,25 0,434 valid
4 0,25 0,351 valid
5 0,25 0,439 valid
6 0,25 0,355 valid
7 0,25 0,510 valid
8 0,25 0,283 valid
9 0,25 0,392 valid
Characteristics of Work 10 0,25 0,509 valid
11 0,25 0,383 valid
12 0,25 0,515 valid
13 0,25 0,431 valid
14 0,25 0,526 valid
Motivation 15 0,25 0,265 valid
16 0,25 0,272 valid
17 0,25 0,514 valid
18 0,25 0,425 valid
19 0,25 0,432 valid
Employee performance 20 0,25 0,294 valid
21 0,25 0,532 valid
22 0,25 0,586 valid
23 0,25 0,326 valid
24 0,25 0,429 valid
Source: Results of Data Processing, 2011.
Reliability test
Reliability test using 95% confidence level, where df = n-2. For this study
n = 45, so the value of df = 45-2 = 43. Where the value and rtabel TTable = 1.68 =
0.25. Reliability test is obtained by comparing the value of Cronbach Alpha rtabel
with values obtained through SPSS program.
Basis for decision making to test the validity of this is :
• If the Cronbach Alpha < 0.25, then the data is reliable
• If the Cronbach Alpha < 0.25, then the data is not reliable
Tabel 4.3 Reliability test
Variabel Cronbach
Alpha
rtabel Keterangan
Work Environment 0,705 0,25 Reliable
Characteristics of Work 0,712 0,25 Reliable
Motivation 0,606 0,25 Reliable
Employee Performance 0,674 0,25 Reliable
Source: Results of Data Processing, 2011
Normality test
Basis for decision making:
• If Kolmogorov-Smirnov Sig numbers > 0.05, then the data are normally
distributed
• If Kolmogorov-Smirnov Sig numbers > 0.05, data not normally distributed
Tabel 4.4 Normality test
Variabel Sig Kolmogorov-
Smirnov
Keterangan
Work Environment 0,068 0,05 the data are
normally
distributed
Characteristics of
Work
0,142 0,05 the data are
normally
distributed
Motivation 0,200 0,05 the data are
normally
distributed
Employee
Performance
0,085 0,05 the data are
normally
distributed
Source: Results of Data Processing, 2011.

Identification of Work Environment, Job Characteristics and Motivation on

Employee Performance
In the identification of responses to any questions be submitted, must be
made in advance the criteria on each - each variable is examined, the work
environment variables (X1), Characteristics of Work (X2) and motivation (X3) of
the Employee Performance (Y) . In determining the criteria, in gunakam Sturges
formula to calculate the number of classes (k) and the class width (l). number of
classes (k) has been set in advance, where there are 5 classes namely first class
"strongly agree" second class "agree" third class "disagree", the fourth class
"disagree", the fifth class of "strongly disagree" . Sturges formula for a wide class
of (l) :
l = (Xmax)-(Xmin)/k
Table 4.5 Criteria for Assessment Answers
Interval Criteria
1 – 1,80 Disagree
1,81 – 2,60 Disagree
2,61 – 3,40 Disagree
3,41– 4,20 Agree
4,21– 5,00 Strongly Agree
Source: Results of Data Processing, 2011.
Identification of Work Environment
• Poor lighting system in the workplace
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (4.13) that the system is poor lighting in the
workplace.
• Condition of air humidity in any room in the company's poor
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (4.07) that the conditions of air humidity in any
room in the company is not good.
• There is noise / interfere in the room
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (3.87) that the presence of noise / interfere in the
room.
• The vibrations that exist in the workplace
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (4.16) that the vibrations that exist in the workplace and
interfere with hand movement vision in completing the work.
• Use of chemicals and substances in the production process
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.31) that the use of chemicals and
substances in the production process.
• Color in the workplace is not good
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (3.71) that the color in the workplace is not good.
• Use of materials and chemicals cause a bad odor.
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (3.87) that the use of materials and chemicals cause
a bad odor.
• Design work space so it does not trigger a lack of morale
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.42) that the design of work space so it
does not trigger a lack of morale.
• The design of open space resulting in the privacy that I have limited
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.24) that the open design have resulted in
limited privacy.
From the above explanation regarding the work environment can be
concluded that the employees of PT. Megatama Plasindo judge agreed (4.10) that
the work environment affects employee performance. The working environment
includes the lighting system, air humidity conditions, noise, vibration, use of
chemicals and substances in the production process, the colors around the
workplace, the use of chemicals and materials and workspace design.
Identification Characteristics of Work
• Requires a variety of activities to use the talents and skills
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.31) that they need a variety of activities
for the use of different talents and skills.
• The work that is given can be resolved properly in accordance with the
procedures and time specified
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.27) that the work that is given can be
resolved properly in accordance with the procedures and time specified.
• Not given freedom in determining the procedures used in completing the
work
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (3.98) that they were not given a free hand in
determining the procedures used in completing the work
• The work was completed were not given feedback
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.31) that the work was completed were
not given feedback.
• The work that was completed a major impact (mean) for the work of
others
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (4.09) that the work was completed a major impact
(mean) for the work of others.
From the above explanation regarding karakterisitk work can be concluded
that the employees of PT. Megatama Plasindo judge agreed (4.19) that the job
characteristics affect employee performance. Characteristics of the work include
the need for a variety of activities for the use of different talents and skills, work
that is given can be resolved properly in accordance with the procedures and time
specified, are not given freedom in determining the procedures in completing the
work, the work was completed have a major impact (mean) for the work of others,
and the work that was completed was not given feedback.
Identification of Motivation
• Salaries in getting not support the performance
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.36) that did not get a salary in favor of
performance.
• Safe working conditions to motivate the work
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.36) that safe working conditions to
motivate the work.
• Flow of communication with employees take place smoothly
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.24) that the flow of communication with
employees takes place smoothly.
• Companies reward good work performance
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (4.09) that the company gave awards for good work
performance.
• Complete the tasks and responsibilities in accordance with the specified
time
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (4.09) that they completed the task with
responsibility and in accordance with the specified time.
From the above explanation of motivation can be concluded that the
employees of PT. Megatama Plasindo judge strongly agreed (4.23) that
motivation affects employee performance. Motivation includes the salary earned,
safe working conditions, the flow of communication among employees,
pemberiaan awards for good work performance and completion of tasks and
responsibilities in accordance with the specified time.
Identification of Employee Performance
• Able to achieve targets set by the company in
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.40) that they can achieve the target set
by the company.
• Able to complete the jobs as possible in order to obtain maximum results
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.48) that they can memyelesaikan jobs as
possible in order to obtain maximum results.
• Able to complete tasks in accordance with the applicable schedule
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.35) that they can memyelesaikan duties
in accordance with the applicable schedule.
• The presence affect the completion of the work presented by the company
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge strongly agreed (4.47) that the presence affect the
completion of the work presented by the company.
• Always try to help co-workers when they have difficulties in work
Based on the questions in the questionnaire, employees of PT Megatama
Plasindo judge agreed (4.20) that they are always trying to help coworkers
when they have trouble at work.
From the above explanation regarding the employee's performance can be
concluded that the employees of PT. Megatama Plasindo judge strongly agreed
(4.38) on the performance of employees. Include the employee's performance in
achieving the targets set, the completion of the work as possible, the completion
of tasks in accordance with the applicable schedule, attendance, and always trying
to help co-workers when they have trouble at work.
4.1 Analysis of the Work Environment Effects on Employee Performance
Work environment has a significant influence on the performance of
employees, but the effect is not too large. Analysis of the influence of work
environment on employee performance can be viewed on the 4.6 - 8.4 the
following table:
Table 4.6 Model Summary
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .539a .291 .274 .32319
a. Predictors: (Constant), LingkunganKerja
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011.
Table 4.7 Anova
ANOVAb
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 1.841 1 1.841 17.625 .000a
Residual 4.491 43 .104
Total 6.332 44
a. Predictors: (Constant), LingkunganKerja
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011.
Table 4.8 Coefficients
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
B Std. Error Beta T Sig.
1 (Constant) 2.168 .498 4.354 .000
LingkunganKerj
a .509 .121 .539 4.198 .000
a. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011.
Here is an analysis of the output above:
• R square is 0.291 Figures contained in the model summary table 4.6. Means
the employee's performance can be influenced by the work environment for
the balance of 29.1% and 70.9% influenced by other factors not described in
this study. Although the work environment has an influence on employee
performance, but the effect is not too large.
• Hypothesis testing environment on the performance of employees can be seen
in Table 4.7 Anova, as follows:
Hypothesis :
H0 : Work environment does not significantly influence the performance of
employees
H1 : Work environment significantly influence the performance of employees
Basic for decision making :
• If the Sig > 0.05, then H0 accepted and H1 rejected, meaning that the working
environment does not significantly influence the performance of employees
• If the Sig < 0.05, then H0 rejected and H1 accepted, meaning that the working
environment significantly influence the performance of employees
Result :
Sig = 0,000 < 0,05 then H0 rejected and H1 accepted, meaning that the working
environment significantly influence the performance of employees
• Coefficient in Table 4.8 show that the equation regersi :
Y = 2,168 + 0,509 X1
Explanation : Y : employee performance
X1
: work environment
Can be concluded on the regression equation is:
• The constant of 2.168 which states that if there are no independent variables
(work environment) then the employee's performance of 2.168.
• The work environment is 0.509, suggesting that more and better work
environment will improve the performance of the company du PT Megatama
Plasindo employees.
4.2 Analysis of Effect of Job Characteristics on Employee Performance
Job characteristics have a significant influence on employee performance.
If the characteristics of good work performance of employees would be good too.
Analysis of the influence of job characteristics on employee performance can be
seen in table 9.4-4:11 the following:
Table 4.9 Model Summary
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .881a .776 .771 .18173
a. Predictors: (Constant), KarakteristikPekerjaan
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011.
Table 4.10 Anova
ANOVAb
Model
Sum of
Squares Df Mean Square F Sig.
1 Regression 4.912 1 4.912 148.748 .000a
Residual 1.420 43 .033
Total 6.332 44
a. Predictors: (Constant), KarakteristikPekerjaan
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011.
Table 4.11 Coefficient
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
B Std. Error Beta t Sig.
1 (Constant) 1.212 .250 4.839 .000
KarakteristikPekerjaa
n .725 .059 .881 12.196 .000
a. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011.
Here is an analysis of the output above:
o The R square is 0.776 Figures contained in the model summary table 4.9. This
means the employee's performance can be influenced by the characteristics of
the work and the remaining 77.6% of 22.4% influenced by other factors not
described in this study.
o Testing the hypothesis on the performance of the job characteristics of
employees can be seen at 4:10 Anova table, as follows:
Hypothesis :
H0 : Job characteristics do not significantly influence the performance of
employees
H1 : Job characteristics significantly influence the performance of employees
Basic for decision making :
• If the Sig > 0.05, then H0 accepted and H1 rejected, meaning job
characteristics do not significantly influence the performance of employees
• If the Sig < 0.05, then H0 rejected and H1 accepted, meaning that job
characteristics significantly influence the performance of employees.
Result
Sig = 0,000 < 0,05 then H0 rejected and H1 accepted, meaning that job
characteristics significantly influence the performance of employees
• Coefficient in Table 4.11 show that the equation regersi :
Y = 1,212 + 0,725 X2
Explanation : Y : employee performance
X2 : job characteristics
Can be concluded on the regression equation is:
• The constant of 1.212 which states that if there are no independent variables
(job characteristics) the employee's performance of 1.212.
• The characteristics of the job is 0.725, suggesting that the precise
characteristics of the work that is given to employees will increase employee
performance PT. Megatama Plasindo.
4.3 Analysis of Effect of Motivation on Employee Performance
Motivation has a significant influence on the performance of employees,
but the effect is not too large. Analysis of the influence of motivation on
employee performance can be seen in table 4:12-4:14 the following :
Tabel 4.12 Model Summary
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .499a .249 .231 .33257
a. Predictors: (Constant), Motivasi
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011
Tabel 4.13 Anova
ANOVAb
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 1.576 1 1.576 14.253 .000a
Residual 4.756 43 .111
Total 6.332 44
a. Predictors: (Constant), Motivasi
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011
Tabel 4.14 Coefficient
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
B Std. Error Beta T Sig.
1 (Constant) 2.121 .566 3.750 .001
Motivasi .523 .139 .499 3.775 .000
a. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011
Here is an analysis of the output above:
o R square is 0.249 Figures contained in the model summary table 4:12. This
means the employee's performance can be influenced by motivation at 24.9%
and the balance of 75.1% influenced by other factors not described in this
study. Although motivation has an influence on employee performance, but the
effect is not too large.
o Testing hypotheses on the performance of employee motivation can be seen at
4:13 Anova table, as follows:
H ypothesis :
H0 : Motivation does not significantly influence the performance of employees
H1 : Motivation significantly influence employee performance
Basis for decision making:
• If Sig> 0.05, then H0 refused and H1 accepted, meaning that motivation does
not significantly influence the performance of employees
• If Sig> 0.05, then H0 refused and H1 accepted, meaning that motivation
significantly influence employee performance
Hasil :
Sig = 0.000 <0.05 then H0 refused and H1 accepted, meaning that motivation
significantly influence employee performance.
o Coefficient in Table 4.11 show that the equation regersi ;
Y = 2,121 + 0,523 X3
Explanation : Y : Employee Performance
X3
: Motivation
Can be concluded on the regression equation is:
• The constant of 2.121 which states that if there is no independent variable
(motivation), the employee's performance of 2.121.
• The motivation is 0.523, suggesting that the high motivation of the employees
will naturally increase the performance of employees of PT Megatama Plasindo.
4.4 Effect of the Work Environment Analysis, Job Characteristics and
Motivation on Employee Performance
Work environment, job characteristics and motivation have a significant impact
on employee performance. If the work environment, job characteristics, and
motivation either the employee's performance will be good too. Analysis of the
influence of motivation on employee performance can be viewed at 4:15 to 4:17
the following table:
Tabel 4.15 Model Summary
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .894a .800 .785 .17575
a. Predictors: (Constant), Motivasi,
KarakteristikPekerjaan, LingkunganKerja
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011
Tabel 4.16 Anova
ANOVAb
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 5.066 3 1.689 54.670 .000a
Residual 1.266 41 .031
Total 6.332 44
a. Predictors: (Constant), Motivasi, KarakteristikPekerjaan, LingkunganKerja
b. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011
Tabel 4.17 Coefficients
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
B Std. Error Beta t Sig.
1 (Constant) .760 .338 2.248 .030
LingkunganKerja .130 .119 .153 1.089 .000
KarakteristikPekerjaa
n .680 .072 .826 9.483 .000
Motivasi .187 .086 .178 2.183 .035
a. Dependent Variable: KinerjaKaryawan
Source: Results of Data Processing, 2011
Here is an analysis of the output above::
o The R square is 0.800 Figures contained in the model summary table 4:15. This
means the employee's performance can be influenced by the work
environment, job characteristics and motivation by 80% and the remaining
20% is influenced by other factors not described in this study.
o Variable working environment, job characteristics, motivation and employee
performance should be undertaken significant testing of the relationship
between two variables by looking at 4:16 Anova table, as follows:
Hypothesis:
H0 : The work environment, job characteristics and motivation did not
significantly influence the performance of employees
H1 : The Work environment, job characteristics and motivation significantly
influence employee performance
Basis for decision making:
• If the Sig> 0.05, then H0 refused and H1 accepted, meaning that the work
environment, job characteristics and motivation did not significantly influence
the performance of employees
• If the Sig <0.05, then H0 refused and H1 accepted, meaning that the work
environment, job characteristics and motivation significantly influence
employee performance
Result:
Sig = 0.000 <0.05 then H0 refused and H1 accepted, meaning that the work
environment, job characteristics and motivation significantly influence
employee performance
Coefficient in Table 4.8 show that the equation regersi :
Y = 0,760 + 0,130 X1 + 0,680 X2 + 0,187 X3
Explanation : Y : Employee performance
X1 : Work Environment
X2 : Characteristics of Work
X3 : Motivation
Regression equation above can be concluded that the:
• Constants of 0.760 which states that if there are no independent variables (work
environment, job characteristics and motivation) the employee's performance
of 0.760.
• Value of the work environment is 0.130, suggesting that the best working
environment in the company will improve the performance of employees of PT
Megatama Plasindo.
• Characteristic value of the work is 0.680, suggesting that the more precisely the
characteristics of the work that is given to employees will increase employee
performance PT. Megatama Plasindo
• Motivational value is 0.187, suggesting that the higher the motivation that is
given to employees will increase employee performance PT. Megatama
Plasindo
CONCLUSION
Based on the discussion and analysis of the previous chapter on the influence
of work environment, job characteristics, and motivation to employee
performance, the results of the analysis showed that each of the variables studied
had a significant effect.
REFERENCES
Mathis, Robert L. & John Harold Jackson. (2007). Human Resources
Management. Thomson Learning.
Robbins, Stephen P. (2003). Perilaku Organisasi. Edisi Sembilan. Jakarta: PT.
Indeks.
Robbins , Stephen P. & Timothy A. Judge. (2008). Perilaku Organisasi. Edisi 12.
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Robbins , Stephen P. & Mary Coulter. (2010). Manajemen.Jilid 2 Edisi ke10.
Jakarta : Erlangga.
http://jurnal-sdm.blogspot.com/2009/09/kondisi-kerja-definisi-dan-jenis.html
http://kuliahkomunikasi.blogspot.com/2008/11/teori-motivasi-mcclelland-teoridua.
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