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THE EFFECT OF DISCIPLINE, LEADERSHIP, AND MOTIVATION ON EMPLOYEE

PERFORMANCE AT BPJS KETENAGAKERJAAN SULUT
PENGARUH DISIPLIN, GAYA KEPEMIMPINAN, DAN MOTIVASI TERHADAP KINERJA
KARYAWAN PADA BPJS KETENAGAKERJAAN SULUT
by:
Brigita Ria Tumilaar1
Faculty of Economics and Business
International Business Administration (IBA) Program
University of Sam Ratulangi Manado
email: [email protected]
Abstract: Discipline is one of the main factors that could affect the employee performance, because the absence of
discipline then all activities to be carried out will bring unsatisfactory results and not in line with expectations.
Leadership and motivation is also important to improving the performance of employee. The research aims to
examine and analyze the influence of discipline, leadership, and motivation on employee of BPJS Ketenagakerjaan
SULUT. Data collected through distribution of questionnaires to BPJS Ketenagakerjaans 45 employees. Classic
assumption test and multiple linear regression analysis, to verify and to prove the research hypothesis. Analysis
result demonstrates that discipline, leadership, and motivation simultaneously affect towards employee
performance, discipline and leadership partially affects employee performance, while motivation partially doesnt
affect employee performance. The company is expected to pay attention to what the needs and wishes of the
employees in terms of supporting the achievement of good performance.
Keywords: discipline, leadership, motivation, employee performance
Abstrak: Disiplin merupakan salah satu faktor yang dapat mempengaruhi kinerja karyawan, karena tanpa adanya
disiplin maka segala kegiatan yang akan dilakukan akan mendatangkan hasil yang kurang memuaskan dan tidak
sesuai dengan harapan. Kepemimpinan dan motivasi juga tidak kalah penting dalam meningkatkan kinerja
karyawan. Penelitian ini bertujuan untuk menguji dan menganalisis pengaruh disiplin, gaya kepemimpinan dan
motivasi terhadap kinerja karyawan BPJS Ketenagakerjaan SULUT. Pengumpulan data dilakukan melalui
penyebaran kuesioner pada 45 karyawan BPJS Ketenagakerjaan SULUT. Uji asumsi klasik dan analisis regresi liner
berganda, untuk menguji dan membuktikan hipotesis penelitian. Hasil analisis menunjukkan bahwa disiplin, gaya
kepemimpinan dan motivasi secara simultan bepengaruh signifikan terhadap kinerja karyawan, disiplin dan
kepemimpinan secara parsial berpengaruh signifikan terhadap kinerja karyawan, sementara motivasi secara parsial
tidak berpengaruh signifikan terhadap kinerja karyawan. Perusahaan sebaiknya lebih memperhatikan apa yang
menjadi kebutuhan dan keinginan para karyawan dalam hal menunjang hasil kinerja yang baik.
Kata kunci: disiplin, gaya kepemimpinan, motivasi, kinerja karyawan

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INTRODUCTION

Research Background
Human resource management is a very important aspect to support the sustainability of a company.
In the setting of an organization or company, a human resource management needs to be directed at a model
that can draw the full potential of the human resources for the organization or in other words the
management of human resources should be directed towards exploring the potential of human resources
capable to be able to contribute positive for the company or organization.
Human resources has a very important position given the organization's performance is influenced by
the quality of its human resources. Besides the natural resources of high -quality useful in motion adjustment
effort on climate change so quickly. If a company already has a strategy and objectives, the next step is to
plan what human resources that need to achieve that goal. Performance is an outcome that you want to
accomplish by every organization, both public and private organizations. Good organization is the
organization that has been able to create a good performance. To achieve performance opportunities and
challenges of an increasingly competitive business environment in the achievement of corporate objectives,
the management of human resources should be directed to become thinkers and running of the company as
well as being determinant for implementing sustainable business continuity.
Success or failure of an employee in the work will be known if the company or organization
concerned implement performance appraisal system. Performance is the result of work that can be achieved
by a person or group of people in an organization, in accordance with the authority and responsibility of
each in an effort to achieve the goals of the organization in question legally, do not violate the law and in
accordance with the moral and ethics. So performance is important for the company or organization as well
as from the employees themselves. Employee performance is influenced by several factors related both to
the workers. Successful leaders not only can carry out the work quickly but also able to carry out all the
tasks there well. The relationship between employees with leadership are factors that also affect employee
performance in an attempt to obtain. Poor relationship between leaders and employees can lead to its own
fault for employees. In addition to labor discipline and leadership, motivation is also important in improving
employee performance. Motivation can be a driver of a person carrying out an activ ity in order to get the
best results. Therefore do not be surprised if the employees who have high work motivation usually has a
peak performance.
BPJS Ketenagakerjaan (Badan Penyelenggara Jaminan Sosial Ketenagakerjaan) is a public program that
provides protection for the workforce to cope with the risk of certain socio economic and its implementation
mechanisms of social insurance. As state institutions engaged in social insurance BPJS Ketenagakerjaan formerly
PT Jamsostek (Persero) is implementing the social security legislation of labor. To improve employee
performance on BPJS Ketenagakerjaan SULUT should consider work discipline, leadership and motivation.
Referring to the above description, the authors raised the title of the study "The Effect of Di scipline,
Leadership and Motivation on Employee Performance (Case Study of BPJS Ketenagakerjaan SULUT)".
Research Objectives
This research aims are to determine the effect of :
1. Discipline, leadership and motivation influence simultaneous on employee performance in BPJS
Ketenagakerjaan SULUT.
2. Discipline on employee performance in BPJS Ketenagakerjaan SULUT.
3. Leadership on employee performance in BPJS Ketenagakerjaan SULUT.
4. Motivation on employee performance in BPJS Ketenagakerjaan SULUT.

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THEORITICAL REVIEW

Human Resource Management

In this increasing competitive world where satisfaction of workers needs is the center of attention for both
private and public organizations, there is need to employ the most appropriate strategies and techniques in order to
achieve organizational objectives and goal hence human resource management has become a popular management
paradigm. According to Storey (2001:5). Human resource management has two versions; a hard one stressing the
idea of resource as something to be placed under tight strategic control and the economic position of theory X
while the soft model is based on control through commitment as prescribed by theory Y. The soft version stresses
the term human as something to be nurtured by winning its commitment, because doing so ensures its increased
contribution to the organizations objective and resultant goal (Truss, 1997). The human resource management
paradigm, specifically the soft model is of valuable importance to this study due to its centrality in nurturing the
human resources in order to win their commitment for good performance and resultantly attain the organizational
objectives and the overall goal.
Discipline Theories
Discipline is the capital required to reach the desired goal. So the very existence of the discipline of
work required in a company, because in an atmosphere of discipline an organization or agency will be able
to implement its programs achieve established goals. Chien (2004) argued that learning activities factors
provide an understanding of the discipline in an orderly situation in which people who is members of an
organization complies with the rules that have been given voluntarily. Furthermore, he also defined
discipline as the process of directing or controlling the desire of driven interests in order to achieve the goals
that leads to a better action. Cole (2008) found that employee attributions play a significant role in
determining employees perceptions of fairness in the discipline context. In a practical sense, the study
contributes to a strategy, whereas training might be useful to increase the awareness of employees to work
discipline and helps managers in creating a positive work atmosphere. It can be concluded that discipline is a
key issue in the operation of an organization as it assists the organization to accomplish specific targeted
goals.
Leadership Theories
Organizations have been with humanity more that two centuries but despite the perceived influence of
leadership on organizational performance, empirical research into leadership only commenced in the 1900s. Since
the generation of interest in the concept, the body of knowledge has been growing fast with some over 350
definitions on the subject matter (Hamidifar, 2009). According Bass & Avolio (2002) indicated that relationship
between transactional leaders and the employees can be reflected from three aspects. These are: (1) leaders
understands employees desire and communicate with them to explicate what types of reward will be bestowed
upon in the quest of expected performance; (2) leader exchanges the efforts and accomplishment of the employees
with rewards; and, (3) leaders responsiveness to the employees self-interest on the condition that it is consistent to
ones accomplishment. It can be concluded that a good leader understands the importance of employees in
achieving the goals of the organization, and that motivating these employees is of paramount importance in
achieving these goals.
Motivation Theories
A motivated and qualified workforce is crucial to increase productivity and the quality of the organizational
services in order to achieve organizational objectives. The challenge and dilemma for many managers is how to
create this type of motivation (Dieleman and Toonen, 2006). While there are many theories surrounding the notion
of motivation, two distinct areas of motivation are usually mixed. That is the emphasis placed on motivation to be
rooted in a job and motivation to perform. Daft (2000:11) motivation can be defined as the power that comes from
within or from outside the person and evokes passion and perseverance to achieve something to be desired. It can
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be concluded that worker motivation and productivity as a part of the duty of a manager is to channel motivation
collar achievement of organizational goals.
Performance Theories
An organization requires human resource support as key to achieving the goals set. Qualified human
resources will help advance the organization as a container increase labor productivity. Strategic position to
improve the productivity of the organization is the employees, the individuals who work in an organization
or company. Performance is the measurement of result said Robbins (1984:99) in the working performance, to
reward people in company requires some agreed upon criterion for defining their performance. According to
Keijzers (2010) job performance also has its implications the measurement of job performance is mostly not
objective. A high quality of work life is one of that offers the individual such thing as adequate and fair pay for a
job well done, safe and healthy working life condition. It can be concluded that employees as individuals and
members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals,
an example of these approaches are planning work and setting expectations, continually monitoring performance,
developing the capacity to perform, periodically rating performance and rewarding good performance.
Previous Researchers
Setyaningdyah, et.al. (2013) in their article The Effects of Human Resource Competence, Organizational
Commitment and Transactional Leadership on Work Discipline, Job Satisfaction and Employee Performance.
Dauda Abdulsalam & Mohammed Abubakar Mawoli (2012) in their article Motivation and Job Performance of
Academic Staff of State Universities in Nigeria: The Case of Ibrahim Badamasi Babangida. Abdulahi Ali, et.al.
(2013) in their article The Effect of Leadership Behaviours on Staff Performance in Somalia.
Conceptual Framework
Discipline (X1)

Leadership (X2)

H2
H3

Employee Performance
(Y)
H4

Motivation (X3)
H1

Figure 1. Conceptual Framework

Source: processed data, 2015
Research Hypothesis
The formulation of the problem and the conceptual framework described above framework, the hypothesis is
formulated as follows:
H1 : Discipline, leadership and motivation influences on employee performance in BPJS Ketenagakerjaan
SULUT simultaneously.
H2: Discipline influences on employee performance in BPJS Ketenagakerjaan SULUT partially.
H3 : Leadership influences on employee performance in BPJS Ketenagakerjaan SULUT partially .
H4 : Motivation influences on employee performance in in BPJS Ketenagakerjaan SULUT partially.
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RESEARCH METHOD

Type of Research
The type of this research is categorized as associative research. This study is aimed to analyze the
effect of discipline, leadership and motivation on employee performance.
Place and Time of Research
Research object was at employee BPJS Ketenagakerjaan SULUT. The research was conducted in Manado
between January May 2015.
Population and Sample
Population is a generalization region consisting of the object-subject has certain characteristics and the
quantity applied by researchers to be learned and then drawn conclusions. The population in this study was the
employees of the BPJS Ketenagakerjaan SULUT which amounts to 80 people. Sample is part of the population
studied. The sample is representative of most of the population studi ed. The numbers of samples in this
study were 45 respondents. The sampling method used is purposive non probability sampling. The decision
is sample encountered before the survey was conducted prospective respondents were given an explanation
of the research indicators in the form of statements that respondents results obtained from the sample will be
representative of the properties of the population.
Data Collection Method
1. Primary data refer to information obtained first-hand by the researcher on the variables of interest for the
specific purpose of the study. Individual provide information when interviewed, administered questionnaires, or
observed. Group depth interviews, or focus groups, are the other rich source of primary data.
2. Secondary data refer to the data gathered for some other purpose than the immediate study. Sometimes it is
called desk research while the primary data are called field research.
Data Analysis Method
Validity and Reliability Test
The reliability of a measure is established by testing for both consistency and stability. Consistency
indicates how well the items measuring a concept hang together as a set, Cronbachs alpha is a reliability coefficient
that indicates how well the items in a set are positively correlated to one another. Since reliable scales are not
necessarily valid, researchers also need to be concerned about validity. It assesses whether a scale measures what is
supposed to be measured. Thus validity is a measure of accuracy in measurement (Hair et, al 2010:10).
Test Classical Assumption
Multicollinearity
Multicollinearity test is to test whether the regression model found a correlation between the independent
variables. In a good regression model, there should not correlation between the independent variables.
Multicollinearity test is done by looking at the value of tolerance and the inflation factor.
Heteroscedasticity
Heteroscedasticity implies that the variances (i.e. - the dispersion around the expected mean of zero)
of the residuals are not constant, but that they are different for different observations. This causes a problem:
if the variances are unequal, then the relative reliability of each observation (used in the re gression analysis)
is unequal.

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Normality
Normality test aims to test the regression model whether the dependent variable with several independent
variables has a normal distribution or not. Normality test is a method for testing whether a specified probability
distribution resulted in a given data sample from a population.
Multiple Linear Regression Analysis Models
In connection with the problems analyzed in this study consists of three independent variables and
one dependent variable, the analysis tool used is multiple regression analysis. This method is used to
determine how much influence discipline (X1 ), leadership (X2), motivation (X3 ), employee performance (Y),
either simultaneously or partially. The formula for multiple regression analysis met hod is as follows:
Y = b 0 + b 1 X 1 + b 2 X2 + b 3 X3 + e
Where
Y
X1
X2
X3
b0

=
=
=
=
=

b1 3
e

=
=

Employee Performance
Discipline
Leadership
Motivation
Intercept which describes the average effect of all the variables included in the model to the
brand loyalty variable (Y)
Regression coefficient
error tern
RESULT AND DISCUSSION

Validity and Reliability Test

Result is visible that significant value for each statement is < alpha which is 0.05. Hence it can be
concluded that every statement is valid. Cronbach alpha value for every statement > 0,6 for the conclusion
shows that every statement is reliable.
Classical Test Assumptions
Multicolinearity Test
Table 1. Multicolinearity Test
Model
Collinearity Statistics
Tolerance
VIF
(Constant)
Discipline
.933
1.072
Leadership
.922
1.085
Motivation
.892
1.121
Source : SPSS output data processed, 2015
Result of collinearity statistics, it is visible on output coefficient model, that multicolinearity Y doesn't
happen if value VIF VIF < 10. The calculation results in VIF value for discipline (X 1), leadership (X2), and
motivation (X3) are 10. So it can be concluded that no multicolonearity happens in the regression model.

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Heteroscedasticity Test

Brigita Ria Tumilaar. The Effect of Discipline

Figure 2. Heterosdascity Result

Source : SPSS output data processed, 2015
Picture above is scatterplot graphic designated to heterocesdastisity examination that shows dots that
spread randomly without exact formed patterns as well as the spread of the dots is under and upper number 0 at Y
axis. It identifies that heterocesdastisity doesnt happen on regression model so that the model is applicable to
predict employee performance variable (Y).
Normality Test

Figure 3. Heterosdascity Result

Source : SPSS output data processed, 2015
Picture above depicts that normal graphic P-P of regression standardized residual the proliferation of
data around diagonal line. The proliferation follows the direction of its diagonal graphic. Hence regression
method used in this research measures up for normality assumption.
Multiple Regression Analysis Method
The calculation results by using SPSS, it is visible from the table below on the part Coefficient, the
resulting regression model is:
Table 2. Multiple Regressions
Model
Unstandardized
Coefficients
1 (Constant)
Discipline
Leadership
Motivation

B
3.694
.251
.648
.224

Std. Error
4.160
.136
.150
.173

Source : SPSS output data processed, 2015

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From the table above, we get the equation for multiple linear regression:
Regression Model: Y = 3.694 + 0,251 X1 + 0.648 X2 + 0.224 X3 + e
Shows that independent variable discipline (X 1), leadership (X2), and motivation (X3) in the regression model can
be described if one independent variable change into 1 (one) and the others are constant, then the change of
dependent variable Y (employee performance), are as large as coefficient value (b) of the independent variable.
Constanta () 3,694 gives us an understanding that if discipline (X1),, leadership (X2), and motivation (X3) do not
undergo any change all at once or are equal to 0, then the Employee Performance (Y) is 3,694 each.
If value b1 which is correlation coefficient of discipline (X 1) 0,251 means to have positive impact on
dependent variable (Y) or in other words, if discipline variable (X 1) increases 1 point, then employee performance
(Y) will likewise increase up to 0,251 with the assumption that the other variables are constant. If value b2 which is
the correlation of leadership (X2) 0,648 which means to have positive impact on dependent variable (Y) means that
if the variables leadership (X2) increase 1 point, then employee performance (Y) will also increase up to 0.648 with
the assumption that the other variables are constant. If value b3 which is the coefficient correlation of motivation
(X3) 0.224 which means to have positive impact on the dependent variable (Y) indicating that if variable motivation
(X3) increases one point, then employee performance will increase by 0224 in the assumption that the other
variables are constant. Hence it is obvious that ever time a change in discipline Factor (X 1), leadership (X2), and
motivation (X3) happen, they can impact the employee performance (Y).
Coefficient Determination (r2)
Table 3. r2
R
Adjusted R
Square
Square
a
.668
.446
.405
1
Source : SPSS output data processed, 2015
Model

Std. Error of
the Estimate
1.75236

The calculation by using SPSS 20 Program, it is visible that value (R) we get is 0.668 which means to
have strong enough relationship. Adj R Square Value is 0.405 or 40.5%. It means the effects of all independent
variables: discipline (X1), leadership (X2) and motivation (X3) toward independent variable employee performance
is 40.5% and the rest 59.55 is affected by other variables.
Hypothesis Testing
Hypothetical Formula which is examined with the significance stage used in this research is 5% or = 0,05.
Therefore, the result of this research is:
Simultaneously (F-test)
On the table below it is visible that F Examination to examine all the independent variables effect
discipline (X1), leadership (X2) and motivation (X3) that will affect variable employee performance (Y).
Table 4. F-test result
F
Sig.
10.986
.000b
Source : SPSS output data processed, 2015

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The analysis regression result using SPSS 20.0 results in 0.000 < 0.05. Therefore it can be concluded that
H0 is rejected or Ha is accepted. It indicates discipline (X1), leadership (X2), and motivation (X3) all at once affect
significantly towards employee performance (Y).
Partially (T-test)
Table 5. T-test result
Model
1

(Constant)
.888
Discipline
1.843
Leadership
4.317
Motivation
1.296
Source : SPSS output data processed, 2015

Sig.
.380
.007
.000
.020

T-test is used for the significance of the impact of independent variables towards dependent variables in
respective resulting. Thus T-test T is used for examining each independent variable towards dependent variables.
From the result of T-test above it is visible that discipline (X1) is significant p-value = 0,007 < 0,05. Therefore, it
can be concluded that Ha and H0 result is not accepted or in other words discipline (X1) significantly affect the
employee. From the result of T-test above it is visible that leadership (X2) is significant p-value = 0,000 < 0,05.
Therefore, it can be concluded that Ha is accepted and H0 not accepted. In other words, leadership (X2) significantly
affect the employee performance (Y). From the result of T- test above it is visible that motivation (X3) is significant
p-value = 0,020 < 0,05. Therefore, it can be concluded H a is accepted and H0 not accepted. In other words
motivation (X2) significantly affect the employee performance (Y).
Discussion
Discipline is an asset needed in achieving everything. Thus the existence of discipline is extremely
needed in a company because in discipline situation, a company will be able to meet its work programs or achieving
the definite target. Work discipline is a tool used by manager to communicate with employee in order for them to
change their habits as well as to be an effort to increase consciousness and someones availability to comply with all
rules and social norms applied in the company. From the result of T-test above it is visible that discipline (X 1) is
significant p-value = 0,007 < 0,05. Therefore, it can be concluded that H a and H0 result is not accepted or in other
words discipline (X1) significantly affect the employee of BPJS Ketenagakerjaan SULUT. These result are
supported by Daft (2000) discipline is a form of obedience to rules, either written or unwritten that have been set .
Labor discipline on basically always expected to be a feature of any human resources in the organization , because
the organization will run discipline well and could reach its goal well.
A good leadership mirrors how big someones responsibility towards his/her job desks given to him to
motivate others. It urges job spirit and achievable goals for company and employees. Thus, leadership is an
important part in human resources management to increase employee performance. It is hard for a company to
achieve its goals, if its employees do not comply with the rules of the company. A companys discipline is called
good if most of its employees comply with all the existing rules. A leadership style determines discipline so that
employee performance could be increased. From the result of T-test above it is visible that leadership (X2) is
significant p-value = 0,000 < 0,05. Therefore, it can be concluded that H a is accepted and H0 not accepted. In other
words, leadership (X2) significantly affects the employee performance (Y) of BPJS Ketenagakerjaan SULUT. Thus,
if the leadership of the employee is high in directing and leading the company's performance employee will be
responsible in carrying out their duties. These results are supported by Bass (1985) that stating style of leadership is
behavior and strategy as the result of a combination of philosophy, skills , characteristics and attitudes that often
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applied a leader because he is trying to influence the performance of subordinates. Motivation is a strength that
appears from outside or inside someone that boost up spirit and persistence to achieve something we want. Employees
motivation will affect their productivity. It is managers duty to vent motivation to all employees bellow him so that targets can
be more achievable. In a company, the purpose in motivating others is to increase employee performance. From the result of Ttest above it is visible that motivation (X3) is significant p-value = 0,020 < 0,05. Therefore, it can be concluded Ha is accepted
and H0 not accepted. In other words motivation (X2) significantly affects the employee performance (Y) of BPJS
Ketenagakerjaan SULUT. These results are supported by Herzberg (1987) that motivation is a series of attitudes and values
that influence individuals to achieve things in accordance with the specific individual goals. Attitudes and values is something
that gives strength to be invisible and encourage the individual to behave in achieving goals.

CONCLUSION AND RECOMMENDATION

Conclusion
The conclusion of this research concluded as follows:
1. Discipline, Leadership, and Motivation simultaneously affect towards Employee Performance in Human
Resources Management of BPJS Ketenagakerjaan SULUT.
2. Discipline affects significantly towards employee performance in human resources management of BPJS
Ketenagakerjaan SULUT. The more disciplined someone, the more significant his job will be.
3. Leadership significantly affect employee performance in human resources management of BPJS
Ketenagakerjaan SULUT. Leadership style of a leader affects the fluctuation of employee performance.
The result proves that a leader who has good leadership style wi ll be able to increase employee
performance.
4. Motivation affects significantly on employee performance in human resources management of BPJS
Ketenagakerjaan SULUT. This result equals to the theory that the more motivated a person is, the higher
his work performance will be. For this reason, it would be better for management to increase motivation
which comes from within or outside of every employee.
Recommendation
The company is expected to pay attention to what the needs and wishes of the employees in terms of
supporting the achievement of good performance. For example, leaders who pay attention to the difficulties
subordinates and provide solutions to the problems encountered; always provide motivation periodically or
continuously as giving spirit and unyielding in carrying out the work; informs existing rules continuously so that the
problems associated with the discipline of work can be avoided; the company must make improvements to the
existing competence in order to be better in line with the development of the modern era and culture organization
that refers to high values and culture, and create a harmonious working atmosphere. All it aims to increase
performance better than ever.
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