PENGARUH BEBAN KERJA, KOMPENSASI DAN KEPEMIMPINAN TERHADAP KINERJA DENGAN KEPUASAN KERJA SEBAGAI VARIABEL INTERVENING

(Studi Pada Karyawan PT. Bank NTT Cabang Kefamenanu)

Abstrak

1. Bank NTT Cabang Kefamenanu merupakan suatu lembaga keuangan perbankan yang menitik beratkan pada penjualan jasa sehingga faktor sumber daya manusia sangat menjadi prioritas penting terutama dalam bidang pemasaran jasa, pelayanan merupakan kunci utama sehingga dituntut sumber daya yang optimal dari para pekerja dalam hal ini karyawan karyawati Bank NTT Cabang Kefamenanu. Berdasarkan data realisasi Tahun 2016, diketahui bahwa realisasi target PT. Bank NTT Cabang Kefamenanu cukup baik namun seringkali belum maksimal sesuai dengan tujuan organisasi. Sehingga manajemen perlu mengamati lagi apa yang menyebabkan hasil kerja belum maksimal. Rumusan masalah dalam penelitian ini adalah: 1) Bagaimana gambaran kepuasan kerja, kompensasi, beban kerja, kepemimpinan dan kinerja karyawan PT. Bank NTT Cabanng Kefamenanu; 2) Apakah beban kerja, kompensasi, kepemimpinandan kepuasan kerja berpengaruh terhadap kepuasan kerja karyawan PT. Bank NTT Cabang Kefamenanu; 3) Apakah beban kerja, kompensasi dan kepemimpinan berpengaruh terhadap kinerja karyawan PT. Bank NTT Cabang Kefamenanu? Penelitian ini dilakukan di PT. Bank NTT Cabang Kefamenanu. Populasi dalam penelitian ini adalah semua pegawai pada PT. Bank NTT Cabang Kefamenanu yang berjumlah 105 orang. Analisis data adalah analisis statistik deskriptif dan analisis statistik inferensial dengan aplikasi SEM Amos. Hasil analisis secara deskriptif menunjukkan bahwa, capaian variabel kepuasan kerja = 71,92; kinerja = 74,94; beban kerja = 69,6 kompensasi = 78,58 dan kepemimpinan = 72,84. Semua variabel berada pada kategori “Baik”. Hasil pengujian SEM menunjukkan bahwa, beban kerja (0,072; prob. 0,942); kompensasi (0,082; prob. 0,935); kepemimpinan (0,075; prob. 0,940) berpengaruh terhadap kepuasan kerja. Selanjutnyabeban kerja (0,076; 0,939), kompensasi (0,186; 0,076), kepemimpinan (0,422; 0,673) dan kepuasan kerja (0,478; 0,710) berpengaruh terhadap kinerja. Dari hasil kesimpulan di atas, maka saran yang dapat direkomendasikan oleh peneliti adalah Bank NTT hendaknya perlu memberitahukan sebelum memberikan tugas diluar dari tugas pokok karyawan, perusahaan diharapkan memperhatikan kenaikan posisi dalam bekerja dan memperhatikan posisi sesuai dengan kemampuan karyawan untuk meningkatkan kepuasan kerja dan gaji yang diberikan harus adil sesuai dengan pekerjaan yang dilakukan karyawan, diharapkan PT. Bank NTT selalu berupaya memberikan dukungan kepada karyawan dalam memaksimalkan kinerjanya dalam bekerja di perusahaan.

PT Bank NTT, Kefamenanu Branch, is a banking institution that primarily provides financial services. Therefore, human resources play a crucial role in the organization, particularly in service marketing, where service quality is a key factor. Employees are expected to perform optimally. Based on the 2016 performance realization data, PT Bank NTT, Kefamenanu Branch, achieved relatively satisfactory results; however, the targets were not always fully achieved in accordance with organizational objectives. Therefore, management needs to further investigate the factors contributing to less-than-optimal employee performance. This study aims to examine the following: (1) the profiles of job satisfaction, compensation, workload, leadership, and employee performance at PT Bank NTT, Kefamenanu Branch; (2) the effects of workload, compensation, and leadership on employee job satisfaction; and (3) the effects of workload, compensation, leadership, and job satisfaction on employee performance.This study was conducted at PT Bank NTT, Kefamenanu Branch, with a population of 105 employees. The data were analyzed using descriptive and inferential statistical methods, with Structural Equation Modeling (SEM) implemented through AMOS software. The descriptive analysis revealed that the scores for job satisfaction, employee performance, workload, compensation, and leadership were 71.92, 74.94, 69.64, 78.58, and 72.84, respectively. All variables were classified as “Good.” The SEM results indicated that workload (coefficient = 0.072; p = 0.942), compensation (coefficient = 0.082; p = 0.935), and leadership (coefficient = 0.075; p = 0.940) were examined in relation to employee job satisfaction. Furthermore, workload (coefficient = 0.076; p = 0.939), compensation (coefficient = 0.186; p = 0.076), leadership (coefficient = 0.422; p = 0.673), and job satisfaction (coefficient = 0.478; p = 0.710) were examined in relation to employee performance. Based on these findings, the researcher recommends that Bank NTT inform employees in advance when assigning tasks outside their primary responsibilities. The company should also provide greater attention to career advancement opportunities and ensure that employees are placed in positions that match their competencies to improve job satisfaction. Furthermore, compensation should be fair and commensurate with the work performed. PT Bank NTT is also expected to provide continuous support to employees to help them maximize their performance and contribute to organizational objectives.