Archives of Business Research – Vol.7, No.7 Publication Date: July. 25, 2019 DOI: 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. 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 Harry Kurniawan Master of Management, STIE “KBP “, JL Khatib Sulaiman No. 61 Lolong Belanti, Padang Utara 25136, West Sumatra, Indonesia Heryanto Lecturer in Management Master Program, STIE “KBP”, JL Khatib Sulaiman No. 61 Lolong Belanti, Padang Utara 25136, West Sumatra, Indonesia ABSTRACT This study aims to determine whether there is an influence of work discipline, work environment on employee performance with work motivation as an interverning variable. The sample selection was done by purposive sampling with a total sample of 65 employees of the Padang Pariaman District Tourism, Youth and Sports Agency. The variables in this study consisted of work discipline variables and work environment as independent variables and employee performance as the dependent variable and work motivation as intervening variables. The data analysis technique used in this study is path analysis. Testing the first hypothesis shows the results that work discipline does not have a significant effect on employee work motivation. Second hypothesis indicate that the work environment has a significant influence on employee motivation. Third hypothesis indicate that work discipline does not influence employee performance significantly. Fourth hypothesis indicate that the work environment has a significant influence on employee performance. Fifth hypothesis indicate that work motivation has a significant influence on employee performance. Sixth hypothesis indicate indirectly work discipline through work motivation has a significant influence on employee performance. And the results of the last hypothesis show that indirectly the work environment through work motivation has a significant influence on the performance of employees at the Tourism and Youth Tourism Office of Padang Pariaman Regency. Keywords: Work Discipline, Work Environment, Work Motivation, Employee Performance INTRODUCTION Human resources are central factors in an agency both government agencies and private agencies. In the current era of globalization, it is very necessary to have quality human resources because the progress of the departure of an agency is highly dependent on the quality of human resources or its employees. The better the quality of employees of an agency, the higher and better the value of the agency. Employees are valuable assets that need to be considered and nurtured properly so that agencies must pay attention to every detail of programs related to the development of human resources in order to produce employees who have high abilities and extensive knowledge, and efforts to manage organizations optimally coupled with the environment good organization, the management activities will run very well. Performance problems are an important factor in the Department of Tourism, Youth and Sports in Padang Pariaman Regency because they influence the success of regional autonomy management in the field of service assignment services that are in accordance with the vision and mission that has been set. As stated in Law No. 32 of 2004 it is known that with regional autonomy, the regional government has obtained the authority of regional management for the
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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.
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
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.
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.
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.
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
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.
URL:http://dx.doi.org/10.14738/abr.77.6639. 92
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.
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.
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.
PathCoefficientModelIIMultiplelinearregressionanalysisisstillusedinthenextstudytoobtainthetwomodelpathcoefficients,with the aimof knowingwhether there are influences of independent variables(workdisciplineandworkenvironment)and interveningvariables(workmotivation)onthedependentvariable(employeeperformance).Canbeseenatatabelbelow:
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.
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:
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.
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
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.
URL:http://dx.doi.org/10.14738/abr.77.6639. 98
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:
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:
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).
7. Indirectlytheworkenvironmentthroughworkmotivationhasasignificantinfluenceonthe performance of employees of the Tourism, Youth and Sports Office of PadangPariamanRegency.
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.
URL:http://dx.doi.org/10.14738/abr.77.6639. 100
Suggestion1. The need for more awareness for state civil servants and contract or honorary
4. For other researchers, it can be used as material for further study activities inconducting subsequent research to expand and develop research variables thatresearchershavenotdone.