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E-ISSN: 2808-6724
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1259
COMPENSATION AND WORK ENVIRONMENT ON THE
PERFORMANCE OF NON-MEDICAL EMPLOYEES WITH WORK
DISCIPLINE AS INTERVENING VARIABLES IN HOSPITAL X
BANDUNG CITY
Apriani Kartina, Rina Mutiara, CRI Sajjna Prajna Wekadigunawan
Universitas Esa Unggul, Jakarta, Indonesia
Email : apriani.kancul@gmail.com, Mutia_192@yahoo.com, weka.gunawan@esaunggul.ac.id
ARTICLE INFO
ABSTRACT
Date received : 02 July 2022
Revision date : 14 July 2022
Date Approved : 25 July 2022
Hospital X, namely, some employees are still in and out of
work, this can be seen from the turnover in the last 3 (three)
years and attendance data contained in the HRD section of
RS.X.data Turn over for the last 3 (three) years, namely: in
2017 there were 36 employees, in 2018 there were 24
people, and in 2019 there were 30 people. The turnover is
very high every year because the average per year is 30%
(thirty percent) In this case the researcher wants to highlight
three factors that affect employee performance, namely
compensation factors, work environment, and work discipline.
This selection is based on the fact that these two factors most
often appear in theories that discuss the factors that influence
employee performance. The purpose of this study was to
analyze the effect of compensation and work environment on
work quality with performance as an intervening on non-
medical employees of RS.X in Bandung. Methods This
research uses the type and design of quantitative research,
which was conducted on 80 employees. The results of the
study that compensation has an influence on work discipline
in Non-Medical Employees of Hospital X in Bandung City, the
work environment has an influence on work discipline on
Non-Medical Employees of Hospital X in Bandung City,
compensation has an influence on employee performance on
Non-Medical Employees of Hospital X in Bandung. Bandung
City, the work environment has an influence on employee
performance at Non Medical Employees Hospital X in
Bandung City, work discipline has an influence on employee
performance at Non Medical Employees Hospital X in
Bandung City, compensation has an influence on employee
performance with work discipline as a mediating variable
(intervening) on Non-Medical Employees of Hospital X in
Bandung City, and the work environment has an influence on
employee performance with work discipline as a mediating
variable (intervening) on Non-Medical Employees of Hospital
Keywords: Compensation,
Work Environment, Non-
Medical Employee
Performance And Work
Discipline
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
, Vol 1 (10), July 2022
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X in Bandung City.
This work is licensed under CC BY-SA 4.0
INTRODUCTION
According to WHO (World Health Organization), the hospital is an Expert
Committee On Organization Of Medical Care: is an integral part of social and medical
organization, the function of which is to provide for the population complete health
care, both curative and preventive and whose outpatient service reach out to the family
and its home environment; the hospital is also a center for the training of health
workers and for biosocial research. The hospital is also a training center for health
workers and a center for medical research. Based on law no. 44 of 2009 concerning
Hospitals, what is meant by hospitals are health service institutions that provide
complete individual health services that provide inpatient, outpatient, and emergency
services.
Hospitals as providers of health services must provide fast, complete, and
affordable services to all levels of society by fulfilling the best health services
(Muharomah, 2008). Hospitals must be managed by directors with professional
management. The hospital as a service organization that has human resources that play
a direct role in providing services to clients (patients). Patient satisfaction is one of the
benchmarks for the success of the hospital in providing services. This also means
showing the success of the hospital in managing its resources, namely Human
Resources (HR).
According to observations made by researchers, various problems were found at
the research location, namely Hospital X, namely, some employees were still in and out
of work this can be seen from the turnover rate in the last 3 (three) years and
attendance data contained in the HRD section of the Hospital X. Turn over data for the
last 3. (three) years, namely: in 2017 there were 36 employees, in 2018 there were 24
people, and in 2019 there were 30 people. The turnover rate is very high every year
because the average per year is 30% (thirty percent) why it is said to be very high
because it is still far from the ideal turnover rate proposed by Gillies, (1994) namely for
the standard turnover is 5-10% per year Gillies' statement is also supported by a study
conducted by National Healthcare which stated the average hospital turn over rate in
2017 was 18.2%, which is the highest recorded turnover in the industry for almost a
decade.
In addition to the high number of turnovers, there are still employees who arrive
late when working from 13 (thirteen) departments for the period January – December
2019. The Admission section recorded 49 late data, the Billing section recorded 87 late
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
, Vol 1 (10), July 2022
1261
data, the Casemix section recorded 15 late data, the Driver section recorded 35 late
data, the Engineering section recorded 34 late data, the Pharmacy section recorded 140
late data, and Nutrition section recorded 1 late data, Housekeeping section recorded 7
late data, Finance section recorded 78 late data, Laboratory section recorded 64 late
data, Section Radiology recorded 9 late data, the General Rehab section recorded 9 late
data, and the Sanitation section recorded 5 late data.
The results of the data above show that there are still employees who like to
come late, this can be seen from the attendance data, enthusiasm for carrying out work
activities is still low, there is no firm sanction, and from interviews with several
employees they met, they complained about the wages that were still below the
minimum wage. (Regional Minimum Wage) and not in accordance with the workload
given, it shows the low performance of some employees towards the hospital
organization, this can be seen from the results of the employee work performance
assessment that there are still some employees who have below good results.
Before starting the research, the researcher met with several hospital employees,
some employees complained that they were not comfortable with their workspace
because the workplace decorations were not well organized, the lighting was lacking so
they felt less thorough in doing their jobs, besides that they felt less focused and
uncomfortable. because coworkers in other parts are free to pass by in the workspace
which results in noisy sounds and use of other parts of work equipment.
In this case, the researcher wants to highlight three factors that affect employee
performance, namely compensation factors, work environment, and work discipline.
This selection is based on the fact that these two factors most often appear in theories
that discuss the factors that influence employee performance. This is supported by
previous research, namely research conducted by (Dharmawan, 2011) entitled The
Effect of Compensation and Non-Physical Work Environment on Discipline and
Employee Performance” (the study was conducted at Niki Hotel in Denpasar).
Based on the background of this study, it shows that compensation and work
environment has a positive and significant influence on employee performance. In this
study, the researchers carried out an update from previous research, namely using
different indicators on performance variables that refer to the results of employee
performance appraisals, work environment indicators, different sample sizes, and
different research locations.
Which factor has a dominant influence on employee performance? From the
results of the answers to these questions, it is hoped that organizational leaders can
create appropriate programs to improve employee performance because improving
employee performance is good hope for organizational unit leaders such as Hospital X
in Bandung City as one of the institutions engaged in the health sector having a position
or a very important role in helping to improve public health. Because employees are the
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
, Vol 1 (10), July 2022
1262
main factor that is very important to achieving organizational success. Based on the
description that we have put forward above, the authors are interested in conducting
research in order to compile a thesis with the title: "The Effect of Compensation and
Work Environment on the Performance of Non-Medical Employees With Work Discipline
as Intervening Variables at Hospital X Bandung City."
According to (Mathis & Jackson, 2006) states that performance is basically what
employees do or don't do.
According to (DeCenzo, Robbins, & Verhulst, 2016), work discipline can be
interpreted as an attitude and behavior that is carried out voluntarily with full
awareness and willingness to follow the rules set by the company or superiors, both
written and unwritten.
According to (Dessler, 2011), the notion of compensation is all forms of
remuneration or rewards that flow to employees and their employment arises..
According to Newstorm, the work environment is a physical condition that
includes the level of lighting, air temperature, noise level, the amount and kinds of air
radiation from chemical substances and pollutants, and aesthetic characteristics such as
the color of the walls and floors and the level there is. (or not) art at work, music,
plants or things that decorate the workplace.
METHOD
This study uses the type and design of quantitative research, which was conducted
on 80 employees.
RESULT AND DISCUSSION
1. Hypothesis Testing
Table 1
Hypothesis Testing Analysis
Variabel
P
Informati
on
compensatio
n → Work
discipline
0,000
Received
Work
environment
→ Work
discipline
0,000
Received
compensatio
ni→Employe
e
performance
0,000
Received
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
, Vol 1 (10), July 2022
1263
Work
environment
→ Employee
performance
0,000
Received
Work
Discipline →
Employee
performance
0,000
Received
Source: Data Processing Using SPSS 26 (processed by researchers)
Based on the table above, compensation and work environment have a
significant influence on work discipline, in addition to compensation, work environment
and work discipline have a significant influence on the performance of non-medical
employees at X Hospital.
1. Intervention Test
Figure 1. Decomposition Path Coefficient Diagram
From the picture above, it can be explained that the direct and indirect effects
that occur between variables are as follows:
Table 1.
Decomposition of the Direct and Indirect Effects of the Independent Sub
Variables X1 and X2 on the Bound Variable Y through the Intermediate
Variable Z
Based on the results of the description above, it shows that all independent sub-
variables that affect employee performance (Y2) through work discipline (Y1)
significantly, in other words that work discipline is a mediating variable between the
effect of compensation and work environment on employee performance..
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
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Discussion
1) Effect of Compensation on Work Discipline
From the path analysis calculation for the compensation variable, the count value
is 3.605 with a significance value of 0.000. Because count > table (3.605 > 1.991) and
significance value < significant level (0.001 < 0.05). So it can be concluded that
compensation has a significant effect on work discipline with a positive relationship
direction at a significant level of 0.05 (5%) in other words, the compensation variable
has a positive and significant effect on work discipline at 95% confidence level. This is
supported by the opinion of Akmal (2007) who states that with a sufficiently large
compensation, employee discipline will be better. They will be aware of and obey the
applicable regulations. This is in line with research conducted by Tri (2014) which states
that compensation has an influence on work discipline. In addition, the results of the
compensation the box are in the Low Category, where it is known that the highest
average score is 39 and is included in the low category, namely the question "I get a
bonus according to the work expected by the Company" and the question "The
company provides incentives according to the number of attendance”, the lowest
average score is 38 and is included in the low category, namely questions with the code
“The salary I get is in accordance with the position I am responsible for”. So that
compensation has a significant influence on work discipline based on the results of the
box it was also found that the highest average score was 41 and included in the
medium category, namely questions with the code "This employee came to work on
time" and "This employee ask permission from the boss if leaving work during working
hours", the lowest average score is 38 and is included in the low category, namely
questions with the code "This employee completes his work on time according to the
specified time" and "This employee wears work uniform as specified. Meanwhile, the
average score obtained from the work discipline variable is 39 and is included in the low
category.
2) The Effect of Work Environment on Work Discipline
From the path analysis calculation for the work environment variable, the count
value is 8.117 with a significance of 0.000. Because count > table (8.117 > 1.991) and
the significance value < significant level (0.000 < 0.05). So the conclusion is that the
work environment has a significant effect on work discipline with a positive relationship
direction at a significant level of 0.05 (5%) in other words, the work environment
variable has a positive and significant effect on work discipline at a 95% confidence
level. This is supported by the opinion of (Nitisemito, 1982), which states that the work
environment is everything that is around the workers and that can affect them in
carrying out the tasks assigned. This is in line with research conducted by (Putra &
Aprianti, 2020) which states that there is a significant influence of the work
environment on work discipline. Based on the results of the three boxes, it is known
that the highest average score is 41 and is included in the medium category, namely
the question with the question "My workplace does not have unpleasant odors", the
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
, Vol 1 (10), July 2022
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lowest average score is 38 and is included in the low category, namely questions with
the question "Circulation in my workspace is quite good". Meanwhile, the average
obtained from the work environment variable is 40 and is included in the low category.
These results indicate that the majority of respondents considered that the work
environment at Hospital X was low (bad). So that it has a strong influence on work
discipline where it was found that the highest average score was 41 and included in the
medium category, namely questions with the code "This employee came to work on
time" and "This employee asks permission from his superior if he leaves work during
working hours", the lowest average score is 38 and is included in the low category,
namely questions with the code "This employee completes his work on time according
to the specified time" and "This employee wears the work uniform as specified. "
Meanwhile, the average score obtained from the work discipline variable is 39 and is
included in the low category.
3) The Effect of Compensation on Employee Performance
From the path analysis calculation for the compensation variable, the count value
is 3.167 with a significance value of 0.002. Because count > table (3.167 > 1.992) and
significance value < significant level (0.002 < 0.05). So it can be concluded that
compensation has a significant effect on employee performance with a positive
relationship direction at a significant level of 0.05 (5%) in other words, the
compensation variable has a positive and significant effect on employee performance at
the 95% confidence level. This is supported by the opinion of (Amstrong, 1999) in the
book (Marwansyah, 2010) that compensation can strengthen the expected behavior
and serve as an incentive so that behavior appears to improve employee performance.
This is in line with research conducted by (Refcy Utami Putri, 2013) which states that
there is a significant influence between compensation and performance. In addition, the
results of the compensation the box are in the Low Category, where it is known that the
highest average score is 39 and is included in the low category, namely the question "I
get a bonus according to the work expected by the Company" and the question "The
company provides incentives according to the number of attendance”, the lowest
average score is 38 and is included in the low category, namely questions with the code
“The salary I get is in accordance with the position I am responsible for”. This proves
that compensation has a significant effect on employee performance where the highest
average score is 41 and is included in the medium category, namely the question "This
employee can provide faster service", the lowest average score is 38 and included in
the low category, namely the question "This employee always does a good and earnest
job even though there is no supervision from superiors". Meanwhile, the average score
obtained from the employee performance variable is 39 and is included in the low
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
, Vol 1 (10), July 2022
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category. These results indicate that the majority of respondents rate the performance
of employees at Hospital X as low (poor).
4) Influence of Work Environment on Employee Performance
From the path analysis calculation for the work environment variable, the count
value is 3.334 with a significance of 0.001. Because count > table table (3.334 > 1.992)
and the significance value < significant level (0.001 < 0.05). So the conclusion is that
the work environment has a significant effect on employee performance with a positive
relationship direction at a significant level of 0.05 (5%) in other words, the work
environment variable has a positive and significant effect on employee performance at
the 95% confidence level. This is supported by the opinion of (Terry, 2006) that the
work environment can be interpreted as the forces that influence, either directly or
indirectly, the performance of the organization or company. This is in line with research
conducted by (Ginanjar, 2013) which states that there is a positive and significant
influence between the work environment and employee performance. Based on the
results of the three boxes of work environment variables, it can be seen that the
highest average score is 41 and is included in the medium category, namely the
question with the question "My workplace does not have unpleasant odor and nd rs",
and the lowest average score is 38 and included in the low category, namely the
question with the question "Circulation in my workspace is good enough". Meanwhile,
the average obtained from the work environment variable is 40 and is included in the
low category. These results indicate that the majority of respondents considered that
the work environment at Hospital X was low (bad). And the three-box results say that
the highest average score of employee performance is 41 and is included in the
medium category, namely the question "This employee can provide faster service", the
lowest average score is 38 and is included in the low category, namely the question
"This employee always does a good and earnest job even though there is no
supervision from superiors". Meanwhile, the average score obtained from the employee
performance variable is 39 and is included in the low category. These results indicate
that the majority of respondents rate the performance of employees at Hospital X as
low (poor). Thus, if the work environment is good, the employee's performance will be
good.
5) The Effect of Work Discipline on Employee Performance
From the path analysis calculation for the work discipline variable, the count
value is 2.570 with a significance of 0.012. Because count > table (2,570 > 1,992) and
the significance value < significant level (0.012 < 0.05). So the conclusion is that work
discipline has a significant effect on employee performance with a positive relationship
direction at a significant level of 0.05 (5%) in other words, the work discipline variable
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
, Vol 1 (10), July 2022
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has a positive and significant effect on employee performance at the 95% confidence
level. This is supported by the opinion of (Mathis & Jackson, 2006) that discipline can
be positively associated with performance, which is surprising to people who think that
discipline can damage behavior. This is in line with research conducted by
(Mangkunegara & Waris, 2015) which states that discipline has a positive effect on
employee performance. The results of the three boxes say that the highest average
score of employee performance is 41 and is included in the medium category, namely
the question "This employee can provide faster service", the lowest average score is 38
and is included in the low category, namely the question " This employee always does a
good and earnest job even though there is no supervision from superiors.” Meanwhile,
the average score obtained from the employee performance variable is 39 and is
included in the low category. These results indicate that the majority of respondents
assess the performance of employees at Hospital X as low (poor) and the work
discipline variable, it can be seen that the highest average score is 41 and is included in
the medium category, namely the question with the code "This employee comes to the
hospital. workplace on time” and “This employee asks permission from his superior if he
leaves work during working hours”, the lowest average score is 38 and is included in
the low category, namely the question with the code “This employee completes his
work on time by the specified time” and “This employee is wearing the specified work
uniform”. Meanwhile, the average score obtained from the work discipline variable is 39
and is included in the low category. These results indicate that the majority of
respondents rate work discipline at Hospital X as low (poor). Thus, work discipline has a
significant effect on performance, if employees have good discipline, their performance
will also be good.
6) The Effect of Compensation on Employee Performance with Work
Discipline Variables as Intervening Variables
Compensation (X1) has a significant effect on employee performance (Y2) through
work discipline (Y1) as presented in the table above, w re the t count (2.087) is greater
than the t table (1.992), with a total effect of 8.67 %. This is supported by the opinion
of (Dharmawan, 2011) that compensation decisions must be well communicated to
improve employee work discipline. The compensation provided will have an impact on
work discipline. With an increase in compensation, it will be followed by an increase in
work motivation which has an impact on increasing performance. This is in line with
research conducted by (Andryane & Mukaffi, 2019) which states that compensation
indirectly significantly influences employee performance through work discipline.
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
Indonesian Journal of Multidisciplinary Science
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7) Influence of Work Environment on Employee Performance with Work
Discipline Variable as Intervening Variable.
The work environment (X2) has a significant effect on employee performance
(Y2) through work discipline (Y1) as presented in the table above, where t count
(2,441) is greater than the the the of the the the the the the the the the the the the the
the the t table (1, of 992)of, with th a total of effect ct oof f 19of, 52of %. Tof his of is
of us h. nion ion of (DeCenzo et al., 2016) that human behavior arises due to
stimulation. Stimulus is the cause of the behavior and the greater the stimulus, the
greater the ability to drive behavior. One of the stimuli is the physical, social and
psychological environment. This is in line with research conducted by (Elok Mahmud
Putri, Ekowati, Supriyanto, & Mukaffi, 2019) which states that work discipline can
mediate the influence of the work environment on employee performance.
Research Findings:
1. Compensation
In the statement regarding the lowest weight compensation, the statement
salary I get is by the position I am responsible for. This is because the
compensation for non-medical employees is still below the UMR value of the City of
Bandung and is not by their job responsibilities and positions. This can be overcome
by making adjustments to salary payments with applicable government regulations
regarding the determination of the amount of compensation for employees.
2. Work environment
In the statement regarding the work environment, the lowest weight in the
statement Circulation in my workspace is quite good. This is because the workspace
of non-medical employees is small and there is no air ventilation, so employees feel
that the air circulation in the workplace is not good. This can be overcome by
providing windows in the employee's workspace so that employees can freely
breathe fresh air and can feel the air circulation in the workspace is very good so
that they can work in a focused and comfortable manner.
3. Work Discipline
In the statement regarding the lowest Work Discipline statement, this Employee
completes his work on time according to the specified time and this Employee
wears the work uniform as specified. This happens because of the lack of
supervision from superiors, lack of approach from superiors to employees, the
absence of rewards, and the absence of strict regulations regarding the rules for
wearing work uniforms according to a predetermined schedule. This can be
overcome by approaching employees so that employees feel cared for and feel
appreciated by their superiors in doing their work to provide rewards to employees
who can complete their work on time to improve performance and make strict rules
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
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regarding violations of the use of inappropriate work uniforms. with a
predetermined schedule.
4. Employee performance
In the statement regarding the lowest Employee Performance in the statement,
this employee always does a good and earnest job even though there is no
supervision from superiors. This is due to the lack of support from superiors to
subordinates in carrying out their work, the absence of open employee
assessments, and the absence of strict sanctions from superiors regarding
employees who do not do their jobs. This can be overcome by the existence of
strict sanctions given by superiors to employees who are known to be not serious in
their work.
CONCLUSION
1. From the results of the analysis and hypothesis testing that has been done, it proves
that there is a significant influence of the compensation variable on work discipline in
Non-Medical Employees of Hospital X in Bandung City.
2. From the results of the analysis and hypothesis testing that has been done, it proves
that there is a significant influence of work environment variables on work discipline in
Non-Medical Employees of Hospital X in Bandung City.
3. From the results of the analysis and hypothesis testing that has been done, it proves
that there is a significant influence of the compensation variable on employee
performance at Non-Medical Employees of Hospital X in Bandung City.
4. From the results of the analysis and hypothesis testing that has been done, it proves
that there is a significant influence of work environment variables on employee
performance at Non-Medical Employees of Hospital X in Bandung City.
Managerial Implications
a. For the Compensation variable:
The existence of compensation in accordance with the work they do will make
employees loyal to the company and not only compensation that must be considered
but bonuses and incentives that are adjusted to work performance in order to improve
work discipline and employee performance in order to achieve company goals.
b. For Work Environment Variables
The work environment provides a positive contribution and a significant influence. With
the availability of adequate work facilities, adequate lighting/lighting in the room, clean
air circulation, the absence of unwanted sounds/noise, unpleasant odors, and
guaranteed security such as security guards being able to guard the environment
outside the building, it is expected to support the work process so that can improve
employee performance.
Compensation And Work Environment On The Performance Of Non-Medical Employees With
Work Discipline As Intervening Variables In Hospital X Bandung City
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c. Work Discipline Variables
Often employees are tempted to achieve certain targets in order to get bonuses or
prizes and tend to try to avoid punishment even though it is a light punishment. The
most important of these two things is how to do so that the rewards that are made do
not make employees carry out their duties in a hurry and are only target-oriented for
the sake of prizes.
D. Employee Performance Variables
Employee performance improvement needs to be done so that the Company's goals can
be achieved, to find out whether employee performance is increasing or decreasing is
to conduct a performance appraisal which is carried out annually openly, this can be
one of the driving factors for improving employee performance, because employees feel
cared for and appreciated regarding the results of the work that has been done by the
Company.
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