Analysis of the Effectiveness of Attendance Assessment on Employee

Performance at KPRI RagomGawi Bandar Lampung

Yugestina

STIE Trisna Negara, South Sumatra Indonesia

Keywords: Absenteeism and employee performance

Abstract The purpose of this study was to determine the effect of absenteeism assessment on the performance of

management employees at KPRI RagomGawi Bandar Lampung. This study uses a qualitative analysis

approach to find out how the relationship between the influence of motivation on employee work productivity

and quantitative analysis to determine how much influence the attendance assessment has on the performance

of KPRI RagomGawi Bandar Lampung employees. This study uses a non-probability sample technique. The

results showed that there was a positive influence between the effectiveness analysis of attendance

assessments on employee performance at KPRI RagomGawi Bandar Lampung..

1 INTRODUCTION

With the development of science and technology at

this time, very much needed experts in managing a

company or government agency. According to

Prastuti, quoted from Nurcahyani&Adnyani (2016), a

company is an organization consisting of a group of

people who work to achieve a goal. The most basic

interests are getting the maximum profit or profit and

the welfare of the company's shareholders. With so

many problems faced, it encourages people to find

solutions to good management. Thus humans need

encouragement or motivation for human resources

that are better than before.

In the resolution of the MPR. No. II / MPR / 1993

concerning GBHN that three important elements in

the economy are arranged as a joint effort on the

principle of shortages, namely: government, private

sector, and cooperatives. According to Law No. 25 of

1992 concerning Cooperatives states that a

Cooperative is a business entity consisting of

individuals or legal entities of cooperatives by basing

their activities based on cooperative principles as well

as a people's economic movement based on family

principles (Fandian, 2012). Meanwhile, according to

the Cooperative is a very democratic business entity,

because the Cooperative was formed by members and

based on kinship (Winarko, 2014).

KPRI RagomGawi Bandar Lampung, whose

background as a staffing cooperative, was formed on

April 4, 1979, with a legal entity No. 337 / BH / 1980

dated January 7, 1980, with membership collected

from the Civil Servants in the Bandar Lampung City

government. KPRI RagomGawi Bandar Lampung,

which is one of the many cooperatives in Indonesia,

applies the concepts and systems that have been

regulated in the legislation. KPRI RagomGawi

Bandar Lampung also put forward the principle of

kinship for the realization of social justice for all its

members and this is also in line with the goals of the

Indonesian people as set out in the 1945 Constitution,

a concrete step in realizing that goal by taking into

account the work system, internal control, and

financial system management.

Based on the objectives in the form of KPRI

RagomGawi Bandar Lampung, the employees and

management of KPRI RagomGawi Bandar Lampung

must have a good work attitude or master the fields

they do; therefore, there needs to be encouragement

or motivation to do a job in order to achieve the goals

that are wanted by KPRI RagomGawi Bandar

Lampung.

The problem that occurs is the level of discipline

and work absenteeism has not been achieved due to

the work discipline is still relatively low from the

leadership of employees and administrators at KPRI

RagomGawi Bandar Lampung. Based on the

identification of the problem, the problem arises as

follows, "Has the optimal work discipline done by

KPRI RagomGawi Bandar Lampung employees?"

432

Yugestina, .

Analysis of the Effectiveness of Attendance Assessment on Employee Performance at KPRI RagomGawi Bandar Lampung.

DOI: 10.5220/0009962704320435

In Proceedings of the International Conference of Business, Economy, Entrepreneurship and Management (ICBEEM 2019), pages 432-435

ISBN: 978-989-758-471-8

2 LITERATURE REVIEW

2.1 Motivation and Participation

The word motivation comes from another language,

"mevere," which means to move. According to JP,

Caplin states that motivation is a variable that

intervenes that is used to cause certain factors in

organisms that generate, manage, maintain, and

channel behaviour towards a target (Rangga, 2015).

Motivation, as quoted from the journal Kiki

(2015) that motivation is directing in deciding how

much effort to exert effort in certain situations.

Motivation is a psychological process that causes the

emergence of an action that has a direction to achieve

certain goals (Keitner&Kinicki).

Winardi was quoted from Darmanto and Harahap

(2015) stating that motivation is a potential force that

exists in a human being, which he can develop on his

own, or developed by a number of outside forces that

are essentially around monetary rewards, and non-

monetary rewards, which can affect the performance

results positively or negatively, which depends on the

situation and condition faced by the person

concerned.

From some of the above opinions, it can be

concluded that motivation is an impulse originating in

human beings that underlie the action taken to

achieve a goal.

Participation comes from the English language

"participate," which means to take part or participate

(big Indonesian dictionary). In a broad sense,

participation is the participation of a person in an

activity or work that is being carried out to achieve

success. Quoted from Wulandari et al. (2014),

participation is the active participation of the

community in all development processes both in

terms of planning, decision making, implementation,

and evaluation of activities and is the highest order of

public involvement (Steffek, J; Fung).

Factors that influence member participation are

educational factors, and Education is a learning

process that aims to change a person's attitudes and

behavior.

a. Employee performance

An appraisal is a process of assessing, measuring, and

calculating the success of a process of

implementing a program of activities or work

from a person or group of people or an

organization. Hasibuan in Gunawan, et al.

(2013) states there are six types of elements of a

person's performance appraisal, namely:

1) Achievement - assessment of the work produced

by employees, both in quality and quantity.

2) Discipline - an assessment of the discipline of

employees in meeting existing regulations and

doing work following the instructions given to

him.

3) Creativity - assessment of the ability of employees

to develop creativity to complete their work.

4) Collaboration - an assessment of an employee's

willingness to collaborate with other employees,

both horizontally (with leaders or subordinates)

and vertically (with fellow colleagues).

5) Skills - assessment of an employee's ability to

unite and harmonize the various elements

involved in compiling policies and in

management situations, as well as the employee's

ability to make decisions within his or her limits.

6) Responsibility - assessment of the employee's

willingness to account for his policies, work and

work results, facilities and infrastructure used,

and work behavior.

Performance appraisal is one of the most

important tasks for every manager, and it is

recognized that many difficulties are experienced in

handling it adequately (Siregar, 2004). It can be

concluded that assessment is the process of assessing,

measuring, and calculating the success of a process of

implementing a program of activities or work from a

person or group of people or an organization. The

purpose of the appraisal is to:

1) Improve work performance

2) Adjustment of work compensation

3) Placement decisions

4) Need for training and development

5) Career planning and development

6) Mirror mirroring the staffing process Inaccuracy

7) of informational systems

8) Job design errors

9) Fair employment opportunities

10) External challenges External

2.2 Methods Evaluation Past

Methods positive past-oriented assessment of events

that are past or not manipulated again until a certain

degree can be measured. The assessment techniques

include, among others: 1) Rating Scale, 2) Checklist,

3) Critical Performance Method, 4) Field Review

Method, 5) Test and Observation of Work

Performance, 6) Group Evaluation Method (Siregar,

2004).

Analysis of the Effectiveness of Attendance Assessment on Employee Performance at KPRI RagomGawi Bandar Lampung

433

2.3 Future-oriented Assessment

Methods Future

Oriented assessments are carried out through

assessing the potential of employees to determine

future work performance or setting work performance

goals in the future. The method used consists of 1)

self-assessment, 2) psychological assessment, 3)

MBO approach, 4) assessment center technique.

2.4 The Implications of Assessment of

Work Performance

Importance of assessment is on the impact or

feedback for employees to improve their work.

a. Ten and sell

b. approach Ten and listen

c. approach Problem-solving approach

2.5 Employee Discipline

According to Moekijat quoted from Santoso (2006),

"Discipline is the ability to control one's self-

governed." Discipline is a management activity to

carry out organizational standards.

There are three types of disciplines, namely:

a. Preventive

b. discipline Corrective discipline

Work productivity is influenced by various

factors related to the level of work or related to the

company environment.

a. Education and training

b. Discipline

c. Attitudes and work ethics

d. Social security

e. Environment and work climate

3 RESEARCH METHOD

This study uses a qualitative and quantitative analysis

approach. To get the data and information as well as

the theoretical basis needed, the research arrangement

is summarised as follows:

a. Library research

b. Field research

1) Observation

2) Interview

3) Documentation

The population is the total number of units of

analysis whose characteristics will be suspected in

research. Method of determining samples using

writing techniques that are done with non-probability

sample techniques or sampling techniques.

4 RESULTS AND DISCUSSION

4.1 Results of Research

a. Overview of assessment Place

KPRIRagomGawi Bandar Lampung, whose

background as a staffing cooperative was formed on

April 4, 1979, with legal entity No. 337 / BH / 1980

dated January 7, 1980, with membership collected

from the Civil Servants in the Bandar Lampung City

government.

b. Work Area

To establish a cooperative work area is a policy that

is closely related to the cooperative concerned to

become an effective and efficient economic unit.

Bandar Lampung City Cooperative working areas

include: Bandar Lampung City

1) Education and Library Regional Office of

Education and Library of Bandar Lampung

2) City

3) Teachers or SD Lampung City Teachers or

c. Membership

Membership in the Bandar Lampung City

Cooperative is voluntary, and there are no social,

political, or differences restrictions. Race. Members

of the cooperative each member has obligations and

rights, namely:

1) Liability

2) Rights

3) Membership expire

d. Field Organization Good

The organization will be realized if there is a clear

organizational structure.

1) The annual meeting of members of the

2) Executive Board

e. of Administrative Affairs

Implementation of administration in cooperatives is

one illustration of the implementation of cooperative

management, one of which is the implementation of

cooperative administration well. This is marked by

the complete organization and business

administration book.

f. Business Fields

KPRI RagomGawi Bandar Lampung business

activities are marked by the presence of business

elements managed according to the needs of

community members in the KPRI Ragom Bandar

Lampung working area.

Business sectors that are carried out, namely:

1) Savings and loan

ICBEEM 2019 - International Conference on Business, Economy, Entrepreneurship and Management

434

2) unit Business Unit

g. Capital

Cooperatives a group of people but not a capital

association, so members are a collection of

individuals in the Cooperative making it important as

one of the elements in the Cooperative, the capital

details, namely:

h. Own capital

1) Principal

2) Deposits Compulsory Deposits

3) reserve funds

4) Grant

In this study, a qualitative analysis was used to find

out how the relationship between the influence of

motivation on the work productivity of employees of

the Cooperative Employees of the Republic of

Indonesia (KPRI) of Bandar Lampung City and this

quantitative analysis was used as an attempt by the

author to find out how much influence the absence

assessment has on employee performance.

5 CONCLUSIONS AND

SUGGESTIONS

Based on the analysis, it was concluded that there was

a positive influence between the effectiveness

analysis of attendance assessments on employee

performance at KPRI RagomGawi Bandar Lampung.

This is formulated as follows:

a. From the calculation of the determinant

coefficient, the results obtained are discipline and

absenteeism of employees at 10.895 influenced by

motivation, and the remaining 89.11% influenced

by other factors.

b. The calculation results show the r count of 0.33

lies between 0.20 to 0.40, which indicates a weak

criterion, which means that if absenteeism is

increased, employee performance will improve.

c. The largest group of employees who have been

motivated by the high category are eight people

out of 25 respondents or 32%, while the largest

group of employees who have high work

productivity is eight people out of 25 respondents

or 32%.

Constructive criticism and suggestions from all

the authors are expected to improve in the preparation

of further journals. From the description stated in this

journal, the writer hopes that the reader will gain

knowledge and understanding of the discussion

topics. Also, the author as an ordinary human being

who is not spared from mistakes and mistakes, the

authors realize that this paper cannot be separated

from mistakes and shortcomings.

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