E-ISSN: 2984-7435,
P-ISSN: 2984-7427
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DOI: https://doi.org/10.58631/jtus.v2i8.116 |
The Effect of Work Motivation and Work
Discipline on Employee Performance at PT Bank Mandiri
(PERSERO) Tbk Regional Office 2 Palembang
Electrina
Rahmadani1*, Marlina Widiyanti2*,
Muhammad Ichsan Hadjri3, Muhammad Yusuf4
1,2,3,4Sriwijaya University, Palembang, South
Sumatera, Indonesia
Email : [email protected]1*, [email protected]2*, [email protected]3, [email protected]4
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Abstract The purpose of this
research was to examine how
work motivation and work discipline
affect employee performance at PT Bank Mandiri
(Persero), Tbk, Regional Office 2 in Palembang.
In this
study, the population used was 150 employees at PT Bank Mandiri
(Persero), Tbk Regional Office 2 Palembang by calculating the sample size carried
out using the Saturated Sampling technique, including 40 people from the
finance department, 40 people from the
operation department, 35 people from the
credit and business support departments as many as 35 people. The sample was selected using the proportionate
random sampling technique,
which ensures that every employee
in the population has an equal chance
of being chosen as part of the random
sample. The multiple
linear regression analysis
results indicate that work motivation
and work discipline positively and significantly impact employee performance. Work motivation, it is expected that
in forming work team members, it needs to
be adjusted to the appropriate
level of education, appropriate work experience. Work discipline, the application of sanctions for employees who have been warned
not to repeat their mistakes. Employee performance is anticipated to consistently produce work outcomes that meet the company's
expectations. Keywords: Work Motivation, Work Discipline, Employee
Performance. |
INTRODUCTION
Human resources (HR) is
one of the assets owned by the company in carrying out its operational
activities and plays an important role in achieving the company's business
goals
PT Bank Mandiri
became the Company's Company stated in Deed No.9,
dated October 2, 1998, hereinafter referred to as PT Bank Mandiri
(Persero). PT Bank Mandiri (Persero) was formed under
Indonesia's banking restructuring program, initiated by the government. In July
1999, the merger of four government banks—Bank Bumi
Daya, Bank Dagang Negara, Bank Ekspor
Impor Indonesia, and Bank Pembangunan
Indonesia—resulted in the establishment of Bank Mandiri,
each playing an integral role in Indonesia's economic development. Since its inception, Bank Mandiri
has consistently improved its performance, evident from its profit rising from
Rp1.18 trillion in 2000 to Rp5.3 trillion in 2004. Additionally, Bank Mandiri initiated an initial public offering on July 14,
2003, offering 20% of its shares, equivalent to 4 billion shares (source:
www.bankmandiri.co.id).
Table 1. Employee Performance Achievement of PT. Bank Mandiri (Persero) Tbk Regional
Office 2 Palembang Building
|
It |
Unit |
Work Volume Target (%) |
Year |
||
|
2021 (%) |
2022 (%) |
2023 (%) |
|||
|
1 |
Dept. Finance |
120 |
115 |
119 |
124 |
|
2 |
Dept. Operation |
120 |
110 |
115 |
118 |
|
3 |
Dept. Credit |
120 |
112 |
117 |
122 |
|
4 |
Dept. Business Support |
120 |
110 |
114 |
117 |
Source:
Internal Data of PT Bank Mandiri Regional Office 2
Palembang, 2023
The data in Table 1. on four work units at
Bank Mandiri (Persero) Tbk
Regional Office 2 Palembang shows that performance increases continue to
increase yearly, with a work volume target set at 120%. In the Dept. Finance as
a public icon in the banking world, in th. In 2023,
the achievement of employee performance reached 124%, exceeding the target set
by management. Followed by a good increase in the Credit Dept. in 2023,
reaching 122%, while the Operation Dept. ranked 3rd in 2023. 2023 with the
realization of performance reaching 118%, and the Dept. Business Support
achieving 117% in 2023. This shows a good improvement in performance in several
units over the last three years.
PT. Bank Mandiri
Regional Office 2 Palembang is located at Jalan Kapten
A. Rivai No.1008 Palembang with a total of
approximately 1200 employees. In the implementation of service provision
and service activities, PT. Bank Mandiri Regional
Office 2 Palembang has tried to provide the best service for customer
satisfaction. Based on a preliminary study of work discipline taken from
employee attendance data, it shows that the number of employees of PT. Bank Mandiri Regional Office 2 in Palembang, which was late,
experienced a decline from 2021 to 2023. Employee attendance that is declared
on time is present until 07.30 WIB, but after 07.30 WIB, employee attendance is
declared late.
Employee attendance at PT Bank Mandiri (Persero), Tbk Regional
Office 2 Building Palembang experienced a decrease in the number of employees
who arrived late from 2021 to 178 people, in 2022 as many as 136 people and in
the third year in 2023, only 117 employees who were late. This shows the
positive influence of high work discipline on acquiring absenteeism. This
positive work discipline will be able to serve as a role model for other units
in a smaller scope.
Furthermore, to uphold and enhance Bank Mandiri's reputation, the bank has established a risk
control system and a mechanism for reporting complaints about disciplinary
violations. These violations encompass acts or signs of fraud, non-fraudulent
activities, and other infractions that may adversely affect customers and Bank Mandiri. This initiative aligns with the second pillar of
the Anti-Fraud Strategy (SAF), specifically the Detection Pillar, which forms
part of the fraud control framework, including mechanisms such as the Whistle
Blowing System (WBS). As part of its implementation, Bank Mandiri
has introduced a platform for reporting violations directly to the CEO, known
as the Letter to CEO (LTC).
Bank Mandiri
offers special rewards to exceptional employees through the Mandiri
Best Employee (MBE) program. This initiative represents the highest form of
recognition for Bank Mandiri employees who not only
excel in their performance but also serve as role models, actively influencing
their peers to surpass targets while embodying the core values of Trust,
Integrity, Professionalism, Customer Focus, and Excellence. This MBE assessment can be reflected in the employee's Key Performance
Indicator every year and has an impact on the employee's work motivation.
RESEARCH METHODS
The
data source used in this study is primary data, namely data collected by
researchers when conducting research in the form of questionnaire statements
distributed to all employees at PT Bank Mandiri
(Persero) Tbk Regional Office 2 Palembang.
In this study, the population used was 150
employees at PT Bank Mandiri (Persero), Tbk Regional Office 2 Palembang calculating the sample size
carried out using the Saturated Sampling technique, including 40 people from
the finance department, 40 people from the operation department, 35 people from
the credit and business support departments as many as 35 people. As per Sugiyono (2019), saturated sampling involves sampling all
members of a population. The sample is selected using the proportionate random
sampling technique, ensuring every member of the population (employee) has an
equal chance of being chosen as a random sample within the population itself.
RESULTS
AND DISCUSSION
1. The value of the work motivation variable (X1) is 7.672 and the
significance value is 0.000, then the > value is (7,672 > 1.976) or the
value (Sig.) is 0.000 < 0.05. This means that job placement has a
significant effect on employee performance at PT Bank Mandiri
(Persero), Tbk Regional Office 2 Palembang. This
proves that the first hypothesis that work motivation has a positive and
significant effect is acceptable.
2. The value of the work discipline variable (X2) is 6.758 and the
significance value is 0.000, then the > value is (6.758 > 1.976) or the
value (Sig.) is 0.000 < 0.05. This means that work discipline has a
significant effect on employee performance at PT Bank Mandiri
(Persero), Tbk Regional Office 2 Palembang. This
proves that the hypothesis of the two work disciplines has a positive and
significant effect is acceptable.
Discussion
The
Effect of Work Motivation on Employee Performance at PT Bank Mandiri (Persero), Tbk Regional
Office 2 Palembang
The findings from this study indicate that
work motivation positively and significantly influences employee performance,
thus confirming the acceptance of the first hypothesis. These results align
with previous research conducted by
Based on the respondents' feedback, the
indicator "I enjoy working with others rather than working alone"
received the lowest score. This suggests that some employees at PT Bank Mandiri (Persero), Tbk Regional
Office 2 Palembang may not feel entirely comfortable working with their current
team. The formation of a work team that does not support each other or the
existence of a less harmonious relationship between fellow employees results in
some employees preferring to work individually rather than as a team. The role
of superiors is also very necessary to contribute and support all employees to
form a solid work team and provide performance in accordance with the company's
expectations.
The respondents' high scores on indicators
related to producing excellent work results for the company suggest that
employees at PT Bank Mandiri (Persero), Tbk Regional Office 2 Palembang, are likely to deliver
outcomes that meet the company's targets and expectations. Employees of PT Bank
Mandiri (Persero), Tbk,
especially at the Regional Office 2 Palembang, have provided good work results
by providing work results and are able to achieve the targets set by the
company.
The
Effect of Work Discipline on Employee Performance at PT Bank Mandiri (Persero), Tbk Regional
Office 2 Palembang
The analysis results from this study indicate
that work discipline positively and significantly impacts employee performance,
thereby confirming the acceptance of the second hypothesis. These findings
align with prior research conducted by
Based on the respondents' responses to this
indicator, employees always come to the office according to the working hours,
showing the lowest value. It is suspected that some employees of PT Bank Mandiri (Persero), Tbk Regional
Office 2 Palembang, still arrive late, leave during working hours and do not
attend home. Some employees still arrive late or leave during working hours
without permission from their superiors. The implementation of this discipline
needs to be carried out in order to reduce employee turnover
in carrying out their duties and responsibilities in the company. Superiors
must be fair in giving reprimands and giving warning letters to employees who
continue to violate the rules imposed by the company repeatedly.
The respondents' responses to this employee
indicator worked in accordance with the established procedures and showed the
highest score. This shows that employees of PT Bank Mandiri
(Persero), Tbk Regional Office 2 Palembang, have
worked in accordance with the procedures and regulations set by the company.
Employees already understand what the responsibility is regarding the job desc
given. Employees make good contributions in accordance with expectations and are able to achieve in accordance with the company's
expected targets. This needs to be maintained and improved to provide good
achievements for the employees and the company.
CONCLUSION
Based on the research findings, work motivation and work discipline have
a positive and significant impact on employee performance at PT Bank Mandiri (Persero), Tbk Regional
Office 2 Palembang. High work motivation contributes to enhanced employee
performance, indicating that internal drive and enthusiasm to achieve excellent
results positively affect productivity and work efficiency. Additionally, good
work discipline plays a crucial role in improving performance, as employees who
adhere to rules and fulfill responsibilities tend to show better performance.
Therefore, both work motivation and discipline are key factors in achieving
optimal work outcomes at the company.
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|
Copyright holder: Electrina Rahmadani,
Marlina Widiyanti,
Muhammad Ichsan Hadjri,
Muhammad Yusuf (2024) |
|
First publication
right: Journal Transnational Universal Studies
(JTUS) |
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