Human Resource Performance Improvement Model Through Reward Systems and Work Culture

Ulul Azmi Najitama, Ibnu Khajar

Abstract


This study is an explanatory research. The population in this research includes all human resources (HR) at the Customs and Excise Supervision and Service Office Type Madya Pabean A Semarang, consisting of both civil servants (ASN) and non-civil servants, totaling 203 personnel. This population was selected due to its relevance to the research variables and theme, as well as the accessibility of research data. Based on the Slovin formula, the sample size determined for this study was 135 respondents, drawn from the HR personnel of the same office. The sampling technique used was non-probability sampling with a convenience sampling approach (Hair, 2021). Non-probability sampling is a method that does not provide equal chances for each population member to be selected, while convenience sampling refers to selecting samples based on their availability, meaning respondents are chosen because they are easy to access at a particular place and time (Hair, 2021). The use of convenience sampling in this study was justified by considerations of time and cost efficiency, making the data collection process more practical. Primary data were collected from respondents using a written questionnaire. The questionnaire was designed to gather data on variables such as efficiency, work culture, job satisfaction, reward system, and employee performance. Data were obtained from 135 employees of the Customs and Excise Supervision and Service Office Type Madya Pabean A Semarang. The analytical method used to test the hypothesis was Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) approach. The results of this study indicate the following: The reward system has a positive and significant effect on job satisfaction; Work culture has a positive and significant effect on job satisfaction; and Job satisfaction has a positive and significant effect on employee performance.


Keywords


Culture; Performance; Satisfaction; System.

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DOI: http://dx.doi.org/10.30659/jrbi.v23i1.51477

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