The Role of Job Satisfaction Mediation on the Effect of Compensation on Employees Performance in Cooperation Agency (Bkad) In Jember District

Desy Andriani^*1, Diana Sulianti K.Tobing² and Nurhayati²

¹SE. (Economics), Magister Management, MM, University of Jember, Faculty of Economic and Bussiness, Business Economic and Management, Kalimantan Street Jember, Indonesia

²Dr, University of Jember, Faculty of Economic and Bussiness, Business Economic and Management, Kalimantan Street Jember, Indonesia

*Corresponding Author Desy Andriani Article History Received: 10.06.2022 Accepted: 20.06.2022 Published: 30.06.2022 Abstract: The purpose of this study was to determine the role of job satisfaction mediation on the effect of compensation on performance. This research uses this type of quantitative research. This research method uses Path Analysis. The population in this study was employees in the office of the inter-village cooperation agency (BKAD) in Jember Regency. The sampling technique in this study used a population of 79 employees. The variables in the study were job satisfaction, compensation and performance. Keywords: job satisfaction, compensation and performance.

INTRODUCTION

Human Resource Management (HRM) is part of organizational management that focuses on the human resource element. Human resources are one of the main drivers in the success of an organization, even the success or failure of an organization is determined by the existence of human resources. Human resources can fundamentally be mentioned as a factor that builds organizational performance. Performance is a process about a job that takes place to achieve work results (Mangkunegara, 2013: 67).

Rivai and Sagala (2011: 548) define employee performance as real behavior displayed by everyone as the achievement of their work in accordance with their respective roles in the company.

An employee is said to have good performance if the employee is able to do work with standard criteria that have been set together in the organization. An employee is said to not have a good performance if the work is less than the standards or criteria that have been set together, so it is natural why employee performance is often not as expected by organizational leaders. Hardiyono, et al., (2017) states that when employees who work in an organization have good performance, the effectiveness or success of the organization will be achieved.

Every organization needs to try to increase employee satisfaction by providing a competitive compensation program. According to Tobing (2009) job satisfaction is not a single concept. On the other hand, a person can be relatively satisfied with one aspect of his job and dissatisfied with one or more other aspects. High job satisfaction is expected to encourage employees to be more loyal to the organization, more motivated at work, feel happy at work, and ultimately increase productivity (Ahmat, et al., 2019).

Robbins (2003:78) states that job satisfactionis a general attitude toward a person's job that indicates the difference between the number of awards workers receive and the amount they believe they should receive. Job satisfaction will produce the perception and ultimately will result in behavior. This behavior is required in delivering performance. Individuals who are satisfied with their work will perform good behavior and vice versa, those who are not satisfied with their work usually will perform bad behavior. (Tobing, 2016)

Compensation provided by the company or business entity is usually in the form of rewards given to employees who fulfill their obligations in carrying out their job duties. Compensation is given as an encouragement so that employees can work better. Compensation can increase and decrease work achievement (performance), job satisfaction, and employee motivation (Kadarisman, 2012: 48; Mangkunagara, 2013: 84).

This research was conducted at the Savings and Loans Office of the Inter-Village Cooperation Agency (BKAD). BKAD in Jember Regency was formed based on Jember Regent Regulation Number 20 of 2015 concerning Protection, Management and Preservation of the Results of the Implementation of the National Program for Independent Rural Community Empowerment in Jember Regency. The location of the BKAD savings and loan office is rarely known, and this is the first research after the BKAD office called PNPM Mandiri Pedesaan.

The National Program for Community Empowerment (PNPM-Mandiri Rural) ended in the era of President Jokowi in 2014, PNPM MP changed its name to BKAD. This inter-village cooperation agency focuses more on distributing loans to women's business groups in their respective sub-districts.

PROBLEMS

Formulation of the problem

Based on the results of previous research, a number of references were found that lead to the importance of raising research topics regardingThe Mediation Role of Job Satisfaction on the Effect of Compensation on Employee Performance at the Office of the Inter-Village Cooperation Agency (BKAD) in Jember Regency, this study developed various factors related to the formation of employee performance, the differences in the compensation received caused different performance in each sub-district. Good performance is indicated by an increasing surplus and decreasing arrears. The current average employee performance has decreased, the low employee performance is indicated by the increase in arrears in each BKAD office. Based on the description of the background above, the problems discussed in this study are:

1. Does compensation affect the performance of BKAD office employees in Jember Regency?

2. Does compensation have an effect on employee satisfaction at the BKAD office in Jember Regency?

3. Does job satisfaction affect the performance of BKAD office employees in Jember Regency?

4. Does job satisfaction mediate compensation on the performance of BKAD office employees in Jember Regency?

LITERATURE REVIEW

Compensation

Hasibuan (2005:118) compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the company. Simamora (2004: 442) defines compensation as including financial rewards and non-profit services as well as benefits received by employees as part of staffing relationships. Compensation is what employees receive in exchange for their contributions to the organization.

Sedarmayanti (2011:239) argues that compensation is everything that employees receive in return for their work services. Total compensation can be classified into three main components, namely: First, basic compensation is compensation that is the amount and the time of payment is fixed, such as wages and salaries. Second, variable compensation is compensation whose amount varies and/or the time of payment is uncertain. This variable compensation is designed as a reward to employees who perform well. Including variable compensation is the payment of incentives to individuals and groups, gainsharing, bonuses, profit sharing, employee stock-ownership plans and stock-option plans. Third, the last component of total compensation is the benefit or often also called indirect compensation (indirect compensation). Included in this component are common protections, such as social security, unemployment and disability; personal protection in the form of pensions, savings, additional severance and insurance; And others.

There are several indicators of compensation presented by Umar (2007: 16) including:

1. Salary

The rewards provided by the employer to employees, whose receipts are routine and still every month even if they do not enter the work, the salary will still be received in full.

2. Incentive

Rewards or rewards are given to motivate workers to perform high, not fixed or at any time.

3. Guarantee

Guarantees are the risk of loss, loss of benefits and legal liability to third parties arising from uncertain events. With insurance, an employee, especially the honoree workforce, will not have to worry about unexpected events in the future.

Job Satisfaction

According to Timothy (2015: 49) job satisfaction is a feeling of happiness toward work, which results from an evaluation of its characteristics and serves for self-actualization. While according to Bangun (2012: 327) Job satisfaction is an individual thing, each individual has a different level of satisfaction in accordance with the system of values that apply to him. Meanwhile, according to research Rachmelya et al., (2017) Job satisfaction is an evaluation that describes a person for feeling happy or unhappy, satisfied or dissatisfied at work. If employees join an agency they will bring a set of wants, needs, desires and past experiences that combine to form work expectations. Job satisfaction indicates conformity between expectations of a person arising and the rewards provided by the work.

According to Rachmelya et al., (2017) there are 5 factors that affect job satisfaction as follows:

1. Payment.

When wages are seen as fair based on job demands, individual skill levels, and community wage standards will most likely result in satisfaction..

2. The work itself.

Employees tend to prefer jobs that provide opportunities to use their skills and skills, freedom, and feedback about how well they work.

3. Co-workers.

For most employees, work also fills the need for social interaction. Therefore it is not surprising to have a supportive coworker lead to increased job satisfaction.

4. Job promotion.

Promotion occurs when an employee moves from one job to another higher position, with his or her organizational responsibilities and level. At the time of promotion employees generally face increased demands and expertise, abilities and responsibilities. Most employees feel positive about being promoted.

5) Supervision (supervision).

Supervision has an important role in management. Supervision relates to employees directly and influences employees in doing their work. Generally employees prefer to have fair supervision, open and willing to cooperate with subordinates.

Performance

Performance is the result or overall success rate of a person over a given period of performing a task compared to various possibilities, such as standards of work outcomes, targets or objectives or criteria that have been predetermined in advance have been mutually agreed upon. Performance is basically what employees do or don't do. According to Mangkunegara (2009: 62) states that performance is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him. While according to Hasibuan (2005: 94) performance is the result of work achieved by a person in carrying out the tasks assigned to him based on skills, experience, earnestness and time. Employee performance is very necessary, because with this performance will be known how far the ability of the employee in carrying out the tasks charged to him. Sinambela (2012) suggested that it is necessary to determine clear and measurable criteria and set together as a reference.According to Arristra (2016) indicators of employee performance are:

1. Quantity is a dimension that indicates the amount of work produced by an individual or group as a requirement that becomes the standard of work.

2. Quality, is a certain standard or standard to be able to produce work in accordance with the set by the company.

3. Punctuality is the dimension in which employees can complete a job in a timely manner in accordance with the characteristics of the job.

4. Presence, attendance is the belief that you will enter and return to work every day and in accordance with working hours.

5. The ability to work together, the ability to work together is the ability of employees to work together with others in completing a task together.

Effect of Compensation on Employee Performance

Employee performance is very important for a company in order to realize the company's goals. Performance produced by employees is very important for a company in order to realize the company's goals. Employee performance can be influenced by several factors, one of which is compensation, if the employee receives compensation according to his needs it will be able to improve employee performance. In accordance with the opinion of Umar (2007:16), Sedarmayanti (2011:239), Rivai (2005: 357), compensation is something that employees receive in lieu of their service contribution to the company. This means that the compensation provided by the agency affects the results of its performance positively or negatively It depends on the situation and conditions facing the person concerned. Research conducted by Nurcahyani and Adnyani (2016), Darma and Supriyanto (2017), Saman (2020), Ramli (2018), Hidayah (2016), Lam (2020), Khalid (2020), and Khan (2021) states that compensation has a strong influence on performance. Therefore, the hypotheses developed are:

H1: Compensation affects BKAD Employee Performance as soon as The Effect of Job Satisfaction on Employee Performance

Effect of Compensation on Job Satisfaction

According to Handoko (2008) factors that affect job satisfaction include compensation because compensation can affect employee behavior to work more excitedly. Compensation is one of the potential tools to create job satisfaction. Hasibuan (2005:118) compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the company. The results of research conducted by Nurcahyani and Adnyani (2016), Darma and Supriyanto (2017), Saman (2020), Ramli (2018), Hidayah (2016), Lam (2020), Khalid (2020), and Khan (2021) showed an influence between compensation on job satisfaction. The main priorities that need to be improved are the remuneration of basic daily needs, the structure of working wages, and the cleanliness of the workplace. Therefore, the hypotheses developed are:

H2: Compensation affects BKAD Employee Job Satisfaction as soon as Jember

Effect of Job Satisfaction onPerformance

Job satisfaction can affect performance because job satisfaction plays an important role in the development of companies to improve employee efficiency and performance (Ahmed and Uddin, 2012). Job satisfaction is a positive or negative attitude of emotional employees looking at their work whether shown in a state of fun or not (Handoko, 2008: 193). Employees who are able to use their skills and knowledge on the job will become very satisfied with the job (Berg, 1999). Employees tend to improve their performance both from the measure of quantity and quantity if employee satisfaction is met (Pramitha et al., 2012). This is in accordance with the research of Nurcahyani and Adnyani (2016), Darma and Supriyanto (2017), Saman (2020), Ramli (2018), Hidayah (2016), Lam (2020), Khalid (2020), and Khan (2021) which shows a positive influence between job satisfaction and performance, so from the description the proposed hypotheses are:

H3: Job Satisfaction affects BKAD Employee Performance as soon as Jember

Job Satisfaction Mediates Compensation to Employee Performance

Hasibuan (2005:118) compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the company. Job satisfaction is a positive or negative attitude of emotional employees looking at their work whether shown in a state of fun or not (Handoko, 2008: 193). Employees tend to improve their performance both from the measure of quantity and quantity if employee satisfaction is met (Pramitha et al., 2012). This is in accordance with the research of Nurcahyani and Adnyani (2016), Darma and Supriyanto (2017), Saman (2020), Ramli (2018), Hidayah (2016), Lam (2020), Khalid (2020), and Khan (2021) which shows a positive influence between job satisfaction and performance, so from the description the proposed hypotheses are:

H4: Job Satisfaction mediates the effect of Compensation on BKAD Employee Performance as soon as Jember.

RESEARCH METODS

This research is a kind of research explanation (descriptive research) with a quantitative approach. Quantitative research approach can be interpreted as a research method based on the philosophy of positivism, used to research in a particular population or sample, data collection using research instruments, quantitative or statistical data analysis, with the aim of describing and testing established hypotheses (Sugiyono, 2017).

The data in this study is about respondents' opinions about compensation, job satisfaction and performance obtained directly from respondents by responding to questionnaire statements. Secondary data collected is sourced from internal organization BKAD offices, an overview of the organization and data on employee numbers.

The data collection methods in this study are observation methods, interviews, and questionnaire methods. Questionnaire distributed in the form of a list of written statements to respondents about the role of job satisfaction in mediating compensation for employee performance. Measurement of the data in this study using the likert scale.

This research is populative where all members of the population in the study will be used as samples so that no sampling techniques are carried out. It is based on the researcher's desire to make generalizations with fewer errors. The total employees studied amounted to 79 people and all were contract workers who were determined directly by sk camat in their respective sub-districts.

The type of data used in this study is primary data. This research is a type of quantitative research that aims to find relationships between variables. The variables to be examined in this study are as follows:

1)Bound variables: Employee Performance

(Y)

2)Free variables: Compensation (X)

3)Mediation variable: Job Satisfaction. (Z)

Variable measurements are carried out on the Likert scale which uses the following score:

TS (Disagree) = score 1

KS (Disagree) = score 2

CS (Simply Agree) = score 3

S (Agree) = score 4

SS (Strongly Agree) = score of 5

The data analysis method used in this study uses Path.

RESEARCH RESULTS

DISCUSSION

Compensation Affects Employee Performance

The results of the track analysis on test against the second hypothesis (H1) showed that compensation had an effect on employee performance by looking at the level of significance of 0.012. The relationship shown by the regression coefficient is positive meaning that the better compensation, the better employee performance will increase (H1 received).

Employee performance is very important for a company in order to realize the company's goals. Performance produced by employees is very important for a company in order to realize the company's goals. Employee performance can be influenced by several factors, one of which is compensation, if the employee receives compensation according to his needs it will be able to improve employee performance. Compensation is an important component in relation to employees. In accordance with the opinion of Umar (2007:16), Sedarmayanti (2011:239), Rivai (2005: 357), compensation is something that employees receive in lieu of their service contribution to the company. This means that the compensation provided by the agency affects the results of its performance positively or negatively, depending on the situation and conditions faced by the person concerned.

The results of this study are in line with previous research conducted by Mahmud (2013) stating that Compensation has a positive effect on Employee Performance. Joudeh's research (2018) states that Compensation has a positive effect on Employee Performance. Setyaji Research (2018) states that Compensation has a positive effect on Employee Performance.

Compensation Affects Job Satisfaction

The results of the track analysis on the t test of the first hypothesis (H2) showed that compensation had an effect on job satisfaction by looking at the level of significance of 0.000. The relationship indicated by the regression coefficient is positive meaning that the higher compensation, the higher the job satisfaction will increase (H2 received).

According to Handoko (2008) factors that affect job satisfaction include compensation because compensation can affect employee behavior to work more excitedly. Compensation is one of the potential tools to create job satisfaction. Hasibuan (2005:118) compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the company. This variable compensation is designed as a reward to employees who perform well. Including variable compensation is the payment of incentives to individuals and groups, gainsharing, bonuses, profit sharing and stock-option plans. Third, the last component of total compensation is the benefit or often also called indirect compensation (indirect compensation).

The results of this study are in line with previous research conducted by Nurcahyani and Adnyani (2016), Darma and Supriyanto (2017), Saman (2020), Ramli (2018), Hidayah (2016), Lam (2020), Khalid (2020), and Khan (2021) showing an influence between compensation on job satisfaction. The main priorities that need to be improved are the remuneration of basic daily needs, the structure of working wages, and the cleanliness of the workplace.

Job Satisfaction Affects Employee Performance

The results of the track analysis on test t against the third hypothesis (H3) showed that Job Satisfaction affects employee performance by looking at the level of significance of 0.000. The relationship shown by the regression coefficient is positive meaning that the higher the Job Satisfaction, the higher the Employee Performance will increase (H3 received).

Job satisfaction can affect performance because job satisfaction plays an important role in the development of companies to improve employee efficiency and performance (Ahmed and Uddin, 2012). Job satisfaction is a positive or negative attitude of emotional employees looking at their work whether shown in a state of fun or not (Handoko, 2008: 193). Employees who are able to use their skills and knowledge on the job will become very satisfied with the job (Berg, 1999). Employees tend to improve their performance both from the measure of quantity and quantity if employee satisfaction is met (Pramitha et al., 2012).

The results of this study are in line with previous research conducted by Nurcahyani and Adnyani (2016), Darma and Supriyanto (2017), Saman (2020), Ramli (2018), Hidayah (2016), Lam (2020), Khalid (2020), and Khan (2021) which showed a positive influence between job satisfaction and employee performance.

Job Satisfaction Mediates Influence Compensation For Employee Performance

The results of the track analysis on indirect effect to the fourth hypothesis (H4) showed that Job Satisfaction mediated the effect of Compensation on Employee Performance on Employee Performance by looking at the regression coefficient value of 0.170 or 17%. The relationship shown by the regression coefficient is positive meaning that the higher the Job Satisfaction mediates the effect of Compensation then employee performance will increase (H4 received).

Hasibuan (2005:118) compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the company. Job satisfaction is a positive or negative attitude of emotional employees looking at their work whether shown in a state of fun or not (Handoko, 2008: 193). Employees tend to improve their performance both from the measure of quantity and quantity if employee satisfaction is met (Pramitha et al., 2012).

The results of this study are in line with previous research conducted by Nurcahyani and Adnyani (2016), Darma and Supriyanto (2017), Saman (2020), Ramli (2018), Hidayah (2016), Lam (2020), Khalid (2020), and Khan (2021) which showed a positive influence between job satisfaction and employee performance.

CONCLUSIONS AND SUGGESTIONS

Conclusion

Based on the results of the analysis and discussion that the researchers have explained, it can be concluded as follows:

Track testing results on the effect of Compensation on Job Satisfaction showed a significant positive influence. This proves that good compensation will increase job satisfaction. Track testing results on the effect of Compensation on Employee Performance show a significant positive influence. This proves that good compensation will improve employee performance. And Track testing results on the effect of Price on Job Satisfaction show a significant positive influence. This proves that high Job Satisfaction will improve Employee Performance.

CONCLUSIONS AND RECOMMENDATIONS

Based on the results of the analysis and discussion that the researchers explained, it can be concluded as follows:

1. The results of the path test on the effect of compensation on employee performance show a significant positive effect. This proves that good compensation will improve employee performance.

2. The results of the path test on the effect of Compensation on Job Satisfaction showed a significant positive effect. This proves that good compensation will increase employee job satisfaction.

3. The results of the path test on the effect of Job Satisfaction on Employee Performance show a significant positive effect. This proves that high job satisfaction will increase employee performance.

4. The results of path testing on the effect of compensation on employee performance mediated by job satisfaction showed a significant positive effect. This proves that good compensation and mediated by job satisfaction will improve employee performance.

SUGGESTION

Based on the analysis that has been carried out in this study, there are several suggestions as follows:

For Practitioners

Suggestions for practitioners that can be given based on research results are as follows:

1. BKAD in Jember Regency should pay attention to the Job Satisfaction variable as an intervening on the Performance of BKAD in Jember Regency so that lecturers are more active in their work and are able to achieve predetermined targets.

2. For academics, this study provides an overview of objects and variables, the object used is BKAD in Jember Regency, the variables used are Compensation, Job Satisfaction, and Employee Performance of BKAD in Jember Regency which can be used as additional knowledge for interested parties.

For Further Researchers

Suggestions for further researchers that can be given based on the results of the study are as follows:

1. For further researchers, it is better to use a different object so that the results of the research are aboutThe performance of BKAD employees in Jember Regency can be generalized, for example to BKAD in other districts.

2. For further researchers, it is better if the questionnaires are distributed using technology through questionnaires with link.bit.ly to be more time efficient and paperless.

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