Performance Analysis and Strategy for Improving Working

Achievement in Community Services in Police Office Sector

Patumbak Polrestabes Medan

Afdhal Junaidi

Master of Management Study Program, Universitas Sumatera Utara, Medan 20155, Indonesia

Keywords: Community service, Medan, North Sumatera, Police.

Abstract: The purpose of this study is to know and analyze what factors that significantly affect the low performance

achievement and alternative strategies that need to be implemented in Polsek Patumbak Polrestabes Medan.

Sample taken in this research is as many as 123 people and then tested data analysis by using Structure

Equation Modeling (SEM). This study concludes that the results of hypothesis testing show that leadership

style has significant effect on motivation, professionalism has significant effect on motivation, competence

has significant effect on job satisfaction, competence has significant effect on Job Performance, Leadership

Style has no significant effect on Job Satisfaction, Leadership has no significant effect on Work

Achievement, Self Efficacy has no significant effect on Motivation, Self Efficacy has no significant effect

on Job Satisfaction, Self Efficacy has no significant effect on Job Performance, Professionalism has no

significant effect on Job Satisfaction, Professionalism has no significant effect on Job Performance, Job

Satisfaction has no significant effect on Job Performance, Motivation has no significant effect on Job

Performance.

1 INTRODUCTION

Competence is an important and important variable

that must be possessed by a personnel in carrying

out his work, so that with the existing competence

can help a personnel to complete the work quickly

and accurately in accordance with the target set by

the leadership. Conversely, poor competence will

make it difficult for personnel to carry out the

workload they are responsible for, and this will

undoubtedly result in poor performance of the

personnel, which will automatically result in poor

performance of Patumbak Police.

Furthermore professionalism of personnel is also

urgently needed. The attitude and independence of

this professionalism will be attached to the time a

person is working to carry out basic tasks and

functions as a member of Police Patumbak.

Professional attitude of personnel is a reflection of

police norms and ethics. A professionally run code

of ethics will make controllers for personnel to

improve the quality of their performance.

Furthermore, Self-efficacy is needed in

developing the performance because with the

existence of Self Efficacy in the individual will

cause confidence in his ability to complete the job

given by the boss secata on time. Lee and Bobko in

Engko (2008), stated that individuals who have high

Self Efficacy will devote all their efforts and

attention to achieve the goals and failures that occur

and make the effort even more. If so, then it is very

clear that when Patumbak Police personnel have Self

Efficacy properties will certainly improve the

performance of personel.

Leadership is defined as the ability and skills of a

person who occupies the position as a leader of the

work unit to influence personel in achieving

organizational goals. If a leader has credibility and

vision - missions that are inconsistent with personnel

or subordinates, this will lead to lower performance

by subordinates. This may be because the thoughts

of the leaders and subordinates are not aligned.

Therefore, it is clear that leadership is one of the

most important factors in improving the

performance of Police personnel Patumbak.

However, all of these factors and variables will

also not be effective when they are not motivated.

Whoever the leader should provide motivation to

470

Junaidi, A.

Performance Analysis and Strategy for Improving Working Achievement in Community Services in Police Ofﬁce Sector Patumbak Polrestabes Medan.

DOI: 10.5220/0009904800002480

In Proceedings of the International Conference on Natural Resources and Sustainable Development (ICNRSD 2018), pages 470-477

ISBN: 978-989-758-543-2

each subordinate to achieve the desired goals.

Motivation is a motivation given by the leader to

encourage subordinates to have the spirit and can

achieve performance in accordance with that

expected by the leadership. Bad motivation is owned

by subordinates will make a problem for the

leadership in relation to the performance to be

achieved by subordinates. When the competence,

professionalism, Self Efficacy¸ and leadership style

owned by the leadership is good, but the lack of

leadership motivation, this can make the

performance of subordinates become less good.

Based on the above explanation, the purpose of

this study is To know and analyze the influence of

Leadership Style, Self Efficacy, Professionalism,

Competence to Motivation in Police Patumbak

Polrestabes Medan. To know and analyze the

influence of Leadership Style, Self Efficacy,

Professionalism, Competence to Job Satisfaction in

Patumbak Polrestabes Police Medan. To know and

analyze the influence of Leadership Style, Self

Efficacy, Professionalism, Competence to Job

Performance in Patumbak Polrestabes Polsek

Medan. To know and analyze the influence of Job

Satisfaction and Motivation on Job Performance in

Patumbak Polrestabes Polsek Medan.

2 RESEARCH METHOD

This research is a quantitative descriptive research

According to Nawawi (2003) descriptive method is

research methods that focus on actual problems or

phenomena at the time of the research, then describe

the factors about the problem being investigated as it

is accompanied by the interpretation rational and

accurate. Quantitative research is an approach to

empirical studies to collect, analyze, and display

data in numerical form rather than narrative. This

research is done by survey approach.

As for the population in this study is the

personnel who served in the Police Station Sector

Patumbak Polrestabes Medan, which amounted to

123 people. The sampling technique used in this

study is a saturated sampling technique, where the

entire population becomes a sample. This technique

was chosen because according to Hair, et al (2010)

the ideal sample size for Structural Equation

Modeling (SEM) is between 100 - 200 samples.

The analysis technique used in this research is

Structural Equation Model (SEM) which operated

through AMOS program. The reason for using SEM

is that SEM is a set of statistical techniques that

allows the measurement of a relatively complex set

of relationships simultaneously. A complete SEM

modeling basically consists of two main parts: the

Measurement Model and the Structural Model.

Measurement Model or measurement model to

confirm indicators of a latent variable as well as a

structural model that describes the causality

relationship between two or more variables.

Structural Model is a model of relationship structure

that forms or explains causality between factors.

This equation is formulated to express the

causality relationship between the various

constructs. The structural equation is basically

constructed with the following guidelines:

Motivation (Y1) = ß1X1 + ß2X2 + ß3X3 +

ß4X4 + z1

(1)

Job Satisfaction (Y2) = ß5X1 + ß6X2 +

ß7X3 + ß8X4 + z2

(2)

Job Satisfaction (Y2) = ß9Y1X1 +

ß10Y1X2 + ß11Y1X3 + ß12Y1X4 + z2

(3)

Working Performance (Y3) = ß13Y2X1 +

ß14Y2X2 + ß15Y2X3 + ß16Y2X4 + z3

(4)

Motivation (Y1) = ß17Y2 + z1 (5)

Motivation (Y1) = ß18Y3 + z1 (6)

The suitability of the model is evaluated through

a review of the various Goodness-Of-fit criteria. The

first action is to evaluate whether the data used can

meet SEM assumptions ie, sample size, Normality

and linearity, Outliers, Multicolinearity and

Singularity. Researchers tested using several fit

indexes to measure the correctness of the proposed

model. Some conformity indexes and their cut off

values are used to test whether a model is accepted

or rejected, ie Chi Square Statistics (χ2), RMSEA

(The Root Mean Square Error of Approximation),

GFI (Goodness of Fit Index), AGFI (Adjusted

Goodness of Fit Index), CMIN / DF, TLI (Tucker

Lewis Index), CFI (Comparative Fit Index)

(Arbuckle, in Ferdinand 2006).

3 RESULT AND DISCUSSIONS

This confirmatory factor analysis is a measurement

stage against the dimensions that make up the latent

variables in the research model. The latent variables

or constructs used in this research model consist of 7

latent variables: Leadership Style (X1), Self Efficacy

Performance Analysis and Strategy for Improving Working Achievement in Community Services in Police Ofﬁce Sector Patumbak

Polrestabes Medan

471

(X2), Professionalism (X3), Competence (X4),

Motivation (Y1), Job Satisfaction (Y2) and Work

Achievement (Y3) with an overall number of

dimensions of 28. As with the usual factor analysis,

the purpose of the confirmatory factor analysis is to

test the unidimensionality of the constituent

dimensions of each latent variable. In other words

that Confirmatory Factor Analysis for testing the

analysis of validity and reliability. The result of the

validity test of the indicator meets the criteria if the

value of Critical Ratio (CR) is greater than 1,96

(CR> 1,96), with Probability level less than 0.05 (P

<0,05). Construct Reliability value sebeslebih larger

than the value of 0.7 it can be concluded that all

collisions on latent variables in this study is feasible

to use.

In testing this outlier is done by looking distance

Mahalanobis (Mahalanobis Distance). In viewing

the Mahalanobis distance on each observation can be

calculated based on the Chi-Square value in the

Mahalanobis table. To detect the outlier data can see

the comparison between the Chi-Square-count

values in the Mahalanobis table with the Chi-

Square-table values. Data is declared free outlier if

Chi-Square-count <Chi-Square-table at p level

<0.05. The value of Chi-Square-table at degrees of

freedom of 28 (indicator) at the level of p <0.05 is

known is 41.337.

The lowest value of Chi-Square-counted

Mahalanobis is 21.488 with probability level is

0.804 while the highest value is 41.299 with a

probability level of 0.051. It is known that the value

of Chi-Square-table is 31,337. Thus it can be

concluded that Chi-Square-counts

Mahalanobis<from Chi-Square-table with a

probability level smaller than 0.05. So in this outlier

test there is no data that have outlier with other

words no data should be eliminated.

In the univariate normality test, C.R. in

Skewness each data is seen value one by one, if not

its value outside of ± 2,58 hence data expressed not

normal. Univariate data abnormality however can be

ignored if the value of C.R. on Skewness is between

± 2.58 multivariate. The value of C.R. on Skewness

both univariate and multivariate. Univariate note that

the data PK6 is -2,619, PK2 is -2,619, KK2 is -

4.643, when compared with the value of C.R. on a

standard Skewness of ± 2.58 univariate all three data

is experiencing data abnormality. But if seen from

Multivariate known value of C.R. in Skewness is

sebaasr 0.945 the value is between the values of

C.R. on a standard Skewness of ± 2.58 so it can be

concluded that all data has been normally distributed

by ignoring univariate testing.

Based on the results of the multicollinearity test

on this research model it is known that the

Determinant of Sample Covarians Matrix value is

1,217. From the results it is known that the value of

Determinan of Sample Covarians Matrix away from

zero so it can be concluded that the combination of

variables in the research model is not exposed to

problems multikolineritas in other words that every

variable of research that make up the model is

variabelyang has singularity.

Analysis of data processing result on Goodness

of fit Model Structure Equation Modeling must be in

accordance with Goodness of fit testing standard

Model Structure Equation Modeling which can be

seen as in the following table:

Table 3: Goodness of fit Index.

No Goodness of fit

Index

Cut of Value

1 Chi Square ≤ Chi Square-

tabel

pada sig. 5%

(0.05)

2 Probabilitas >0,05

3CFI >0.95

4 TLI >0.90

5GFI >0.90

6RMSEA <0,08

It is known that the Goodness of fit Index can be

tested Goodness of fit Model Structure Equation

Modeling in this study. It shows that Chi Square

value is 568,288. If compared with Chi Square-table

with degrees of freedom (df) 330 is 373,363 it is

concluded that Chi Square-count> Chi Square-table

(568,288> 373,363) so it is concluded that Goodness

of fit Index on the Chi Square value of the unknown

model is not fit. If the test of Goodness of fit Index

using probability level is known that test probability

value is 0.000 value is smaller than 0.05 (p <0,05) so

it can be concluded that Goodness of fit Index test

on probability value side known that model not fit

yet.

Based on the test results, it is known that the

Goodness of fit Chi Square and Probability test do

not meet the assumption of fit model, therefore, it is

necessary to modify the model. The modification

recommendation shows on the model to produce a

Goodness of fit Index test in accordance with the

Cut of Value assumption required by the test.

Therefore, it is necessary to modify the model in this

study. However not all that is recommended will be

used.

Based on the results of modifications to the

model, Chi Square value-count is 337,364. When

ICNRSD 2018 - International Conference on Natural Resources and Sustainable Development

472

compared with the value of Chi Square-table with

degrees of freedom (df) 308 of 349.929 it is

concluded that Chi Square-count <Chi Square-table

(337,364 <349,929) so it is concluded that the test of

Goodness of fit Index on the value side of Chi

Square is known that the fit model.

If the test of Goodness of fit Index using

probability level is known that probability value of

test is equal to 0,120 the value is bigger than 0.05

(p> 0,05) so it can be concluded that Goodness of fit

Index test on probability value side known that fit

model.

If the Goodness of fit Index test using the

RMSEA value is known that the RMSEA value is

0.028. When compared to Cut of Value RMSEA

value (0,08) it is known that RMSEA value is

smaller than CMS value of 0.031 <0.08) so it can be

concluded that Goodness of fit Index test on

RMSEA value side known that model fit.

After all assumptions can be met, then will be

tested hypothesis as proposed in the previous

chapter. Testing this hypothesis is seen based on the

following table:

Based on results, it can be tested hypothesis as

follows:

1. The Leadership Probability Values influence

Motivation is 0.001. Probability value is smaller

than 0.05 (0.001 <0.05) so it can be concluded

that the style of leadership has a significant effect

on Motivation. The amount of influence of

Leadership Style influence Motivation is

indicated by Estimation value of 0.327. This

means that any change in leadership style of a

certain unit will increase the motivation of

Polsek Patumbak Polrestabes Medan personnel

by 32.7%. Certainly the magnitude of Leadership

Style affects Motivation is very dominant than

other variables.

2. Value of Probability Self Efficacy affect

Motivation is equal to 0.626. Probability value is

greater than 0.05 (0.626> 0.05) so it can be

concluded that Self Efficacy has no significant

effect on Motivation. The amount of Self

Efficacy influence Motivation is indicated by the

estimated value of 0.090. This means that any

change in Self Efficacy for a certain unit will

increase personnel motivation Polsek Patumbak

Polrestabes Medan by 9%. The effect of elf

Efficacy on motivation is very low.

3. Probability Value Professionalism affects

Motivation is 0.041. Value Probability is smaller

than 0.05 (0.041> 0.05) so it can be concluded

that Professionalism has a significant effect on

Motivation. The amount of Professionalism

influences Motivation is indicated by the

Estimated value of 0.212. This means that any

change in Professionalism for a certain unit will

increase personnel motivation Polsek Patumbak

Polrestabes Medan by 21.2%. Viewed the

magnitude of the influence of Professionalism on

motivation is high enough.

4. Value Probability Competence affect Motivation

is equal to 0.019. Probability value is smaller

than 0.05 (0.019> 0.05) so it can be concluded

that the Competence has a significant effect on

Motivation. The amount of Competence

affecting Motivation is indicated by the

Estimated value of 0.409. This means that any

change in the Competence of a certain unit will

increase the motivation of Polsek Patumbak

Polrestabes Medan personnel by 40.9%. Viewed

the magnitude of influence Competence to

motivation is high enough.

5. The Leadership Probability Values affect Job

Satisfaction is 0.054. Probability value is greater

than 0.05 (0.054> 0.05) so it can be concluded

that the style of leadership has no significant

effect on Job Satisfaction. The amount of

Leadership Style affects Job Satisfaction is

indicated by the estimated value of -0.208. This

means that any change in Leadership Style for a

certain unit will decrease Job Satisfaction of

Polsek Polrestabes Polsek Medan personnel by

20.8%. Viewed the influence of Style Leadership

on Job Satisfaction is quite low.

6. Value of Probability Self Efficacy affect Job

Satisfaction is 0.794. Probability value is greater

than 0.05 (0.794> 0.05) so it can be concluded

that Self Efficacy has no significant effect on Job

Satisfaction. The amount of Self Efficacy affect

Job Satisfaction is indicated by the estimated

value of 0.055. This means that any change in

Self Efficacy for a certain unit will increase the

Job Satisfaction of Polsek Polrestabes Medan

Police personnel by 5.5%. Seen the influence of

Self Efficacy to Job Satisfaction is very low.

7. Probability Value Professionalism affects Job

Satisfaction is 0.654. Value Probability is greater

than 0.05 (0.654> 0.05) so it can be concluded

that Professionalism has no significant effect on

Job Satisfaction. The amount of Professionalism

affect Job Satisfaction is indicated by the

estimated value of 0.051. This means that any

change in Professionalism of a certain unit will

increase Job Satisfaction of Polsek Polrestekes

Polrestabes Medan personnel by 5.1%. Seen the

magnitude of the influence of Professionalism on

Job Satisfaction is very low.

Performance Analysis and Strategy for Improving Working Achievement in Community Services in Police Ofﬁce Sector Patumbak

Polrestabes Medan

473

8. Value Probability Competence affect Job

Satisfaction is equal to 0.014. Probability value

is smaller than 0.05 (0.014 <0.05) so it can be

concluded that the Competence has a significant

effect on Job Satisfaction. The amount of

Competence affect Job Satisfaction is indicated

by the value of Estimation of 0.459. This means

that any change in the Competence of a certain

unit will increase Job Satisfaction of Polsek

Polrestabes Pol Medan personnel by 45.9%.

Viewed the magnitude of the influence of

Competence to Job Satisfaction is quite high.

9. The Probability Value of Leadership Style

influences Job Performance is 0.054. Value

Probability is greater than 0.05 (0.054> 0.05) so

it can be concluded that the style of leadership

has no significant effect on Job Performance.

The amount of Leadership Style affecting Job

Performance is indicated by the estimated value

of 0.183. This means that any change in

Leadership Style for a certain unit will increase

the Work Achievement of Police Officer

Patumbak Polrestabes Medan by 18.3%. Viewed

the influence of the Leadership Style on Low

Work Achievement.

10. The Probability Value of Self Efficacy Affects

Job Performance is 0.716. Probability value is

greater than 0.05 (0.716> 0.05) so it can be

concluded that Self Efficacy has no significant

effect on Job Performance. The amount of Self

Efficacy affecting Work Performance is

indicated by the estimated value of 0.057. This

means that any change in Self Efficacy for a

certain unit will increase the Job Performance of

Polsek Polrestekes Polrestabes Medan personnel

by 5.7%. Viewed the effect of Self Efficacy on

Low Work Achievement.

11. Probability Value Professionalism Affects Job

Performance is 0.096. Probability value is greater

than 0.05 (0.096> 0.05) so it can be concluded

that Professionalism has no significant effect on

Job Performance. The amount of Professionalism

affecting Job Performance is indicated by the

estimated value of 0.146. This means that any

change in Professionalism of a certain unit will

increase the Working Performance of Polsek

Polrestabes Medan Police personnel by 14.6%.

Seen the magnitude of the influence of

Professionalism on Job Performance is quite low.

12. Probability Values Competence affect Job

Performance is equal to 0.017. Probability value

is smaller than 0.05 (0.017 <0.05) so it can be

concluded that the Competence has a significant

effect on Job Performance. The amount of

Competence affecting Job Performance is

indicated by the estimated value of 0.454. This

means that any change in the Competence of a

certain unit will increase the Job Performance of

Polsek Polrestabes Polsek Medan personnel by

45.4%. Viewed the magnitude of the influence of

Competence on Job Performance is high enough.

13. Probability Value of Job Satisfaction affect Job

Performance is 0.225. Value Probability is

greater than 0.05 (0.225> 0.05) so it can be

concluded that Job Satisfaction has no significant

effect on Job Performance. The amount of Job

Satisfaction affecting Job Performance is

indicated by the estimated value of 0.120. This

means that any change in Job Satisfaction of a

certain unit will increase the Job Performance of

Polsek Polrestabes Polsek Medan personnel by

12%. Seen the influence of Job Satisfaction on

Job Performance is low.

14. Probability Value Motivation Affect Job

Performance is 0.259. Probability value is greater

than 0.05 (0.259> 0.05) so it can be concluded

that motivation has no significant effect on Job

Performance. The amount of Motivation

affecting Job Performance is indicated by the

estimated value of 0.150. This means that any

change in Motivation for a certain unit will

increase the Working Performance of Polsek

Polrestabes Polsek Medan personnel by 15%.

Seen the influence of Job Satisfaction on Job

Performance is low.

The next analysis is to know the magnitude of

indirect effect of an exogenous variable on

endogenous variable through mediator variable. The

purpose of this analysis to determine the role of an

exogenous variable indirectly to endogenous

variables because of the variables mediator. This

analysis uses the Sobel Test method obtained

through the following website

https://www.danielsoper.com/statcalc/calculator.asp

x?id=31. The results of indirect effect analysis on

this research as follows:

1. The Indirect Influence of Leadership Style on

Work Performance

a. The result of Sobel Test analysis shows that

the probability value of significance is 0.305

greater than 0.05 (0.305> 0.05) with the

estimated value of the indirect effect of -

1.026. This gives an illustration that the

Leadership Style has an insignificant indirect

influence on Job Performance when Job

Satisfaction as a mediator variable. This

means that the role of Leadership Style affect

the performance of personnel because of the

ICNRSD 2018 - International Conference on Natural Resources and Sustainable Development

474

existence of Job Satisfaction is almost non-

existent.

b. Results of Sobel Test analysis revealed that

the probability value of significance is 0.286

greater than 0.05 (0.286> 0.05) with the

estimated value of the indirect effect of

1.066. This suggests that the Leadership Style

has an insignificant indirect effect on Job

Performance when Motivation is a mediator

variable. It means that the role of Leadership

Style influences the work performance of

personnel because of the almost non-existent

motivation.

2. Indirect Effects of Self Efficacy on Job

Performance

a. The result of Sobel Test analysis shows that

the probability value of significance is 0.797

greater than 0.05 (0.797> 0.05) with the

estimated value of the indirect effect of

0.257. This gives an illustration that Self

Efficacy has an insignificant indirect effect

on Job Performance when Job Satisfaction as

a mediator variable. This means that the role

of Self Efficacy affect the performance of

personnel because of the existence of Job

Satisfaction is almost no.

b. The result of Sobel Test analysis shows that

the probability value of significance is 0.655

greater than 0.05 (0.655> 0.05) with the

estimated value of the indirect effect of

0.447. This suggests that Self Efficacy has an

insignificant indirect effect on Job

Performance when Motivation as a mediator

variable. This means that the role of Self

Efficacy affects the performance of personnel

because of the motivation is almost non-

existent.

3. Indirect Effect of Professionalism on Job

Performance

a. The result of Sobel Test analysis revealed

that the probability value of significance is

0.672 greater than 0.05 (0.672> 0.05) with

the estimated value of the indirect effect of

0.423. This provides an illustration that

Professionalism has an insignificant indirect

influence on Job Performance when Job

Satisfaction as a mediator variable. This

means that the role of Professionalism affects

the performance of personnel because of the

existence of Job Satisfaction is almost non-

existent.

b. The result of Sobel Test analysis revealed

that the probability value of significance is

0.324 is greater than 0.05 (0.324> 0.05) with

the estimated value of the indirect effect of

0.987. This gives an illustration that

Professionalism has an insignificant indirect

influence on Job Performance when

Motivation as a mediator variable. This

means that the role of Professionalism affects

the performance of personnel because of the

existence of motivation is almost non-

existent.

4. Indirect Impact of Competence on Work

Performance

a. The result of Sobel Test analysis found that

the probability value of significance is 0.277

greater than 0.05 (0.277> 0.05) with the

estimated value of the indirect effect of

1.087. This gives an idea that Competence

has an indirect effect that is not significant on

Job Performance when Job Satisfaction as a

mediator variable. This means that the role of

Competence affects the performance of

personnel because of the existence of Job

Satisfaction is almost non-existent.

b. The result of Sobel Test analysis revealed

that the probability value of significance is

0.310 greater than 0.05 (0.310> 0.05) with

the estimated value of the indirect effect of

1.016. This gives an idea that Competence

has indirectly indirect effect on Job

Performance when Motivation as mediator

variable. This means that the role of

Competence affects the performance of

personnel because of the existence of

motivation is almost non-existent.

4 CONCLUSIONS

Leadership style has a significant effect on

Motivation. The amount of influence of Leadership

Style affect the Motivation is 0.327. This means that

any change in leadership style of a certain unit will

increase the motivation of Polsek Patumbak

Polrestabes Medan personnel by 32.7%.

Professionalism has a significant effect on

Motivation. The amount of Professionalism

affecting Motivation is 0.212. This means that any

change in Professionalism for a certain unit will

increase personnel motivation Polsek Patumbak

Polrestabes Medan by 21.2%.

Competence has a significant effect on

Motivation. The amount of Competence affect

Motivation is 0.409. This means that any change in

the Competence of a certain unit will increase the

Performance Analysis and Strategy for Improving Working Achievement in Community Services in Police Ofﬁce Sector Patumbak

Polrestabes Medan

475

motivation of Polsek Patumbak Polrestabes Medan

personnel by 40.9%.

Competence has a significant effect on Job

Satisfaction. The amount of Competence affect Job

Satisfaction is 0.459. This means that any change in

the Competence of a certain unit will increase Job

Satisfaction of Polsek Polrestabes Pol Medan

personnel by 45.9%. Viewed the magnitude of the

influence of Competence to Job Satisfaction is quite

high.

Competence has a significant effect on Job

Performance. The amount of Competence affecting

Job Performance is 0.454. This means that any

change in the Competence of a certain unit will

increase the Job Performance of Polsek Polrestabes

Polsek Medan personnel by 45.4%. Viewed the

magnitude of the influence of Competence on Job

Performance is high enough.

Leadership style has no significant effect on Job

Satisfaction. The amount of Leadership Style affect

Job Satisfaction is equal to -0.208. This means that

any change in Leadership Style for a certain unit will

decrease Job Satisfaction of Polsek Polrestabes

Polsek Medan personnel by 20.8%. Viewed the

influence of Style Leadership on Job Satisfaction is

quite low.

Leadership style has no significant effect on Job

Performance. The amount of Leadership Style

affects Job Performance is 0.183. This means that

any change in Leadership Style for a certain unit will

increase the Work Achievement of Police Officer

PatumbakPolrestabes Medan by 18.3%. Viewed the

influence of the Leadership Style on Low Work

Achievement.

Self Efficacy has no significant effect on

Motivation. The amount of Self Efficacy influence

motivation is equal to 0.090. This means that any

change in Self Efficacy for a certain unit will

increase personnel motivation Polsek Patumbak

Polrestabes Medan by 9%. The effect of elf Efficacy

on motivation is very low.

Self Efficacy has no significant effect on Job

Satisfaction. The amount of Self Efficacy affect Job

Satisfaction is equal to 0.055. This means that any

change in Self Efficacy for a certain unit will

increase the Job Satisfaction of Polsek Polrestabes

Medan Police personnel by 5.5%. Seen the influence

of Self Efficacy to Job Satisfaction is very low.

Self Efficacy has no significant effect on Job

Performance. The amount of Self Efficacy affect Job

Performance is equal to 0.057. This means that any

change in Self Efficacy for a certain unit will

increase the Job Performance of Polsek Polrestekes

Polrestabes Medan personnel by 5.7%. Viewed the

effect of Self Efficacy on Low Work Achievement.

Professionalism has no significant effect on Job

Satisfaction. The amount of Professionalism affect

Job Satisfaction is of 0.051. This means that any

change in Professionalism of a certain unit will

increase Job Satisfaction of Polsek Polrestekes

Polrestabes Medan personnel by 5.1%. Seen the

magnitude of the influence of Professionalism on

Job Satisfaction is very low.

Professionalism has no significant effect on Job

Performance. The amount of Professionalism affects

Job Performance is equal to 0.146. This means that

any change in Professionalism of a certain unit will

increase the Working Performance of Polsek

Polrestabes Medan Police personnel by 14.6%. Seen

the magnitude of the influence of Professionalism on

Job Performance is quite low.

Job Satisfaction has no significant effect on Job

Performance. The amount of Job Satisfaction

Affects Job Performance is equal to 0.120. This

means that any change in Job Satisfaction of a

certain unit will increase the Job Performance of

Polsek Polrestabes Polsek Medan personnel by 12%.

Seen the influence of Job Satisfaction on Job

Performance is low.

Motivation has no significant effect on Job

Performance. The amount of Motivation affect Job

Performance is equal to 0.150. This means that any

change in Motivation for a certain unit will increase

the Working Performance of Polsek Polrestabes

Polsek Medan personnel by 15%. Seen the influence

of Job Satisfaction on Job Performance is low.

REFERENCES

Kurniawan, A., 2005. Public Service Transformation.

Publisher of Renewal. Yogyakarta.

Alwisol., 2009. Personality Psychology, Revised

Edition.Publisher UMM Press. Malang.

Rajab, B., 2002.Professionalism in the Transition of

Civilization.GramediaPustakaUtama. Jakarta.

Dharma, A., 2006. Performance Management. Rajawali.

Jakarta, First Printing.

Noviawati, DR., 2016. Effect of Self Efficacy on

Employee Performance With Motivation as

Intervening Variable (Study on Employee Division of

Finance and Human Resource Division of PT Coca

Cola Distribution Indonesia, Surabaya).Journal of

Management Science 4(3): 1-12.

Engko.,Cecilia., 2008. The Influence of Job Satisfaction

on Individual Performance with Self Esteem and Self

Efficacy as Intervening Variables.Journal of Business

and Accounting 10(1): 1-12.

ICNRSD 2018 - International Conference on Natural Resources and Sustainable Development

476

Ferdinand.,Augusty., 2006.Research Methods

Management: Research Guidelines for Thesis, Thesis

and Dissertation Management Science.Publisher

Diponegoro University. Semarang.

Harianto, F.,Wiguna, PA., Rakhmad,D., 2008.The

Influence of Job Stress, Work Motivation, and

Leadership Style on Labor Performance at Yani Golf

Mall Project in Surabaya.Journal of Science and

Technology 11(3): 138-145.

Nawawi, H., 2003.Strategic Management of Non-Profit

Organization of Governance.Gajah Mada University

Press.Yogyakarta.

Hair, et al., 2010. Multivariate Data Analysis. Pearson

Prentice Hall, Seventh Edition.

Hamalik.,Oemar., 2007. Management Training

Employment. Publisher PT BumiAksara. Jakarta.

Harefa., Andreas., 2004. Awakening the Ethos of

Professionalism. Publisher Gramedia. Jakarta.

Hasibuan.,,MaJayu, SP., 2006.Human Resource

Management (Revised Edition). Publisher

BumiAksara. Jakarta.

Susanto, H.,Aisiyah, N., 2010. Analysis of the Influence

of Leadership and Work Culture With Motivation as

Intervening Variable to Employee Performance in

Agricultural Office of Kebumen District.Journal of

MagistraNo. 74 Th. XXII: 15-38.

Hutapea.,Parulian., Nurianna, T., 2008.Competence

Plus.Publisher PT GramediaPustakaUtama. Jakarta.

Ormrod, JE., 2008.Educational Psychology.Erlangga

Publishers. Jakarta.

Ivancevich, JM.,2006. Organizational Behavior and

Management.Erlangga Publishers. Jakarta.

Kriyantono.,Rachmat., 2007.Practical Techniques for

Communication Research: With Examples of Media

Research, Public Relations, Marketing

Communications and Organizations.Publisher

KencanaPrenada Media. Jakarta, 2nd Printing.

Kurniawan.,Luvi., 2005. The Influence of Organizational

Commitment and Job Insecurity of Employees Against

Turnover Intention.Demandiri Journal.Retrieved on

June 22, 2017.

Kuswadi., 2004.How to Measure Employee Satisfaction.

Publisher PT. Elex Media Komputindo. Jakarta.

Mahsun, M., 2006.Public Sector Performance

Measurement. Publisher BPFE UGM. Yogyakarta.

Mangkunegara, AP. 2004. Human Resource Management.

RosdaKarya Publisher, Bandung, First Printing.

Manullang, M., 2005. Fundamentals of Management.

Publisher GadjahMada University Press.Yogyakarta.

Marihot, TE., 2002.Human Resource

Management.Grasindo Publisher. Jakarta.

Moeheriono., 2010.Competency Based Performance

Measurement. Ghalia Indonesia Publisher. Bogor.

Nawawi., 2003.

Social Research Method.Gajah Mada

University Press.Yogyakarta.

Nazir., 2009.Research Methods.Ghalia Indonesia. Jakarta.

Purwanto, N., 2006.Educational Psychology. Publisher

Rosda Karya. Bandung.

Gufron, N., Wita, RR., 2012.Psychological Theories,

Aruzz Media Publishers.Yogyakarta.

Poerwopoespito, OS.,Utomo, T., 2000.Addressing Human

Crisis in Company (Solution Through Mental Attitude

Development).PublisherGramediaWidiasarana

Indonesia. Jakarta.

Riduwan., 2002.Measurement Scale of Variables -

Research Variables.Publisher Alfabeta. Bandung.

Rivai, V., 2004.Human Resource Management For

Companies: From Theory to Practice.Publishers PT.

Raja GrafindoPersada. Jakarta.

Robbins, PS., 2008. Organizational Behavior. Publisher

PT. Macanan Jaya Cemerlang. Jakarta, Tenth Edition.

Demokrat, SN., 2011. The Influence Of Compensation To

Performance With Work Motivation As Moderating

Variable, (Study at State Treasury Service Office of

Central Java and Yogyakarta Special Region. Student

Scientific Work.SebelasMaret University. Surakarta.

Sedarmayanti., 2010.Human Resource Management

Bureaucratic Reform and Civil Servant Management,

Publisher PT RefkaAditama, Bandung.

Sekaran, U., 2006.Research Methodology for

Business.SalembaFour. Jakarta, . Issue 4, Book 1.

Siagian, SP., 2000.Bureaucratic Pathology: Analysis,

Identification, and Treatment.Ghalia Publisher

Indonesia. Jakarta.

Sopiah.,2008. Organizational Behavior.Andi Publisher,

Yogyakarta.

Trisnaningsih, S., 2001.The Influence of Commitment on

Job Satisfaction of Auditor: Motivation as Intervening

Variable (Empirical Study at Public Accounting Firm

in East Java, Diponegoro University Thesis.

Semarang.

Sugiyono., 2009.Qualitative Quantitative Research

Methods And R & D. Alfabeta. Bandung.

Suprihanto, J., 2004.Employment Implementation and

Employee Development Research.Publisher

BPFE.Yogyakarta, Third Printing.

Sutrisno, E., 2010.Human Resource Management,

Publisher KencanaPrenada Media Group. Jakarta.

Syahyuti., 2010.Definition, Variable, Indicator and

Measurement in Social Sciences.Publisher Bina Rena

Pariwara. Jakarta.

Syamsu Yusuf &JuntikaNurihsan (2008), Personality

Theory, Publisher PT RemajaRosdaKarya, Bandung

Thoha, M., 2005.Leadership in Management. Publisher

Raja GrafindoPersada, Jakarta, Issue 11.

Wibowo., 2012. Performance Management.Rajawali Press

Publishers, Jakarta, Third Edition.

Winardi., 2005. Organizational Behavior Management.

Publisher KencanaPrenada Media Group, Jakarta,

Second Printing.

Performance Analysis and Strategy for Improving Working Achievement in Community Services in Police Ofﬁce Sector Patumbak

Polrestabes Medan

477