FINAL REPORT

EFFORTS TO IMPROVE EMPLOYEE PERFORMANCE AT

PT PLN (Persero) ULP MEDAN JOHOR

Submitted by

ADI SAIPULULUM
NIM: 2005091083

BUSINESS ADMINISTRATION STUDY PROGRAM

DEPARTMENT OF COMMERCIAL ADMINISTRATION
MEDAN STATE POLYTECHNIC
MEDAN
2023
 ORIGINALITY STATEMENT

The undersigned below :

Name : Adi Saipul Ulum
NIM : 2005091083
Title of Final Report: Efforts to Improve Employee Performance at PT PLN
(Persero) ULP Medan Johor

Truly declare that this Final Report as a whole is my own original work, not a
plagiarism in part or in whole from other people's writings except for the parts
referred to as bibliographical sources in accordance with the applicable writing
rules.
This statement is made without coercion from any party. I am ready to bear the
risks/sanctions imposed on me if a violation of academic honesty or scientific
ethics is found in this work, or evidence is found to show the unoriginality of this
work.

Medan, 01 June 2023

Adi Saipul Ulum

NIM 2005091083

i
 CONSENT SHEET

EFFORTS TO IMPROVE EMPLOYEE PERFORMANCE AT

PT PLN (Persero) ULP MEDAN JOHOR

Adi Saipul Ulum

NIM 2005091083

It has been approved to be able to carry out the Final Report hearing

Agree:
advisor,

Dr. Agus Mariani Saragih, SE, M.Sc.

NIP 19600820 198911 2 001

Medan, June 2023

Knowing :
K et ua Major , Coordinator _ _ _ P r o g r a m
S t ud i ,

Harris Pinagaran Nasution, SE, MM Irwan M. Harahap, SE, M.Si.

N I P 19750110 200912 1 003 N I P 19731006 200501 1 001

ii
 VALIDITY SHEET

EFFORTS TO IMPROVE EMPLOYEE PERFORMANCE AT

PT PLN (Persero) ULP MEDAN JOHOR

Adi Saipul Ulum

NIM 2005091083

Has been defended in front of the Examining Team on …………..

and declared to have met the requirements to obtain the title of Associate
Expert

Supervisor,

Dr. Agus Mariani Saragih, SE, M.Sc.

NIP 19600820 198911 2 001

Test Team:

Chief Examiner

…………………………………………. ()
Tester 1:

…………………………………………. ()
Tester 2:

…………………………………………. ()

Medan, ……………………..

Knowing :
K et ua department , P r o g r a m coordinator _ _ _
_ S t ud i ,

iii
Harris Pinagaran Nasution, SE, MM Irwan M. Harahap, SE, M.Si.
N I P. 19750110 200912 1 003 N I P. 19731006 200501 1 001
ABSTRACT

Human resources are one of the key factors in economic reform, namely how to create
quality human resources who have skills and are highly competitive in global
competition, which we have so far ignored. High quality human resources will have a
high impact on the success of a company, but low quality human resources will have a
low impact on the level of success of a company. The purpose of this study was to
determine efforts to improve employee performance at PT PLN (Persero) ULP Medan
Johor. The type of data used is qualitative based on primary data and secondary data.
Data collection techniques were carried out by observation, interviews,
documentation, and literature studies. The data processing technique used is
descriptive analysis technique. Based on the data that has been obtained, it can be
concluded that PT PLN (Persero) ULP Medan Johor seeks to increase performance by
providing punishment treatment, learning such as training, word shop , CMC, COC,
digital signet , and briefing . In addition, efforts to improve employee performance are
carried out by providing good facilities and infrastructure, holding education and
training programs, but their implementation is not in accordance with existing theory.
Keywords : efforts to improve employee performance.

iv
 ABSTRACT

Human resources are one of the key factors in economic reform, namely how to
create quality human resources and have skills and high competitiveness in global
competition that we have been ignoring. High quality human resources will have
a high effect on the success of a company, but low quality human resources will
have a low effect on the level of success of a company. The purpose of this study
was to determine efforts to improve employee performance at PT PLN (Persero)
ULP Medan Johor. The type of data used is qualitative by sourcing primary data
and secondary data. Data collection techniques are carried out by observations,
interviews, documentation, and literature studies. The data processing technique
used is descriptive analysis technique. Based on the data that has been obtained,
it can be concluded that PT PLN (Persero) ULP Medan Johor seeks to improve
performance by providing punishment treatment, learning such as training, word
shop, CMC, COC, digital signet, and briefing. In addition, efforts to improve
employee performance are carried out by providing good facilities and
infrastructure, holding education and training programs, but the application is
not in accordance with existing theory.
Keywords : efforts to improve employee performance.

v
 FOREWORD

Praise the author goes to Allah SWT. For the abundance of Grace and guidance
so that the author can complete the final report entitled "Efforts to Improve
Employee Performance at PT PLN (Persero) ULP Medan Johor" in a timely
manner.

The author realizes that the preparation of this final report is still far from
perfection and there are deficiencies both in terms of writing techniques and in
terms of presentation of the material. Therefore, constructive suggestions and
criticism are expected for the improvement of the report.

On this occasion, the author would like to express his deepest gratitude to his
parents, father Giyarno and mother Rud Prihatin, who have provided
encouragement, support and unceasing prayer in completing the writing of this
final report. In preparing this report, the writer realizes that this final report
cannot be separated from the support, encouragement and guidance from various
parties, both moral and material. Therefore the author would like to express his
deepest gratitude to:

1. Abdul Rahman, SE, AK., M.Sc., Director of the Medan State Polytechnic.
2. Harris Pinagaran Nasution, SE, MM, Head of the Medan State Polytechnic
Department of Business Administration.
3. Desri Wiana, SS, M.Hum., Secretary of the Medan State Polytechnic
Department of Business Administration.
4. Irwan Musriza Harahap, SE, M.Sc., Coordinator of the Medan State
Polytechnic Business Administration Study Program.
5. Dr. Agus Mariani Saragih, SE, M.Sc. , as supervisor of the final report.
6. Teaching staff and administrative staff of the Department of Business
Administration, Medan State Polytechnic Business Administration Study
Program.
7. Umar Atmaja, Manager of PT PLN (Persero) ULP Medan Johor.
8. Mr. Harir Syah and the ladies and gentlemen who have guided me in carrying
out my internship at PT PLN (Persero) ULP Medan Johor.

vi
9. Cintia Lestari who always supports and gives encouragement in the smooth
running of this final report, always accompanies and sacrifices in finding
references for this final report as well as unforgettable sincerity.

10. Basid Rahmat, Ahmad Perdi Pasaribu, Marno Yusuf Baringbing, Deprianto
Yuda Sinaga, Elroy Cahyono Purba, Maria Veronika Simamora, and who
have always provided encouragement and support in writing this final report.
11. Friends who always support and accompany the writer, and all AB-6A
friends.
12. Thank you to all relatives that I cannot write one by one who have provided
encouragement, motivation and support so that the writer was able to
complete this report.

The author realizes that the writing of this internship report is far from perfect, so
constructive criticism and suggestions are highly expected. Hopefully this report
is useful for writers in particular and for readers in general. Finally, the author
thanks the readers.

Medan, 01 June
2023

Adi Saipul Ulum

NIM 2005091083

vii
 LIST OF CONTENTS

Page

STATEMENT OF ORIGINALITY .....................................................................i

ENDORSEMENT SHEET ..................................................................................iii
ABSTRACT ..........................................................................................................iv
ABSTRACT ............................................................................................................v
PREFACE ..............................................................................................................v
TABLE OF CONTENTS ..................................................................................viii
LIST OF TABLES ................................................................................................x
LIST OF FIGURES .............................................................................................xi
LIST OF ATTACHMENTS ..............................................................................xii
CHAPTER 1 INTRODUCTION .........................................................................1
1.1 Background ..........................................................................................1
1.2 Problem Formulation ...........................................................................2
1.3 Problem Limitation ..............................................................................3
1.4 Objectives of the Final Report .............................................................3
1.5 Benefits of the Final Report .................................................................3
1.6 Report Systematics ...............................................................................4
CHAPTER 2 LITERATURE REVIEW .............................................................5
2.1 Previous Research ................................................................................5
2.2 Theoretical Basis ..................................................................................7
2.2.1 Definition of Performance ...........................................................7
2.2.2 Definition of Employee ...............................................................7
2.2.3 Factors Affecting Employee Performance ..................................8
2.2.4 Performance Measurement ..........................................................9
2.2.5 Definition of Employee Performance .......................................10
2.2.6 Employee Performance Indicators ............................................10
2.2.5 Performance Assessment ..........................................................11
2.2.6 Purpose of Performance Assessment ........................................12
2.3 Improving Employee Performance .....................................................13
2.3.1 How to Improve Employee Performance ..................................13
CHAPTER 3 RESEARCH METHODS ...........................................................16

viii
 3.1 Research Location, Time and Schedule .............................................16
3.2 Types and Sources of Data .................................................................16
3.3.1 Data ..................................................................................Type 16
3.3.2 Data ...............................................................................Source 17
3.3 Data Collection Techniques ...............................................................17
CHAPTER 4 RESULTS AND DISCUSSION ..................................................19
4.1 Results ................................................................................................19
4.1.1 Company Profile .......................................................................19
4.1.2 Brief History of PT PLN (Persero) ...........................................19
4.1.3 Vision and Mission of PT PLN (Persero) .................................20
4.1.4 Motto PLN PT (Persero) ...........................................................21
4.1.5 Form and Meaning of PT PLN (Persero) Logo ........................21
4.1.6 Organizational Structure at PT PLN (Persero) ULP Medan Johor
...................................................................................................23
4.1.7 PT PLN (Persero) ULP Medan Johor Work Unit .....................25
4.1.8 Data Collection Results .............................................................25
4.1.9 Results of Data Processing ........................................................26
4.2 Discussion ..........................................................................................32
CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS ....................34
5.1 Conclusion ..........................................................................................34
5.2 Suggestion ..........................................................................................34

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 LIST OF TABLES

Page
Table 2.1 Relevant Previous ....................................................................Research 5
Table 4.1 Interview ..................................................................................Results 25

x
 LIST OF FIGURES

Page
Figure 4.1 _ PT PLN (Persero) logo .....................................................................21
Figure 4.2 Vertical Rectangle ......................................................................Field 21
Figure 4.3 Lightning and Lightning ......................................................................22
Figure 4 .4 Three Waves .......................................................................................22
Figure 4.5 PT PLN (Persero) ULP Medan ..................................................Johor 25

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APPENDIX LIST

Page

xii
 CHAPTER 1
INTRODUCTION

1.1 Background

Along with the development of the current era, the higher the competition
(competitive adventage) in the business world. This requires companies to have a
level of competitive advantage to be able to continue to compete in the business
world, with the existence of this competition requires all employees to continue to
be able to think creatively and innovatively to be attractive. This is done to
achieve company goals. One of the determining factors for the success of the
company is the performance and productivity of employees. This requires
companies to always try to find effective ways to improve employee performance
in achieving increased company goals, so they can compete with other companies.
Even should be able to be in the top position.

In the Big Indonesian Dictionary, improvement is a process, method or

improvement of a business or activity carried out by an organization/company in
order to achieve maximum or even better results.

According to Marhawati (2022) performance is the quality of the work of

employees in carrying out their work for a certain time, through work processes
that comply with company standards. Employee performance has an important
role in determining the success of an organization in achieving its stated goals.

According to Busro (2020) performance is successful work shown by employees

with their efforts to fulfill their duties and obligations. So what is meant by
improving performance is a process or method to improve one's work ability,
work performance or work performance which can be done in various ways or
certain strategies used by the company. The various effects of changes that have
occurred as a result of reforms have required companies, both private companies
and the government, to innovate in order to face the demands of change and to
make efforts to formulate policies that are in line with environmental changes. A
company must be able to formulate the right policy to deal with any changes that

1
will occur. The preparation of policies that are of concern to management one of
which concerns the empowerment of human resources.

Human resources are one of the key factors in economic reform, namely how to
create quality human resources who have skills and are highly competitive in
global competition, which we have so far ignored. Human resources are a very
important factor in life activities. The success or failure of an organization or
company usually depends on human resources. High quality human resources will
have a high impact on the success of a company, but low quality human resources
will have a low impact on the level of success of a company.

PT PLN (Persero) ULP Medan Johor which is located at Jl. Karya Jaya Ujung,
Deli Tua, Namorambe District, Deli Serdang Regency, North Sumatra The author
carried out an internship at PT PLN (Persero) ULP Medan Johor, which is a sub-
unit customer service unit under UP3 which helps manage customer service and
distribution electricity network services more closely with a smaller area.

Based on the description above, it can be seen the importance of employee

performance to provide even better customer service, so the authors found
research with the title "Improving Employee Performance at PT PLN
(Persero) ULP Medan Johor".

1.2 Formulation of the problem

Based on the description of the background above, the formulation of the problem
in this Final Report is "how to improve employee performance at PT PLN
(Persero) ULP Medan Johor?".

1.3 Scope of problem

Problem boundaries are set so that the discussion in the research is more focused
and directed. The author limits the problems in an effort to improve employee
performance at PT PLN (Persero) ULP Medan Johor, with the research period
taken by the author from 1 year back, namely in 2022-2023. Respondents were
selected from employees who had utilized work effectiveness at PT PLN (Persero)
ULP Medan Johor.

2
1.4 Purpose of Final Report

The purpose of writing this Final Report is to find out Efforts to Improve
Employee Performance at PT PLN (Persero) ULP Medan Johor .

1.5 Benefits of the Final Report

1. For Researchers

As an addition to experience and contribution of ideas through scientific work

as well as graduation requirements in obtaining a Diploma III from the
Medan State Polytechnic

2. For Medan State Polytechnic

This research is expected to contribute ideas in the development of Business

Administration knowledge, especially Business Administration in relation to
employee performance to improve human resources.

3. For companies

As input that can be considered to increase participation in companies that

will have an impact on companies in the future.

4. For students

As reference material for readers, especially students of the Medan State

Polytechnic when doing research again regarding improving the performance
of employees, so that they can produce good scientific papers in the same
field.

1.6 Report Systematics

In good and correct writing, a systematic writing is needed

precise and organized as a guide for readers so that reports can be understood
properly and make it easier to understand an issue to be discussed. The systematics
of writing the final report consists of several parts, namely:
CHAPTER 1 INTRODUCTION
This chapter describes the background, the formulation of the problem of the final
report, the limitations of the problem of the final report, the research objectives of

3
the final report, the practical and theoretical benefits and the systematics of writing
the final report.
CHAPTER 2 LITERATURE REVIEW
In this chapter, the author discusses literature review, understanding of technology,
information technology, technological equipment, understanding of employee
performance, factors that affect employee performance, the influence of
technology on employee performance.
CHAPTER 3 RESEARCH METHODS
In this section the author describes the types of research, places and research
conducted by the authors, types and sources of data used, data collection methods,
types of data sources and data analysis techniques.
CHAPTER 4 RESULTS AND DISCUSSION
This chapter contains company profiles, an overview of the influence of
technology on efforts to improve employee performance, research results and
discussion of research results.
CHAPTER 5 CLOSING
This chapter contains conclusions and suggestions from the author.

CHAPTER 2
LITERATURE REVIEW

2.1 Previous Research

Previous research helps writers to solve research problems with reference to the
theoretical basis and understanding that supports research. Previous research is
one of the authors' references in conducting research so that they can assemble the
theory used in reviewing the research carried out, the point is to find out the

4
 results and comparisons of previous studies. The following are some relevant
previous studies.

Table 2 . 1Relevant Prior Research

Name
No Title of thesis Conclusion Similarities/Differences
(Year)
1 Warniati Management strategy Strategic planning in The similarity of this
in improving the improving the performance research with the 2018
(2018)
performance of of employees of PT Wariati research from
employees of PT Makassar Raya Motor taking the title which has
Makassar Raya Motor Parepare Branch, namely similarities, namely
Parepare Branch that every employee must improving employee
always be included
performance. and both of
in various trainings, both
these studies use
held by the company (in
house training) and outside qualitative research
(principal) . In addition, the methods
company also applies
The difference between
discipline at work. Finally,
this research and the
leadership provides
motivation for employees to warniati research is
improve their performance where the research was
at work. carried out.

2 Puji Lastri Strategies for CV Multi Baja Medan forms The equation is that
T. improving employee a strategy to improve research by Puji and
Sihombing performance in employee performance in Maria also analyzes the
(2019) achieving company achieving company goals by improvement of
goals at CV Multi means of career paths employee performance
Baja, Medan. (career development), which is carried out by
training (training) and
selecting the same
performance appraisal.
research method, namely
qualitative research

Name/
NO Title of thesis Conclusion Similarities/Differences
Year
Besides that, the The difference in this
performance improvement study focuses on
strategy for each employee strategies to improve
is carried out by providing performance, while
positive encouragement (self previous research
reinforcement), fulfilling analyzes strategies to
employee rights and
improve company
obligations, transparent
quality. Apart from that,
appraisal systems, career
paths, conducting training there are also differences
(training) , conducting in the location of the
positive discipline programs. research. The researcher
conducted research at PT
PLN PERSERO

5
 MEDAN JOHOR, while
the previous research
was at CV MULTI
BAJA MESAN

3 Hajid Arya Employee performance The strategy undertaken by
Kumara improvement strategy the company to improve
(2022) in the transhipment employee performance is to
process at pt. kartika provide additional
ocean adijaya bunati competency training
south kalimantan. programs for employees,
improve the leadership style
of branch heads, increase the
wage system for employees,
improve the work
environment with policies
that do not harm anyone so
that employees feel
comfortable when carrying
out activities in the company
. The activities carried out
by the company are expected
to increase the company's
image.
The similarities in these
two studies are analyzing
strategies to improve
employee performance.
Where each strategy is
expected to bring change
for employees to raise
the company's image.
The research method
used is also the same,
namely qualitative
research.
The difference between
this study and the study
of hajid Arya Kumara is
that hajid has borderline
problems only in the
trapshipment process.
while this study has a
border problem to
employees who are less
competent.

Based on the 3 previous studies which were used as sources of information, these
previous studies had the same theory which served as the theoretical basis for the
title researched by the author, namely, "Efforts to Improve Employee Performance
at PT PLN (Persero) ULP Medan Johor" where the previous research had gaps
between expectation and reality.

2.2 Theoretical basis

2.2.1 Definition of Performance

Performance is the result or level of success of a person as a whole during a

certain period in carrying out tasks compared to various possibilities, such as
work standards, targets, goals or criteria that have been determined in advance and
agreed upon.

6
According to Kasmir (2019: 184) performance is the result of work and work
behavior that has been achieved in fulfilling the tasks and responsibilities given
during a certain period of time. According to Afandi (2021: 83–84) performance
is the willingness of a person or group of people to carry out or improve activities
in accordance with their responsibilities with the expected results.

According to Busro (2020) performance is successful work shown by employees

with their efforts to fulfill their duties and obligations. In addition, employee
performance shows how much and how much the employee contributes to the
company or organization. Assessing employee performance, there must be
performance standards. Performance standards can be used as a measure to
determine whether performance is good or not.

Based on some of the definitions above, researchers came to an understanding that

performance is the result of work produced by an employee in accordance with his
responsibilities based on his abilities and expertise.

2.2.2 Definition of Employees

The definition of an employee according to Hasibuan in Mu (2019): "An

employee is a seller of services (mind or energy) and receives compensation, the
amount of which has been determined in advance. the total number of people in a
country who produce goods and services if there is a demand for their labour.

In conclusion, employees are someone who is chosen to be responsible for the

tasks given with the expertise ( skills) they have.

2.2.3 Factors Affecting Employee Performance

According to Kamir (2018: 189-192) that the factors that affect performance are:

1. Ability and expertise

The ability and expertise or skills possessed by someone in doing a job.

2. Knowledge

Knowledge of work, someone who has good knowledge will produce good
work.

3. Work plan

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 Work plan is a work plan that will facilitate employees in achieving their
goals.

4. Personality

That is a person's personality or character possessed by a different employee.

5. Work motivation

Work motivation is an encouragement for someone to do work.

6. Organizational culture

Organizational culture is the habits or norms that apply and are owned by an
organization or company.

7. Leadership

Leadership is the behavior of a leader in organizing, managing and ordering

his subordinates to carry out the tasks and responsibilities they are given.

8. Leadership style

Is the style or attitude of a leader in dealing with or instructing his

subordinates.

9. Job satisfaction

It is a feeling of pleasure or joy or a feeling of liking someone before and

after doing work.

10. Work environment

It is the atmosphere or conditions around a person's workplace.

11. Loyalty

It is a person's loyalty to keep working and defending the company where he

works.

12. Commitment

Represents employee compliance to carry out company policies and

regulations at work.

13. Work discipline

8
14. It is an employee's effort to carry out their work activities seriously.

2.2.4 Performance Measurement

Performance measurement is directed at six aspects, namely:

1. Results of work: the level of quantity and quality that has been produced and
the extent to which supervision is carried out.

2. Job knowledge: the level of knowledge related to the work tasks that will
directly affect the quantity and quality of work output,

3. Initiative: the level of initiative during carrying out work duties, especially in
terms of handling problems that arise.

4. prowess : the level of ability and speed in receiving work instructions and
adapting to existing work methods and work situations.

5. Attitude: the level of enthusiasm for work and a positive attitude in carrying
out work tasks.

6. Discipline of time and absence: the level of punctuality and level of

attendance.

2.2.5 Definition of Employee Performance

Employee performance according to Siagian in Hakim and Khair (2020:109)
explains the definition of employee performance is "A work result that is achieved
during a certain time". Sedarmayanti in Burhannudin, et al (2019: 192) states
employee performance is "the achievement of a person or group within an
organization in completing their duties and responsibilities in order to achieve the
goals of the organization legally, without violating the law, as well as morally and
ethically".

Employee performance is a result of the work of a person or group within a

company, which is achieved in the duties and responsibilities of a job. The results
of this work are closely related to the achievement of company goals.

2.2.6 Employee Performance Indicators

The components of employee performance indicators

1. Technical ability

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 a. Knowledge possessed by employees.

b. Ability to use methods.

c. Work techniques used by employees.

d. Equipment used to carry out the task.

e. Experience that employees have had with similar jobs

f. Training received by employees.

2. Conceptual ability

a. Ability to understand the complexity of the company.

b. Adjustment of the range of motion from each unit to the overall

operational field of the company.

c. Responsibilities as an employee.

3. Interpersonal relationship skills

a. Ability to cooperate with others.

b. Motivate employees.

c. Negotiate.

d. The work employees produce.

2.2.5 Performance Assessment

According to Dharma in Sazly & Winna, (2019) states "performance evaluation or

assessment is a formal system used to assess or evaluate employee performance
periodically determined by the organization".

Evaluation of work implementation is a guideline in terms of employees who are

expected to be able to demonstrate employee performance on a regular and
regular basis so that it is beneficial for the career development of the employee
being assessed as well as for the organization as a whole.

Wirawan's opinion in Sazly & Winna, (2019) states that performance evaluation
or appraisal is a process of appraisal by appraisers (officials) who carry out

10
appraisals to collect information regarding appraised performance (employees)
who are assessed (appraises) which are formally documented to assess
performance is assessed by comparing its performance standards to help make HR
management decisions.

According to Mejia, et al in (Jumiyati & Harumi, 2018) states that performance

appraisal is a process consisting of the following:

1. Identification, namely the process of identifying performance factors that

influence the success of the company. This can be done by referring to the
results of job analysis.

2. Measurement, namely the core of the performance appraisal system process.

In this process, management determines good and bad employee
performance. Company management must make comparisons with standard
values or compare performance between employees who have similar tasks.

3. Management, namely the follow-up of the results of performance appraisal.

Management must be future-oriented to increase the potential of existing
employees in the company. This can be done by providing feedback and
coaching in order to improve employee performance.

2.2.6 Purpose of Performance Assessment

Some of the objectives of implementing performance appraisal of employees

carried out by the organization are:

1. Performance Improvement

Performance appraisal results enable managers and employees to take actions

related to improving performance.

2. Compensation Adjustment

The results of performance appraisal help decision makers to determine who

is entitled to receive a raise or vice versa.

3. Placement Decision

The results of the performance appraisal provide input regarding promotions,

transfers and demotions for employees.

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4. Development and Training Needs (Training and Development

needs)

The results of the performance appraisal help to evaluate training and

development needs for employees so that their performance is more optimal.

5. Career Planning and Development (Career Planning and Development)

The results of the performance appraisal guide to determine the type of

career and career potential that can be achieved.

6. Recruitment Procedures (Process Deficiencies)

The results of the performance appraisal affect the employee recruitment

procedures that apply within the organization.

7. Informational Inaccuracies and Job-Design Errors

The results of the performance appraisal help explain what mistakes have
occurred in HR management, especially in the areas of personnel
information, job design, and other HR information.

8. Equal Employment Opportunity

The results of the performance appraisal show that the placement decision is
not discriminatory because every employee has the same opportunity

9. External Challenges

The results of performance appraisal can describe the extent to which external
factors such as family, personal finance, health and others.

2.3 Improving Employee Performance

2.3.1 How to Improve Employee Performance

1. Tenacity Motivation

hard work up to one's enthusiasm for work, of course, is greatly influenced by

the motivation that is formed within him. Before stepping into the process of
building performance, it's a good idea to foster employee motivation first.

When the work motivation of employees has increased, it can automatically

create enthusiasm and a sense of optimism within to be able to work harder,

12
 harder and produce something for the company also appears.

2. Rewards

There is not a single worker in the world who does not like bonuses for the
work he has done. Bonuses are gifts in the form of money given to employees
after they achieve results that exceed the specified target continuously.
Therefore, to be able to improve the performance and performance of an
employee, don't forget to give bonuses or rewards like this.

3. Professional or personal closeness

In this case it does not mean closeness between workers and superiors of
different genders, but rather closeness to foster a sense of togetherness and
kinship in one company. With a strong sense of togetherness and kinship in
one company, this can automatically encourage enthusiasm for work. better
and more active.

4. Training

Of course, in order to be more credible and have quality, a company can also
provide training. In addition, employees who have been tired of their daily
work routines will be a little refreshed by the training they attended, as well
as get new information and experiences. By providing this training, it is
hoped that it can foster the work motivation side and skills of the employees
which can later be applied when he returns to work at the company.

5. Education

Indeed, not all companies will be 'kind-hearted' to be able to send their

employees to a place or even to another country, but if the company is able
and willing, then it sends employees who are considered potential to be able
to pursue a higher education than the last education they received. it gets is
necessary. Believe it or not, a person's performance is also influenced by the
level of education one has. Therefore, if you want good performance from
workers, then the education factor must also be considered.

6. Facilities and infrastructure

13
 Facilities and infrastructure owned by a company also affect the performance
of employees. For example, if a company doesn't want to spend money to add
facilities, such as air conditioning or a printing machine and employees have
to overheat or go out if they want to print something, then indirectly
performance and productive time will be wasted.

So pay attention to simple things, such as providing proper facilities and

infrastructure to employees, before demanding good performance and results
from them.

7. Work atmosphere

One other trivial thing that affects performance is the working atmosphere. Of
course, no one is willing to continue to produce something great if the
working conditions are unpleasant, uncomfortable and not conducive. Indeed
there are some people who will decide to be able to work in a place like that,
but in terms of performance and results obtained, of course, it will be very
different from a very comfortable, comfortable, quiet and conducive
workplace.

8. Free to be creative

Restraint will make an intelligent person stupid and do whatever he wants.

Therefore, to get good performance from employees, it is better to start
freeing workers to be free to be creative, as long as it doesn't make the
company lose money. With creativity that can be done freely, it will be easier
for someone to devote what he wants according to the job description that has
been occupied so far.

Indeed, you cannot apply all of the 8 points in the scope of work in the company,
but at least there are some that can be used to improve the performance and
performance of employees.

14
 CHAPTER 3
RESEARCH METHODS

3.1 Location, Time and Research Schedule

3.1.1 Research sites

The location of this research is at PT PLN (Persero) ULP Medan Johor which is
located at Jl. Karya Jaya Ujung, Deli Tua, Kec. Namorambe, Deli Serdang
Regency, North Sumatra, 20355.

3.1.2 Research time

This research was conducted within a period of less than 4 months since the field
work period, namely from 7 January to 30 May 2023.

3.2 Data Types and Sources

3.3.1 Data Type a

1. Qualitative Research

According to Mukhtar (2018: 10) the qualitative descriptive research method

is a method used by researchers to find knowledge or theories about research
at a certain time.

2. Quantitative Research

According to Sugiyono (2020: 16) the quantitative research method can be

interpreted as a research method based on the philosophy of positivism, used
to research certain populations or samples, collecting data using research
instruments, data analysis is quantitative/statistical.

As for the data used by the author in this final project research using qualitative
data. Where this qualitative data is descriptive data or data that is not in the form
of numbers, usually expressed in verbal form, symbols or pictures. Qualitative
data can be obtained from observations, interviews, literature studies and
documentation conducted at PT PLN (Persero) Medan Johor.

15
3.3.2 Data source

According to Sujarweni (2018), the data source is the subject from which the
research data was obtained. If researchers, for example, use questionnaires or
interviews in collecting data, then the data source is called a respondent, that is, a
person who responds or answers questions, both written and oral.

1. Primary data

According to Sugiyono (2019: 193) what is meant by primary data is a data source
that directly provides data to data collectors.

2. Secondary Data

According to Sugiyono (2018: 456) secondary data are data sources that do not
directly provide data to data collectors, for example through other people or
through documents.

In this study, the primary data source was in the form of words obtained from
interviews with predetermined informants including matters related to employee
performance and efforts to improve performance at PT PLN (Persero) ULP
Medan Johor. While the secondary data sources in this study are data obtained
from various literature books , articles, scientific writings, historical records or
reports that have been compiled in archives ( documentary data ) as well as
sites/websites on the internet which include PT PLN (Persero) ULP. Medan
Johore.

3.3 Data collection technique

Researchers made various efforts to be able to collect data as complete as

possible. Data collection techniques used by researchers include:

1. Observation

Direct observation of office administration activities at PT PLN (Persero)

ULP Medan Johor was carried out while carrying out field work practices
within three months at the company, then the results of observations were
processed into data according to the Final Report .

2. Interview

16
 The author conducted open interviews with employees at the PT PLN
(Persero) ULP Medan Johor branch office, namely Harir Syah. The interview
technique used by the author in qualitative research is in-depth interviews.

3. Literature review

Researchers will also conduct a literature study that aims to complete research
data that refers to literature discourses as a reference in research. By
searching the literature or searching for data to obtain other data related to
this research.

4. Documentation

Documentation technique is a record of events that have passed, documents

are usually in the form of writings, drawings or monumental works of a
person. Documents in the form of writing, for example diaries, life histories ,
stories, biographies, regulations, policies. Documents in the form of images,
for example photographs, motion pictures, sketches and others.

3.3.1 Analysis Techniques

Data analysis according to Sugiyono (2018: 482) is the process of systematically
searching and compiling data obtained from interviews, field notes and
documentation, by organizing data into categories, describing them into units,
synthesizing, compiling into patterns, choose which ones are important and which
will be studied, and make conclusions so that they are easily understood by
yourself and others.

The analysis technique used in this study is qualitative analysis, an information

about an object or subject that cannot be counted with numbers, but can be seen or
felt. This data is usually collected through observation, interviews and literature
studies and compiled in an expanded text.

CHAPTER 4
RESULTS AND DISCUSSION

17
4.1 Results

4.1.1 Company profile

PT PLN (Persero) Medan Johor Customer Service Unit (ULP) is a sub-unit of PT

PLN (Persero) which helps manage customer service and distribution electricity
network services in the Medan Johor area. PT PLN (Persero) ULP Medan Johor is
located on Jl. Karya Jaya Ujung, Deli Tua, Kec. Namorambe, Deli Serdang
Regency, North Sumatra 20355.

4.1.2 Brief History of PT PLN (Persero)

Get to know the history of PT PLN Persero, the State Electricity Company, which
is abbreviated as PLN, has an official name, namely PT PLN Persero, which is a
State-Owned Enterprise (BUMN). The task of PLN (Persero) is to take care of all
aspects of electricity in Indonesia, which in distributing electricity are divided into
the functions of the main unit based on the electric power system. The main unit
functions of PT PLN Persero are generation, transmission and distribution. Not
only that, there are also several parent units or other centers, which play a role in
supporting the continuity of the company. Due to the wide scope of PLN's work
area, PLN has units throughout Indonesia, so each function will also be different.
PT PLN Persero is a business entity engaged in the electricity sector in Indonesia,
and is the only company that provides the largest electricity supply in Indonesia.

Since the founding of PLN (Persero), there have been several awards and
achievements the company has won, one of which is the 2017 Indonesia
Corporate Public Relations Excellence Award. Not only that, the latest award The
Asia HRD Award 2022 was also obtained because the business processes carried
out were able to accommodate competency employees. The following is the
history and brief profile of PT PLN Persero which we have summarized from
various sources, Wednesday (30/11/2022). Launching from the Global Data page,
PT PLN (Persero) is one of the state-owned electricity companies, which is
present in the energy value chain, starting from power generation and construction
of power plants to the transmission, distribution and retail sale of electricity. The
company, of course, owns and operates hydroelectric, geothermal, steam turbine,
combined cycle, gas turbine, diesel and others. PT PLN (Persero) then obtains

18
energy from independent electricity producers. PLN also offers services such as
electrical consulting, and construction, as well as installation and maintenance of
electrical equipment. Over time, PT PLN (Persero) then received an international
award, from The Asia HRD Award 2022.

The history of PT PLN (Persero) Launching from web.pln.co.id, PT PLN

(Persero) began on October 27, 1945 when President Soekarno formed the
electricity and gas department, and was under the department of public works and
energy, in managing the power plant with a total capacity of 157.5 MW. The
company began to develop, and went through several phases of shape change until
1994, according to PP No. 23/1994 became a limited liability company (Persero).
PT Perusahaan Listrik Negara or abbreviated as PT PLN (Persero) based on deed
169 dated 30 July 1994 of Sutjipto, notary. PLN is one of the electricity service
sales companies in Indonesia, whereby the way of distributing electricity PLN
divides the functions of its main unit into several main units based on the electric
power system, namely generation, transmission and distribution.

4.1.3 Vision and Mission of PT PLN (Persero)

1. Vision

Become Company Electricity Leading all Asia Southeast And #1 Choice

Customer for Energy Solutions.

2. Mission

a. Operate business electricity And field other Which related, oriented on

customer satisfaction, member company And holder share.

b. Make power electricity as media For increase quality life public.

c. strive so that power electricity become pusher activity economy.

d. Operate activity that effort insightful environment.

4.1.4 Motto PLN PT (Persero)

PT PLN (Persero) ULP Medan Johor simply has the motto "Electricity For That
life more Good (Electricity For a Better Life)” . With this motto, PT PLN
(Persero) ULP Medan Johor hopes to achieve success and glory in electricity

19
service and development.

4.1.5 Form and Meaning of PT PLN (Persero) Logo

Gambar 4.1 Logo PT PLN (Persero)

1. Field Rectangle Vertical

Being the basic field for other emblematic elements, symbolizing that PT PLN
(Persero) is an organized forum or organization perfectly. It's yellow to
represent enlightenment, like what PT PLN hopes is that electricity is able to
create enlightenment for community life. Yellow also symbolizes a burning
spirit on Which owned each that person work at company the.

Gambar 4.2 Bidang Persegi Panjang Vertikal

2. Lightning or Lightning

Symbolizes the electric power contained therein as the main service product
produced by the company. In addition, lightning also means the fast and
precise work of PT PLN (Persero) personnel in providing the best solutions for
its customers. The red color symbolizes PLN's 11 maturity as the first
electricity company in Indonesia and dynamics motion rate company along
each human company as well as courage in facing the challenge current
development.

20

Gambar 4.3 Petir dan Kilat

3. Three Wave

Has the meaning of the propagation force of electrical energy that is flowed by
the three business fields The main activities the company is involved in are
generation, transmission and distribution which is in line with the hard work of
PT PLN (Persero) employees give service best for the customer. given color
blue For displays the impression of a constant (something that is fixed) as does
electricity still needed in life man. In side That blue Also symbolize reliability
Which owned human human company in give service best for the customers.

Gambar 4.4 Tiga Gelombang

4.1.6 Organizational Structure at PT PLN (Persero) ULP Medan Johor

1. manager PT. PLN (Persero) ULP Medan Johore

The duties of the manager are as follows :

Position This is head part at each field, task And responsibility is to

supervise and act in the implementation of each task done in every field each.
The main task of the Customer Service Unit Manager (ULP) is to be
responsible in service customer, reading meters And management account,
control income, control losses termination/ splicing And control, maintenance
of distribution operations and control of distribution construction, carry out
administration And finance, as well as build connection Work, partnership And
communication Which effective To use guard image company as well as
realize good Corporate Governance . In operate his job Manager ULP helped
by 3 supervisors Which supervise field each .

21
2. SPV Administration PT. PLN (Persero) ULP Medan Johore

The duties of the Administration SPV are:

a. Coordinate implementation marketing, system business subscriber,

connection and data processing.

b. review reports Which related with implementation activity service customer

For know obstacles And business settlement.

c. Make work orders for termination, disassembly and acceptance of

receivables customer and the list.

d. Plan billing and service receipt of payment of accounts receivable customer.

e. monitor receivables, billing receivables, management receivables as well as

filing.

3. SPV Technique PT. PLN (Persero) ULP Medan Johore

The duties of the Engineering SPV are :

a. Monitoring network.

b. Monitoring SAIDI ( System Average interruptions Duration Index ).

c. Monitoring SAIFI ( System Average interruptions frequency Index ).

d. Monitoring shrink distribution

e. Disturbance feeder.

f. Compile programs distribution as well as make report sexy maintenance

distribution as responsible answer implementation task.

4. SPV Transaction Energy PT. PLN (Persero) ULP Medan Johore

As for the duties of the Energy Transaction SPV is :

a. Ensure between customer data and APP installed.

b. Make report news results program inspection.

c. Coordinate and Validate with part related about abnormality APP.

22
 d. Inspect usage customer electricity prepaid in a manner periodically.

e. Inspect And check usage energy electricity customer prepaid in a manner

periodically

f. Compile plan Work And budget function Control Losses , termination,

Splicing and Discipline as a work guide.

5. Official executor K3L PLN PT (Persero) ULP Medan Johore

As for the duties of the K3L implementing officer is:

a. kindly formal agreed Policy K3 company Coordinator K3 Representative

Management K3.

b. Participate in settlement problem K3 If needed.

c. Review accident incident Serious And monitor action repair.

d. Review performance K3 from management medium.

e. Ensure suitability company with regulation legislation K3.

4.1.7 Work Unit of PT PLN (Persero) ULP Medan Johor

PT PLN (Persero) ULP Medan Johor is located at Jl. Karya Jaya Ujung, Deli Tua,
Kec. Namorambe, Deli Serdang Regency, North Sumatra 20355. PT PLN
(Persero) ULP Medan South is Wrong One from nine branch in PT PLN (Persero)
North Sumatra Region, PT PLN (Persero) ULP Medan South help PT PLN
(Persero) UP3 Medan Region Sumatra North in give service to user electricity
special for work area Medan Johore.

Gambar 4.5 PT PLN (Persero) ULP Medan Johor

23
4.1.8 Results of Data Collection

The results of this study were obtained by in-depth interview techniques directly
with informants as a form of direct search and documentation in the field. The
author also uses observation techniques as a way to complete the data that has
been found. The author interviewed one of the employees at PT PLN (Persero)
ULP Medan Johor. Interview results can be seen in the following table:

Table 4 . 2Interview Results

No Question Answer
1 How is the discipline of employees Enough discipline, not a few employees who take
at PT PLN (Persero) ULP Medan timely absences through the Dayli application. The
Johor? PLN Daily application is a mobile-based
application which includes a feature for being
absent. So, employees can be absent anywhere on
time.
Apart from being absent, not a few employees also
attend the morning assembly as a means of
exchanging information on work progress which
can also be carried out for time efficiency.
In addition, PT PLN (Persero) ULP Medan Johor
applies Preventive and Corrective Discipline.
2 What factors affect employee Factors that affect the performance of PT PLN
performance? (Persero) ULP Medan Johor employees include:
external factors are the main role where these
factors can affect employee performance such as
work environment, motivation, company facilities,
leadership style, culture
3 What efforts have been made by PT There are several efforts made by PT PLN
PLN (Persero) ULP Medan Johor in (Persero) ULP Medan Johor including, Providing
improving the performance of its punishment treatment, learning such as training,
employees? word shop, CMC, COC, digital signet, briefing
4 Will employees who excel at PT Yes, of course, the award for the performance of
PLN (Persero) ULP Medan Johor be outstanding employees will be carried out by the
given an award for their company. The award is a form of remuneration for
achievements? the results of the work of employees with a placard
on behalf of the employee which will be displayed
in the office. This will motivate other employees.
5 What is the purpose of improving In order for the company's goals to be achieved, if
employee performance at PT PLN the goals are achieved, the company will get a
(Persero) ULP Medan Johor? reward.

4.1.9 Results of Data Processing

Types of Employee Discipline Used by PT PLN (Persero) ULP Medan Johor

24
According to Sinambela (2018) concluded that:

Work discipline is the awareness and willingness of employees to obey all

organizational/company regulations and applicable social norms. Thus, work
discipline is a tool used by leaders to communicate with employees so that they
are willing to change their behavior following the established rules of the game.
Discipline must be upheld in an organization.

PT PLN (Persero) ULP Medan Johor is a company engaged in the field of

electrical energy and determines the types of discipline to be applied by its
employees. The types of discipline applied by PT PLN (Persero) ULP Medan
Johor are as follows:

1. Preventive Discipline

Preventive discipline is an effort made by the organization to create an

organizational attitude and climate, where all members of the organization can
carry out and obey the rules that have been set on their own accord. Preventive
discipline encourages self-discipline of employees to be able to maintain
attitudes without coercion.

2. Corrective Discipline

Corrective discipline is an effort to correct and take action against employees

who violate applicable rules. This is done to prevent employees from
committing bad deeds or violating the rules of the organization.

Factors Affecting Employee Performance of PT PLN (Persero) Medan Johor

External factors are factors supporting employees at work that come from the
environment. For example:

1. Leadership style, one of the ways used by a leader in influencing, directing

and controlling the behavior of others to achieve a goal.

2. Career development, staffing activities that help employees plan their future
careers in the organization.

3. Work environment, a factor that directly affects a sense of security and allows
employees to work optimally.

25
4. Training, fulfillment of skills needs for new employees or existing employees
to support their work

5. Compensation, expenses and costs for the company as a form of appreciation

given by employees as remuneration for the contribution they make to the
organization.

6. The management system in the company, the implementation of the company,

in the procedures used to ensure that a company meets the standards.

Efforts were made by PT PLN (Persero) ULP Medan Johor in improving the
performance of its employees.

PT PLN (Persero) ULP Medan Johor is a PLN service unit that always wants to
provide the best service to every customer. In order to achieve this goal, good
employee performance is needed. To get the best employee performance, PT PLN
(Persero) ULP Medan's efforts to improve the performance of its employees are as
follows:

1. Punishment

Punishment or punishment is a form of procedure or action given to

individuals or groups for mistakes, violations or crimes that have been
committed in the form of negative reinforcement or suffering in the
framework of fostering and improving behavior so that it does not happen
again.

2. Training

PT. PLN (Persero) ULP Medan Johor, employee education and training is
carried out by way of Discussion, Demonstration, Practice, Case Studies,
Games, Role Play, InBasket, Business Simulation, E-Learning, On the Job
Training, Off the Job Training, On the Job Development, Action Learning,
Experiential Learning, Motivational Learning. Education and Training
provided by PT. PLN (Persero) ULP Medan Johor to its employees so that
employees are able to foster the organization, so that they can improve
organizational performance, in achieving the company's vision and mission by
implementing corporate values, through internalizing behaviors in the Code of

26
 Conduct (COC) and increasing competence as needed job competence as
required.

3. Workshops

Workshop can be defined as a workshop. Some call it training. So the

workshop is also interpreted as an activity in which there are a group of people
with certain expertise. They share knowledge as well as provide teaching or
training to participants who come.

4. CMC ( Computer Mediated Communication)

Theoretically, CMC is a process of human communication through the use of

2 or more computers involving humans in a certain context. CMC studies how
human behavior can be formed through the exchange of information through
computer and internet media.

5. COC (Code of Conduct)

COC (Code of Conduct) at PT. PLN (Persero) ULP Medan Johor is a form of
internal communication between leaders and employees. This form of
communication is not merely a meeting between leaders and employees.

6. Digital Signage

Digital signage is a form of conveying information through electronic display

media that is dynamic and attractive. By utilizing LCD, LED and plasma
technology. Digital Signage Displays can convey information in one or two
directions using interactive technology.

7. Briefing

Briefing is giving brief explanations or meetings to provide brief explanations.

This is often done at the office before carrying out activities in the field.

Giving Awards to Outstanding Employees.

The existence of loyal and accomplished employees from within a company will
also support mutual progress. Like a valuable asset, the existence of superior
employees needs to be given special treatment so that other employees will be

27
motivated and motivated to follow in their footsteps. This special treatment can be
in the form of awards or rewards.

Awards will be given to loyal or outstanding employees who successfully

complete their duties properly. Giving awards to employees is a sign of
appreciation from the company and aims to increase the motivation of other
employees to be successful as well. Because with healthy competition, the work
atmosphere will feel more competitive and productive. The award given by PT
PLN (Persero) ULP Medan Johor is by giving a plaque which will be displayed in
the office with the name of the employee who received the award. In addition,
other awards are in the form of good praise and promotion.

The aim of improving employee performance at PT PLN (Persero) ULP

Medan Johor

The aim is that PT PLN (Persero) ULP Medan Johor can determine the exact
value of a job. The performance appraisal of employees also aims to identify the
organizational capabilities of employees at PT PLN (Persero) ULP Medan Johor.
In addition, the main goal is to improve the image of PT PLN (Persero) ULP
Medan Johor and improve employee performance.

Benefits of Efforts to Improve Performance

The benefits of performance appraisal for all parties are so that they know the
benefits they can expect. The parties with an interest in the appraisal are the
person being appraised (employees), appraisers (bosses, supervisors, managers,
head consultants ) , and the company.

1. Benefits for employees who are assessed

For employees who are assessed, the benefits of carrying out performance
appraisals include:

a. Increase motivation

b. Increase job satisfaction

c. There is a clear standard of expected results

d. Feedback from past performance that is accurate and constructive

28
 e. Knowledge of strengths and weaknesses becomes greater

f. Development of plans to improve performance by building on strengths

and reducing weaknesses as much as possible.

2. Benefits for Appraisers, the benefits of implementing performance appraisals

include:

a. Opportunity to measure and identify employee performance trends for

further management improvement.

b. Opportunity to develop a general view of individual and departmental

work

c. Provides an opportunity to develop a monitoring system for both the

manager's own work and the work of his subordinates

d. Identify ideas for improvement about personal value

e. Increased job satisfaction.

3. Benefits for the company, the benefits of the assessment include:

a. Repair of all existing units within the company

b. Increase a broad view of the tasks performed by each employee

c. Improve the quality of communication

d. Increases overall employee motivation

e. Improving the harmony of relationships in achieving company goals.

4.2 Discussion

Based on the findings of the research results in the form of interviews and
observations, which are then carried out by analyzing the data, the findings of the
research results will be discussed, so this discussion will be presented in
accordance with the discussion under study.

29
4.2.1 Comparison of Theory of Improving Employee Performance with
Practice in Companies .

1. Erna in Fadila & Septiana, (2019) reveals that absenteeism is a routine activity
carried out by employees to prove that the employee is present or absent at
work for the company.

While the attendance process at PT PLN (Persero) ULP Medan Johor already
uses advanced technology, namely using the Daily application where the
application is mobile- based which can be accessed via a smartphone so that it
is easy for employees to attend anywhere when the absence schedule has
arrived. This will make employees less disciplined with office attendance due
to the ease of accessing absences.

2. According to Kasmir (2018: 192) that the factors that influence work
discipline both directly and indirectly are: ability, knowledge, work plan,
personality, work motivation, leadership, leadership style, organizational
culture, job satisfaction, environment, loyalty, commitment, and work
discipline.

The theory is different from the application in PT PLN (Persero) ULP Medan
Johor where in practice PT PLN (Persero) ULP Medan Johor only applies
external factors where internal factors also have an important role in
improving employee performance. Because, internal factors come from within
the employees that affect their performance in the company.

3. The method that is often used at PT. PLN (Persero) is Off The Job Training
because PT. PLN (Persero) often conducts training outside of work and based
on the needs of the employees themselves. This education and training can be
useful for employee career development. The development method provided
by PT. PLN (Persero) to each employee so that employees are able to operate
the applications contained in the company.

Meanwhile, PT PLN (Persero) ULP Medan Johor seeks to increase

performance by providing punishment treatment , learning such as training,
word shop, CMC, COC, digital signet, briefing. If you apply the off the job
method , each employee will be able to operate applications, software and

30
 hardware properly.

4. In agencies there are three types of work discipline according to Agustini

(2019: 94), namely Preventive Discipline, corrective discipline and
progressive discipline.

Meanwhile, in its application within PT PLN (Persero) ULP Medan Johor

only uses preventive discipline , corrective discipline even though progressive
discipline also has an important role, namely discipline that aims to provide
opportunities for employees to take corrective action before more serious
penalties are carried out but also allows management to correct mistakes
provides more severe penalties for repeated violations. Activities aimed at
disciplining employees are of course positive and do not discourage
employees from working.

4.3

31
 CHAPTER 5
CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusion

Based on the results of the research above regarding administrative activities in

improving employee performance at PT. PLN (Persero) ULP Medan Johor, it can
be concluded that:

1. PT. PLN (Persero) ULP Medan Johor held an education and training program
aimed at preparing employees to be more skilled, able to master the field
competencies required for the positions they aim for, developing knowledge,
employee skills towards a higher level, and providing knowledge provision for
employees who going into retirement.
2. PT. PLN (Persero) ULP Medan Johor has provided good facilities and
infrastructure. However, the application of education and training is not in
accordance with the theories contained in scientific books.
3. PT PLN (Persero) ULP Medan Johor seeks to increase performance by
providing punishment treatment , learning such as training, word shop, CMC,
COC, digital signet, briefing.
4. The application of discipline within PT PLN (Persero) ULP Medan Johor only
uses preventive discipline , corrective discipline .

5.2 Suggestion

Based on the conclusions above, the suggestions that can be given are:

1. It is suggested to the company that this research can be used by company

management, especially human resource management, to understand and
know what steps can be taken to improve employee performance at PT PLN
(Persero) ULP Medan Johor.
2. The suggestion in this article is that there are many other factors that affect a
person's performance at all types and levels of the organization, therefore
further studies are still needed to complement what other factors can affect

32
employee performance.

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