The Influence Of Self -efficacy, Sharing Knowledge, And Behavior Of Loyalty To The Performance Of The State Civil Apparatus Employees In The Regional Secretariat Of The North Sumatra Province With Job Satisfaction As Intervertant Variables

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The Influence of Self-Efficacy, Sharing Knowledge, and Behavior of Loyalty on the Performance of State Civil Apparatus Employees in the Regional Secretariat of North Sumatra Province with Job Satisfaction as Intervening Variables

Introduction

Employee performance is a crucial aspect of an organization's success, as it serves as a driving force, energy provider, and innovation creator. In the North Sumatra Province Regional Secretariat, the performance of the State Civil Apparatus (ASN) experienced a significant decline in 2022, reaching 104.04%. This decline highlights the need for an in-depth analysis of the factors that influence ASN performance, particularly self-efficacy, knowledge sharing, loyalty behavior, and how job satisfaction acts as a liaison variable.

The Importance of Employee Performance

Employee performance is a measure of the success of an organization in developing human resources. It is essential to understand the factors that influence employee performance, as it has a direct impact on the organization's overall success. In the context of the North Sumatra Province Regional Secretariat, the decline in ASN performance is a cause for concern, and it is essential to identify the underlying factors that contribute to this decline.

The Role of Self-Efficacy in Employee Performance

Self-efficacy is a crucial aspect of employee performance, as it refers to an individual's belief in their ability to perform a task or achieve a goal. Research has shown that self-efficacy has a positive and significant influence on employee performance. In the context of this study, self-efficacy is expected to have a positive and significant influence on ASN job satisfaction, which in turn affects employee performance.

The Impact of Knowledge Sharing on Employee Performance

Knowledge sharing is another critical aspect of employee performance, as it refers to the exchange of information and ideas among employees. Research has shown that knowledge sharing has a positive and significant influence on employee performance, as it creates a collaborative work environment that allows employees to learn and develop each other. In the context of this study, knowledge sharing is expected to have a positive and significant influence on ASN job satisfaction, which in turn affects employee performance.

The Significance of Loyalty Behavior in Employee Performance

Loyalty behavior is a critical aspect of employee performance, as it reflects an employee's commitment to the organization. Research has shown that loyalty behavior has a positive and significant influence on employee performance, as it encourages employees to try harder and contribute positively to achieve organizational goals. In the context of this study, loyalty behavior is expected to have a positive and significant influence on ASN job satisfaction, which in turn affects employee performance.

The Mediating Role of Job Satisfaction

Job satisfaction is a critical aspect of employee performance, as it refers to an employee's overall satisfaction with their job. Research has shown that job satisfaction has a positive and significant influence on employee performance, as it creates a supportive work environment that encourages employees to provide better performance. In the context of this study, job satisfaction is expected to act as a mediator between self-efficacy, knowledge sharing, loyalty behavior, and employee performance.

Methodology

This study used an associative research design, using quantitative data to analyze the effect of self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction on employee performance. The population and sample used consisted of 130 ASN selected by saturated sampling technique. The data analysis techniques applied include descriptive statistical analysis and structural equation modeling (SEM).

Results

The results of this study showed that self-efficacy had a positive and significant influence on ASN job satisfaction, which in turn affected employee performance. Knowledge sharing also had a positive and significant influence on ASN job satisfaction, which in turn affected employee performance. Loyalty behavior also contributed positively and significantly to ASN job satisfaction, which in turn affected employee performance. Job satisfaction was found to be a significant mediator in the influence of self-efficacy, knowledge sharing, and loyalty behavior on employee performance.

Discussion

The results of this study highlight the importance of psychological and social factors in improving employee performance. High self-efficacy makes ASN feel able to achieve the tasks given, which has a direct impact on increasing motivation and work productivity. Knowledge sharing among employees creates a collaborative work environment, which allows them to learn and develop each other, which in turn has an impact on overall performance improvement. Loyalty behavior, which reflects employee commitment to the organization, also plays an important role in improving performance.

Conclusion

This study provides a better understanding of how psychological and behavior aspects can be optimized to improve ASN performance in the Regional Secretariat of North Sumatra Province. The findings of this study are expected to be the basis for policy making to improve employee performance and job satisfaction simultaneously. By creating a supportive work environment, ASN can be more satisfied, which in turn encourages them to provide better performance.

Recommendations

Based on the findings of this study, the following recommendations are made:

  1. Develop a self-efficacy training program: The Regional Secretariat should develop a self-efficacy training program to enhance ASN's confidence and ability to perform tasks.
  2. Implement a knowledge sharing system: The Regional Secretariat should implement a knowledge sharing system to encourage ASN to share information and ideas.
  3. Promote loyalty behavior: The Regional Secretariat should promote loyalty behavior by encouraging ASN to commit to the organization and its goals.
  4. Create a supportive work environment: The Regional Secretariat should create a supportive work environment that encourages ASN to be more satisfied and motivated.

Limitations

This study has several limitations, including:

  1. Sample size: The sample size used in this study was limited to 130 ASN.
  2. Data collection method: The data collection method used in this study was limited to a survey.
  3. Time frame: The time frame of this study was limited to a single point in time.

Future Research Directions

Future research should focus on:

  1. Longitudinal study: Conducting a longitudinal study to examine the effect of self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction on employee performance over time.
  2. Mixed-methods study: Conducting a mixed-methods study to examine the effect of self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction on employee performance using both quantitative and qualitative data.
  3. Comparative study: Conducting a comparative study to examine the effect of self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction on employee performance in different organizations.
    Frequently Asked Questions (FAQs) about the Influence of Self-Efficacy, Sharing Knowledge, and Behavior of Loyalty on the Performance of State Civil Apparatus Employees in the Regional Secretariat of North Sumatra Province with Job Satisfaction as Intervening Variables

Q: What is the main objective of this study?

A: The main objective of this study is to analyze the effect of self-efficacy, sharing knowledge, and behavior of loyalty on the performance of State Civil Apparatus (ASN) employees in the Regional Secretariat of North Sumatra Province with job satisfaction as intervening variables.

Q: What is self-efficacy, and how does it affect ASN performance?

A: Self-efficacy refers to an individual's belief in their ability to perform a task or achieve a goal. Research has shown that self-efficacy has a positive and significant influence on ASN performance, as it increases motivation and work productivity.

Q: What is knowledge sharing, and how does it affect ASN performance?

A: Knowledge sharing refers to the exchange of information and ideas among employees. Research has shown that knowledge sharing has a positive and significant influence on ASN performance, as it creates a collaborative work environment that allows employees to learn and develop each other.

Q: What is loyalty behavior, and how does it affect ASN performance?

A: Loyalty behavior refers to an employee's commitment to the organization. Research has shown that loyalty behavior has a positive and significant influence on ASN performance, as it encourages employees to try harder and contribute positively to achieve organizational goals.

Q: What is job satisfaction, and how does it affect ASN performance?

A: Job satisfaction refers to an employee's overall satisfaction with their job. Research has shown that job satisfaction has a positive and significant influence on ASN performance, as it creates a supportive work environment that encourages employees to provide better performance.

Q: How does job satisfaction act as a mediator between self-efficacy, knowledge sharing, loyalty behavior, and ASN performance?

A: Job satisfaction acts as a mediator between self-efficacy, knowledge sharing, loyalty behavior, and ASN performance by creating a supportive work environment that encourages employees to be more satisfied and motivated, which in turn affects ASN performance.

Q: What are the implications of this study for policy making?

A: The findings of this study have implications for policy making, as they suggest that creating a supportive work environment that encourages self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction can improve ASN performance.

Q: What are the limitations of this study?

A: The limitations of this study include a sample size of 130 ASN, a data collection method that was limited to a survey, and a time frame that was limited to a single point in time.

Q: What are the future research directions for this study?

A: Future research directions for this study include conducting a longitudinal study to examine the effect of self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction on ASN performance over time, conducting a mixed-methods study to examine the effect of self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction on ASN performance using both quantitative and qualitative data, and conducting a comparative study to examine the effect of self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction on ASN performance in different organizations.

Q: What are the practical implications of this study for ASN employees and the Regional Secretariat?

A: The practical implications of this study for ASN employees and the Regional Secretariat include the need to create a supportive work environment that encourages self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction, which can improve ASN performance and overall organizational success.

Q: What are the theoretical implications of this study for the field of organizational behavior?

A: The theoretical implications of this study for the field of organizational behavior include the need to consider the role of psychological and social factors in improving ASN performance, and the importance of creating a supportive work environment that encourages self-efficacy, knowledge sharing, loyalty behavior, and job satisfaction.