JRSSEM 2023, Vol. 02 No. 7, 1407 – 1415

E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494

DOI: 10.36418/jrssem.v2i07.386 https://jrssem.publikasiindonesia.id/index.php/jrssem/index

THE INFLUENCE OF WORK MOTIVATION AND

COMPETENCE ON EMPLOYEE PERFORMANCE IN THE

DIRECTORATE OF FLEET AND ENGINEERING PT. PELNI

(PERSERO) WITH CAREER DEVELOPMENT AS AN

INTERVENING VARIABLE

Naumi Apriyani

1

Emanuel Bayu Dirganthara

2

Faculty of Economics and Business, Mercubuana University Jakarta, Indonesia

*

e-mail: naumiapriyani@gmail.com, emanuelbayu@gmail.com

*Correspondence: naumiapriyani@gmail.com,

Submitted

: 21

th

January 2023

Revised

: 12

th

February 2023

Accepted

: 25

th

February 2023

Abstract: This study aims to explain how motivation and work competence influence employee

performance, with career development as an intervening variable. This study used 105 employees

of the Directorate of Fleet and Engineering PT. PELNI (Persero) as a sample. They collect data using

interviews, observation, and questionnaires. This study uses Structural Equation Modeling (SEM)

data analysis with instrument testing using the Partial Least Square (PLS) method. The results of

this study indicate that (1) Motivation has a positive and significant effect on career development,

(2) Work competence has a positive and significant effect on career development, (3) Motivation

has a positive and significant effect on performance (4) Work competence has a positive and

significant effect on performance (5) Career development has a positive and significant effect on

performance (6) Motivation has a positive and significant effect on performance through career

development as an intervening variable and (7) Work competence has a positive and significant

effect on employee performance with career development as an intervening variable.

Keywords: Motivation; work competence; performance; career development.

Naumi Apriyani

1

Emanuel Wind Dirganthara

2

| 1408

INTRODUCTION

By looking at the geographical

conditions of Indonesia as an archipelagic

country with 17,000 islands and 600 ports,

sea transportation facilities, and

infrastructure are essential. The principles

of the Archipelagic Outlook can only be

realized if smooth transportation facilities

are created.

In managing sea transportation

facilities and infrastructure, human

resources who know are needed to ensure

the efficient and effective implementation

of sea transportation activities.

PT. Pelni Persero is one of the state-

owned companies engaged in sea

transportation in Indonesia, serving

transportation of passenger, goods, and

livestock transportation services. PT. Pelni

must become a reliable and professional

company that can provide the best service

for its users. Prioritize customer

satisfaction. Human resource issues are the

focus and foundation for companies to

survive. Human resources are the main

actors in every company activity. Even

though there are many facilities and

infrastructure as well as resources, the

company's activities will run well with the

support of human resources.

Thus human resources are the primary

key that must be considered in all their

needs. Human resources will determine the

successful implementation of company

activities. Employees can work well if they

have high performance so they can

produce good work too. With the high

performance of employees, it is hoped that

organizational goals can be achieved; on

the contrary organizational goals are

difficult or can only be achieved if the

employees have good performance to

produce good work. Performance can also

be seen as how creation takes place to

complete work results. However, the

development of the work itself shows

performance. All human resources, leaders,

and employees perform within the

organization's company. Improving

employee performance will bring progress

for the company to survive in an unstable

job competition. Therefore efforts to

improve employee performance are the

most severe management challenges

because success in achieving goals and the

survival of a company depends on the

quality of the performance of its human

resources. The clearer the role of employee

performance in a company, it is mandatory

for organizations to think about the right

strategy to improve employee

performance. Various methods that

organizations can implement to manage

employee performance include providing

motivation, increasing work competence

and career development through

education and training, providing

incentives, and increasing job satisfaction

and work experience of employees.

Literature Reviews

A. Motivation

According to Robert Heller (1998: 6)

in his book Wibowo (2016: 322),

motivation is the desire to act. Every

oral person is motivated by several

different qualities. Motivation is

often the impetus for financial

behavior due to selling goals. The

elements contained in motivation

include the aspects of generating,

1409 | The Influence of Work Motivation and Competence on Employee Performance In The

Directorate of Fleet and Engineering PT. Pelni (Persero) With Career Development As an

Intervening Variable

generating, executing, showing

intensity, continuous in nature, and

finally, selling (Wibowo, 2016: 322).

Motivation becomes the basis for

carrying out an action caused by

someone's encouragement. Work

motivation originates from the

excitement of work and the

movement of a person in working

usually, working effectively, and

integrated with all efforts to achieve

satisfaction (Hasibuan, 2017: 219).

B. Work Competence

According to Mc. Cleland in

Sedarmayanti (2015: 126),

Competence is also a fundamental

characteristic possessed by a

person with direct and indirect

influence and can predict mutually

reinforcing performance. Boulter,

Dalziel, in Hill (2003) in Sutrisno, Edy

(2016: 203) argue that competence

is a distinguishing characteristic of a

person that allows it to provide

superior performance in work,

experience, and specific situations.

C. Career Development

According to Marwalnsyalh (2014:

223), an earlier return is a self-

returning activity undertaken by a

person to realize his earlier plan.

Mangkunegara (2017: 77) defines

career development as staffing

activities that help employees plan

their future careers in the

organization so the employees

concerned can develop themselves

to the fullest. Veithzall Rivali (2015:

274) argues for the return of caloric

resources, namely the increasing

ability of individual employees to

achieve the desired calorific

potential.

D. Performance

According to Malthis in Jackson

(2016: 378), performance and work

done or not done job affects several

times the amount of work they do

contributes to organizational

management in terms of output

quality, output quality, output

turnaround time, attendance at

work sites, and partnerships.

According to Kasmir (2019: 182), the

performance includes work results

in work behavior learned in

completing tasks in a particular

work period. This understanding of

performance means that

performance is a work result in a

person's work behavior in a period,

for example, one year. Then

performance can be measured by

completing tasks within the given

timeline.

MATERIALS AND METHODS

This research is qualitative. Quantitative

analysis uses callus all design. Standard

measurement using a Likert scale. The

population in this research is the

Directorate General of Engineering staff in

PT. PELNI (Persero) in the sample in this

research totaled 105 people. Data

Collection Method with:

Field Research (Field Research), namely

Naumi Apriyani

1

Emanuel Wind Dirganthara

2

| 1410

by using a questionnaire

Literary Research (Library Research),

namely by logical thinking, studying and

studying literature relevant to the research

topic.

The data analysis method in this

research uses variance-based Structural

Equalization Modeling (SEM) in the final

analysis using the Smart-Partial Least Scale

(Small-PLS) program.

RESULT & DISCUSSION

Descriptive Statistical Analysis of Research

Variables

Descriptive statistical analysis of the

research variables was used to determine

the tendency of the answers to the

questionnaire or the extent to which the

responses from the respondents

corresponded to the category of answer

choices using a Likert scale from 1 (strongly

disagree) to 5 (strongly agree) on the

statements of each variable. Descriptive

statistics provide an overview or

description of data seen from the average

value (mean), standard deviation,

maximum, and minimum.

The data source was processed by the

author using Smart PLS version 3.0, 2022

The picture above is the value of

Confirmatory Factor Analysis (CFA), a

technique in which a priori, theory, and

concepts are known or determined in

advance which indicators are used and

which variables are included in these

indicators. CFA is a validity test in SEM

research; the numbers in the picture above

are CFA values between variables to

indicators and between variables. The test

results in Figure 1. are summarized and

explained as follows:

Based on the above, the overall loading

1411 | The Influence of Work Motivation and Competence on Employee Performance In The

Directorate of Fleet and Engineering PT. Pelni (Persero) With Career Development As an

Intervening Variable

factor indicates that the model meets the

convergent validity requirements because

the value is more than 0.7. In performance

variables, all indicators are declared valid; in

career development variables, all hands are

declared valid; in the motivation variable, all

indicators are declared good; and in the

competency variable, all indicators are

declared valid.

Based on table 2. above, it can be seen

that all AVE values are > 0.5; this indicates

that all latent variables in the estimated

model meet the convergent validity criteria

(valid).

Based on table 3. above shows that the

cross-loading value indicates good

discriminant validity because the

correlation value of the indicator to the

construct is higher than the correlation

value of the hand to other constructs. As an

illustration (example), the loading factor

X1.1 (question indicator for X1) is 0.493,

which is higher than the loading factor with

other competence and career development

constructs.

Examination and assessment of

discriminant validity are to be accepted if

the AVE square root value is greater than

the correlation value of the latent variable

with all other latent variables (Fornel and

Lalcker, in Santosal, 2018). The correlation

value of each latent variable produced in

the measurement model test can be seen in

table 4. where the value of the AVE square

root of each latent variable is marked with

a shading effect.

Based on the table above, it can be

seen that the AVE square root value and the

Naumi Apriyani

1

Emanuel Wind Dirganthara

2

| 1412

correlation value of a latent variable

(construct) with other constructs show a

more excellent value. It can be concluded

that the results of the discriminant validity

examination through the Fornel-Lalcker

criteria for latent constructs as a whole have

a valid discriminant validity value.

The results of the construct reliability

test, as presented in table 4.6, show the

Composite Reliability and Cronbach Alpha

values of all latent variables > 0.70. So that

all manifest variables in measuring latent

variables in the estimated model are

declared reliable.

The test results shown in the table

above show that the R2 Performance value

of 0.562 is more significant than 0.5, which

is classified as vital; these results explain

that 56.2% of performance is influenced by

motivation, competency, and career

development, while the remaining 43.8% is

influenced by factors which were not

observed in this study. Meanwhile, the

second R2 value, career development,

which is 0.244, which is lower than 0.25, is

classified as weak. The results explain that

24.4% of career development is influenced

by motivation and competence, while

75.6% is influenced by other factors not

observed in this research.

CONCLUSIONS

Based on the results of research and

discussion of data in previous chapters, the

authors obtain conclusions that can be

drawn from research identifying the effect

of work motivation and competence on

employee performance with career

development as an intervening variable for

employees of the Directorate of Fleet and

Engineering PT PELNI (Persero), as follows:

1. Motivation has a positive and

significant effect on employee

career development, with the

indicator of job challenges having

an impact on increasing work

performance which is the strongest

indicator, while seeking a position in

a group to seize and expand power

is the weakest indicator. This shows

that the higher the motivation of

1413 | The Influence of Work Motivation and Competence on Employee Performance In The

Directorate of Fleet and Engineering PT. Pelni (Persero) With Career Development As an

Intervening Variable

employees, the better their career

development.

2. Work competence has a positive

and significant effect on employee

career development, with

increasing work motivation being

the strongest and the educational

background indicator being the

weakest. This shows that the higher

the work competence, the better

the employees' career

development.

3. Motivation has a positive and

significant effect on employee

performance. This shows that the

higher the motivation of

employees, the higher the

performance of employees.

4. Work competence has a positive

and significant effect on employee

performance. This shows that the

higher the competence of

employees, the higher their

performance of employees.

5. Career development has a positive

and significant effect on employee

performance. This shows that the

better the employee's career

development, the higher the

employee's performance.

6. Motivation has a positive and

significant effect on performance

through career development. This

shows that the higher the reason

and the better the employee's

career development will be able to

impact the more high the

employee's performance.

7. Work competence has a positive

and significant effect on

performance through career

development. This shows that the

higher the work competence and

the better the employee's career

development will impact the

employee's performance.

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