In order to realize the achievement of national development goals, the government has established efforts to improve the quality of human resources as one of the directions and priorities of national development. It is necessary to realize that improving the quality of Human Resources (HR) is one of the important things in achieving organizational goals. This needs to be paid attention to because Human Resources has a role as a development planner and implementer. Achieving national development goals will be quickly realized if supported by qualified human resources or employees.

The role of a leader in an effective organization must be responsive to change, able to analyze the strengths and weaknesses of its human resources so that it is able to maximize organizational performance and solve problems appropriately. An effective leader in an organization is able to influence his followers to have greater optimism, self-confidence, and commitment to the goals and mission of the organization. This has the consequence that every organization is obliged to pay serious attention to developing, mobilizing and directing all the potential of employees in its environment in order to achieve organizational stability and increase performance that is oriented towards organizational goals. A leader can encourage higher employee performance by providing activities that influence his subordinates to believe that valuable results can be achieved with serious effort. This applies universally to produce a high level of motivation and discipline so that organizational performance can be achieved well.

Faced with efforts to improve employee performance, one of the basic problems is how to actually influence motivation and foster employee discipline at work so that their performance abilities can be improved, meaning how the general attitude of an organization towards the work of a person or its employees can have an influence on motivation and work discipline. employees, the difference between the amount of reward an employee receives and the amount they believe they should receive. This opinion is a general attitude towards a person's work, the difference between the expectations that have been imagined from the contribution of the work carried out and the reality that will be obtained (1).

In the context of efforts to improve the performance of Pontianak City BKPSDM employees, the fundamental concern is how a leader in an organization with his leadership must be able to influence and motivate employees to work and improve the employee's own work discipline. An employee with a high level of motivation and work discipline will show a positive attitude towards his work, and an employee who does not have high levels of motivation and work discipline will show a negative attitude towards his work. For this reason, a leader of an organization must always monitor the work of his employees, because this will involve a person's attitude, such as emotions and behavioral tendencies of an employee.

Motivation is an impulse that arises within a person. Consciously or unconsciously, to carry out an action with a certain goal, or efforts that can cause a certain person or group of people to move to do something because they want to achieve the desired goal or get satisfaction from their actions.(3) provides an opinion about the importance of motivation as follows: "Motivation is basically a process that determines how much effort will be devoted to carrying out work." Motivation or encouragement to work is very crucial for achieving a goal, so management must be able to foster the highest level of work motivation for employees in the company.

(1) in his theory Mc. Clelland’s Achievement Motivation Theory or McClelland's achievement motivation theory is also used to support the hypothesis that will be put forward in this research. In his theory, McClelland stated that individuals have reserves of potential energy, how this energy is released and developed depends on the strength or motivation of the individual and the situation and opportunities available.

How strong an individual's motivation is will determine a lot of the quality of behavior he displays, both in the context of studying, working and in other life contexts. The study of motivation has its own appeal for educators, managers and researchers, especially when it is more related to the importance of efforts to achieve a person's performance (achievement), therefore, a study of the influence of motivation and discipline on employee performance needs to be carried out.

(1), suggests that good performance will be related to other factors. These factors can include the leader's ability, motivation and culture of an organization. This is also confirmed by other factors that can influence performance, namely financial compensation factors and non-financial compensation factors. Financial factors will have an impact on employee motivation to improve performance because the finances they receive are expected to create better conditions so that employees are concentrated and focused on the work they do. Meanwhile, non-financial factors include factors related to career opportunities, recognition and attention from superiors to subordinates. For this reason, leaders have the difficult task of preparing and developing available human resources to support the achievement of organizational tasks and targets.

According to (4) performance can be defined as the quality and quantity of work results that can be achieved by an employee/employee in carrying out tasks in accordance with the responsibilities given to him. Pontianak City BKPSDM must be able to provide tasks that suit the abilities and skills of its employees in accordance with the needs of the organization or agency. Where this task must be carried out as a whole which is his responsibility. These tasks are usually based on predetermined or grouped success indicators. As a result, it will be known which level an employee fall into. For example, employee performance can be grouped into high, medium or low performance levels and can also be grouped as exceeding the target, on target or below the target. Based on these things, performance is interpreted as the overall "performance" of an employee.

Someone who is consciously involved in organizational activities usually has a certain background or motivation. (5) argue as follows: Social need is the need for a feeling of love and satisfaction in establishing relationships with other people, satisfaction and feelings of belonging and being accepted in a group, a sense of kinship, friendship and affection. One of the important problems for leaders in an organization is how to motivate employees to do their work well, and how to motivate them to want to work based on their desire and motivation for high achievement.

According to (6) that motivation is a desire that exists in an individual that stimulates him to take action. Motivation can be referred to as a condition or energy that moves employees who are directed or directed towards achieving agency goals. An employee's pro and positive mental attitude towards the work situation is what strengthens their work motivation to achieve maximum performance. Without work motivation, employees may not be optimal in carrying out their duties. Therefore, work motivation from leaders is very necessary both in material and non-material forms.

Discipline is essentially the ability to control oneself in the form of not carrying out actions that are incompatible and contrary to something that has been determined and doing something that supports and protects something that has been determined. Discipline is also an important human resource management function which is the key to realizing goals, because without discipline it is difficult to achieve maximum goals. Through discipline also arises the desire and awareness to obey organizational regulations and social norms. However, supervision of the implementation of this discipline still needs to be carried out.

(3) provides an opinion about the importance of motivation as follows: "Motivation is basically a process that determines how much effort will be devoted to carrying out work." Motivation arises because of a need and therefore these actions are directed at achieving certain goals. If the goal has been achieved, the expected results will tend to be repeated, making them stronger and more stable. This is inseparable from the principles possessed by employees and maximizing the work potential provided, so that other employees follow it so that they can instill a spirit of discipline in their work.

Looking at the current conditions of Pontianak City BKPSDM employees, we still find employees who are passive about their work, there are employees who are not on time in completing their work and there are still some employees who leave their duties during working hours without clear explanation. This shows that there are still employees who are on time for attendance but are not there in the middle of working hours. Apart from that, it gives the impression that each field is still fragmented and does not have good synergy, as well as the value of professionalism.

The researcher observed that with the large scope of tasks and the lack of job specialization coupled with poor mutation patterns, the researcher wanted to focus on the issue of the influence of motivation and work discipline on employee performance at BKPSDM Pontianak City.

2.1 Theoretical Foundations

2.1.1 Definition of Motivation

Humans basically have the potential to act in various forms of activity. The ability to act is acquired by humans either naturally (present from birth) or learned. Even though humans have the potential to behave in certain ways, that behavior is only actualized at certain times. The potential to behave in a certain way is called "ability". Meanwhile, the expression of potential is known as "Performance".

The ability to act that humans acquire is an impulse that arises in a person consciously or unconsciously to carry out an action with a specific goal, or efforts that can cause a person or a certain group of people to move to do something because they want to achieve the desired goal or get satisfaction from it. his actions. As (3) explains the importance of motivation as follows: "Motivation is basically a process that determines how much effort will be devoted to carrying out work." Motivation or encouragement to work is very crucial for achieving a goal, so management must be able to foster the highest level of work motivation for employees in the company.

(5),say that motivation is a condition in a person's personality that encourages the individual's desire to carry out certain activities to achieve goals. The motivation that exists in a person will manifest a behavior that is directed at the goal of achieving satisfaction targets. So motivation is not something that can be observed but is something that can be inferred, because of visible behavior. The higher a person's motivation, the stronger the urge they will have to work harder so they can improve their performance. Employee motivation in this research will be measured through respondents' assessments of several indicators, namely: motives, expectations and incentives.

The study of motivation has its own appeal for educators, managers and researchers, especially when it is more related to the importance of efforts to achieve a person's performance (achievement). How strong an individual's motivation is will determine a lot of the quality of behavior he displays, both in the context of studying, working and in other life contexts.

According to Siagian (28) motivation is the driving force for someone to make the greatest possible contribution to the success of the organization in achieving its goals. By understanding that achieving organizational goals means also achieving the personal goals of the members of the organization concerned. (3) provides an opinion about the importance of motivation as follows: "Motivation is basically a process that determines how much effort will be devoted to carrying out work." Motivation or encouragement to work is very crucial for achieving a goal, so humans must be able to foster the highest possible work motivation for employees in the company. The definition of motivation is closely related to the emergence of a tendency to do something to achieve a goal. There is a strong relationship between motivational needs, actions or behavior, goals and satisfaction, because every change is always thanks to motivational encouragement. Motivation arises because of a need and therefore these actions are directed at achieving certain goals. If the goal has been achieved, satisfaction will be achieved and it tends to be repeated, making it stronger and more stable.

2.1.2      Motivational Factors

Herzberg (1), suggests that the factors that encourage the motivational aspect are: success, recognition, the nature of the work that is a person's responsibility, the opportunity to achieve progress and growth. Meanwhile, hygiene factors are:

1. Company/organization policy

2. Supervision

3. Working conditions

4. Wages and salaries

5. Relationships with colleagues, relationships with subordinates

6. Personal life

7. Status

8. Security

The motivation factors as stated above are very important for employees and organizational leaders to understand, because in this way it is hoped that employees and organizational leaders can support each other in order to support the smooth implementation of achieving organizational goals.

In this regard, Arsyad  suggests that through supervision, motivation is increased through:

1. Clear job design (job design);

2. Providing an effective reward system (rewards); And

3. Through supervision and care (supervision).

2.1.3      Theories - Motivation Theories

In general, the grouping of motivation theories can be broadly divided into two groups, namely content theory and process theory.

2.1.3.1   In the Satisfaction Theory (content theory) this is known, among others: Taylor's classical motivation theory, Abraham Maslow's need hierarchy theory, Frederick Herzberg's two factors theory, Mc. Clelland, and

2.1.3.2   Process theory views that every worker will be willing to work hard if the rewards are in line with expectations. Three types of process motivation theories are well known, namely expectancy theory, equity theory, and reinforcement theory.

2.1.3.3   Douglas Mc Gregor's theory (in Sahlan Asnawi. 2002: 100 – 101) states that there are two approaches to motivational factors that may be applied in companies or organizations, known as theories X and Y. Theory reject from the assumption:

2.2          Work Discipline

2.2.1      Employee Work Discipline

According to (16) "Discipline is management action to provide enthusiasm for the implementation of organizational standards, this is training that leads to efforts to justify and involve knowledge, attitudes and behavior of employees so that there is a willingness in employees to lead to cooperation and good achievements. better". Work discipline can be interpreted as the implementation of management to strengthen organizational guidelines (25). Work discipline is an employee's perception of the employee's personal attitude in terms of employee involvement and self-regulation in working, without any violations that are detrimental to themselves, other people or the environment. A disciplined employee is defined as someone who always comes and goes home on time, does all his work well, complies with all organizational regulations and applicable social norms.

According to (21) discipline is a management activity to implement organizational standards. There are two types of disciplinary activities, namely preventive and corrective. In implementing discipline, to obtain the expected results, leaders in their business need to use certain guidelines as a basis for implementation. (24) stated "Discipline is every individual and also a group that guarantees compliance with orders, and takes the initiative to carry out an action that is necessary if there is no order."

According to (26) discipline is the status of an employee's self-control, as a sign of order and neatness in carrying out cooperation between a group of work units in an organization (someone status self-control as orderliness sign order and accuracy in doing cooperation from a group of work units in an organization).

2.2.2 Types of Work Discipline

2.2.2.1 Self-Discipline and Group Discipline

Jackclass (in Sudrajat, 2008: 1) differentiates discipline into two categories, namely self-discipline and social discipline. Self-discipline is an employee's personal discipline which is reflected in his personality in carrying out routine work tasks that must be carried out, while social discipline is the implementation of discipline within the organization as a whole.

According to Alvin Fadilla Helm, apart from self-discipline, group discipline is needed, where group discipline will be achieved if self-discipline has grown within the employee. This means that the group will produce optimal work if each group member can contribute according to their rights and responsibilities. And sometimes group discipline also contributes to the development of self-discipline. For example, if the group's work results achieve the desired targets and employees receive awards, the group discipline that has been implemented can provide insight. Employees realize the importance of discipline, and little by little the values of group discipline will be internalized. These two disciplines are complementary, self-discipline cannot be developed optimally without the support of group discipline, conversely group discipline cannot be enforced without the support of self-discipline.

2.2.2.2 Preventive Discipline and Corrective Discipline

According to Siagian (in Sudrajat, 2008:1) there are two types of discipline in organizations, namely:

1. Preventive discipline

Preventive discipline is an action that encourages employees to comply with various applicable regulations and meet established standards. This means through clarity and explanation of the desired patterns of attitudes, actions and behavior of each member of the organization, to prevent employees from behaving negatively. The success of implementing employee discipline (preventive discipline) lies in the personal discipline of organizational members.

1. Corrective discipline.

Corrective Discipline is an effort to apply discipline to employees who have clearly violated applicable provisions or failed to meet established standards and are subjected to gradual sanctions. Furthermore, Sudradjat quotes the opinion of Garret who states that if in his instructions an employee from a work group unit has clear tasks and has listened to problems that need to be addressed in his duties, and the leadership has tried to help carry out his duties in an efficient manner. good, and the leadership provides critical wisdom in carrying out their duties, but an employee still fails to reach the standards of the disciplinary criteria, so even if they are somewhat reluctant, it is necessary to force them to use corrective action, in accordance with the applicable disciplinary rules.

2.2.3      Work Discipline Factors

Work discipline is an attitude and behavior. The formation of behavior when viewed from Kurt Lewis' formula (13) is an interaction between personality factors and environmental (situational) factors.

2.2.3.1 Personality Factors

There are 3 levels of changing attitudes into behavior, namely:

1. Discipline Due to Obedience

2. Discipline Due to Identification

3. Discipline Due to Internality

Work discipline at this level occurs because employees have a personal value system that upholds the values of discipline. At this level, people are categorized as having self-discipline.

2.2.3.2 Environmental Factors

High work discipline does not just appear, but is a continuous learning process. In order for the learning process to be effective, leaders who are agents of change need to pay attention to the principles of consistency, fairness, positive and open attitudes.

Consistency is treating rules consistently over time. Fairness in this case means treating all employees without discrimination. Being positive in this case means that every violation that is made should be fact-searched and proven first. Openness in this case is because the application of discipline basically negates values, therefore open communication is key.

Based on the description above, in work discipline several things that need to be considered are:

1. Discipline regarding official duties, which includes: obeying work regulations, preparing work equipment, and carrying out basic tasks.

2. Discipline towards time which includes: keeping to task times, utilizing time well, and completing tasks on time.

3. Discipline regarding the work atmosphere which includes: utilizing the work environment, establishing good relationships, and maintaining a balance between rights and obligations

4. Discipline in serving the community which includes the community in and around the organization.

5. Discipline regarding attitudes and behavior, which includes: paying attention to attitudes, paying attention to behavior, and paying attention to self-esteem.

2.3          Employee Performance

2.3.1      Understanding Employee Performance

According to Practice , does not violate the law and is in accordance with morals and ethics (20) state that performance is the result of work in terms of quality (qualitative and quantity (quantitative) achieved by an employee in carrying out his duties in accordance with the responsibilities given to him.

Based on the opinions above, it can be seen that employee performance is the result achieved by employees in carrying out a job given to them both in quantity and quality through certain procedures that focus on the goals to be achieved, as well as fulfilling work implementation standards.

2.3.2      Factors that influence Performance

Employee performance is influenced by a number of factors. Suprihanto stated a number of factors that influence employee performance, namely, talent, education and training, environment and facilities, work climate, motivation and ability in industrial relations, technology, management, opportunities for achievement and so on. Kuswadi states that "there are four variables that together have a big influence on employee performance, namely competence, task needs or work requirements, management style and organizational climate". Then it was explained that, of the four variables, the most critical variable is organizational climate, because organizational climate is a very good way to assess the extent of a person's leadership quality in managing or optimizing the human resources they lead.

(26) state that many factors can influence individual performance, namely their abilities, motivation, support received, the existence of the work they do and their relationship with the organization. Meanwhile, according to Bernandi, employee knowledge, skills, attitudes and behavior are factors that significantly influence employee performance.

2.3.3      Identifying and Measuring Employee Work

According to (27), the factors assessed in employee performance are those related to the job and worker characteristics. Factors related to work consist of the quantity of work, whether the predetermined quantity can be achieved, while those related to worker characteristics include the ability to be responsible, initiative, adaptability and cooperation. (26) argue that performance is basically what employees do or do not do. Employee performance is what influences how much they contribute to the organization, which includes: (1) Quantity of output, (2) Quality of output, (3) term of output, (4) Presence of output and (5) Cooperative attitude.

In this study, the employee performance variables studied according to Mathis and Jackson (2002: 65) are the variables of output period, presence at work and cooperative attitude because the output quantity variable and output quality variable are not relevant to this research and are difficult to measure. This is especially relevant for organizations that produce goods (manufacturing)

2.3.4      Performance assessment

Performance evaluation is also called performance evaluation or performance appraisal which means providing value or price. (30) states that performance evaluation is a method and process of assessing the performance of a person or group of people or work units in a company or organization in accordance with performance standards or goals set in advance.

According ?(1,26) performance appraisals can be carried out by anyone who understands and correctly assesses employees individually. Possibilities include: (1) superiors assessing employees, (2) employees assessing their superiors, (3) group members assessing each other, (4) employee evaluations themselves and (5) multisource assessments (3600), However, Mathis and Jackson added one variable, namely: (6) external sources.

Performance appraisals are generally carried out by direct superiors, but recently self-assessments by subordinates have been widely carried out. Self-evaluation allows subordinates/employees to evaluate their own performance which is a self-development tool and forces employees to think about their weaknesses and strengths and set goals for development.

The definitions above have the implication that motivation and work discipline influence the performance that a person will achieve, motivation and work discipline give rise to a positive attitude towards work, so that high employee performance is expected to be seen from the indicators: Work quality, work quantity, employee toughness and employee attitude.

2.4 Relationship between motivation and employee performance

According to Radig & Soegiri in Antoni stated that providing encouragement as a form of motivation is important to increase employee work enthusiasm so that they can achieve the results desired by management. The relationship between motivation, work passion and optimal results has a linear form in the sense that by providing good work motivation, employee work passion will increase and work results will be optimal in accordance with the performance standards set. La Motta (1995) argues that performance in a company is the result of ability and motivation. A high level of work motivation will be associated with a higher level of effectiveness and performance.

2.5 Relationship between work discipline and employee performance

High work discipline does not just appear, but is a continuous learning process. In order for the learning process to be effective, leaders who are agents of change need to pay attention to the principles of consistency, fairness, positive and open attitudes. According to Brahmasari work discipline can be a means of measuring the suitability of what will be achieved and the goals expected by the organization, strategies, tasks, and the resulting impacts. Molenaar, Kotter and Hesket; Discipline has full force and influences the individual and his performance and even the work environment.

Consistently treating the rules properly and correctly from time to time, being fair in terms of treating all employees without discriminating, having a positive attitude regarding any violations made by employees and openness in terms of implementing work discipline will basically increase disciplinary values, Therefore, the discipline carried out will increase the employee's performance even higher.

2.6 Previous Research

Below, several previous studies are presented as reference and reference material for understanding the influence between research variables regarding the issue of the influence of motivation and work discipline on work performance or problems that still have relevance to the problems we are researching. Some previous research that is related to or approaches the problem we are researching is carried out by:

Muhammad Insan Wasis researchedti about the influence of leadership style, motivation and work discipline on the performance of PT Head Office employees. West Kalimantan Regional Development Bank. This research is causality research and the sampling technique that will be used in this research is stratified random sampling. The population in this study were all employees at the Head Office of PT. West Kalimantan Regional Development Bank, numbering 153 people.

Based on the results of partial analysis, leadership style shows a t count of 7.809; motivation was 7.583 and work discipline was 8.167. The three variables show results that are greater than the t table value of 1.982. The results of simultaneous analysis show that the calculated F is 64.732 which is greater than the F table which is 2.69. This shows that the hypothesis which states that leadership style, motivation and work discipline have a simultaneous and partial effect on performance can be accepted.

3.1          Research methods

3.1.1. Form of Research

The method used in this research is the survey method. The survey method is research carried out on large or small populations, but the data studied is data from samples taken from that population, so that relative events, distributions and relationships between sociological and psychological variables are found (Sugiyono, 2004: 7). The research object was taken by employees at BKPSDM Pontianak City. Survey research, reinforced by Umar (2008: 44), is research conducted to obtain facts about the symptoms of problems that arise.

3.1.2.     Data Types and Sources

1. Primary data

Primary data is data obtained using interview techniques and filling out questionnaires to be given to respondents, namely employees at BKPSDM Pontianak Cityas a sample in research conducted by researchers, to be asked for responses to the questions asked.

1. Secondary Data

Secondary Data is data from third parties in the form of documents and employee reports from the general sub-section of BKPSDM Pontianak relating to Employee Motivation and Work Discipline, including:

• Employee Absence Recapitulation

• Recapitulation of Work Implementation Assessment (DP3) collected by researchers for further processing.

3.1.3.     Data collection technique

1. Interview

Interviews are data collection techniques carried out by researchers to obtain information directly, in depth, unstructured and individually and are carried out by direct communication incidental to employees within the Pontianak City BKPSDM.. In carrying out interviews and filling out questionnaires, researchers visit respondents.

1. Questionnaire             

In this research, the data collection technique used by the researcher, apart from interviews, was to distribute questionnaires/lists of closed questions to respondents. This list of questions was distributed to Pontianak City BKPSDM employeeswhich will be used as research samples.

1. Literature review

Literature study is a technique for collecting data carried out by researchers apart from interviews and distributing questionnaires. The literature study data comes from literature related to this research such as literature books, journals and information from the internet.

3.1.4      Population and Sample

1. Population

Population is a generalized area consisting of objects/subjects that have certain qualities and characteristics determined by the researcher to be studied and then conclusions drawn. The population in this research is all BKPSDM Pontianak City employees.

1. Sample

According to Sugiyono (2010:215) the sample is "a portion of the population". Meanwhile, Margono (2010: 121) stated that the sample is "as part of the population, as an example taken using certain methods". In line with that, Sudjana (2005:6) stated that a sample is "a portion taken from the population".

Sampling was carried out using the census method, which is a complete data collection method, where all elements in the population that are the object of research are investigated one by one.

The sample used was 35 Pontianak City BKPSDM employees, excluding the City BKPSDM leadership.

3.2          Operational definition

In this test there are three variables measured, namely work motivation (X1) and work discipline (X2) as independent (free) variables and employee performance (Y) as the independent (dependent) variable. Operational Definitions for each Variable and Indicator, namely:

1.            Motivation (Variable

Motivation consists of 3 (three) indicators, namely:

1. Achievement Motivation (X1.1)

Achievement Motivation is the need for achievement which is the driving force that motivates a person's work enthusiasm to develop creativity and mobilize all the abilities and energy they have in order to achieve maximum performance.

1. Affiliate Motivation (X1.2)

Affiliate motivation is the need for affiliation to stimulate employees' passion for work because everyone wants the desire to be liked or accepted by others, to feel respected, and to have relationships that involve a high level of mutual understanding.

1. Power Motivation (X1.3)

Power Motivation is the need for power which is a driving force that will stimulate and motivate passion for work and direct all power in order to achieve the best power.

2.            Work Discipline (Variable

Work Discipline consists of 5 (five) indicators, namely:

1. Discipline towards official duties. (X2.1)

which includes: obeying work regulations, preparing work equipment, and carrying out main tasks.

1. Discipline with time. (X2.2)

which includes keeping to task times, utilizing time well, and completing tasks on time.

1. Discipline towards work atmosphere (X2.3)

which includes taking advantage of the work environment, establishing good relationships, and maintaining a balance between rights and obligations.

1. Discipline in serving the community (X2.4)

which includes the community in and around the organization.

1. Discipline towards attitudes and behavior (X2.5)

which cover ; pay attention to attitudes, pay attention to 3.4.3. Multicollinearity Test behavior, and pay attention to self-esteem.

3.            Performance (Variable Y) is defined as the level of achievement of work results for the implementation of certain tasks by an employee in an organization.

Performance consists of 5 (five) indicators, namely:

1. Work quality; work quality factors, which can be seen in terms of accuracy and neatness of work, speed of work completion, work skills and abilities.

2. Work Quantity; Work quantity factor is measured by quantitative ability to achieve targets or work results for new jobs.

3. Knowledge; knowledge factor, reviewing the ability of social workers to understand things related to the tasks they carry out.

4. Reliability; Reliability factor, measuring ability and reliability in carrying out their duties both in carrying out regulations as well as initiative and discipline

5. Presence; The presence factor, namely looking at the activities of social workers in routine office activities, meetings, or presence among clients who need them.

   1. If r count > r table, then the item or question is said to be valid.

3.3          Research Instrument.

Before data analysis is carried out, analytical techniques are needed to support the validity of the research analysis techniques in the form of:

3.3.1Research Scale Measurement (Questionnaire Score)

To measure the variables of this research, the author uses a Likert Scale. According to Sugiyono (2006), the Likert scale is used to measure the attitudes, opinions and perceptions of a person or group of people about social phenomena.

3.3.2 Validity Test

According to (Ghozali, 2002:41). The validity test is useful for finding out if there are questions on the questionnaire that must be discarded or replaced because they are not relevant. To find out whether data is valid or not, it can be seen through the following provisions:

1. If r count < r table, then the item or question is said to be invalid.

3.3.3      Reliability Test

Reliability testing is carried out in research with the aim of finding out the level of validity so that it can produce data that truly corresponds to reality and can be used many times at different times. To determine whether an instrument is reliable or not, Nunnally's opinion in Gozali (2002:113) is used, namely that a construct or variable is said to be reliable or unreliable if it meets the following conditions:

1. If the Cronbach's Alpha (α) value is <0.6 then a construct or variable is said to be unreliable.

2. If the Cronbach's Alpha (α) value is > 0.6 then a construct or variable is said to be reliable.

3.4 Classical Assumptions

3.4.1. Data Normality Test

The normality test aims to test whether in the regression model, the dependent variable and the independent variable both have a normal distribution or not (Ghozali, 2005: 110). A good regression model is a model that has a normal or close to normal data distribution. Normally distributed data can reduce the possibility of bias. Data normality testing was carried out using the Kolmogorov-Smirnov test.

3.4.2. Linearity Test

This test is to determine the relationship between the independent and dependent variables. This test is usually used as a prerequisite in correlation or linear regression analysis. Testing on SPSS uses the Test for Linearity with a significance level of 0.05. Two variables are said to have a linear relationship if the significance (Linearity) is less than 0.05.

Multicollinearity is a situation where the independent variables in the regression equation have a strong relationship with each other. Multicollinearity can cause independent variables to explain the same variance in estimating the dependent variable. The way to detect multicollinearity is to look at the size of the Tolerance Value and Variance Inflation Factor. Variables that cause multicollinearity can be seen from tolerance values greater than 0.1 (>0.1) and VIF less than 10.

3.4.4. Heteroscedasticity Test

Heteroscedasticity is the residual variation that is not the same for all observations. This test is intended to find out whether model deviation occurs because the confounding variance differs from one observation to another. One way to see the heteroscedasticity problem is to look at the scatter plot graph between the predicted values of the dependent variable (Y) and the independent variable (X). The way to analyze it is to look at the pattern of the distribution of points. If there is no clear pattern, and the points are distributed above and below the number 0 on the Y axis, then this indicates that heteroscedasticity is not occurring.

3.5 Data Analysis Techniques

3.5.1. Descriptive Data Analysis

Descriptive analysis aims to transform raw data sets into a form that is easy to understand, in the form of more concise information. The descriptive analysis method used is the mean or average, where according to the mean is the average value of observations of a variable and is the sum of all observations divided by the number of observations. Presentation of data resulting from descriptive analysis is by using a percentage table, where the results of respondents' answers are tabulated and presented in percentages according to the frequency of respondents' answers so that the percentage differences in respondents' answers will be visible.

3.5.2. Quantitative Analysis

3.5.2.1. Multiple Regression Analysis

The analysis used is Multiple Linear Regression analysis. Regression analysis aims to ascertain whether the independent variables contained in the regression equation simultaneously (F-test) and partially (t-test) have an effect on the value of the dependent variable. By using this regression analysis, it will also be possible to see which factors are the most dominant in influencing employee job satisfaction. Because there is more than one independent variable, a multiple linear regression model is used using statistical tools (SPSS / Statistics for Products and Services Solution version 16) to see the relationship between the independent variable and the dependent variable. Multiple linear regression computation as follows (Wijaya 2009:91):

Y = α + β1X1 + β2X2+ e

Where:

Y = Employee Performance

α = Constant

x1 = Motivation Variable

x2 = Work Discipline Variable

β1 = Motivation Coefficient

β2 = Work Discipline Coefficient

e = error

3.5.2.2. F test(F-test) / Model Fit Test

The F test is intended to test the significance of the influence of the independent variables as a whole on the dependent variable. The null hypothesis being tested is stated as:

Ho =      there is no influence of the independent variables together on the dependent variable.

Ha =       there is an influence of the independent variables together on the dependent variable.

3.5.2.3. t test(t-test) Hypothesis

The t test is used to determine the individual influence of the independent variable on the variable. dependent By testing this t test, the role of each independent variable in explaining the dependent variable can be determined.

This test has the following criteria:

Ho          =             there is no influence from the independent variables alonealone/partially on the dependent variable.

Ha          =             there is an influence of the independent variable individually/partially on the dependent variable.

3.5.2.4. ADetermination analysis (R2)

Determination analysis in multiple linear regression is used to determine the percentage contribution of the influence of independent variables (X1, X2, ……Xn) simultaneously on the dependent variable (Y).

4.1. Characteristics of Respondents

4.1.1      Gender

From the questionnaire distributed to employees, the number of employee genders can be seen as follows:

Characteristics of Respondents Based on Gender

4.2. Validity and Reliability

4.2.1      Validity test

The validity test is carried out to find out whether the measuring instrument that has been prepared can be used to measure what is to be measured accurately using the Bivariate Pearson method (Pearson Product Moment Correlation). From the results of the analysis, the correlation value between the item scores and the total score is obtained. We then compare this value with the r Table value. The r Table is searched at a significance level of 0.05 with a 2-sided test and the amount of data (n) = 35, so we get an r Table of 0.334.

4.2.2      Reliability Test

Reliability tests are carried out to test the reliability of a measuring instrument. Reliable information can make information stand a test because if it is retested, the test results will still be consistent. For this reliability test, Cronbach's alpha technique is used, where an instrument can be said to be reliable if it has a reliability coefficient or alpha of 0.6 or more (Arikunto: 1998).

Reliability Test Results

From the results of the analysis above, the Cronbach's Alpha values for variables X1, X2, and Y are greater than 0.6, so it can be concluded that the research instrument items are reliable.

4.3.         Descriptive Analysis

4.3.1.     Motivation Variables and Work Discipline Variables (X)

From the table above it can be described as follows:

1. Shows the general average percentage of Motivation score (X1), the dominant percentage level is in the agree and strongly agree answers. This means that respondents/employees feel that the motivation that has been implemented has an effect on performance at the Pontianak BKPSDM Office very well, in accordance with the employees' wishes.

2. The general average percentage score for Work Discipline (X2) is that the dominant percentage level is in the affirmative answer. This means that, at work, work discipline is able to have a positive influence on respondents/employees in achieving organizational goals and is able to improve employee performance at BKPSDM Pontianak City.

4.3.2.     Performance Dependent Variable (Y)

Employee performance is the work results achieved by employees in carrying out their duties in accordance with the responsibilities given to them in an effort to achieve organizational/company goals. From several questions asked to the head of the City BKPSDM, answers were obtained which are described as follows:

The data shows that the general average percentage score of the performance factor values is agree. This means that the majority of Pontianak City BKPSDM respondents/employees understand the importance of performance in carrying out the tasks assigned to them in accordance with predetermined standards. Leaders must understand things like this in paying attention to employee motivation and work discipline, by supporting standard work factors which include adequate reliable facilities, work environment, co-workers, opportunities for career development provided and so on. So from the general conclusions above, it can be concluded that respondents/employees at BKPSDM Pontianak City are able to have a positive influence on the organization so that organizational goals can be achieved.

4.4.         Classic assumption test

4.4.1.     Normality test

The normality test is used to determine whether the data population is normally distributed or not. In this research, the One Sample test was usedKolmogorov-Smirnovusing a significance level of 0.05 as can be seenin the Kolmogorov-Smirnov column, the results obtained show that all variables have a significance value greater than 0.05, namely 0.891. So it can be concluded that the data for the dependent and independent variables in this study are normally distributed.

4.4.2.     Linearity Test

Linearity Test to determine whether two variables have a linear relationship or not significantly. The results of the linearity test can be seen in the following table:

From the test results, it can be seen that the significance value for linearity is 0.000. Because the significance is smaller than 0.05, it can be concluded that between the variables Motivation (X1), work discipline (X2) and Performance (Y) there is a linear relationship.

4.4.3.     Heteroscedasticity Test

The heteroscedasticity test in this research uses the Glejser Test, namely correlating the residual value with each independent variable (X1, X2,). If the significance of the correlation is less than 0.05 then the regression model has a heteroscedasticity problem.

From the results of the heteroscedasticity test that was carried out, no heteroscedasticity problems were found in all independent variables in this study. This is based on the significance value obtained for Variable X1 which is 0.270 and Variable X2 is 0.415. Because the correlation significance value is more than 0.05, it can be concluded that in this regression model there were no heteroscedasticity problems.

4.4.4.     Multicollinearity Test

The Multicollinearity test is used to determine whether or not there are deviations from the classic assumption of Multicollinearity, namely the existence of a linear relationship between independent variables in the regression model. This testing method is by looking at the inflation factor (VIF) value in the regression model as seen in the table below:

From the test results, it can be seen that the variance inflation factor (VIF) value of the Motivation (X1) and Work Discipline (X2) variables is smaller than 10 and the Tolerance value is greater than 0.1, so it can be concluded that between these independent variables there are no symptoms of multicollinearity.

4.5.         Multiple Linear Regression Analysis

The data input in carrying out this multiple linear regression analysis comes from the results of scoring valid questions asked to 35 respondents, and has gone through validity and reliability tests. The answers obtained from respondents were then added up based on a Likert scale.

This analysis is to determine the direction of the relationship between the independent variables which are positive or negative and to predict the value of the dependent variable and the dependent variable if the value of the independent variable increases or decreases.
 

The results of data analysis from the table above obtained a regression model or function of Motivation (X1), Work Discipline (X2) on Performance (Y), so the regression function was obtained as follows:

Y = α + β1X1+β2X2

Y = 0.752X1 + 0.243X2

Information:

Y            =             Performance

α             =             Constant

β1,β2,…βn =       Regression coefficient

X1          =             Motivation

X2          =             Work Discipline

e             =             Error

4.5.1      F test(F-test) / Model Fit Test

This test is used to find out whether the independent variables (X1, X2, ……Xn) together have a significant effect on the dependent variable (Y). Testing Criteria:

1. Ho is accepted if F count < F Table.

2. Ho is rejected if F count > F Table.

To find out the effect of the independent variable on the dependent variable simultaneously (together) can be done through a simultaneous test. This simultaneous test is by comparing the calculated F value with the F Table value at a significance level of 0.05. The F Table value of 0.05 was obtained by paying attention to the degree of freedom (df) value.

The results of the Multiple Regression F Test analysis are shown through the Analysis of Variance in the following table:

Simultaneous Test Results

ANOVAb

Looking at the analysis results in the table above, it can be seen that the calculated F is 99,586 which is greater than the F table value, namely 3.28. It was concluded that the Ho hypothesis was rejected and Ha was accepted so that performance (Y) was influenced jointly by the variables Motivation (X1) and Work Discipline (X2).

4.5.2      t test(t-test) Hypothesis

To find out whether the independent variable partially has a significant effect on the dependent variable, a t test is carried out. To find out whether the variable factors Motivation (X1) and Work Discipline (X2) have a partial (individual) influence on the Performance variable (Y) or not, you can find out through a partial test (t test) which can be seen in the following table:

H1. To find out the partial relationship, the calculated t value must be compared with the t table. The t table value can be found by determining the degree of freedom, namely (35-3-1) in a two-sided test (0.025) so that the t table value is = 2.911.

a) Ho             :              Partially there is no significant influence between the independent variable (Xn) and performance (Y).

b) Ha             :              Partially there is a significant influence between the independent variable (Xn) and performance (Y).

Ho is accepted if t count < t table, and Ho is rejected if t count > t table.

Next, testing was carried out on the three variables in this research.

H2. The partial test results between the variables Motivation (X1) and Work Discipline (X2) on Performance (Y) are as follows:

1. Partially, the calculated t value of the Motivation variable (X1) is 8.677 and t table is 2.911 so that t calculated is greater than t table, namely 8.677>2.911. So it can be seen that Motivation X1 is partially a factor that has a real influence on Y's performance.
2. Partially, the calculated t value of the Need for Affiliation variable (X2) is 2.804 and t Table is 2.991 so that the calculated t is greater than t Table, namely 2.804 <2.911. So it can be concluded that the work discipline variable X2 is partially also a factor that has a real influence on Y's performance. .

4.5.3      Determination Analysis (R2)

Determination analysis in multiple linear regression is used to determine the percentage contribution of the influence of the independent variables (X1, X2, ……Xn) simultaneously on the dependent variable (Y). The results of the determination analysis in this research can be seen in Table 4.18 below:

Determination Analysis (R2)

To determine the percentage contribution of the Motivation (X1) and Work Discipline (X2) variables simultaneously to the Performance variable (Y), determination analysis (R2) is used. Based on the Model Summary Table above, the figure (R2) is 0.862 or (86.2%). This shows that the influence of the Motivation (X1) and Work Discipline (X2) variables simultaneously on the Performance variable (Y) is 86.2% and the rest is influenced by other variables not included in this research.

Based on the results of the analysis of statistical data processing for Motivation and Work Discipline data on the performance of Pontianak City BKPSDM employees, several conclusions were obtained as follows:

1. Based on the simultaneous test (f test), it can be concluded that performance is influenced jointly by the variables Motivation and Work Discipline at BKPSDM Pontianak City.

2. Based on a partial test (t test) Partial Motivation and Work Discipline are factors that have a real influence on Performance at BKPSDM Pontianak City.

3. Based on the Model Summary Table, the figure (R2) obtained is 0.862 or (86.2%). The Motivation and Work Discipline variables influence the Performance variable by 86.2% and the remainder is influenced by other variables not included in this research.

Research Limitations

This research involves employees with civil servant status, but only at the lower management and middle management levels, so the implications of existing research do not fully describe the influence of the two independent variables, namely motivation and discipline, on the performance of employees who are leaders and hold strategic roles.

This research only uses two independent variables and is not accompanied by any moderating or intervening variables. This means that it is not known how these two variables will influence when accompanied by moderating or intervening variables that can bridge the indirect influence between these two variables on performance. Variables that can be included are variables that come from organizational elements such as leadership, compensation, placement and work culture

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