GOLDEN RATIO OF MAPPING IDEA AND LITERATURE FORMAT VOLUME 5. ISSUE. Website: https://goldenratio. id/index. php/grmilf ISSN [Onlin. : 2776-6381 MAPPING IDEA & LITERATURE FORMAT | RESEARCH ARTICLE Linking Competence. Motivation, and Work Discipline to Employee Performance: An Empirical Study of the Regional Development Planning. Research, and Development Agency of Kepulauan Selayar Regency. Indonesia Rezky Yulianty Ismail1. Mursalim Laekkeng2. Amir3 1,2,3 Postgraduate of Universitas Muslim Indonesia. Makassar. Indonesia. Email: yulianty. ismail@gmail. ARTICLE HISTORY Received: August 22, 2024 Revised: September 18, 2024 Accepted: January 31, 2025 DOI https://doi. org/10. 52970/grmilf. ABSTRACT This study aims to determine the influence of Competence. Motivation, and Work Discipline on Employee Performance at the Regional Development Planning. Research, and Development Agency (Bappelitbangd. of Kepulauan Selayar Regency. The research employs a quantitative method, utilizing both primary and secondary data. The sample size for this study consists of 58 respondents. Data processing is conducted using the SPSS analysis tool. The research approach is a quantitative research method. Data were obtained directly from the employees of Bappelitbangda, with a total of 58 respondents, through a questionnaire covering both dependent and independent variables. The data analysis method in this study utilizes a computer-based program, namely SPSS (Statistical Product and Service Solution. The analyses include descriptive analysis, multiple linear regression analysis, instrument testing . alidity and reliability test. , and hypothesis testing . -test and F-tes. The research findings indicate that: . Competence has a positive but not significant eAect on Employee Performance at Bappelitbangda of Kepulauan Selayar Regency. Motivation has a positive and significant eAect on Employee Performance at Bappelitbangda of Kepulauan Selayar Regency. Work Discipline does not have a significant eAect on Employee Performance at Bappelitbangda of Kepulauan Selayar Regency. Keywords: Competence. Motivation. Work Discipline. Employee Performance. Introduction State Civil Apparatus (ASN) and contract workers at Bappelitbangda of Kepulauan Selayar Regency have core responsibilities that contribute to organizational goals. Both are required to possess good competence, motivation, and work discipline. ASN employees hold permanent status with pensions, promotions, and periodic training rights. Contract workers, however, hold non-permanent status with limited rights and focus on operational/administrative tasks. Observations reveal declining work discipline in the Some employees only clock in without optimal work execution. This pattern reflects low responsibility awareness, aAecting the competence and motivation of others. Absences delay tasks, forcing colleagues to The Author. This open-access article is distributed under a Creative Commons Attribution (CC-BY-SA) 4. 0 license. Page | 1 GOLDEN RATIO OF MAPPING IDEA AND LITERATURE FORMAT VOLUME 5. ISSUE. Website: https://goldenratio. id/index. php/grmilf ISSN [Onlin. : 2776-6381 handle non-core duties. This imbalance breeds laziness and reduces motivation. Policies focusing on enhancing competence, motivation, and work discipline are needed to address these challenges. Training, aligning individual goals with organizational targets, and fair rewards can improve performance. In the globalization era, eAective human resource empowerment is crucial. Optimal team member performance supports organizational success and ensures better public service. Thus, sustainably. HR strategies based on competence, motivation, and discipline must be developed. In the era of globalization with increasingly complex work challenges, eAective human resource empowerment becomes critically important. Optimal employee performance supports organizational success and ensures better service to the community. Therefore, human resource management strategies based on competence, motivation, and work discipline must be continuously developed to achieve sustainable organizational goals. Based on the background described above and the identified problems, the author is interested in conducting research titled: "The Influence of Competence. Motivation, and Work Discipline on Employee Performance at the Regional Development Planning. Research, and Development Agency (Bappelitbangd. of Kepulauan Selayar Regency. II. Literature Review and Hypothesis Development Management According to Mary Parker Follett in her book, management is the art of getting things done through Organizations cannot be separated from management activities when achieving their goals. Management wants organizational goals to be achieved eEciently and eAectively. The management functions are: Planning is the activity of setting organizational goals and choosing the best way to achieve those Organizing (Organizing and StaEn. is coordinating resources, tasks, and authority among organization members to achieve organizational goals eEciently and eAectively. Leading is how people work to achieve the organization's goals. Controlling aims to see whether the organization is running according to plan. Human resource management (HRM) is one of the areas of general management that includes aspects of planning, organizing, implementing, and controlling. This process is found in the functions/areas of production, marketing, finance, and personnel. Human resources (HR) play an increasingly important role in achieving organizational goals, so various experiences and research results in HR are systematically collected in human resource management. The term "management" means a collection of knowledge about how to manage human resources. Competence Civil servant competence is the ability a civil servant must possess in the knowledge, skills, attitudes, and behaviors needed to carry out their duties (As'ad, 2. According to Alamin . , competence is derived from the word job competency, namely, ability and work. The meaning of ability is to carry out all activities optimally with all the potential humans possess in the form of energy, thoughts, feelings, and abilities to produce a helpful activity. Motivation According to Munandar et al . , motivation is a psychic process that drives people to do Furthermore. Yusuf . explains that motivation is a stimulant of desire . , the driving force The Author. This open-access article is distributed under a Creative Commons Attribution (CC-BY-SA) 4. 0 license. Page | 2 GOLDEN RATIO OF MAPPING IDEA AND LITERATURE FORMAT VOLUME 5. ISSUE. Website: https://goldenratio. id/index. php/grmilf ISSN [Onlin. : 2776-6381 of a person's willingness to work. each motive has a specific goal to be achieved. Motivation is the process of influencing or encouraging a person or work group from the outside to be willing to do something that has been determined. In the sense of encouragement, motivation is intended as a natural urge to satisfy and maintain life. In general, motivation aims to move or inspire someone to have the desire and will to do something to get results or achieve specific goals. Work Discipline Disciplina comes from the Latin word "Discipline," which means training or education on politeness, spirituality, and character development. The nature of discipline is related to developing a proper attitude towards work. According to Hasibuan . , discipline is the awareness and willingness of a person to obey all organizational regulations and applicable social norms. Awareness is the attitude of a person who voluntarily obeys all regulations and knows their duties and responsibilities. At the same time, willingness is an attitude, behavior, and actions of a person that are governed by organizational regulations, both written and unwritten. So, a person will obey or do all his duties well, not by coercion. Performance According to Betris . , performance is a collection of advanced work activities. It encourages each individual to actualize their activities optimally to produce optimal work results and become a standard of assessment for leaders. Gomes . defines individual performance as an expression of output, eEciency, and eAectiveness, which are then linked to productivity. According to Novitasari et al. , performance is an action process or way of acting or performing organizational functions. Performance is generally understood as a record of output results on job functions or all work activities in a specific period. Based on that, our hypothesis in this study is: = Competence positively and significantly influences employee performance at the Regional Development Planning. Research and Development Agency of Selayar Islands Regency. = Motivation positively and significantly influences employee performance at the Regional Development Planning. Research and Development Agency of the Selayar Islands Regency. = Work discipline positively and significantly aAects employee performance at the Regional Development Planning. Research and Development Agency of Selayar Islands Regency. = Competence. Motivation, and Work Discipline positively and significantly influence employee performance at the Regional Development Planning. Research and Development Agency of Selayar Islands Regency. Research Method The research approach used is a quantitative research method. Data was obtained directly from 58 Bappelitbangda employees who became respondents through a list of questions . from both dependent and independent variables. The data analysis method in this study is using the help of a computer program, namely the SPSS (Statistical Product and Service Solution. The descriptive analysis includes multiple linear regression analysis, instrument testing . alidity and reliability test. , and hypothesis testing . -test and F-tes. The Author. This open-access article is distributed under a Creative Commons Attribution (CC-BY-SA) 4. 0 license. Page | 3 GOLDEN RATIO OF MAPPING IDEA AND LITERATURE FORMAT VOLUME 5. ISSUE. Website: https://goldenratio. id/index. php/grmilf ISSN [Onlin. : 2776-6381 IV. Results and Discussion Multiple Linear Regression Analysis Based on the data processing carried out, it can be seen that the relationship model of the multiple linear regression analysis can be seen from the multiple linear regression analysis table below: Model (Constan. Competence Motivation Work Discipline Table 1. Regression Analysis Standardized Unstandardized CoeEcients CoeEcients Std. Error Beta Sig. Based on the Table 1, it is known that the constant value = 3. 802, the Competence variable (X. is 226, the Motivation variable (X. 426, and the Work Discipline variable (X. 147, so that the regression equation is as follows: Y = 3,802 0,226 X1 0,426 X2 0,147 X3 The constant value is a = 3. 802, which means that if the Competence (X. Motivation (X. , and Work Discipline (X. variables do not change or are equal to 0, then Performance (Y) is 3. The regression coeEcient for the Competence variable (X. 226, meaning that employee performance will also increase if competence increases. The regression coeEcient for the Motivation variable (X. 426, meaning that employee performance will also increase if motivation increases. The regression coeEcient for the Work Discipline variable (X. 147, meaning that employee performance will also increase if work discipline increases. Based on the Unstandardized CoeEcients values listed in the table, the eAect of the work discipline variable on employee performance is analyzed with the assumption that other variables are considered fixed or constant. Validity Test The results of the validity test for each statement item on the variables used in this study can be seen in the following validity test results table 2: Variable Competence (X. Motivation (X. Work Discipline (X. Item X1. X1. X1. X1. X1. X2. X2. X2. X2. X2. X3. X3. Table 2. Validity Test Result R-Calculated R-Estimated 0,679 0,799 0,836 0,777 0,731 0,738 0,2181 0,666 0,694 0,674 0,692 0,738 0,701 Information Valid The Author. This open-access article is distributed under a Creative Commons Attribution (CC-BY-SA) 4. 0 license. Page | 4 GOLDEN RATIO OF MAPPING IDEA AND LITERATURE FORMAT VOLUME 5. ISSUE. Website: https://goldenratio. id/index. php/grmilf Variable Performance (Y) ISSN [Onlin. : 2776-6381 Item X3. X3. X3. R-Calculated 0,801 0,676 0,671 0,633 0,790 0,818 0,712 0,548 R-Estimated Information Based on Table 2, it can be seen that all statements used in the questionnaire are valid. All research variables have a calculated R value greater than the R Table of 0. 2181, so no statement items are deleted. All statement items in this study are valid and can be used in the entire test model. Reliability Test The results of the reliability test obtained in this study can be seen in the following reliability test results table 3: Table 3. Validity Test Result Variable Cronbach's Alpha Information Competence (X. 0,904 Motivation (X. 0,899 Reliable Work Discipline (X. 0,903 Performance (Y) 0,902 Based on Table 3, all variables have a Cronbach's Alpha value Ou 0. 60, which indicates that the variables of competence, motivation, work discipline, and performance can be considered to have a good level of Hypothesis Testing t-test (Partia. Partial hypothesis testing is conducted to analyze whether competence, motivation, and work discipline significantly influence the performance variable. The results of partial testing can be seen in the following table of t-Test Results (Partia. Model (Constan. Competence Motivation Work Discipline Table 4. t-Test Standardized Unstandardized CoeEcients CoeEcients Std. Error Beta Sig. T-table at degrees of freedom . = n-k-1 = 58-3-1 = 54 and error rate = 0. 05 obtained t-table of The explanation of the relationship between variables X and Y is as follows: The Author. This open-access article is distributed under a Creative Commons Attribution (CC-BY-SA) 4. 0 license. Page | 5 GOLDEN RATIO OF MAPPING IDEA AND LITERATURE FORMAT VOLUME 5. ISSUE. Website: https://goldenratio. id/index. php/grmilf ISSN [Onlin. : 2776-6381 The Influence of Competence on Employee Performance Table 4 shows that the variable X1, namely competence, has a significance of 0. 058, which is greater than the value of = 0. 05 and the t-count value of 1. 938> t-table value of 1. It can be concluded that competence (X. aAects the performance of Bappelitbangda employees of Selayar Islands Regency, but is not strong enough to be considered statistically significant at the 95% confidence level (Sig. = 0. Thus, the first hypothesis that competence positively and significantly aAects employee performance is not statistically proven. The Influence of Motivation on Employee Performance Table 12 shows that the variable X2, namely motivation, has a significance of 0. 004, which is smaller than the value of = 0. 05 and the t-count value of 2. 980> t-table value of 1. It can be concluded that motivation (X. significantly aAects the performance of Bappelitbangda employees of Selayar Islands Regency. Thus, the second hypothesis that motivation positively and significantly aAects employee performance is statistically proven. The Influence of Discipline on Employee Performance Table 12 shows that the variable X3, namely work discipline, has a significance of 0. 263, which is greater than the value of = 0. 05 and the t-count value of 1. 131