p–ISSN: 2723 - 6609 e-ISSN: 2745-5254
Vol. 4, No. 9 September 2023 http://jist.publikasiindonesia.id/
Doi: 10.59141/jist.v4i9.674 1551
ANALISIS PENGARUH INSENTIF, LINGKUNGAN KERJA, DAN MOTIVASI
TERHADAP KINERJA GENERAL BANKER PT. BANK MANDIRI
(PERSERO) TBK. (STUDI PADA GENERAL BANKER BANK MANDIRI
REGION VIII/ JAWA 3)
Astri Utami Wulan Ndari
Airlangga University Surabaya, Indonesia
Email: [email protected]
*Correspondence
ARTICLE INFO
ABSTRACT
Accepted
: 02-08-2023
Revised
: 14-09-2023
Approved
: 25-09-2023
Bank Mandiri is part of a state-owned banking business where every
Tituntun employee has the skills to offer financial services to consumers
and provide consultations on bank products and services tailored to the
needs and preferences of individual customers. So with this, the
researcher wants to observe the performance of the general Banker at PT.
Bank Mandiri (Persero) Tbk looks at the influence of incentives given to
employees, the work environment, and motivation to further improve
performance in doing work. This study aims to investigate and analyze
how incentives, work environment, and motivation play a major role in
improving the performance of Bank Mandiri in the Commercial Bank
section of Region VIII / Java 3. This research uses path analysis with the
help of the SPSS Version 25 application. The results show that seen from
the first equation and the second equation variable X1 (Incentives),
variable X2 (Work Environment and Motivation (Z) influence the
Performance variable (Y).
Keywords: path analysis; bank
employee incentives; bank
employee motivation; general
banker performance; bank
mandiri region viii/java 3.
Introduction
In the process of building a business network, PT. There are around 2000 branch
offices nationwide owned and operated by Bank Mandiri (Persero) Tbk. A project
initiated to face changes in digital technology in the banking sector is being carried out
by Bank Mandiri to provide the best service for its customers (Yusril, 2020). This effort
is in the form of digital transformation carried out through smart branches or digital
branches. The idea of Smart Branch is a financial service that is connected with digital
technology and aims to make the banking experience simpler, more practical, and safer
for institutional clients (Afifah, 2017). Through the implementation of the Smart Branch
concept, Bank Mandiri educates qualified individuals to offer financial services to
consumers and provides advice on bank products and services tailored to the needs and
preferences of individual customers (Supriadi et al., 2023). These people are known as
general bankers (Susan, Gakure, Kiraithe, & Waititu, 2012). A General Banker is required
to have a good appearance, knowledge of bank products and services, and the ability to
explain financial information clearly and easily understood by customers. In addition, the
General Banker is responsible for establishing positive relationships with customers and
meeting sales targets set by the bank. Due to fierce competition in the business world,
every company must be able to adjust its conditions to the circumstances and changes that
occur (Suryani, 2017). This also applies to banks that need to be responsive in creating
Astri Utami Wulan Ndari
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, Septemer 2023 1552
strategies to win competition and maintain their business. Employee performance is one
of the most important factors in achieving these goals. Employee performance can be
characterized by their behavior or whatever they do. According to (Nur, 2021) quoted in
Onukwube (2010), work performance is a behavior that can be assessed in terms of how
much it adds to organizational effectiveness. According to (Wahyuni, 2015), employee
performance is an indication of financial or other results of employees that have a direct
relationship with organizational performance and success. In addition, (Can & Yasri,
2016) said that employee performance is directly related to organizational achievement.
According to research by Xanthopoulou et al., personnel in management roles, including
upper, middle, and lower management, contribute greatly to overall performance. In the
context of performance within an organization, employee performance is defined as the
degree to which a member of the organization contributes to the achievement of
organizational goals. Employee performance is critical to the success of an organization
because employees serve as an important part of the success mechanism that the
organization relies on. According to (Rajagukguk, 2017), work performance is a behavior
that can be assessed in terms of how much it adds to organizational effectiveness. In a
similar vein, (Saputri, Hidayati, & Lestari, 2020) define work performance as an
individual's work performance after expending effort. This definition is found in Jaafar et
al. (2006). According to Guest (2001), employee engagement refers to actions and
outcomes performed or brought about by workers that are related to and contribute to
organizational goals. According to this definition, work performance is directly related to
the extent to which an employee can complete the tasks that have been allocated to him
as well as the extent to which the tasks that have been solved contribute to the
achievement of goals. organizational goals (Syahputra & Tanjung, 2020). Performance
on the job is not a single, cohesive concept but rather a multidimensional concept that
includes more than one type of behavior. According to (Nugraha & Tjahjawati, 2017),
the majority of companies can assess employee performance by analyzing the amount of
production, quality of output, timeliness of output, and labor productivity.
This study provides an overview of incentives, motivation, and performance of
Bank Mandiri Branch Region VIII/Java 3. The objectives of this study are 1) to
investigate and analyze whether incentives play a major role in increasing the motivation
level of Bank Mandiri Commercial Bank Region VIII/Java 3; 2) to Investigate and
conduct whether the work environment influences the performance of Bank Mandiri
Commercial Bank Region VIII/Java; 3) Investigate and analyze the effect of motivation
on the work performance of Commercial Bank Mandiri Region VIII/Java 3; 4) Investigate
and analyze whether incentives assisted by motivation play a major role in increasing the
motivation level of Bank Mandiri Commercial Bank Region VIII/Java 3; 5) Investigate
and conduct whether the work environment assisted by motivation influences the
performance of Commercial Banks Bank Mandiri Region VIII/Java. This study uses data
collection by disseminating surveys as an instrument to obtain research data results.
Research data will be processed with the SPSS application using Path Analysis. The
results show that there is a relationship between the influence of incentives, work
Analisis Pengaruh Insentif, Lingkungan Kerja, Dan Motivasi Terhadap Kinerja General Banker
Pt. Bank Mandiri (Persero) Tbk. (Studi Pada General Banker Bank Mandiri Region Viii/ Jawa
3)
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, September 2023 1553
environment, and motivation on the performance of General Banker PT. Bank Mandiri
(Persero) Tbk.
Research Methods
This research uses a quantitative approach by collecting data through a series of
instruments to identify data. Using surveys by researching directly makes the data more
valid by providing questionnaires to objects or respondents that match the scope to be
observed. The respondents involved in this study amounted to 100 respondents. Overall,
this research has the potential to make a significant contribution to the development of
human resource management and business practices. However, it is necessary to do it
carefully and pay attention to various factors that can affect the results of the study.
Participants in this study were all General Bankers working under the supervision
of Bank Mandiri Region VIII/Java 3. To determine the sample of this study a saturated
sampling method or census. This ensures that the sample is representative of the entire
population as a whole. Data collection techniques in this study use Path Analysis
Techniques with the initial stages of conducting good data checks on processed data that
has been obtained. The initial step by testing test validity and test reliability as initial
criteria for the fulfillment of processed data produced is good data to be used as data
objects that can be researched. Then the second step is to test classical assumptions to
avoid unbiased and consistent data in the resulting regression equation which has
accuracy in estimation. The last step is to see the estimated results from the path analysis
that has been produced. This study also used SPSS (Statistical Package for the Social
Sciences) v25 as a tool to conduct testing.
Results and Discussion
This research goes through a stage to get good processed data results that can be
used as a tool to be described as a good research result that has been described in the
previous research methods section. Before testing at the initial stage, researchers carried
out a criterion for the respondents studied. The criteria and characteristics that have been
determined are as follows.
Table 1
Characteristic Respondents
Characteristic
Sum
Percentage
Gender
Man
38
38%
Woman
62
62%
Sum
100
100 %
Age
< 25 years
15
15%
25 - 35 years
31
31%
36 - 45 years
44
44%
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Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, Septemer 2023 1554
> 45 years old
10
10%
Sum
100
100 %
Length of Work
< 5 years
29
29%
5 - 10 years
36
36%
11 - 15 years
27
27%
> 15 years
8
8%
Sum
53
100%
In the table of respondent characteristics, it can be seen that 38% of the total
respondents in the study were men, while 62% were women, so the majority of
respondents were women. In addition, there was age variation among respondents, with
15% of respondents under the age of 25, while 31% were between the ages of 25 and 35.
Furthermore, 44% of respondents were between 36 to 45 years old and 10% were over
45 years old. Therefore, it can be concluded that the majority of respondents are between
36 to 45 years old. The study revealed that the majority of respondents had 5 to 10 years
of work experience. The data showed that 36 people or about 36% of the total respondents
belonged to the group, which is the highest number compared to other groups. In addition,
about 29% of respondents have less than 5 years of work experience, while 27% have
worked between 11 to 15 years. Only about 8% of respondents have more than 15 years
of work experience. This shows that the majority of respondents have moderate work
experience, which is between 5 to 10 years.
The description of the variables of this study can be seen through the results of
descriptive analysis as follows.
Table 2
Hasil Analisis Deskriptif
N
Min
Max
Mean
Std. Deviation
100
1
5
3,890
1,134
100
1
5
3,912
0,995
100
1
5
3,680
0,994
100
1
5
3,888
1,045
Based on the descriptive analysis above, it is known that the average value of the
Incentive variable (X1) is 3.890 with the lowest value being 1 and the highest being 5.
The standard deviation is 1.134. The average value of the Work Environment (X2) is
3.912 with a value of as low as 1, as high as 5, and a standard deviation of 0.995.
Meanwhile, the Motivation (Z) variable has an average value of 3.680 with the lowest
Analisis Pengaruh Insentif, Lingkungan Kerja, Dan Motivasi Terhadap Kinerja General Banker
Pt. Bank Mandiri (Persero) Tbk. (Studi Pada General Banker Bank Mandiri Region Viii/ Jawa
3)
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, September 2023 1555
value being 1 and the highest being 5. The standard deviation obtained from the analysis
of these variables is 0.994. While the Employee Performance variable (Y) is known to
have an average value of 3.823 with the lowest value of 1 and the highest of 5, while the
standard deviation is 1.045.
In the initial stage, researchers test validity with predetermined data instruments
where data on test validity results on each variable will be displayed in the following
table.
Table 3
Hasil Uji Validitas Seluruh Variabel
Calculate r value
Table r value
Information
0,853
0,197
Valid
0,918
0,197
Valid
0,743
0,197
Valid
0,737
0,197
Valid
0,825
0,197
Valid
0,753
0,197
Valid
0,757
0,197
Valid
0,714
0,197
Valid
0,644
0,197
Valid
0,823
0,197
Valid
0,718
0,197
Valid
0,626
0,197
Valid
0,780
0,197
Valid
0,855
0,197
Valid
0,810
0,197
Valid
0,812
0,197
Valid
0,887
0,197
Valid
0,825
0,197
Valid
Based on the test results in the table above, the critical value of the table with a
significance level of 5% is 0.197. This can be seen from the calculated r value obtained
from the entire questionnaire item is greater than the table r value. Therefore, it can be
concluded that the questionnaire items used have passed the validity test and are
considered suitable for use.
Reliability Testing aims to evaluate the extent to which the measuring instruments
used in research are consistent. One way to measure reliability is through the calculation
of Cronbach's Alpha coefficient. The results of this calculation can give an idea of the
consistency of measuring instruments as shown by the following table.
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Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, Septemer 2023 1556
Table 4
Reliability Test Results
Variable
Cronbach's
Alpha
Information
Incentives (X1)
0,824
Reliable
Work Environment
(X2)
0,789
Reliable
Motivation (Z)
0,893
Reliable
Employee
Performance (Y)
0,721
Reliable
Based on the results of reliability testing in the table above, it can be concluded that
Cronbach's Alpha value of the entire questionnaire is a higher number than 0.60. This
shows that the questionnaires used in this study have good consistency or reliability. In
other words, these results show that the questions in the questionnaire are interrelated and
reliable in measuring the construct studied.
The second stage in this study is to test the accuracy of the data with the Classical
Assumption Test. There are 3 classic assumption tests in this study, namely the normality
test, the multicollinearity test, and the heteroscedasticity test.
Table 5
Normality Test Results
N
Asymp. Sig. (2-tailed)
Information
100
0,097
Data Normal
The normality test was carried out to determine the distribution of research data.
Good data is data that is normally distributed. The normality test of this study used the
Kolmogorov-Smirnov Test. The results of the normality test can be seen in table.5 where
the significant value of Asymp. The Sig (2-tailed) of the normality test is 0.054. The value
is greater than 0.050. Based on these values, it can be concluded that the data used in the
study are normally distributed.
The multicollinearity test is an assumption test used to determine the correlation
between variables. To qualify for the multicollinearity test, the tolerance value of all
independent variables must be greater than 0.10 and the value of the Variance Inflation
Factor (VIF) must be less than 10. The following are the results of the multicollinearity
test.
Table 6
Hasil Uji Multikolinearitas
Coefficients
No
Model
Collinearity Statistics
Analisis Pengaruh Insentif, Lingkungan Kerja, Dan Motivasi Terhadap Kinerja General Banker
Pt. Bank Mandiri (Persero) Tbk. (Studi Pada General Banker Bank Mandiri Region Viii/ Jawa
3)
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, September 2023 1557
Tolerance
BRIGHT
1
Incentives (X1)
0,745
1,342
2
Work Environment (X2)
0,410
2,439
3
Motivation (Z)
0,372
2,686
The test results show that the tolerance value in all independent variables is greater
than 0.10, so that the first condition of the multicollinearity test is met. In addition, the
VIF value on all independent variables is also less than 10, so the second condition of the
multicollinearity test is also met. Therefore, it can be concluded that there is no
multicollinearity problem in the tested model.
The heteroscedasticity test is performed by looking at the Scatterplot image pattern.
The test results can be seen in the following figure.
Figure 1 Heteroscedasticity Test Results
The figure above shows that the dots spread randomly above and below the number
0. Given that the data is scattered without forming a special pattern, it can be concluded
that there are no symptoms of heteroscedasticity in the research data.
At the last stage of this research, namely testing with path analysis, the regression
results obtained are as follows.
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Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, Septemer 2023 1558
Figure 2 Results of Regression Analysis Model 1
Referring to the results of multiple linear regression analysis between independent
variables and dependent variables, the regression equation can be arranged as follows.
MOTIVATION = -0.428 + 0.246X1 + 0.767X2(1)
Based on the regression equation, it can be concluded that a constant value of -0.428
indicates the value of the variable Motivation (Z) without being influenced by
independent variables. The regression coefficient (β1) value of 0.246 indicates the
influence of the Incentive variable (X1) on Motivation (Z). The value of the regression
coefficient (β3) of 0.767 indicates the influence of the Work Environment variable (X2)
on Motivation (Z).
The t-test is used to determine the partial influence between the variables studied.
It can be seen from Fig.2 that the significance value of the variable X1 (Incentive) is 0.002
and the significance value of the variable X2 (Work Environment) is 0.000. Both
significance values are smaller than the established significance level, which is 0.05.
Thus, it can be concluded that partially, the variables Incentive (X1) and Work
Environment (X2) have a significant influence on Motivation (Z).
The F test is a test that aims to determine the simultaneous influence between variables.
Here are the test results.
Figure 3 F Model 1 Test Results
Analisis Pengaruh Insentif, Lingkungan Kerja, Dan Motivasi Terhadap Kinerja General Banker
Pt. Bank Mandiri (Persero) Tbk. (Studi Pada General Banker Bank Mandiri Region Viii/ Jawa
3)
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, September 2023 1559
In Figure 3 it is known that the calculated F value is 81.770 with a significance of
0.000 or < 0.05. These results mean that the variables Incentive (X1) and Work
Environment (X2) simultaneously have a significant effect on Motivation (Z).
The coefficient of determination is a magnitude that shows the simultaneous
influence of variables. The test results can be seen as follows.
Figure 4 Results of Coefficient Determination Model 1
Berdasarkan uji koefisien determinasi yang ditunjukkan pada gambar.4 di atas,
diketahui nilai Adjusted R Square adalah 0,620. Nilai tersebut berarti bahwa variabel
Insentif (X1) dan Lingkungan Kerja (X2) dapat memprediksi perubahan Motivasi (Z)
sebesar 62%, sedangkan 38% sisanya dipengaruhi oleh variabel lain yang tidak diteliti.
Figure 5 Results of Regression Analysis Model 2
In the results of regression analysis between independent variables and dependent
variables, the regression equation can be arranged as follows:
PERFORMANCE = 1.349 + 0.342X1 + 0.245X2 + 0.222Z (2)
Based on the regression equation, it can be concluded that a constant value of 1.349
indicates the value of the Performance variable (Y) without being influenced by
independent and mediated variables. The value of the regression coefficient (β1) of 0.342
indicates the influence of the Incentive variable (X1) on Performance (Y). The regression
coefficient (β3) value of 0.245 indicates the influence of the Work Environment variable
(X2) on Performance (Y). The regression coefficient (β4) value of 0.222 indicates the
influence of the Motivation (Z) variable on Performance (Y).
Astri Utami Wulan Ndari
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, Septemer 2023 1560
The t-test is used to determine the partial influence between the variables studied.
Based on the test results in Figure 4.7 above, it is found that the significance value of the
variable X1 (Incentive) is 0.002, the significance value of the variable X2 (Work
Environment) is 0.000, and the significance value of the variable Z (Motivation) is 0.001.
The significance value of all these variables is smaller than the established significance
level, which is 0.05. Thus, it can be concluded that partially, the variables Incentive (X1)
and Work Environment (X2) mediated by Motivation (Z) have a significant influence on
Performance (Y). The F test is a test that aims to determine the simultaneous influence
between variables. Here are the test results.
Figure 6 F Model 2 Test Results
Referring to the test above, it is known that the calculated F value is 81.770 with a
significance of 0.000 or < 0.05. These results mean that the variables Incentive (X1) Work
Environment (X2) and Motivation (Z) simultaneously have a significant effect on
Performance (Y).
The coefficient of determination is a magnitude that shows the simultaneous
influence of variables. The test results can be seen as follows.
Figure 7 Results of Coefficient Determination Model 2
Based on the coefficient of determination test shown in Figure 4.9 above, it is
known that the Adjusted R Square value is 0.700. The value means that the variables
Incentive (X1) and Work Environment (X2) mediated by Motivation (Z) can predict
changes in Performance (Y) by 70%, while the remaining 30% is influenced by other
variables that are not studied. An increase in the value of the coefficient of determination
indicates that motivation has a significant role in influencing performance.
Analisis Pengaruh Insentif, Lingkungan Kerja, Dan Motivasi Terhadap Kinerja General Banker
Pt. Bank Mandiri (Persero) Tbk. (Studi Pada General Banker Bank Mandiri Region Viii/ Jawa
3)
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, September 2023 1561
Conclusion
This study concludes that partially, Incentives and Work Environment influence
Performance. This means that good incentives and work environments can improve the
performance of a person or organization. In addition, Motivation also plays an important
role in this relationship. Good motivation can increase the effect of Incentives and Work
Environment on Performance. Nevertheless, keep in mind that these conclusions are
based only on the information provided and more detailed research may be needed to
obtain more precise and accurate conclusions. In addition, other factors can affect the
relationship between the variables studied, such as external environmental factors and
other variables that are not measured in the study.
In addition, the test results can also be used to provide recommendations for
practitioners or organizations. By knowing that Incentives, Work Environment, and
Motivation affect Performance, practitioners or organizations can improve employee or
organizational performance by increasing Incentives, improving Work Environment, and
increasing Motivation. For example, practitioners can provide better incentives to high-
achieving employees, provide employee training and development to improve their skills
and knowledge and provide employees with opportunities to participate in decision-
making and provide input to organizational policies. In addition, practitioners can also
improve the work environment by providing good facilities, providing adequate social
support, and creating a conducive and pleasant working atmosphere. In terms of
motivation, practitioners can increase employee motivation through various ways, such
as giving awards or praise for achievements achieved, providing opportunities for
development and career, and providing support and recognition for employee
contributions. By increasing Incentives, Work Environment, and Motivation, it is
expected that employee or organizational performance can increase, which in turn can
bring benefits to the organization and the employees themselves. In conclusion, this study
shows that Incentives, Work Environment, and Motivation have a significant influence
on Performance. A good work environment can also increase employee motivation and
performance because employees feel comfortable and supported at work. In addition,
motivation is also an important factor in improving performance, because motivated
employees tend to be more productive, creative, and passionate at work.
Astri Utami Wulan Ndari
Jurnal Indonesia Sosial Teknologi, Vol. 4, No. 9, Septemer 2023 1562
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