Kontigensi: Scientific Journal of Management Vol 13.
No.
Juni 2025, pp.
ISSN 2088-4877
PERFORMANCE OF LAND OFFICE EMPLOYEES IN SOUTH TANGERANG
CITY: THE ROLE OF WORK MOTIVATION.
WORK DISCIPLINE AND
COMPETENCE IN WORK EFFECTIVENESS
Hamsinah1*.
Sani Irawan2.
Wahyudi3 Universitas Pamulang.
Tangerang Selatan.
Banten.
Indonesia dosen00941@unpam.
Received: May 28, 2025 DOI: https://doi.
org/10.
56457/jimk.
Accepted: June 26, 2025
Published: June 27, 2025
ABSTRACT
The purpose of this study is to determine the Performance of Employees of the South Tangerang City Land Office: The Role of Work Motivation.
Work Discipline and Competence in Work Effectiveness.
The method in this study is quantitative research, assessment based on numbers using statistical calculations, using the Simple Random Sampling technique.
This study used a sample of 105 Data is processed using the SEM PLS 3.
0 method.
The results of the study indicate that .
the motivation variable (X.
directly has a positive and significant effect on work effectiveness (Y) with a t-statistic value of 2.
588 > t-table 982 and a P-value of 0.
010 < 0.
The work discipline variable (X.
directly does not have a significant effect on work effectiveness (Y) with a t-statistic value of 0.
< 1.
982 and a P-value of 0.
611 > 0.
The competency variable (X.
directly does not have a significant effect on work effectiveness (Y) with at statistical value of 0.
< 1.
982 and a P-value of 0.
784 > 0.
05, .
the Motivation variable (X.
directly has a significant effect on employee performance (Z) with at statistical value of 0.
982 and a P-value of 0.
642 > 0.
05, .
the work discipline variable (X.
directly has a positive and significant effect on employee performance (Z) with at statistical value 296 > t table 1.
982 and a P-value of 0.
022 < 0.
Competence (X.
directly does not have a significant effect on employee performance (Z) with a statistical value of 0.
615 < 1.
982 and a P-value of 0.
539 > 0.
Work effectiveness (Y) has a direct and significant effect on employee performance (Z) with at statistical value of 092 > t table 1.
982 and a P-value of 0.
002 < 0.
Motivation variable (X.
indirectly has a significant effect on employee performance (Z) through work effectiveness (Y) with at statistical value of 2.
245 > t table 1.
982 and a P-value of 0.
< 0.
05, .
work discipline variable (X.
indirectly does not have a significant effect on employee performance (Z) through work effectiveness with at statistical value of 445 < 1.
982 and a P-value of 0.
656 > 0.
Competence (X.
indirectly does not have a significant effect on employee performance (Z) through work effectiveness (Y) with a statistical value of 0.
235 < 1.
982 and a P-value of 0.
815 > 0.
Keywords: Motivation.
Work Discipline.
Competence.
Work Effectiveness and Employee Performance.
INTRODUCTION
Human resources (HR) are a key The quality of HR, element in the success of an including competence, motivation, and organization, especially in the public work discipline, greatly determines the Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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effectiveness of task implementation according to the standards and time Without HR, organization's vision and mission are Therefore, strengthening employee capacity needs to be accompanied by a deep understanding of the regulations responsibilities of the State Civil Apparatus (ASN) as a foundation for State Civil Apparatus (ASN) as regulated in Law Number 20 of 2023 are civil servants and government employees with work agreements who are appointed to carry out government duties and carry out public service ASN plays a strategic role in national development, not only as an administrative implementer, but also as a driver of the creation of a lawabiding, democratic, prosperous, and civilized society.
In the context of land governance, the role of ASN is operationalized through the National Land Agency (BPN) as an institution that has a special mandate in agrarian Therefore, professionalism and integrity of ASN are crucial factors in supporting the realization of transparent, fair, and sustainable land governance.
The National Land Agency (BPN) is a non-ministerial government agency that is directly responsible to the President and has the authority to organize government affairs in the land sector nationally, regionally, and As a public service provider.
BPN plays a role in formulating policies and providing services that touch various stakeholders, including the general public, legal entities, social institutions, and government agencies.
In an effort to improve the quality of services.
BPN implements innovations The implementation of BPN's duties at the regional level is realized through technical implementing units, such as the South Tangerang City Land Office, which is the spearhead in providing effective, transparent, and accountable land services.
The South Tangerang City Land Office as a technical implementing unit of the National Land Agency (BPN) has a strategic role in handling land issues and improving the quality of public One of the main focuses in supporting the success of this task is the development of human resources (HR) through increasing abilities, skills, creativity, exemplary behavior, and Increasing capacity is an essential factor in ensuring the smooth implementation of organizational tasks and in meeting public expectations for fair, efficient, and transparent services.
However.
HR development will not be optimal without fair and responsive treatment from management.
Injustice in the work environment can reduce employee motivation, discipline, and Therefore, fulfilling basic employee needs, such as work satisfaction and motivation, must be a primary concern.
Improving the quality of HR at the South Tangerang City Land Office not only encourages contributes to the achievement of national development goals.
One important indicator in measuring this success is the level of employee motivation which can be identified through a systematic initial survey.
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Based on Tarigan's work motivation indicators .
, a preliminary survey of 30 employees of the South Tangerang City Land Office was conducted to measure their level of Table 1.
Pre-Survey Regarding the Motivation of Employees of the South Tangerang City Land Office Answer Indicators and Statements Yes (%) No (%) Physiological Needs "I feel that the salary and work facilities provided by the 24 80% 6 20% office are sufficient for my basic needs to work well.
Need for safety "I feel that the work environment I am in is safe and 22 73% 8 27% supportive so that I can work well without worry.
The need for belonging "I feel accepted and valued as part of the team in my 12 40% 18 60% work environment.
Self-esteem needs "I feel appreciated and recognized for my contributions 14 47% 16 53% and accomplishments at work.
The need for self-actualization "I feel like I have the opportunity to develop my 17 57% 13 43% potential and skills in my job.
Source: Pre-survey through interviews, 2025 Based on table 1.
1 above, it is known that for 30 employees of the South Tangerang City Land Office, the Then the phenomenon of work need for a sense of belonging is an discipline, especially in the South indicator with the highest level of Tangerang City Land Office, is a disagreement, which is 60%.
This serious concern because there are still finding indicates that most employees employees who are often absent or have not felt strong emotional leave work early.
This absence is integration in the work environment, generally caused by a lack of which can have a negative impact on responsibility and work motivation, work motivation and effectiveness.
which has a negative impact on addition, the need for self-esteem and productivity and the quality of public self-actualization has not been fully Therefore, efforts are needed met, reflecting a lack of appreciation supervision, the application of strict This sanctions, and the development of work ethics in order to create a managerial intervention in creating a disciplined and professional work fair, inclusive, and supportive work culture as seen in the Composition of environment for career development in the Number of Employees and Work order to maintain discipline and Attendance, as shown in table 2 below:
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Table 2.
Composition of the Number of Employees and Work Attendance of Employees at the South Tangerang City Land Office
Absence Present
126 87% 128 88% 129 89% 131 90% 131 90%
Not Permissio Amount Source: South Tangerang City Land Office Based on Table 2 above regarding The high level of employee the Composition of the Number of absenteeism at the South Tangerang Employees and Work Attendance City Land Office reflects problems in .
0Ae2.
, it shows that violations of work discipline and motivation, which work discipline still occur consistently, are exacerbated by weak management with an annual absenteeism rate of 6Ae This absenteeism not only Although there was a slight hampers productivity, but also reduces increase in attendance from 87% to the quality of public services.
90%, this does not reflect significant Therefore, an evaluation of attendance Repeated absenteeism policies and improvement of employee indicates the need for a comprehensive competence through ongoing training and coaching are needed to create discipline, and work motivation effective and professional performance.
To address this, training is To see the competency of employees needed that strengthens responsibility at the South Tangerang City Land and improves technical competence in Office, a pre-survey was conducted on order to create a more professional and 30 employees according to the productive work environment.
indicators according to Masriah (Masriah.
Table 3.
Pre-Survey Regarding the Competence of Employees at the South Tangerang City Land Office Answer No Indicators and Statements Yes (%) No (%) Knowledge I understand well the land regulations and policies 66% 10 applicable in South Tangerang City.
I am able to explain land administration procedures, such as processing land certificates and building use 23
76% 7
rights, to the public clearly.
Skill I am able to use land systems and applications .
uch as: aplikasi.
well in carrying out land 12
40% 18
administration tasks.
I am skilled in verifying and validating land 18
60% 12
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documents to ensure their accuracy and validity.
Attitude I always act professionally and honestly in providing 80% 6 land services to the community.
I am willing to help and provide the right solutions to 73% 8 the community in managing land administration.
Source: Pre-survey through interviews, 2025 Based on table above, it is known that from 30 pre-surveys with carrying out land administration tasks.
distributed questionnaires, the largest And percentage of no answers was in the effectiveness of work based on the Skill indicator, where not all employees Service Files of the South Tangerang were able to use land systems and City Land Office employees, based on .
uch data recorded for the period 2020 to Table 4.
South Tangerang City Land Office Service Files for the Period 2020 to Percentage Finished Exceeding On Time
No Year Service Files Exceeding On Time
SOP
Percentage SOP
2020 51,479
38,701
12,778
2021 79,555
67,459
12,096
2022 87,443
22,903
2023 93,598
79,041
14,557
85,795
Amount
401,935
335,536
66,399
Source: Tangsel Land Office Service File Report 2020-2024 Based on Table 1.
4 above, it shows resource capacity, and suboptimal that as many as 16.
52% or 66,399 work systems.
Therefore, improving service files at the South Tangerang service governance and strengthening City Land Office during the 2020Ae2024 employee competency are important period were completed beyond the steps in ensuring file completion time limit set in the Standard according to the established time Operating Procedure (SOP).
This percentage reflects that there are still And the following are the obstacles in service efficiency, which can have an impact on decreasing employees at the South Tangerang City public satisfaction.
The causes of this Land Office from 2022 to 2024 with the delay need to be investigated further, main performance indicators, as including managerial aspects, human Table 5.
Performance Achievements of South Tangerang City Land Office
Employees 2022 to 2024
Achievements No Indicator Target
2022 2023 2024
Employee Work Quality Number of Activities completed / Quantity Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Punctuality in completing work tasks.
Average Source: Tangsel Land Office Performance Report 2022-2024
Assessment criteria
resources, and utilizing information Very good
: 91 - 100
With the right strategy, the Good
: 80 - 90
South Tangerang City Land Office can Enough : 61 - 79 maintain superior performance while Not enough : 51 Ae 60 increasing public satisfaction with land Bad : 50 - Below Based on table 1.
5 above, it can be Based on the description and seen that employee performance problems above, the author is achievements based on indicators, .
interested in conducting research that Employee Quality of .
Number of is useful for compiling a thesis entitled Activities Completed / Quantity, .
"Performance of Employees at the Punctuality in completing work tasks.
South Tangerang City Land Office: The there was a decline in employee Role of Motivation.
Discipline, and performance from 2022 to 2024, namely Competence in Work Effectiveness".
the average value in 2022 was 76.
a number of important concepts in in 2023 it was 76.
4% and in 2024 the management, especially regarding average dropped to 75.
59 in the fairly human resource management (HRM), good category.
work motivation, work discipline.
Motivation, discipline, competence, competence, work effectiveness, and and work effectiveness have been employee performance which are the proven to play an important role in main focus of this study.
Each concept improving employee performance at has deep relevance to the objectives of the South Tangerang City Land Office.
this study, which aims to analyze the These four factors are interrelated in influence of these factors on employee creating a productive and professional work environment.
Motivation drives management as a discipline is work enthusiasm, discipline ensures recognized as a process that involves order, competence supports technical planning, organizing, directing, and capabilities, and work effectiveness controlling resources to achieve reflects optimal results.
The application predetermined goals (Nurhikmah, of theory-based managerial principles Human resource management also helps strengthen the organization's (HRM) plays an important role in the success in providing quality public management and utilization of the workforce to support organizational However.
HRM covers various aspects, sustainability of optimal performance, from workforce planning, selection, strategic steps are needed that are training, to performance appraisals adaptive to the challenges of the times.
which ultimately contribute to the Dynamic changes in the work achievement of organizational goals environment require agencies to (Liu et al.
, 2.
Furthermore, work continue to make updates through motivation is the main factor that influences employee performance.
improving the quality of human Motivation can be divided into two Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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types, namely intrinsic motivation that comes from within the individual and extrinsic motivation that comes from external factors such as awards or (Hamali.
High motivation will encourage employees to work more enthusiastically and efficiently, which in turn increases their work effectiveness.
In addition, work discipline has an equally important role in ensuring that employees work in accordance with the rules set by the organization.
Good work discipline will create a conducive work atmosphere, minimize violations, and increase work productivity (Rahmi et al.
, 2.
In this case, preventive discipline focuses on efforts to prevent violations by raising awareness among employees to comply with existing rules, while corrective discipline aims to provide sanctions for violations that have occurred, in the hope of (Bronsther, 2.
Another important performance is competence, which refers to an individual's ability to carry out their duties effectively.
This competence includes the knowledge, skills, and attitudes needed to achieve the expected performance standards (Kumala et al.
, 2.
High employee competence will have a direct impact on improving performance, because competent employees will be able to complete tasks with better quality and in a shorter time.
In terms of work effectiveness, it refers to the extent to which employees or organizations can achieve their stated goals by optimally using available resources (Sedarmayanti et , 2.
Work effectiveness can be measured from several indicators, including understanding the programs implemented, accuracy of targets, timeliness of implementation, and achievement of stated goals (Russ-Eft et , 2.
Therefore, work effectiveness is not only seen from the final results achieved, but also from the process and how all elements of the organization function well to achieve these goals.
Employee performance, which is one of the most dominant aspects in this study, is closely related to the work results achieved by employees in carrying out their duties and Performance can be measured by looking at the quality and quantity of work, as well as the timeliness of its completion (Khairizah.
Performance assessments do not only focus on the results achieved, but also include how the process is carried out, whether in accordance with the procedures and standards set by the organization (Sahoo et al.
, 2.
The factors that performance are very diverse, ranging motivation, to support from superiors and a conducive work environment.
For example, employees who have .
will find it easier to achieve the expected work results, while employees who are well motivated will be more enthusiastic in achieving organizational goals (Mangkunegara.
Previous research related to this topic shows that there is a significant influence between factors such as work motivation, work discipline, and competence on employee performance.
Usman .
, found that work motivation and competence have a performance, although work discipline and workload do not have a significant Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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effect on performance.
In contrast, another study by Kahpi .
showed that organizational climate and work ethic have a significant effect on performance effectiveness, although work discipline does not have a direct More recent research by Suwanto .
also found that work discipline has a significant effect on employee performance, with work motivation playing an important role in increasing performance effectiveness.
Based on this literature review, it can be concluded that the influence of work motivation, work discipline, competence, and work effectiveness on employee performance is very large and interrelated.
This study aims to further examine the relationship between these factors, as well as identify the role of each factor in improving employee performance in an organization.
The results of the study are expected to provide a significant contribution to human resource management and improve the effectiveness of the organization as a METHOD The research method used in this study was designed to collect and analyze data to answer research questions related to the influence of work motivation, work discipline, competence, and work effectiveness on employee performance at the South Tangerang City Land Office.
This study uses a quantitative approach with a survey research design.
This survey research was chosen because it allows researchers to collect representative distributed to employees, so that it can provide a clear picture of the phenomenon being studied.
This quantitative method emphasizes more on collecting data in the form of numbers to be analyzed statistically, with the aim of testing the relationship objectively and measurably (Arikunto.
This research was conducted at the South Tangerang City Land Office, an agency that focuses on land certificate services, which has a vision to realize trusted and world-standard land and space management (Priadana et al.
This research was conducted for three months, starting from March 20 to May 30, 2025, with structured stages.
In the first stage, preparations were made including the distribution of presurvey questionnaires, interviews with a number of employees, literature reviews, and the preparation of research proposals.
The second stage is the implementation of the research, which involves the distribution of tabulation, and data processing.
The final stage is the discussion of the research results, the preparation of conclusions, suggestions, and revision of the research report (Sugiyono, 2.
The analytical method used in this study is path analysis, which allows testing the influence between variables partially or simultaneously (Hair et al.
Path analysis is used to identify the extent to which work motivation (X.
, work discipline (X.
, and competence (X.
influence work effectiveness (Y), and how work performance (Z).
In this case, path analysis provides a more in-depth and detailed picture of the causal relationship between variables, so that it can provide a better understanding Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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of the mechanism of influence that occurs (Creswell et al.
, 2.
This quantitative approach relies heavily on data collected through research instruments in the form of employees at the South Tangerang City Land Office.
Data obtained through questionnaires will be analyzed using SmartPLS 3.
0 software.
SmartPLS is software for variance-based structural equation modeling (SEM) analysis used to test the relationship between variables in research (Ghozali, 2.
The use of SmartPLS is very appropriate for this study, considering the characteristics of the data that are not always normal and the relatively small number of samples, where PLS can overcome the problem of multicollinearity between independent variables and can produce efficient results even though the sample is small (Weaving et al.
, 2.
This study also uses a Likert scale in respondents' attitudes, opinions, and perceptions related to the variables This Likert scale is used to respondents agree or disagree with the statements submitted, with five answer choices, ranging from "strongly disagree" to "strongly agree" (Pugu et , 2.
In data analysis, validity and reliability tests will be carried out to instruments used can measure the intended constructs appropriately.
Convergent validity will be examined using loading factors, while reliability will be tested using Composite Reliability and Cronbach's Alpha to ensure the internal consistency of each construct measured (Ghozali, 2.
Model testing is done using bootstrapping techniques to test the significance of the influence between variables in the structural model.
Significance testing is done to find out whether the influence between the dependent variables is significant, and this will be done with a bootstrapping procedure that can produce a t-statistic value to test the research hypothesis.
this case, a t-statistic value greater than 96 indicates that the influence between the variables is significant at a significance level of 5%.
This study used a sample of 105 respondents selected using the Simple Random Sampling technique, which ensures that every employee at the South Tangerang City Land Office has an equal opportunity to be selected as a This sampling technique is used to avoid bias in sample selection and to ensure that the samples taken can represent the entire population of existing employees (Sugiyono, 2.
Thus, this study is expected to provide a better understanding of the influence competence, and work effectiveness on employee performance at the South Tangerang City Land Office and provide relevant recommendations for improving employee performance at the agency.
RESULTS and DISCUSSION Outer Model Analysis Measurement model testing .
uter mode.
is used to determine the specifications of the relationship between latent variables and their This discriminant validity and reliability.
Convergent Validity Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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According to Ghozali .
a correlation can be said to meet convergent validity if it has a loading value of > 0.
The output shows that the loading factor provides a value above the recommended value of 0.
However, in the scale development MK01
MK02
MK03
MK04
MK05
MK06
MK07
MK08
MK09
MK10
DK01
DK02
stage of research, a loading of 0.
60 is still acceptable.
So that the indicators used in this study have met convergent validity (Convergen Validit.
The structural model in this study is shown Figure 1.
Outer Model.
Algorithm Testing Table 4.
9 Outer Loading Motivation Discipline Competence Work Effectiveness Performance Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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DK03
DK04
DK05
DK06
DK07
DK08
DK09
DK10
K10
EK01
EK02
EK03
EK04
EK05
EK06
EK07
EK08
EK09
EK10
KP01
KP02
KP03
KP04
KP05
KP06
KP07
KP08
KP09
KP10
Source: Output of Smart PLS Program.
0, data processed by the author 2025 Based on the data in table 4.
9, it can determined outer loading limit of 0.
be seen that the lowest outer loading Then the results show that the model is value in the results of the outer model stated to meet the assumption of test of this study is 0.
754 which is in the convergent validity because the lowest K1 indicator (Competence in the first outer loading value obtained is 0.
Referring to the previously Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Discriminant Validity- fornell-larcker criterion Table 6.
Fornell-Larcker criterion Disciplin Work Performan Competen Motivatio Effectiveness ce Discipline Work Effectiveness Performance Competence Motivation Source: Output of Smart PLS Program.
0, data processed by the author 2025 Based on Table, it is said that a value of each latent variable must be latent variable shares more variance greater than the highest r2 value with with its underlying indicators than the value of other latent variables.
with other latent variables.
The AVE Construct Validity and Reliability Table 12 Construct Validity and Reliability Cronbach's rho_ Composite Average Variance Alpha Reliability Extracted (AVE) Motivation Discipline Competence Work Effectiveness Performance Source: Output of Smart PLS Program.
0, data processed by the author 2025 The data in Table 4.
12 above shows results have also proven that all that the lowest AVE value of the 5 variables meet the assumption of variables is 0.
760 which is owned by reliability construct because the lowest the Performance variable.
This result shows that the five research variables reliability values are > 0.
Inner Model Testing After conducting the outer model discriminant validity because the the next step is to evaluate the lowest AVE value obtained is more final structural equation model .
nner Meanwhile, the results of the The inner model test of this study was conducted by looking at the reliability show that the lowest values path coefficient and R square values as 965 and 0.
969 owned by the Performance variable.
Thus, these Table 13 R Square R Square R Square Adjusted Work Effectiveness Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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Performance Source: Output of Smart PLS Program.
0, data processed by the author 2025 Based on table 4.
13 above, it shows influenced by other variables, while the that the R Square value for the Work R Square value for the Employee Effectiveness variable is 0.
494, this Performance variable is 0.
504, this finding explains that the percentage of finding explains that the percentage of Work Effectiveness is 49.
This employee performance is 50.
This means that the Motivation variable, means that the employee performance Discipline variable and Competence variable influences Work Effectiveness variable influence Work Effectiveness 4% and the remaining 49.
6% is 4% and the remaining 50.
6% is Table 14 Inner Model test results Original Sample Standard
T Statistics Sample Mean
Deviation (|O/STDEV| Val
(O)
(M)
(STDEV)
Motivation Work
2,588
Effectiveness Discipline Work Effectiveness Competence Work Effectiveness Motivation Performance Discipline 1,033 2,296 Performance Competence Performance Work Effectiveness -> 0.
3,092
Performance Source: Output of Smart PLS Program.
0, data processed by the author 2025 Based on table 4.
14 above, the The path coefficient value in results of the evaluation of the hypothesis 2, work discipline on structural equation model of the work effectiveness is obtained at relationship between variables partially This value shows that with explained by the path coefficient value work discipline, work effectiveness can be described as follows:
actually decreases.
The path coefficient of hypothesis 1.
The path coefficient value in namely on the motivation variable hypothesis 3, namely competence towards work effectiveness, is obtained at 0.
This result also obtained a value of 0.
This means that if motivation increases, result also means that if employee work effectiveness increases.
effectiveness increases.
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The path coefficient value in hypothesis 4, namely motivation towards performance, obtained a value of -0.
This result shows that with the current work motivation, performance actually The path coefficient value in discipline on performance, obtained a value of 0.
This result shows that the higher the employee's work employee's performance will be.
The path coefficient value for hypothesis 6, namely competence towards employee performance, obtained a value of -0.
This result shows that if employee competence increases, employee performance will increase.
The path coefficient value in performance, obtained a value of This result shows that the higher the work effectiveness, the higher the employee performance.
Hypothesis Testing This study has 10 hypotheses as the research questions that have been formulated and need to be tested for their truth.
Hypothesis testing in this study uses the t-test, namely by comparing the t-statistic value obtained from the bootstrapping test with the critical limit of the t-table value of 1.
at a significance level of 5% .
The results of the hypothesis test of this study are presented as follows:
Source: Data processed by the author, 2025 Figure 4.
3 Bootstrapping Testing Live Testing Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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The following is direct testing in this study which is presented in the form of a table and interpretation as follows:
Table 15 Results of Direct Influence Test
Original Sample Standard
T Statistics P
Infor
Sample Mean
Deviation (|O/STDE Val matio
(O)
(M)
(STDEV)
V|)
Motivation Acce
Work
2,588
Effectiveness Discipline 61 Rejec
Work
Effectiveness Competence -> 78 Rejec
Work
Effectiveness Motivation 64 Rejec
Performance Discipline 02 Acce
1,033
2,296
Performance Competence -> 53 Rejec Performance Work 00 Acce Effectiveness -> 0.
3,092
Performance Source: Output of Smart PLS Program.
0, data processed by the author 2025 Based PLS hypothesis 2 in this study is .
ootstrapping tes.
presented in Table 16, it can be explained that:
Hypothesis 3: From the original .
Hypothesis 1: From the original sample value of 0.
119, the t statistic sample value of 0.
838, the t-statistic value is 0.
274 <1.
982 and the Pvalue of 2.
588 and the P-value of value is 0.
These results prove 010 were obtained.
These results that competence does not have a prove that motivation has a positive and significant effect on work effectiveness, this proves that effectiveness with a large effect of hypothesis 3 in this study is 8% .
838 x 100%).
The t-statistic value of 2.
588> t table 1.
982 and the .
Hypothesis 4: From the original P-value of 0.
010 <0.
05 prove that sample value of -0.
224, the t statistic hypothesis 1 in this study is value is 0.
465 > 1.
982 and the Paccepted.
value is 0.
642 > 0.
These results .
Hypothesis 2: From the original prove that motivation does not have sample value of -0.
255, the t statistic a significant effect on employee value is 0.
508 <1.
982 and the Pperformance, this proves that value is 0.
These results prove hypothesis 4 in this study is that work discipline does not have a .
Hypothesis 5: From the original This proves that sample value of 0.
999, the t statistic Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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value of 2.
296> 1.
982 and the Pvalue of 0.
022 were obtained.
These results prove that Work Discipline has a positive and significant effect on employee performance with a large influence of 99.
The t statistic value of 2.
296> t table 1.
and the P-value of 0.
022 <0.
05 prove that hypothesis 5 in this study is .
Hypothesis 6: From the original sample value of -0.
334, the t statistic value is 0.
615 <1.
982 and the Pvalue is 0.
539> 0.
These results prove that Competence does not have a significant effect on employee performance, this proves that hypothesis 6 in this study is .
Hypothesis 7: From the original sample value of 0.
314, the t statistic value is 10.
021 > 1.
982 and the Pvalue is 0.
These results prove that work effectiveness affects employee performance with a large influence of 31.
The t statistic value is 3.
092 > t table 1.
982 and the P-value is 0.
002 < 0.
05, this proves that hypothesis 7 in this study is Indirect Testing The following is an indirect test in this study which is presented in the form of a table and interpretation as Table 4.
16 Results of Indirect Effect Test
Original Sample Standard
T Statistics P
Infor
Sample Mean
Deviation (|O/STDE Val mati
(O)
(M)
(STDEV)
V|)
ues on Motivation -> Work 0 Acce Effectiveness -> 0.
2,245
Performance Discipline -> Work 6 Reje Effectiveness -> -0.
Performance Competence -> Work 8 Reje Effectiveness -> 0.
Performance Source: Output of Smart PLS Program.
0, data processed by the author 2025 Based PLS hypothesis 8 in this study is .
ootstrapping tes.
presented in Table 16, it can be explained that:
Hypothesis 9: From the original .
Hypothesis 8: From the original sample value of -0.
080, the t statistic sample value of 0.
263, the t statistic value is 0.
445 <1.
982 and the Pvalue is 2.
245 and the P-value is value is 0.
656> 0.
These results These results prove that prove that work discipline does not motivation has a positive and have a significant effect on work effectiveness through employee effectiveness through employee This proves that performance, with a large influence hypothesis 9 in this study is The t statistic value of 245> t table 1.
982 and the P-value Hypothesis 10: From the original 025 <0.
05, this proves that sample value of 0.
037, the t-statistic value is 0.
235 <1.
982 and the P-value is Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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815> 0.
These results prove that competence does not have a significant effect on work effectiveness through employee performance.
This proves that hypothesis 10 in this study is DISCUSSION The Influence of Motivation (X.
on Work Effectiveness (Y) The Influence of Motivation (X.
on Work Effectiveness (Y) based on hypothesis testing obtained a t-statistic value of 2.
588 > t table 1.
982 and a Pvalue of 0.
010 < 0.
05, so the research is accepted, meaning that Motivation (X.
has a positive and significant influence on Work Effectiveness (Y).
In addition to statistical significance, this study also shows the magnitude of the influence of Motivation on work motivation reaching 83.
8%, which means that more than half of the work effectiveness can be explained by the Motivation factor.
With the largest convergent validity value of 0.
976 in the MK09 statement.
Meanwhile, the 2% is influenced by other factors not included in this study.
The results of this study are in conducted by Anggraini.
Ip.
, &
Dian.
MSD .
with the title of the study, namely Motivation in Increasing Employee Work Effectiveness at the Ilir Barat I Sub-district Office.
Palembang City, based on the results of the study, the researcher can conclude that employee work motivation plays a very important role in increasing employee work effectiveness, and supported by a work environment that meets standards.
The Influence of Work Discipline (X.
on Work Effectiveness (Y) The influence of work discipline (X.
on work effectiveness (Y) based on hypothesis testing obtained a t-statistic value of 0.
508 < 1.
982 and a P-value of 611 > 0.
05, so the study was rejected, meaning that work discipline (X.
does not have a significant influence on work effectiveness (Y).
In addition, this study found that the largest convergent validity value for the work discipline variable in this study was 0.
971 for statement no.
10 or DK10.
The results of this study are in accordance with previous research conducted by Wijayanti.
The Influence Organizational Climate.
Work Ethic Work Discipline Effectiveness Organizational Performance at the Faculty of Economics.
Unsiq Wonosobo.
The results of his research showed that there was no influence of work The Influence of Competence (X.
on Work Effectiveness (Y) The influence of Competence (X.
on Work Effectiveness (Y) based on hypothesis testing obtained a t-statistic value of 0.
274 < t table 1.
982 and a Pvalue of 0.
784 > 0.
05, so the research was rejected, meaning that Competence (X.
did not have a significant influence on work effectiveness (Y).
In addition, this study shows that the largest convergent validity value or the largest outer lodinag is 0.
948 in statement no.
4 or K4.
The results of this study are in accordance with the results of previous research conducted by Danie, et.
with the title of the study, namely The Influence of Competence.
Communication and Team Work on Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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the Effectiveness of Employee Work at the Regional Education Office of North Sulawesi Province.
and the results of the study showed that Competence The Influence of Motivation (X.
on Employee Performance (Z) The influence of motivation (X.
on employee performance (Z) based on hypothesis testing obtained a t-statistic value of 0.
465 < t table 1.
982 and a Pvalue of 0.
642 < 0.
05, so the research is accepted, meaning that motivation (X.
does not have a significant influence on employee performance (Z).
This finding is inconsistent with various motivational theories, such as Adams' Equity Theory, which states that employees tend to be more performance when they feel they are motivation for their contribution.
The results of this study are in accordance with previous research conducted by Hidayat .
with the title of his research The Influence of Motivation.
Competence and Work Discipline on Performance, and Based on the results of the calculation of the first hypothesis.
Motivation has no effect on Employee Performance at PT.
Surya Yoda Indonesia.
This means that Motivation cannot improve employee Influence of Work Discipline (X.
on Employee Performance (Z) The direct influence of Work Discipline (X.
Employee Performance (Z) based on hypothesis testing obtained a t statistic value of 296 > t table 1.
982 and a P-value of 022 < 0.
05, so the research is accepted, meaning that Work Discipline (X.
has a positive and significant influence on Employee Performance (Z), with a large influence of 99.
9% on Employee Performance (Z) and the remaining 1% is influenced by other factors.
These results show that good work discipline will support employee employee performance.
The results of this study are in accordance with previous research conducted by Ni Made Astrian .
With the title of her research The Influence of Work Discipline.
Work Stress and Work Motivation on Employee Performance at the National Land Agency Office.
Denpasar City, and the results of her research show that Work Discipline.
Work Motivation have a positive and significant effect on employee performance.
The Influence of Competence (X.
on Employee Performance (Z) The influence of Competence (X.
on employee performance (Z) based on hypothesis testing obtained a t statistic value of -0.
334 < t table 1.
982 and a Pvalue of 0.
539 > 0.
05, so the research is accepted, meaning that Competence (X.
does not have a significant influence on Employee Performance (Z).
This finding also explains that employees show that the current employee competencies at the South Tangerang City Land Office cannot improve employee performance.
The results of this study are in accordance with previous research conducted by Danie, et.
the title of the study, namely The Influence Competence.
Communication and Team Work on the Effectiveness of Employee Work at the Regional Education Office of North Sulawesi Province.
and the results of the study show that Competence Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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partially does not affect work effectiveness, communication partially affects work effectiveness, team work partially affects the effectiveness of employee work at the Regional Education Office of North Sulawesi Province.
The Influence Work Effectiveness (Y) on Employee Performance (Z) The Influence of Work Effectiveness (Y) on Employee Performance (Z) based on hypothesis testing obtained for the value of t statistic 3.
092> t table 982 and P-value 0.
002 <0.
05 then the research is accepted, meaning that work effectiveness (Y) has a positive and significant effect on employee performance (Z).
with a large influence 4% on employee performance (Z) and the remaining 68.
6% is influenced by other factors.
In addition, this study found that the magnitude of the influence of employee effectiveness on employee performance is 31.
4%, which means that one-third of the variation in work effectiveness can be explained by Meanwhile, the remaining 68.
6% is influenced by other factors.
The results of this study are in accordance with previous research conducted by Nelson .
with the title of his research, namely the Influence of Work Effectiveness on Employee Performance at the Bandar Lampung Social Security Administration Office, and the results of his research show that there is an influence of effectiveness (X) on performance (Y) of 95.
The Influence of Motivation (X.
on Employee Performance (Z) through Work Effectiveness (Y) The Influence of Motivation (X.
on Employee Performance (Z) through Work Effectiveness (Y) based on hypothesis testing obtained for the value of t statistic 2.
245> t table 1.
and P-value 0.
025 <0.
05 then the research is accepted, meaning that motivation (X.
has a positive and (Z) effectiveness (Y).
with a large influence 3% on employee performance (Z) and the remaining 73.
7% is influenced by other factors.
In addition, this study found that the magnitude of the influence of employee effectiveness on employee performance was 26.
3%, which means that more than one-third of the variation in motivation can be explained by employee performance factors through work effectiveness.
The results of this study are in accordance with previous research conducted by Dipahwati .
the title of the study, namely The Influence of Discipline and Motivation on Employee Performance Through Job Satisfaction at the Education and Culture Office of Polewali Mandar Regency, and the results of the study show that there is an indirect influence of work discipline and motivation on performance through employee job satisfaction of 0.
832 or 83.
The Influence of Work Discipline (X.
on Employee Performance (Z) through Work Effectiveness (Y) The Influence of Work Discipline (X.
on Employee Performance (Z) through Work Effectiveness (Y) based on hypothesis testing obtained for the value of t statistic 0.
445 < t table 1.
and P-value 0.
645> 0.
05 then the study is rejected, meaning that work discipline (X.
does not have a Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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(Z)
effectiveness (Y).
This finding shows that work effectiveness has not been able to mediate the influence of work discipline on employee performance.
The results of this study are in accordance with previous research conducted by Fasridon and Anggraini .
with the title of the study, namely Employee Performance Model Through Work Effectiveness at PT.
Batanghari Barisan, and the results of the study showed that effectiveness was unable to mediate work from home (WFH), work discipline on PT.
Batanghari Barisan Padang.
The Influence of Competence (X.
on Employee Performance (Z) through Work Effectiveness (Y) The Influence of Competence (X.
on Employee Performance (Z) through Work Effectiveness (Y) based on hypothesis testing obtained for the value of t statistic 0.
235 < t table 1.
and P-value 0.
815> 0.
05 then the study is rejected, meaning that competence (X.
does not have a significant effect on employee performance (Z) through work effectiveness (Y).
This finding shows that work effectiveness has not been able to mediate the influence of competence on employee performance.
The results of this study are in accordance with previous research conducted by Jafar et.
with the title of the study, namely the Influence of Work Environment and Competence on Employee Performance with Work Effectiveness as a Moderating Variable at the Sinjai Regency Ministry of Religion Office, and the results of the study show that the work effectiveness variable is a moderating variable that is unable to strengthen the relationship between competence and employee CONCLUSION Based on the results of the research analysis on Employee Performance at the South Tangerang City Land Office, focusing on the role of motivation, discipline, and competence in work effectiveness, the author draws several First, motivation has been proven to have a positive and significant effect on work effectiveness in the office.
Its influence 3%, while the remaining 7% is influenced by other factors not explained in this study.
This shows that motivation has a fairly large role in effectiveness, which of course has an impact on better performance.
However, although motivation has a significant impact on work effectiveness, work discipline and competence do not show a significant influence on work effectiveness at the South Tangerang City Land Office.
This shows that although both are important in the context of work, they do not directly contribute to improving employee work effectiveness in this In addition, although work discipline has a significant effect on employee performance, its contribution is quite large, reaching 99.
Thus, this factor is an important element in Related to competence, the results of the study indicate that competence does not have a significant effect on employee performance, either directly or through work effectiveness.
This shows that although competence should be a determining factor in performance, in the context of this study, other factors are more dominant Kontigensi: Jurnal Ilmiah Manajemen Management Science Doctoral Program.
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in influencing employee work results.
Work effectiveness also has a positive effect on employee performance with a contribution of 31.
4%, which shows that work effectiveness has an performance, although other factors still have a significant effect.
Work motivation also has a positive effect on employee performance through work effectiveness, with a contribution of 26.
This means that increasing work motivation not only has a direct impact on employee increasing work effectiveness as a mediation channel.
Work discipline, on the other hand, does not have a effectiveness, indicating that although discipline can improve performance directly, it does not have a significant effect when viewed from the aspect of work effectiveness.
Competence, as expected, also does not show a effectiveness, further emphasizing the importance of other factors in influencing employee work results in the office.
Based on the results of this study, the author provides several suggestions that are expected to be useful for the South Tangerang City Land Office in improving employee performance.
First, it is important for institutions to provide certainty regarding clear work rules and procedures, so that employees feel calmer and more motivated in carrying out their duties.
This will increase work effectiveness, which in turn has a positive effect on Second, institutions need to ensure that employees always comply with existing rules and regulations, in order to increase motivation which ultimately has an impact on better performance.
In addition, institutions must maximize training and knowledge development for employees so that they have sufficient skills in carrying out tasks according to their field of This will contribute to increasing work effectiveness, which is very important for improving employee It is also expected that leaders at the South Tangerang City Land Office can help employees adapt well in facing new challenges and problems in the workplace.
Finally, leaders in this office should ensure that employees have the ability to complete tasks well, in quantities that are in accordance with expectations, and can achieve organizational goals optimally.
REFERENCES