European Journal of Academic Essays, Special Issue, 168-179, 2017 ISSN (online): 2183-1904 ISSN (print): 2183-3818 www.euroessays.org Special Issue: 2 nd International Conference on Economics & Banking 2016 (2 nd ICEB) The Effects of Compensation and Career Development toward Job Satisfaction of Employees Rr. Watie Rachmawati Management Study Program School of Business Ekuitas (STIE Ekuitas) Bandung, Indonesia watieroro@yahoo.com ABSTRACT In this study the problem under study is given to employee compensation is not in accordance with the workload, responsibilities and job performance of employees insurance, health care and welfare of their employees are still lacking, System pattern clearly is not regulated information career development opportunities are not open to every employee. Respondents this study were all employees' PT Pos Indonesia Bandung Area Y. This research aims to analyze the impact of Compensation and Career Development toward Job Satisfication instrument used to obtain the data. To test validity, this research uses factor analysis and to test the reliability uses standard of apha 0,6. Linear regression is used as analysis method. To test the influence of variable partially uses significancy test as 5 percent, Object of this research is the official employee at PT Pos Indonesia Area Y of Bandung with 85 peoples as population and used census with the result all population become a sample. From the result of research that career development and compensation has good enough relationshipand simultanously to the job satisfaction. Key words: compensation, career development and job satisfication ABSTRAK Dalam penelitian ini masalah yang diteliti diberikan kompensasi karyawan tidak sesuai dengan beban kerja, tanggung jawab dan prestasi kerja asuransi karyawan, perawatan kesehatan dan kesejahteraan karyawan mereka masih kurang, pola sistem jelas tidak diatur peluang pengembangan
karir informasi yang tidak terbuka untuk setiap karyawan. Responden penelitian ini adalah seluruh karyawan PT Pos Indonesia Bandung Lokasi Y. Penelitian ini bertujuan untuk menganalisis dampak Kompensasi dan Pengembangan Karir terhadap instrumen Kepuasan Kerja digunakan untuk mendapatkan data. Untuk menguji validitas, penelitian ini menggunakan analisis faktor dan untuk menguji kehandalan menggunakan standar APHA 0,6. Regresi linear digunakan sebagai metode analisis. Untuk menguji pengaruh variabel secara parsial menggunakan uji signifikansi 5 persen, Objek penelitian ini adalah pegawai pada PT Pos Indonesia di Area Y dari Bandung dengan sampel sebanyak 85 orang dimana semua populasi dijadikan sampel (sensus). Dari hasil penelitian bahwa perkembangan karir dan kompensasi memiliki hubungan yang cukup baik secara simultan dengan kepuasan kerja. Kata kunci: kompensasi,pengembangan karir dan kepuasan kerja Introduction Human resource management is an asset that must be managed properly by the company. Human Resources has an important role in achieving the company's goals. Based on this implied that the success of the company entirely too dependent on the level of involvement of employees in the activities and achievement of the goals of the company itself. The importance of human resources is as a valuable asset to the company, so the employee satisfaction is an important thing that should be preserved and developed. One of the main causes of the creation of job satisfaction is the provision of compensation, compensation be noticed as a reasonable compensation for the award to the work that has been done by the employees. The higher the compensation, welfare of employees is increasing, it motivates employees in the work and be responsible for their work as well as the impact on employee satisfaction at work. Compensation factor is one of the factors that influence employee satisfaction. Compensation reflects the organization's efforts to maintain its human resources. Compensation the better it will encourage employees to work better and more productive because in this way the employees feel their work is valued by the leader. Compensation in accordance with what the employee has done will encourage employees to work well and be more responsible with what they do. Career development is one of the other determinants of job satisfaction of employees. With an effective career development, would improve job satisfaction of the employees themselves. Create an expected high job satisfaction, it will be able to increase the productivity of the company's work. Pos Indonesia is as a state-owned enterprises (SOEs) engaged in the delivery of services and the largest in Indonesia. Currently, Pos Indonesia form of business entity is a limited liability company and is often referred to by PT Pos Indonesia. PT. Pos Indonesia (Persero) is also a company engaged in the letter-post, parcel, logistics and financial services. Based on the direct interviews to employees of PT Pos Indonesia area Y compensation given to employees is still not, there is a mismatch between workload is not in accordance with the employee's responsibilities and performance and a wide range of insurance, health care and it is still not the welfare of employees. Similarly, the career development of PT Pos must consider the needs of employees will be able to improve career development and job satisfaction of individual employees. According to the interview career development problems in PT Pos Indonesia is the company has not set out clear about the system of career patterns. This is evident from a system that has been running has not met expectations between employees and the company, the information available 169
career opportunities are less open to employees. The issue of compensation and career development may hamper the company's goals in improving job satisfaction of employees that could eventually hamper the company's goals. This research aims to examine and analyze: 1. Knowing how compensation in PT Pos Indonesia Bandung Area Y 2. Knowing how career development in PT Pos Indonesia Bandung Area Y 3. Knowing how job satisfaction in PT Pos Indonesia Bandung Area Y 4. Determine the influence of compensation on employee job satisfaction in PT Pos Indonesia Bandung Area Y 5. Determine the influence of career development on employee job satisfaction in PT Pos Indonesia Bandung Area Y 6. Determine the influence of compensation and career development on employee job satisfaction in PT Pos Indonesia Bandung Area Y. Theoretical basis Compensation Definition of Compensation Management compensation should be good and right, so that the compensation can provide job satisfaction to employees. So that job satisfaction is biased stimulates an increase in labor productivity. Hasibuan (2013: 118) Compensation is all the opinions in the form of money, goods directly or indirectly received by employees in exchange for remuneration granted to the company. According to Dessler (2009: 46) Compensation is all forms of payments or gifts given to employees and emerged from their work. Based on some of the above definition, it can be concluded that the compensation is everything received by the employees for the work that has been done to the company. Compensation is the company's remuneration to employees. Types of Compensation According Hasibuan (2013: 118) Compensation to differentiate into two, namely direct compensation (direct compensation) in the form of salaries, wages and wage incentives and compensation indirectly (indirect compensation) or employee walfare or welfare of employees. 1. Salary is paid periodically reply to permanent employees as well as having a definite assurance. That is, wages will continue to be paid even if the worker is absent from work. 2. Wages are the remuneration paid to the daily pekerka by referring to the agreement agreed to pay. 3. Wages are additional incentive remuneration granted to certain employees whose performance on standard achievement. 4. Benefit and service are additional compensation (financial or non-financial) provided berdasarjan discretion of the company to all employees in an effort to improve their welfare. Compensation components The components of compensation according to Sagala and Rivai (2013: 744) includes: a. Salary Salary is the remuneration in the form of money received by employees as a consequence of his position as an employee to contribute energy and mind to achieve company goals. b. Wage 170
Wages are a direct finnasial rewards paid to employees' based on the hours worked, the number of goods produced or the number of services provided c. Incentive Incentives are direct remuneration paid to employees for exceeding performance standards specified d. Indirect compensation (Fringe Benefit) Fringe Benefit an additional compensation granted under company policy to all employees in an effort to improve the welfare of employees. Career development Definition of Career Development Changes in business strategy in the future mentut do training and development to improve existing performance and to anticipate future needs. Employee development efforts become one of the important factors that determine the success or failure of an organization. According Siagian in Rivai & Sagala (2013: 263) Career development is the process of improving the ability of individual work that is accomplished in order to achieve a career that is cooled by Dessler (2009: 4) career is a job position of a person for many years. Employee career development in general lines can be classified into two main groups, eprtama basis of seniority and merit or achievement system. Use these methods must comply with the demands of diorganisasinya conditions. It can be concluded that career development is a continuous process through which individuals through personal efforts in order to realize the goal of career planning adapted to the conditions of the company. Job satisfaction Definition of Job Satisfaction Satisfaction is something individual. Each individual has a level of satisfaction varies in accordance with the desire to be achieved by him. The higher the desire for achievement of the work, the higher the satisfaction with the activity. Thus, satisfaction is the result of self-evaluation on the level of interest that should be achieved. Some experts express their opinions about the definition of job satisfaction. According to Robbins (2009: 40) Job satisfaction is a positive feeling about the work that is the result of the evaluation of its characteristics, according to Keits Devis in Mangkunegara (2011: 117) Job satisfaction is the favorableness or unfavorableness Reviews their work with employees view which means feelings of support or not support experienced employees in the work. 171
No. Research Title Research Result 1. The Influence Campaign Against Compensation and Employee Satisfaction at PT Altrak 78 Pekanbaru. Source: Fiadzin,C. (2012) Economics Faculty of Riau University 2. The Effect of Financial Compensation, Promotions, Working Environment on Job Satisfaction of employees at Parigata Resort and Spa Sanur Bali. Source: Setiawan, O. (2013) 1. Compensation and Promotion simultaneously positive and significant impact on employee job satisfaction by contributing effect of 81.6%. 2. Partially compensation as measured by indicators of salaries, incentives, bonuses, insurance and work facilities and significant positive effect on employee job satisfaction because t hitung > t count ie 11,424> 2,012. 3. Partially Promotions measured by honesty, discipline, achievement, loyalty and kompentesi positive and significant impact on employee job satisfaction because t count > t table namely 3.598> 2.012. 1. Simultaneously variable Financial compensation, promotion, work environment is positive and significant impact on job satisfaction and contribute to the effect of 82%. 2. Financial compensation Partially positive and significant impact on job satisfaction because t count > t table namely Similarities and differences Similarities Variable X (compensation). Variable Y Satisfaction Variable X (compensation). Differences Variable X 2 dan Research Object - Research Object. - X 3 is the Work Environment. - Compensation is examined as a whole not just financial compensation, promotions Position 172
Economic Faculty of Udayana Bali University, Indonesia. 7.337> 1.67. 3. Partially Promotions positive and significant impact on job satisfaction because t count > t table namely 3.796> 1.67. 4. Work Environment Partially positive and significant impact on job satisfaction because t count > t table ie 2.51> 1.67. Framework of Thought Compensation (X1) Job Satisfaction (Y) Career Development (X2) Research Hypothesis 1. Compensation positive influence on employee job satisfaction. 2. Positive Development effect on employee job satisfaction 3. Compensation and Career Development has positive effect on employee job satisfaction. Research Method This research was conducted at PT Pos Area Y Bandung, variables used in this study a compensation variable (X1), career development (X2), job satisfaction (Y) as the dependent variable. The method used in this research is descriptive method according to Umar (2013: 22), this method aims to describe the nature of something that is ongoing at the time of the study and examine the causes of the symptoms. And associative method where according Sugiyono (2012: 89) states associative research is a statement showing conjecture about the relationship of two or more variables. According to Sugiyono (2009: 115) The population is generalization region consisting of objects or subjects that have certain qualities and characteristics defined by the researchers to learn and then drawn conclusions. In this study population is all employees at PT POS Indonesia Bandung Area Y as many as 85 employees. 173
According to Sugiyono (2009: 116) the sample is part of a number of characteristics possessed by this population. Respondents were drawn were selected in this study were men and women of all ages and educational backgrounds are different. The sample used is the entire amount of the population that is 85 employees with engineering samples of saturated or census. Analysis Research Instruments a. Validity Test One technique used in testing the validity of using Pearson correlation, with the following formula. N = Number of sample r =Pearson correlation coefficients between items instruments will be used with the variable in question X = item score Y = total score of variable X for each respondent b. Reliability Test According to Umar (2013: 58) Test reliability is the degree of accuracy, precision or accuracy shown by the measurement instrument. The reliability of measurement used by the author is the one shoot or measurement only once ie measurements made once and then the results were compared with a bunch of total scores. SPSS provides the facility to measure reliability, with a Cronbach Alpha test statsistik. A construct or variable is declared reliable if the Cronbach Alpha value of 0.6. Reliability test criteria if Cronbach Alpha> 0.6 Multiple Regression Test Data observations usually are not only caused by one variable but several or even many variables. In general, the observed data Y are influenced by dependent variables X 1, X 2, X 3,. X n, so that the general formula of multiple linear regressions is Y = a + b X 1 + c X 2 + + k X k Correlation analysis Correlation analysis is useful for determining a quantity that expresses how strong the relationship of a variable with other variables. So, regardless of whether a particular variable depends on other variables. Symbol magnitude of correlation r-called correlation coefficient symbol while the parameters ρ (rho read) the correlation coefficient equation is: 1. If the value of r > 0 means that there has been a positive linear relationship, ie the greater the value of variable X (Independent), the greater the variable Y (Dependent), or the smaller the variable X, the smaller the value of variable Y. 174
2. If the value of r > 0 means that there has been a negative linear relationship ie the smaller the value of variable X, the greater the value of variable Y, otherwise the greater the value of variable X, the smaller the value of variable Y 3. If r = 0 means no correlation at all between variable X with a bunch of variable Y 4. If the value of r = 1 or r = -1 means that there has been a perfect linear relationship is a straight line The formula used by Sugiyono (2012: 228) is: n XY X Y r = (n X 2 ( X) 2 ) (n Y 2 ( Y) 2 ) Information : r n X Y X Y X 2 Y 2 = Correlation Coefficient = Number of respondents = Score total respondents question the variable X = Score total respondents question the variable Y = Total score in the variable X = Total score in the variable Y = sum of squares of each variable X = sum of squares of each variable Y Coefficient Determination Analysis The coefficient of determination used to determine how much influence the independent variable on the dependent variable. The formula used for the testing coeffisient determination is: Kd = r 100 % Research Result a. Validity Test 1) The validity of the item in question to variable compensation (X1) Compensation Questionnaire Validity of Test Results (X1) Statement r count r table Result Statement 1 0.518 0,1726 Valid Statement 2 0.518 0,1726 Valid Statement 3 0.495 0,1726 Valid Statement 4 0.304 0,1726 Valid Statement 5 0.576 0,1726 Valid Statement 6 0.406 0,1726 Valid Statement 7 0.547 0,1726 Valid Statement 8 0.576 0,1726 Valid Statement 9 0.409 0,1726 Valid Statement 10 0.289 0,1726 Valid Statement 11 0.547 0,1726 Valid 175
The table above shows that the 11-item statement above all valid 2) The validity of the item in question to variable Career Development (X2) Validity of Test Results Career Development Questionnaire (X2) Statement r count r table Result Statement 1 0.571 0,1726 Valid Statement 2 0.571 0,1726 Valid Statement 3 0.684 0,1726 Valid Statement 4 0.581 0,1726 Valid Statement 5 0.628 0,1726 Valid Statement 6 0.368 0,1726 Valid Statement 7 0.364 0,1726 Valid The table above shows that the statement item 7 above all valid 3) The validity of the item in question to variable Job Satisfaction (Y) Validity of Test Results Job Satisfaction Questionnaire (Y) Statement r count r table Result Statement 1 0.491 0,1726 Valid Statement 2 0.654 0,1726 Valid Statement 3 0.639 0,1726 Valid Statement 4 0.545 0,1726 Valid Statement 5 0.720 0,1726 Valid Statement 6 0.540 0,1726 Valid Statement 7 0.687 0,1726 Valid Statement 8 0.577 0,1726 Valid Statement 9 0.605 0,1726 Valid Statement 10 0.696 0,1726 Valid Statement 11 0.709 0,1726 Valid Statement 12 0.569 0,1726 Valid b. Reliability Test Results Variabel Alfa Cronbach Criteria Explanation 0.730 > 60 Reliable Compensation 0.750 >60 Reliable Career development 0.760 >60 Reliable Job satisfaction Multiple Regression Analysis Regression Equation Coefficient Value Calculation Coefficients a Results 176
Model Unstandardized Coefficients Standardized Coefficients t Sig. B Std. Error Beta (Constant).891.404 2.207.030 COMPENSATION.196.107.162 1.824.071 1 CAREER DEVELOPMENT.560.096.516 5.816.000 Y = 0,891 + 0,196 X 1 + 0,560 X 2 The above equation can be interpreted as follows: a = 0.891 means that compensation and career development to be zero (0), then the job satisfaction will be valued at 0.891 units b1 = 0.196 means that if the compensation increases by one unit and the other variables constant, then the job satisfaction will increase by 0.196 units b2 = 0.560 means that career development increased by one unit and the other variables constant, then the job satisfaction will increase by 0.560 units Correlation Coefficient Analysis With the help of application programs obtained SPSS output of the correlation coefficient is as follows: Based on interpretation of the correlation coefficient table presented above, the correlation coefficient of 0.567 shows the relationship was good enough between the independent variables simultaneously with the dependent variable. Coefficient of determination Analysis Calculation Correlation Coefficient Values Results Product Moment Model Summary b Model R R Square Adjusted R Square Std. Error of the Estimate 1.567 a.322.307.49547 a. Predictors: (Constant), CAREER DEVELOPMENT, COMPENSATION b. Dependent Variable: JOB SATISFACTION 177
Kd = r 2 100 % = 0,567 2 100% = 0,322 100% = 32,2% The coefficient of determination of 32.2% means that compensation and career development 32.2% effect on job satisfaction, and the remaining 67.8% is influenced by other variables not examined in this study. Conclusion 1. Compensation at PT Pos Area Y Bandung is given to the employees not fit with the workload, the minimum wage level and competence of employees. 2. Career Development at PT Pos Area Y Bandung has not been expected so that respondents Career Development needs to be increased back so that employees feel appreciated for its performance. 3. Job Satisfaction at PT Pos Indonesia has not been expected by respondents so that job satisfaction of employees needs to be improved to achieve company s targets. 4. The influence of Compensation at PT Pos Indonesia Bandung Area Y is given indirectly in the form of facilities for companies such as, parking lots, rest areas, and incentives provided by the company to its employees. This is important because it can improve employee job satisfaction. 5. The influence of Career Development at PT Pos Indonesia Bandung Area Y is provided by information about career opportunities to improve the spirit of work, but providing information about career opportunities have not been expected by the employees. This is important because career opportunities can increase job satisfaction. 6. The influence of Compensation (X1) and Career Development (X2) with a variable Y (job satisfaction) The coefficient of determination of 32.2% means that compensation and career development 32.2% effect on job satisfaction and the remaining 67.8% influenced by other variables not examined in this study. References Agus Dwi Nugroho, Kunartinah. (2012) Analysis of Effect of Compensation and Career Development Job Satisfaction With Mediation Work Motivation, Vol. 19, No. 2153.. Analisis Pengaruh Kompensasi dan Pengembangan Karir Terhadap Kepusan Kerja DenganMediasi Motivasi Kerja, Vol. 19, No 2 153. Dessler, G.(2009), Personnel Management, 3 rd Edition, publisher Erlangga. Manajemen Personalia, Ed.3, Penerbit Erlangga. Handoko, T. Hani. (2008). Personnel Management and Human Resources, Ed second, Yogyakarta: BPFE. Manajemen Personalia dan SumberDaya Manusia, Ed kedua, Yogyakarta : BPFE. 178
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