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ABSTRACT
The purpose of this research is to determine and analyze the influence

of competency, job characteristics and job satisfaction on employee
performance at Hotel Saka Medan. This type of research is quantitative
research. The sampling technique is bySamplingThe saturation used in this
research were 55 employees who worked at Hotel Saka Medan. The method
used in this research is multiple linear regression analysis method. Based on
the t test (partial), the competency variable has a positive and significant
effect on employee performance, job characteristics have a negative and
significant effect on employee performance, and job satisfaction has a
positive and significant effect on employee performance at Hotel Saka
Medan. Based on the F test (simultaneous), the variables of competency, job
characteristics and job satisfaction have a positive and significant effect on
employee performance at Hotel Saka Medan. Markadjusted R Square
amounting to 0.912 indicates that competency, job characteristics and job
satisfaction account for 91.2% of employee performance variables while the
remaining 8.8% is explained by other variables or factors not included in this
research.
Keywords : Competencies, Job Characteristics, Job Satisfaction, and

Employee Performance
vi
ABSTRACT
The purpose of this study is to find out and analyze the influence of
competency, job characteristics and job satisfaction on employee performance at
Medan Saka Hotel. This type of research is quantitative research. The sampling
technique was saturated sampling used in this study as many as 55 employees who
worked at the Saka Hotel Medan. The method used in this study is a multiple linear
regression analysis method. Based on the t test (partial), the competency variable
has a positive and significant effect on employee performance, job characteristics
have a negative and significant effect on employee performance, and job satisfaction
has a positive and significant effect on employee performance at the Saka Hotel
Medan. Based on the F test (simultaneous), the competency variable, Job
characteristics and job satisfaction have a positive and significant effect on employee
performance at the Medan Saka Hotel. The adjusted R Square value of 0.912 shows
that competency, job characteristics and job satisfaction to explain the variable
employee performance is 91.2% while the remaining 8.8% is explained by variables
or other factors not included in this study.
Keywords: Competence, Job Characteristics, Job Satisfaction, and

Employee Performance
vii
FOREWORD
Praise and gratitude the author prays to the presence of God Almighty
because of his blessings and grace the author can complete the thesis entitled:
Analysis of Competencies, Job Characteristics, and Job Satisfaction on
Improving Employee Performance at Hotel Saka Medan". this thesis
is to fulfill one of the graduation requirements in obtaining a Bachelor's Degree
(S1) in the Management Study Program, Faculty of Economics & Business,
Panca Budi Development University, Medan.
During the research and preparation of this thesis research report, the
author did not escape obstacles. The author was able to overcome these
obstacles thanks to help, guidance and support from various parties. Therefore,
the author would like to express his deepest gratitude to:
1. Mr. Dr. H. Muhammad Isa Indrawan SE, MM, as Chancellor
Panca Budi Development University.
2. Mrs. Dr. Surya Nita, SH, M.Hum., as Dean of the Faculty of Social Sciences
Panca Budi Development University.
3. Mrs. Nurafrina Siregar, SE, M.Sc., as Head of the Study Program
Management, Faculty of Social Sciences, Panca Budi Development University.
4. Mr. Rizal Ahmad, SE, M.Sc., as Supervisor I who has
take the time to provide direction and guidance so
This thesis proposal can be completed well.
5. Mr. Abdi Setiawan, SE, M.Sc., as Supervisor II
has provided direction and guidance regarding writing requirements
viii
thesis proposal so that this thesis proposal can be neatly arranged
and systematic.
6. All staff and employees of the Faculty of Social Sciences, Development University
Panca Budi Medan who always provides internal guidance
technical implementation of the preparation of this thesis.
7. Mr/Mrs Lecturer at the Faculty of Social Sciences, Panca Development University
Budi Medan who has provided knowledge and advice during his time on the bench
studying.
8. My beloved parents, and my entire beloved family always
provide prayers and support.
9. All parties who cannot be mentioned one by one have
helpful and encouraging.
The author is fully aware that in writing this thesis
Later you will face many problems and difficulties, which are caused
due to the limited knowledge and experience that the author has. Therefore,
The author really hopes for help and guidance from all parties.
Medan, January 2019
Writer
Rina Puspika
1625310365
ix
LIST OF CONTENTS
Page
TITLE PAGE...........................................................................................................ENDORSEMENT i
PAGE..................................................................................................APPROVAL ii
PAGE..............................................................................STATEMENT iii
PAGE............. ................................................................ ......... iv
ABSTRACT ........................................ ................................................................ ........... vi
ABSTRACT................................................................ ................................................................ . vii
FOREWORD...............................................................................................LIST OF viii
CONTENTS.................................................................................................................LIST OF x
TABLES........................................................................................................LIST OF xii
FIGURES.................. .................................................. .................. xiv
PIG : INTRODUCTION
A. Background............................................. ............ 1
B. Problem Identification and Boundary ............................................... 5
C. Problem Formulation ............................................. ............... 6
D. Research Objectives and Benefits ............................................... .. 6
E. Authenticity of Research ................................................ .................. 7
CHAPTER II : LITERATURE REVIEW

A. Theoretical Foundations .................................................. ........................ 9
1. Performance................................................ ................................ 9
a. Understanding Employee Performance ....................................... 9
b. Factor affecting
Employee performance ................................................ ........ 11
c. Employee Performance Characteristics................................................. 14
d. Employee Performance Indicators.......................................... 14
2. Competency ........................................... ........................ 16
a. Understanding Competency................................................ .. 16
b. Competency Characteristics................................................ 19
c. Factors Affecting Competency ...................... 21
d. Competency Indicators ................................................ .... 23
3. Job Characteristics ................................................ ....... 25
a. Understanding Job Characteristics ................................. 25
b. Use of Job Characteristics ................................ 27
c. Job Characteristics Indicators.................................. 27
4. Job Satisfaction ................................................ ................... 29
a. Understanding Job Satisfaction ........................................... 29
x
b. Factors Affecting Job Satisfaction................. 31
c. Job Satisfaction Indicators.............................................. 33
B. Previous Research ................................................ ................ 35
C. Conceptual Framework ................................................ ............... 38
D. Hypothesis ................................................ ............................... 41
CHAPTER III : RESEARCH METHODS

A. Research Approach ................................................ ............ 43
B. Place and Time of Research ................................................. .... 43
C. Operational Definition of Variables............................................. ... 44
D. Population and Sample ................................................ ................. 46
E. Data Collection Techniques.................................................. ........ 47
F. Data Analysis Techniques.................................................. ............... 48
CHAPTER IV
RESEARCH RESULTS AND DISCUSSION
A. Research Results ................................................ ........................ 54
1. Description of Research Objects.................................................. ... 54
a. A Brief History of Hotel Saka Medan .................................. 54
b. Vision and Mission of Hotel Saka Medan .................................. 55
2. Company Organizational Structure and Division of Duties.... 55
3. Description of Respondent Characteristics ................................... 62
4. Description of Research Variables ............................................ 63
5. Data Quality Test ......................................... .................. 83
a. Validity test ................................................ .................. 83
b. Reliability Test ................................................ .............. 85
6. Classical Assumption Test ................................................ ................ 86
a. Data Normality Test................................................ ........ 86
b. Multicollinearity Test ............................................... ..... 88
c. Heteroscedasticity Test ............................................... .... 90
7. Linear Regression Analysis ............................................... ........ 91
8. Hypothesis Testing.............................................. ........................ 92
a. F Test (Simultaneous) ............................................... .............. 92
b. t test (Partial) ............................................. .................... 93
9. Determination Test (R2) ............................................... ........ 95
B. Discussion of Research Results ............................................... .... 95
CHAPTER V CONCLUSIONS AND RECOMMENDATIONS

A. Conclusion ............................................... ............................ 101
B. Suggestions .................................................. ........................................ 102
BIBLIOGRAPHY
ATTACHMENT
xi
LIST OF TABLES
Page
Table 1.1 Educational level...........................................................................Type of 4
Table 1.2 work...........................................................................................Mapping 4
Table 2.1 Previous Research...........................................................Research 35
Table 3.1 schedule........................................................................Operationalization of 44
Table 3.2 Variables...............................................................................Characteristics of 45
Table 4.1 Respondents Based on Gender...................Characteristics of Respondents 62
Table 4.2 Based on Age.....................................Characteristics of Respondents Based 62
Table 4.3 on Education.........................Characteristics of Respondents Based on 63
Table 4.4 Years of Work.........................Respondent Answer 63
Table 4.5 Categories...........................................................Respondents' Assessment of 64
Table 4.6 Knowledge Indicators (X1.1.2)....Respondents' Assessment of 64
Table 4.7 Understanding Indicators (X1.3.4)......Respondents' Assessment of Skills 65
Table 4.8 Indicators (X1.5.6) .. Respondents' Assessment of Education Indicators (X1.7. 66
Table 4.9 8) ...... 67
Table 4.10 Respondents' Assessment of Work Experience Indicators (X1.9.10
) ............................................... ................................................ 68
Table 4.11 Respondents' Assessment of Job Variation Indicators
(X2.1.2) ............................................... .......................................... 69
Table 4.12 Respondents' Assessment of Task Identity Indicators (X2.3.4)
70
Table 4.13
...............................................................................................
....
Table 4.14 Respondents' Assessment of Task Significance Indicators (X2.5.6 71

Table 4.15 ) ................................................ ........................................ Respondents' Assessment of 72
Autonomy Indicators (X2.7.8).........Respondents' Assessment of Feedback
Table 4.16 Indicators (X2.9.10) ................................................ ...................................... Respondents' 73

assessment of the work indicators themselves (X3.1.2
Table 4.17 ) ............................................... ........................................ Respondents' Assessment of 74

Colleague Indicators (X3.3.4)
Table 4.18 .................................................................................................... 75

Respondents' Assessment of Salary Indicators (X3.5.6)............... 76
xii
Table 4.19 Respondents' Assessment of Promotion Opportunity Indicators
(X3.7.8) ............................................... ................................................ 77
Table 4.20 Respondents' Assessment of Supervision Indicators (X3.9.10) ..... 78
Table 4.21 Respondents' Assessment of Quality Indicators (Y1.2) .......... 79
Table 4.22 Assessment of Respondents on the Quantity Indicator (Y3.4) ........ 80
Table 4.23 Respondents' Assessment of Efficiency Indicators (Y5.6) .......... 81
Table 4.24 Respondents' Assessment of Work Discipline Indicators (Y7.8) 82
Table 4.25 Respondents' Assessment of Accuracy Indicators (Y9.10)......Validity 83
Table 4.26 Test Results.................................................................................Reliability 84
Table 4.27 Test Results ................. ................................................................ 85
Table 4.28 ResultsOne-Sample Kolmogorov-Smirnov Test ............................... 88
Table 4.29 Multicollinearity Test Results................................................................Results 89
Table 4.30 of Multiple Linear Regression Analysis..........................................F Test 92
Table 4.31 Results (Simultaneous).......................................................................Results of t 93
Table 4.32 Test (Partial)...........................................................................................Test results 94
Table 4.33 Determination (R2) ............................................... ........ 95
xiii
LIST OF FIGURES
Page
Figure 2.1 Conceptual Framework ................................................ .................... Figure 41
4.1 Organizational Structure of Hotel Saka Medan.................................. ................ 57
Figure 4.2 Normality Histogram Curve ................................. ......................... Figure 4.3 87
Normality PP Plot Graph................... ........................................ Figure 4.4 Scatterplot 87
Graph ...... ................................................................ ................ 91
xiv
PIG
INTRODUCTION
A. Background
In the current era of globalization, competition is getting tougher, where
every company tries to increase its productivity.
Facing the current flow of globalization, companies must have
good management to be ready and able to compete with companies
other. Companies must also make maximum use of resources
existing resources to survive in global competition. Although
There are various resources in the company, Human Resources
is the only competitive advantage of a company.
The success of a company is inseparable from the role of resources
the human. The potential of Human Resources (HR) must be managed
best possible to provideoutputoptimal. Manage
Human Resources is the most important thing on the agenda
company. A successful company is a capable company
in viewing Human Resources as assets that must be managed
according to needs, because Human Resources is one
factors of production owned by the company. therefore
a companies must think of ways that can be done to
develop employees in order to drive the progress of the company
and how to make these employees have high productivity
tall.
1
2
Basically, the company is a structured organization
it has the same goals and views. In the company,
consists of a group of individuals who work together to advance
company. The success of the company is largely determined by the quality of the people
people who work in it. Competition and changes in the business environment
resulting in rapidly fluctuating economic and business conditions.
This requires the company's ability to capture phenomena
the change, to analyze the impact of the change on
companies and prepare steps to face the competition
and changes in the business environment.
Basically every company wants excellence
different. Therefore, it is a very possible alternative to
Having a competitive advantage is through creativity and
generated. In this regard, many company leaders are
tries to link the search for competitive advantage with
competency system use. In general, the competency system
used by the company consists of knowledge (knowledge), Skills
(skills) and behavior (attitude), which are applied to resources
human resources in achieving the company's organizational goals.
(Judisseno, Rimsky, 2008:35).
Factors that influence employee performance are ability,
This ability factor is a variable of competence. According to
Moeheriono (2010:4) competence is a basic characteristic
someone who indicates how to think, behave and act as well

3
draw conclusions that a person can act on and defend
at a certain time period.
One of the factors that influences employee performance is
clarity of purpose, clarity of purpose is related to job characteristics
what employees do. According to Robbins and Judge (2013:268)
Job characteristics are an approach to designing jobs
which shows how jobs are described into five
core dimensions, namely skill diversity, task identity, task meaning,
autonomy and feedback.
One of the factors that influences employee performance is factors
Willingness, this willingness factor is indicated through job satisfaction. Hasibuan
(2013:202) states: "Job satisfaction is an emotional state
employees who are fun and love their jobs.”
Hotel Saka Medan is a three star hotel located on Jalan
Black Crow No. 14 Terrain. Hotel Saka Medan is often used as a
place events, training, seminars and meetings by utilizing services
the hotel as a place to hold activities.
Basic problems where employee competence can be seen
from educational background, employees of the Saka Medan hotel
relatively low due to the large number of employees who graduated from high school/vocational school
which is not in accordance with the hospitality major, and skills and knowledge
about hospitality.
4
Table 1.1 Level of Education of Hotel Saka Medan Employees
No Last education Amount
1 SMA/SMK 31
2 Diploma 15
3 S1 9
Total 55
For job characteristics seen from the variety of skills or
skills in doing the work itself, where lacking
employee skills in doing work with standards or
existing procedures, where the employee on duty does not carry out work
properly according to established procedures. employees who don't
according to job characteristics, resulting in services often not
in accordance with hotel service standards such as when cleaning hotel rooms.
Table 1.2 Types of Work for Hotel Saka Medan Employees
No Type of work Amount

1 FrontOffice 5
2 Housekeeping 11
3 laundry 5
4 F&B Service 9
5 F&B Products 8
6 Engineering 4
7 Back Office 10
8 security 3
Meanwhile, regarding employee job satisfaction, hotel employees feel
less satisfaction in doing work, due to lack of policy
compensation and lack of work equipment provided
hotel to support the implementation of work.

5
Based on the descriptions and explanations that have been put forward
previously, the author was interested in conducting research with the

title
“Competency Analysis, Job Characteristics and Job Satisfaction
Towards Increasing the Performance of Hotel Saka Medan Employees.
B. Problem Identification and Boundary
1. Identify the Problem
Based on the background of the problem stated above, then
The problem identification in this research is:
a. Employees have relatively low educational backgrounds and
not suitable for work at Hotel Saka Medan.
b. Employees do not have appropriate work experience
work at Hotel Saka Medan.
c. Employees do not carry out work in accordance with work procedures
at the Saka Hotel in Medan.
d. Employees in carrying out their work receive less feedback
back to Hotel Saka Medan.
e. Employees receiving salaries do not match their workload
Hotel Saka Medan.
f. Employees are dissatisfied with receiving remuneration orrewardson
Hotel Saka Medan.
2. Problem Boundary
Based on the identification of the problem above, the authors
limit the discussion of this research is only related to competence,
characteristics work, job satisfaction and employee performance at Hotel
Saka Medan.
6
C. Problem Formulation
The formulation of the problem in this study is as

follows:
1. Does competence partially affect employee performance
at Hotel Saka Medan?
2. Does the job characteristics partially influence the
employee performance at Hotel Saka Medan?
3. Does job satisfaction partially affect performance
employees at Hotel Saka Medan?
4. What are competence, job characteristics and job satisfaction
effect simultaneously on the performance of employees at Hotel Saka
Medan?
D. Research Objectives and Research Benefits
1. Research Objectives
The objectives of this research are as follows:
a. To determine the effect of competence on employee performance
b. To determine the effect of job characteristics on performance
employees at Hotel Saka Medan.
c. To determine the effect of job satisfaction on employee performance
d. To determine the influence of competence, job characteristics, and
job satisfaction on employee performance at Hotel Saka Medan.
2. Research Benefits
The benefits of conducting this research are as follows:
a. Benefits for the University

7
The results of this study are practically expected to be useful as a
reference literature and provide information about competence,
job characteristics and job satisfaction on improving performance
Saka Hotel Medan employees.
b. Theoretical Benefits
It is hoped that the results of this research can provide input for thought
for companies in solving various problems, especially those
relating to competence, job characteristics, job satisfaction
and employee performance.
c. Practical Benefits
From the results of this research the author obtained many benefits, namely:
can add insight and knowledge about the author
competence, job characteristics, job satisfaction and performance
employee.
d. Benefits for further researchers
It is hoped that this writing can be used as reference material or
input for further researchers.
E. Authenticity of Research
This research is a replication of the research of Rienly Gijoh (2013)
Faculty of Economics and Business, University of Sam Ratulangi Manado, which
entitled "The Effect of Motivation, Competence and Work Culture on
Employee Job Satisfaction at the Sintesa Peninsula Hotel Manado”. Whereas
This study entitled "Competency Analysis, Job Characteristics, and
Job Satisfaction on Improving Employee Performance at Hotel Saka Medan ".

8
This research has a difference with previous research which lies
on :
1. Research variable:Previous studies used 3 independent variables
namely: Motivation, Competence, Work Culture, and 1 dependent variable, namely:
Job satisfaction. While in this study using 3 variables
free, namely: Competency, Job Characteristics, Job Satisfaction, and 1
The dependent variable is: Employee Performance.
2. Number of Observations/Samples (n):previous study amounted to 44 people
while this study amounted to 55 people.
3. Research time:Previous research was conducted in
2013, while this research was conducted in 2018.
4. Research sites:in previous studies conducted at the Sintesa Hotel
Peninsula Manado, while this research was conducted at the Saka Hotel
Medan.
CHAPTER II
LITERATURE REVIEW
A. Theoretical Basis
1. Performance
a. Understanding Employee Performance
The success of an organization is influenced by performance,
for that every company will try to improve employee performance
in achieving the set goals of the organization. Understanding
Performance is a result of work produced by an employee
interpreted to achieve the expected goals. According to Mangkunegara
(2012:67), performance is the result of quality and work
the quantity achieved by an employee in executing
his duties are in accordance with the responsibilities given to him.
Performance terms of the wordjob performanceoractual performance
(work performance or actual achievements achieved by someone),
Job performance is generally influenced by abilities, skills,
experience and work seriousness of the workforce concerned.
Performance is optimal achievement in accordance with potential
that an employee has. According to Prawirosentono (2009:54)
An employee's performance will be good if the employee has expertise
high level, willingness to work, the presence of rewards or wages
worthy and have hope for the future.
Theoretically, there are variables that influence performance, namely:
individual variables consisting of ability, skill and background variables
9
1
private rear. Therefore employees need to be placed on
work that suits his skills.
Good performance is performance that follows procedures or
procedures in accordance with established standards. While performance
according to Bangun (2012:231), it is the result of the work achieved
someone based on the requirements of a job, a job
has certain requirements to be able to achieve it
goals which are also known as work standards, namely levels
it is expected that a particular job will be completed and
is a comparison of the goals or targets to be achieved.
Performance is a manifestation of the work carried out by
employees which is usually used as a basis for evaluating employees
employee. Performance is the result of work that can be achieved by someone
or group of people in a company according to responsibility
respective responsibilities in achieving company goals.
According to Wirawan (2012: 5) performance is the results of functions or
indicators of a person's or group's work/activity
in an organization which is influenced by various factors to
achieve organizational goals within a certain time period. Whereas
According to Hasibuan (2013: 134) suggests that performance is something
the work results achieved by someone in carrying out a task
assigned to him based on his skills, experience,
level of education, and seriousness and time.
Based on the opinions of the experts above, it can be concluded

1
What is meant by performance in this research is the result of a
work or activities produced by employees to achieve
company or organization's goals within a certain time period.
b. Factors that Influence Employee Performance
According to Sedarmayanti (2011), influencing factors
performance includes:
1. Capability and Expertise
Is an abilityskillspossessed by someone doing something
work. The more you have the ability and expertise, the more you can get it
complete the work correctly, according to what has been done
set. Employees who have the ability and expertise
better, it will provide better performance too.
2. Knowledge
What this means is knowledge about work. Someone who
having good knowledge of the job will provide
good work results.
3. Job Characteristics
It is a design that will make it easier to achieve
the goal, if a job has a good design, then
will make it easier to carry out the job properly
and right.
4. Leadership Style
It is a leader's style of attitude in dealing with or
rule over his subordinates.

1
5. Education
The level of education must always be developed through pathways
formal or informal education.
6. Work Environment
It is the atmosphere or conditions around the location where you work.
The work environment can be in the form of room, layout, facilities and infrastructure,
as well as working relationships between colleagues.
7. Work Discipline
Is an employee in carrying out his work activities
seriously. Work discipline in this case is time,
For example, always come to work on time.
8. Job Satisfaction
It is a feeling of joy or excitement or a feeling of liking someone
before and after doing a job. If employees feel
happy or excited or happy in work, then the results of the work
it will be fine too.
9. Leadership
It is the behavior of a leader in organizing, managing and
orders his subordinates to arrange the tasks given to him.
10. Competence
It is the ability that a person has to
carry out the work given to him well.
Competence allows someone to realize a task
relates to the work required to achieve a goal.

1
11. Organizational Culture
These are customs or norms that apply and
owned by an organization or company. This is the norm
regulates the principles that apply and are generally accepted and must be
complied with by a company or organization.
12. Work Motivation
It is an encouragement for someone to do work. If
employees have a strong drive from within themselves or
encouragement from outside himself, then employees will be compelled to
did a great job. In the end push from within
and from outside a person will produce good performance.
Apart from that, there are factors that influence employee performance
according to Pasolong (2010:186) are as follows:
1. Ability, namely ability in a field that is affected
by talent, intelligence (intelligence) is sufficient.
2. Willingness, namely interest and willingness to exert a level of effort
high for organizational goals.
3. Job Satisfaction, which reflects a person's feelings towards
work and everything encountered in the work
environment.
4. Clarity of purpose, namely a clear objective for the work to be done
can be directed and run more effectively and efficiently.
5. Compensation System, which is the level of remuneration received
by employees for what they have done for the company or
as compensation for performance and benefits for him.

1
that which are the factors that affect performance in
this study is competence, job characteristics, and satisfaction
Work.
c. Employee Performance Characteristics
Characteristics of people who have high performance by
Mangkunegara (2012:56) is as follows:
1. Have high personal responsibility.
2. Dare to take and bear the risks faced.
3. Have realistic goals.
4. Have a thorough work plan and strive to realize
it the goal.
5. Utilize concrete feedback in all work activities
what he did.
6. Look for opportunities to realize the plans that have been programmed.
d. Employee Performance Indicators
According to Wirawan (2012:80) you can measure performance
using the following indicators:
1. Quality of work results, namely the employee's ability to demonstrate quality
Work results are reviewed for accuracy and neatness.
2. Quantity of work output, namely the employee's ability to complete it
number of daily tasks.
3. Efficiency, namely completing employee work quickly and precisely.
4. Work discipline, namely the willingness of employees to comply with regulations

1
companies related to punctuality of entering/leaving work.
5. Accuracy, namely the employee's ability to carry out work
in accordance with procedures and what is ordered by superiors.
Anwar Prabu Mangkunegara (2012:75) Says that
performance indicators, namely:
1. Work Quality is how well an employee does what
that should be done.
2. Work Quantity is how long an employee works
of the work speed of each employee.
3. Task implementation is how far the employee is able to perform
work accurately or without errors.
4. Responsibility for work is awareness of obligations
to carry out work assigned by the company.
Meanwhile, according to Wibowo (2012:324), the performance indicators are:
1. Aim
A goal is a better condition that one wants to achieve
In the future, goals indicate the direction in which performance should take place
done. To achieve goals requires individual performance,
groups, and organizations.
2. Standard
Standards have an important meaning because they tell when something
goals can be completed. The standard answers the question of when
we know that we are successful or fail.
3. Feedback
It is input used to measure progress

1
performance, work standards, and goal attainment. With feedback
performance evaluation is carried out and the results can be obtained
performance improvements were made.
4. Tools or means
It is a supporting factor for achieving goals. No tools or
means, specific job tasks cannot be performed and goals cannot
resolved properly.
5. Opportunity
Workers need to get the opportunity to show
achievement it works. There are two factors that
contribute to this
lack of opportunities for achievement, namely the availability of time and
ability to qualify.
Luthans (2008:339) argues that performance is not only
influenced by a number of efforts made by a person, however
also influenced by their abilities, such as: job knowledge,
expertise, as well as how a person perceives the role he or she carries.
that which is an indicator for performance variables in this
study are quality, quantity, efficiency, work discipline and thoroughness.
2. Competence
a. Understanding Competency
The term Competency according to Webster's Dictionary began to appear
in 1596. This term is taken from another word "competere" Which
It means "to be suitable”. Then this substantially experienced

1
changes with the inclusion of various issues and discussions regarding
competency concepts from various literature. Competency is ability
and characteristics possessed by an employee in the form of
knowledge, skills and behavioral attitudes required in
execution of work, so that it can carry out its work effectively
professional, effective and efficient.
According to Hutapea and Thoha (2008:28) explain that
competence is “The ability to perform a task with
effective and efficient performance to achieve company goals.” There is
The three main components of competency formation are:
1. Knowledge(knowledge), information owned by an employee
to carry out their duties and responsibilities in accordance with
certain fields.
2. Ability(skills), something owned by the individual for
carry out work assigned to employees.
3. individual behavior(attitude), feelings of pleasure or displeasure
do not like
According to McClelland in Sedarmayanti (2011: 126) explains
that competence is "a fundamental characteristic that a person has
that have a direct effect on performance, or can be predictive
excellent performance. Employees who are placed in certain positions
must have the necessary competence to carry out
work effectively and efficiently. The employee placement process
incorrectly will result in less than optimal performance

1
(Naliebrata, 2008).
Based on the above understanding, it can be concluded that
competence is the ability to work by integrating
knowledge, skills, abilities, attitudes and personal values
based on experience in carrying out their duties in a professional manner,
effective and efficient.
According to Moeheriono (2010:4) competence is a
basic characteristics of a person that indicate a way of thinking,
behave, and act and draw conclusions that can be done
and maintained by someone for a certain period of time.
Based on this definition of competence, there are several meanings
contained therein are as follows:
1. Basic characteristics (underlyingcharacteristics) competence is
part of a person's deep and inherent personality
and has predictable behavior in various circumstances
job duties.
2. Causal relationship (causally related) competencies can be used to
predict someone's performance, meaning if they have competence
high, it will also have high performance.
3. Criteria (criteria referenced) which is used as a reference that competency
will actually predict someone can work with
well, it must be measurable and specific or standardized.
Competence refers to an individual's capacity to do work
various tasks in a job, where each competency is

1
human possessions are observed or seen from 4 sides, namely: Education,
skills, work experience, and knowledge. According to Sudarmanto
(2009:47) defines competency as knowledge, expertise,
ability, or individual personal characteristics that influence
directly job performance. Competence describes the basis
knowledge and performance standards required for success
finish a job.
According to Siagian (2009:8) competency can be interpreted as
actions or behavior that can be measured through knowledge, expertise
and abilities required to complete tasks and functions
at workplace. Meanwhile, according to Sutrisno (2011:202) Competence
derived from the wordcompetencewhich means skills, abilities, and
authority, while etymology, competence is defined as a dimension
behavior, expertise or superiority of an employee who has
skills, knowledge and good behavior.
What is meant by competency in this research is
a set of knowledge, abilities, skills and behavior
good that a person must have to carry out a task
or his work at work.
b. Competency Characteristics
According to Moeheriono (2010:13) suggests that in
Each individual has several basic competency characteristics,
namely as follows :
2
1. Character (traits), which makes a person have an attitude and behavior
or how the person responds to something in a certain way,
such as self-confidence, self-control, fortitude or endurance.
2. Motive (motive), which is something that someone consistently wants
thoughts and desires that result in an action
or the basis from within the person concerned to do something
action.
3. Default (self-concept), namely attitudes and values possessed
somebody.
4. Knowledge (knowledge), namely information that a person has on
certain fields.
5. Skills or expertise (skills), namely the ability to
carry out certain tasks both physically and mentally.
Knowledge and skills competencies tend to be easier
to be developed through education and training for
employees who are considered to still lack competence, meanwhile
character competence, motives and self-concept are more hidden, so
quite difficult to develop (Moeheriono, 2010:14).
A person's competency can be influenced by several factors,
are as follows :
a. Innate talent (existing talent)
b. High work motivation
c. Attitudes, motives and perspectives
d. Knowledge possessed
2
e. Skills or expertise possessed
Based on the definition above, it can be concluded that
Competence is a characteristic that is inherent in a person
will be able to predict a job or situation.
c. Factors Affecting Competency
According to Micahel Zwell (2008:56) there are several factors
can affect a person's competence. Factors that
influencing these competencies include:
1. Beliefs and values
People's beliefs about themselves and other people will
greatly influences behavior. If people believe that they
not creative and innovative, they will not try to think
about a new or different way of doing things. For that
every
People must think positively about themselves, as well as towards others
and shows the characteristics of someone who thinks ahead.
2. Skills
By improving skills, individuals will improve
competence.
3. Experience
Mastery of many competencies requires experience.
Among them experience in organizing people, communication
in front of a group, solving problems, etc. People who
don't
never associated with large organizations and groups are not
may develop organizational intelligence to understand

2
dynamics of power and influence in the environment. People who
her job requires a little less strategic thinking
develop competence than those who have used
years of strategic thinking.
4. Personality Characteristics
Personality is not something that cannot change. Personality
a person can change all the time. People responded and
interact with forces and the surrounding environment. Even though you can
change, personality tends to change not easily. No
wise expect people to improve their competence by
change his personality.
5. Motivation
By encouraging appreciation of subordinates' work,
providing recognition and individual attention from superiors can
provide a positive influence on the motivation of a subordinate.
6. Emotional Issues
Emotional barriers can limit the mastery of competencies. Example,
afraid of making a mistake, being embarrassed, feeling disliked or
not being a part, tends to limit motivation and initiative.
7. Intellectual Ability
Competence depends on cognitive thinking such as, thinking
analytical, and conceptual thinking.
Meanwhile, according to Wibowo (2012:102). Competence is a
the ability to carry out or perform a job or

2
tasks based on skills and knowledge and supported
by the work attitudes required by the job. Therefore,
competency indicates the skill or knowledge that is characterized
by professionalism in a particular field as something
most importantly, as a superior in certain fields, the indicators are:
a. Knowledge (Knowledge)
1. Know and understand knowledge in their respective fields
2. Know the knowledge related to regulations,
new procedures and techniques within the company.
b. Skills (skills)
c. Attitude (attitude)
Based on the description above, it can be concluded that competence
is the knowledge, skills and attitudes possessed by each
individuals who enable employees to carry out tasks and
responsibility and improve the quality of professionalism within
work.
d. Competency Indicator
Competency is skill(skills), ability(abilities), And
knowledge(knowledge)needed to do a task
specific, is also a set of behavior or actions of a person
which includes abilities, skills and knowledge.
Francoise (2005) in Kagaari and Munene (2008) states
There are four universal classifications of competency dimensions, namely:
1. Cognitive competence
2
Cognitive competency explains the level of knowledge
an employee. The individual's level of knowledge helps the worker
to obtain other competencies needed by workers.
2. Functional competence
Functional competency explains skill levels
an employee.
3. Social competence
Social competence explains how habits and
behavior of an employee.
4. Meta competence
Meta competencies relate to the ability to acquire
a competency through the individual's own knowledge.
According to Sutrisno (2011:204) competency indicators are as follows:
1. Knowledge, namely the level of knowledge an employee has regarding
the job and the skills or techniques used on the job.
2. Understanding, namely an employee in carrying out work
must have a good understanding of the characteristics and
working conditions effectively and efficiently.
3. Skills/expertise, namely the ability possessed by individuals
to carry out the tasks or work assigned to him.
4. Education, namely educational background concerning activities
in order to achieve goals.
5. Work experience, which is a basis for an employee to be able to work
self-placed, able to face challenges to the fullest

2
responsibility and produce individuals who are competent in
field, employees with work experience will find it easier to carry
out their work.
Competence possessed by employees will support performance
employees, the better the competency the employee has, the
employee performance will increase and employees who demonstrate
higher competency will get better results.
that the indicators for the competency variables in this research
are knowledge, understanding, skills/expertise, education and
work experience.
3. Job Characteristics
a. Understanding Job Characteristics
Understanding work characteristics according to Ni Made Gunastri (2013:14)
are as follows: "It is the nature and duties that include
responsibilities, types of tasks, level of satisfaction obtained from the
work itself, rules and guidelines for carrying out tasks.
Agung Panudju (2010:6) defines job characteristics
as follows: "Shows how much decision making
made by the employee to his job, and how much
tasks that must be completed by employees.
Wijono (2008:7) mentions that there are five aspects of characteristics
jobs are:
1. Diversity of skills(Variety Skills),i.e. the degree to which a person

2
employees use a variety of skills / ways of carrying out tasks /
how the task is carried out or carried out and various
ability to do work. Jobs that have
This high diversity makes employees use several
skills and talents to complete the task.
2. Clarity of tasks(Task Identity),namely the level of completion
the results of the work as a whole can be seen and recognized
as a result of a person's performance in the completion of each stage of work
from start to finish.
3. Importance of the task(Tax Significance), namely the degree to which
work has a significant impact on other people's lives,
whether the person is a co-worker in a company
the same person or other people in the surrounding environment.
4. Autonomy(Autonomy), namely controlling the implementation of their duties themselves
based on the description and specifications of the work assigned
to her.
5. Feedback(Feed Back), namely the level at which feedback is provided
on every job helps improve employee performance and
the level of employee satisfaction within the company, employees need
know how well the achievements have been made.
What is meant by job characteristics in this research is
implementation of employee duties which include, authority, responsibility,
types of tasks, rules and guidelines for the implementation of tasks and duties
2
must be done, which can improve employee performance
obtained from job characteristics.
b. Usefulness of Job Characteristics
Mangkunegara (2009:74) suggests the use of characteristics
Jobs in a company include:
1. Provide a description to all employees regarding the types
work and tasks - tasks that can streamline work
which must be done.
2. Make it easier for companies to providejob descriptionto all
employees so that they can choose employees who are truly suitable
with his skills
3. Motivate employee work and stimulate employees to work
compete positively in the work environment, because in
job characteristics there are targets that must be achieved
employee.
Based on the description above, it can be concluded that
the use of job characteristics is to give a description of the type
work to employees, providingjob descriptionand motivating
employees to compete positively in order to improve
performance.
c. Job Characteristics Indicator
According to Robbins and Judge (2013:268) Job characteristics
is an approach to designing work that shows
how the job is described in five core dimensions, namely:

2
1. diversity of skills
2. task identity
3. the meaning of the task
4. autonomy and
5. feedback.
Basically, each job has its own characteristics.
themselves in developing measures of job characteristics
as well as a reference for measuring job characteristics. great
Panudju (2010: 7) states that every job has five
characteristics, namely:
1. Skill Variation
That is skills/talents/methods/ways required For
completing the task.
2. Task Identity
Namely the activities carried out by employees in planning and
carrying out tasks, with indicators of the level of understanding of procedures
work and the level of work involvement in completing the work stage
from start to finish.
3. Significance of the Task
Namely the importance of the work performed by employees, with
indicators of the impact of work on other employees in one
department and other departments.
4. Autonomy
That is the level or condition of a job that provides
policy and some control over employees over related
decisions with work and is fundamental to

2
creates a sense of responsibility in employees
carry out work.
5. Feedback
Namely where employees get feedback from responses
regarding the results of employee work implementation, and
information obtained can give a good picture of the
employee himself
to employees who show high performance and those who
low, with indicators of information about the success that has been
achieved and suitability of work implementation with the wishes of superiors.
that which is an indicator for the variable job characteristics
in this research are skill variations, task identity,
task significance, autonomy and feedback.
4. Job Satisfaction
a. Understanding Job Satisfactiona
Organization is a place where people gather
who carry out activities in order to achieve goals,
an organization that is successful in achieving its goals is
organization that is able to meet the job satisfaction of its employees.
Job satisfaction is basically something that is
individual. Each individual has a different level of satisfaction
different, broadly speaking job satisfaction can be interpreted as something that
pleasing or displeasing employees in viewing
work (Sahlan, et al., 2015). According to Sutrisno (2014:73) satisfaction

3
work becomes a fairly important issue, because it is proven to be large
benefits for individuals, industry and society.
Employees who are satisfied with their jobs and
think of his job as something that would be fun
tend to have good performance. According to Handoko (2012:193)
express job satisfaction(job satisfaction)is an emotional state
which is pleasant or unpleasant with mana para
employees view their work. According to Hasibuan (2013:202)
Job satisfaction is a pleasant and emotional attitude of employees
loves his job.
In this research it can be concluded that job satisfaction
is a pleasant or unpleasant feeling
by employees, directly affect the emotional and behavior
behavior at work in the form of employee performance.
According to Robbins and Judge (2013: 117) job satisfaction(jobs
satisfaction)can be defined as a person's positive feelings
on the work obtained from the evaluation of its characteristics.
Someone with a high level of job satisfaction has
positive feelings about his job.
Job satisfaction is a person's point of view, either
positive or negative about their work
(Ardana, et al., 2012: 147).
According to Chaterina Melina and Intan Ratnawati (2013:180)
Job satisfaction has quite a big influence in the organization,

3
Companies need to make efforts to increase job satisfaction
employees, including by:
a. Establish compensation policies, career development, and promotions
based on the competencies and achievements achieved by employees.
b. Providing supportive facilities for employees so that they
can work well.
c. Fostering good communication and relationships between superiors and
employees and co-workers so as to create a working condition that is
pleasant.
what is meant by job satisfaction in this study is
High job satisfaction will show a positive feeling or attitude
towards his work, and vice versa if he is not satisfied with his work
his job will show a negative attitude towards his work.
b. Factors Affecting Job Satisfaction
Many factors influence employee satisfaction. Factor-
the factor itself in its role of providing satisfaction to employees
depends on each employee's personality. According to Sutrisno (2014:77)
Factors that influence job satisfaction are:
1. Psychological factors, are factors related to
employee psychology, which includes interest, peace at work,
attitudes towards work, talents and work skills.
2. Social Factors, are factors related to interaction
social relations between employees and employees and superiors.

3
3. Physical factors, are factors related to physical condition
employees, such as employee health conditions, working time arrangements,
type of work, breaks, work equipment, age, and so on.
4. Financial Factors, are factors related to guarantees
and employee welfare, which includes the system and the amount of salary,
social security, various benefits, facilities provided,
promotions and so on.
According to Hasibuan (2013: 203) employee job satisfaction
influenced by the following factors:
1. Compensation
Represents income in the form of money, either directly or indirectly
indirect benefits received by employees as compensation for services
given to the company.
2. Appropriate placement according to expertise
Placement of employees must be in accordance with expertise and background
education. This suitability is intended so that employees are able to work
effectively and able to implement theories and
concepts that are owned in accordance with the field of science occupied.
3. The lightness of the work
The severity of the work charged by the company depends
on employees' perceptions of the job itself. Company
should view employees asassetsvaluable.
4. Atmosphere and work environment
A comfortable and conducive work environment can increase morale

3
employee work at work.
5. Equipment that supports the implementation of work
These are the facilities available in the company that can
help employees at work.
6. The leader's attitude in his leadership
Leader isleaderfor each subordinate, responsible
responsible and play an important role in achieving a goal.
Leaders must involve employees in making decisions
decisions so that employees have the opportunity to issue
opinions, thoughts and ideas for the success of the company.
Based on the opinion above, it can be concluded that satisfaction
work is one very important factor to earn
optimal work results, which someone who works expects
obtaining satisfaction from the place of work.
c. Job Satisfaction Indicators
Basically, job satisfaction is a matter of nature
individual. Each individual has a different level of satisfaction
in accordance with the value system that applies to him (Lu Chia-Ju, et
al. 2013).
Tsai and Huang (2011) stated that the indicators
Job satisfaction includes:
1. satisfaction with supervision
2. satisfaction with coworkers
3. Satisfaction with salary

3
4. satisfaction with the promotion
5. satisfaction with the work itself
According to Luthans (2008:142) there are five dimensions
job satisfaction, namely the job itself, salary, promotions, supervision,
work group, working conditions.
According to Robbins & Judge (2013:119) there are five
dimensions that can influence job satisfaction, namely:
a. The work itself, that is, the work of an employee in accordance with
interest.
b. Colleagues, namely colleagues who have technical skills
and easy to collaborate with or support socially.
c. Salary, namely the salary received in accordance with the workload and balanced
with other employees who work in the company.
d. Promotional opportunities, namely opportunities for advancement or
development career in the organization.
e. Supervision, namely the superior's ability to provide guidance
technical work, motivation and attitude.
that is an indicator for the internal job satisfaction variable
This research is the job itself, coworkers, salary, opportunities
promotion and supervision.

3
B. Previous Research
Table 2.1 Previous Research
Model
No Title X variable Y variable Research result
Analysis
1 Influence 1. Competence 1. Performance Regression F test results

Competence and 2. Intelligence Employee Linear competence and
Intelligence emotional Double intelligence
Emotional Against emotional
Employee Performance at positive effect
Si Doi Hotel and significant
(I Gusti Ngurah on performance
Karmandita, 2014). employee.
2 motivational Influence, 1. Motivation 1. Satisfaction Regression The calculation results
Competence, and 2. Competence Work Linear F test shows
Work Culture 3. Work Culture Employee Double that
Toward Satisfaction Fcount>Ftable
Employee Work (29.503>3.78) or
at the Synthesis Hotel Sig F 0.01 or
Peninsular Manado by 1%.
(Rienly Gijoh, 2013) It means in a way
together
motivation variables,
Competence,
Work Culture
significant to
Satisfaction variable
Work. With
so the hypothesis
who mentioned
there is influence
simultaneously
motivation variables,
Competence,
work culture,
towards satisfaction
Work.
3 Influence 1. Characteristics 1. Performance Regression significance results
Characteristics Work Employee Linear F of 0.000
Work, 2. Placement Double smaller than
Placement and 3. Style 0.05's
Leadership Style Leadership showing
Against Performance that relationship
Employee on between variables-
the regional Secretariat independent variable
Denpasar City influence

3
(Aditya Prabawa performance variables
Sudja, 2017) employees

significant and
regression model
used
deemed worthy.
4 Influence 1. Characteristics 1. Performance Regression Test result
Characteristics Work Linear simultaneously
Jobs and 2. Motivation Double with
Extrinsic Motivation extrinsic use
Against Performance F significant value
Employee on at the level - =
Service Office 0.05 of
City Licensing 0.000 (Fsig=
Kendari (Andi Fadel 0.000), ie
Muhammad, 2017). means F valuesig<
- =0.05. Overall
or
together-
same characteristics
work and
motivation
extrinsic
influential
on performance.
on this basis,
hence the hypothesis
in research
filed
previously got
accepted because
proven
the truth.
5 The Effect of Satisfaction 1. Satisfaction 1. Performance Analysis F test results
Work and Motivation Work Employee Regression is known
Work Against 2. Motivation Linear has an F grade
Employee performance Work Double calculate by
PT. Tonas Cement 5,142 and value
(Florida Dessy Putri, significance
2013). of 0.004,
because of value
F test significance
as big as
0.008<0.05
means that
that model
explain
influence
3
job satisfaction
and work
motivation on
performance
employee
accepted. This matter
can be interpreted
that satisfaction
work and
motivation work
regularly
together
influential
on performance
employee.
6. Influence 1.Leadership 1. Performance Analysis F test results =
Leadership, 2.Satisfaction Employee Regression 169,539 with
Job Satisfaction and Work Double sig. 0,000. Level
Work motivation 3. Work Motivation Its significance
Against Performance found to be smaller
Employee on (<)- = 0.05,
Tanjungmas TPKS so that
in Semarang received Ha4
(Agung Dwi that state
Waluyo, 2014). leadership,
job satisfaction
and work motivation
influential
significant
on performance
employee.
7 Influence Analysis 1. Competence 1. Performance Analysis From the results
Competence and 2. Motivation Employee Regression regression analysis

Motivation Against Linear multiple linear,
Employee performance Double noted that
PT. PLN (Persero) simultaneously
in Lampung (Nadia competence and
Karina, 2017) motivationally
together
influential
significant
on performance
employeePT.
PLN (Persero).
8 Influence Analysis 1. Satisfaction 1. Performance Analysis Research result
Job Satisfaction and Work Employee Regression this shows
Commitment 2. Commitment Linear that satisfaction
Organization Against Organization Double work and
Employee performance commitment
at City PDAM organization
3
Cirebon (Moch influential

Andre Pamungkas, positively and
2014) significant
on performance
employee.
job satisfaction
and commitment
valuable organization
positive
signify
that relationship
in the same direction as
hypothesis, with
another word satisfaction
work and
commitment
the organization will
increase
employee performance
Company
Water Area
Drinking (PDAM)
Cirebon City.
Coefficient value
determination
show
big number
0.465, or
performance variables
influenced by
satisfaction variable
employees and
commitment
large organization
46.5%.
Source: Processed data (2018)
C. Conceptual Framework
According to Bangun (2012:231), performance is the result of work
achieved by a person based on job requirements. kindly
conceptual performance is the result of work achieved by someone in
a certain period of time based on predetermined work standards.
Performance is a manifestation of the work carried out by employees

3
usually used as a basis for evaluating employees. According to
Mathis and Jackson (2009:378) performance(performance)is
what done or not done by employees. Three main factors are
affecting performance are:
1) Individual ability to do work
2) the level of effort expended, and
3) Organizational support.
1. The Effect of Competence on Employee Performance
According to Webster's Dictionary, the term competency begins to appear
in 1596. Competence is the ability and characteristics that
owned by an employee in the form of knowledge, skills and
behavioral attitudes required in carrying out work, so
can carry out their work professionally, effectively and efficiently.
According to Moeheriono (2010:4) competence is a characteristic
the basics of a person that indicate a way of thinking, behaving, and
act and draw conclusions that can be done and
maintained by someone over a certain period of time.
2. The Influence of Job Characteristics on Employee Performance
According to Robbins and Judge (2013:268) job characteristics
is an approach to designing work that shows
how jobs are described into five core dimensions viz
skill diversity, task identity, task meaning, autonomy and
feedback. According to Ni Made Gunastri (2013:14) job characteristics
are the characteristics and tasks that include responsibilities, types of tasks,
4
the level of satisfaction obtained from the work itself, the rules and
task implementation guidelines.
3. The Effect of Job Satisfaction on Employee Performance
According to Handoko (2012:193) job satisfaction(job satisfaction)
is a pleasant or unpleasant emotional state
the way employees view their work. According to
Hasibuan (2013:202) job satisfaction is the emotional attitude of employees
fun and loves his job. Job satisfaction
is a person's perspective, both positive
or being negative about their work (Ardana, et al., 2012: 147).
4. Influence of Competency, Job Characteristics, and Job Satisfaction
On Employee Performance
According to Hutapea and Thoha (2008:28) explain that
competence is “The ability to perform a task with
effective and efficient performance to achieve company goals. Factor
Competence is the ability possessed by a person to
carry out the work given to him well.
Competence allows someone to realize related tasks
with the work necessary to achieve the goal.
According to Agung Panudju (2010:6) job characteristics are
shows how much decision making is made by
employees to their jobs. Job characteristic factors are
a design that will make it easier to achieve the goal, if any
If the job is well designed, it will make things easier

4
carry out the work accurately and correctly.
According to Robbins and Judge (2013: 117) job satisfaction(jobs
satisfaction)is a person's positive feelings about work
obtained from an evaluation of its characteristics. Someone with
high levels of job satisfaction have positive feelings about
his job. The job satisfaction factor is a feeling of happiness or
joy or feeling of liking someone before and after doing something
a job. If employees feel happy or happy or like
in working, then the results of the work will be good too.
Based on the background of the problem, theoretical review and review
previous research, a research conceptual framework was formulated
as follows :
Figure 2.1 Conceptual Framework
Competence (X1)
Employee performance
Characteristics
Occupation (X2)
(Y)
Job Satisfaction (X3)
D. Hypothesis
A hypothesis is a temporary answer to a problem
formulation (Sinulingga, 2016:114), which is still presumptive and
what follows the truth remains to be proven. then the hypothesis of
this research is
4
as follows :
1. Competence partially influences employee performance
2. Job characteristics partially influence performance
employees at Hotel Saka Medan.
3. Job satisfaction has a partial effect on employee performance
4. Competence, job characteristics and job satisfaction have an influence
simultaneously on employee performance at Hotel Saka Medan.

CHAPTER III
RESEARCH METHODOLOGY
A. Research Approach
The type of research used is quantitative research,
According to Sugiyono (2010:11) quantitative research is research
which aims to determine the influence between the independent variable X
on the dependent variable Y and how close the influence or relationship is
That. This research discusses competency analysis, job
characteristics, and job satisfaction towards improving the performance of Hotel
Saka employees
Medan.
B. Place and Time of Research
1. Research Location
This research was conducted at the Saka Hotel Medan, which is located on Jalan
Black Crow No.14 Sei Sikambing Medan Sunggal.
2. Research Time
The research period started from July 2018 until
December 2018. The detailed research schedule is as follows:
43
4
Table 3.1 Research Process Schedule
August September October November December January

No Information 2018 2018 2018 2018 2018 2019
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Submission
1 Title
Preparation &
2 Guidance
Proposal/ACC
Seminar
3
Proposal
Processing
4
Data
Drafting
5 Thesis
Guidance
6
Thesis
Table Meeting
7
Green
C. Operational Definition of Variables
Operational definition is a definition given
to a variable by giving meaning, specifying activities, or
provides the operations needed to measure these variables.
The variables are: Competence (X1), Job Characteristics (X2), And
Job Satisfaction (X3), Employee Performance (Y). As for the operationalization of variables
in this research are as follows:

4
Table 3.2
Variable Operationalization
Scale
Variable Definition Indicator Description
Measurement
Competence 1.Knowledge 1. Level of knowledge

derived from the word 2.Understanding an employee regarding
competenceWhich 3.Skills/ the job and the skills
It means Skill or techniques used on
skill, 4.Education the job.
abilities, and . Experience 2. An employee in
authority, Work carrying out the
as for (Sutrisno, work must have
etymology, 2011:204) good understanding.
competence 3. The ability possessed
Competence interpreted as by the individual to
(X ) Likert
1
behavioral dimensions carry out tasks.
expertise or 4. Educational background
superiority involving activities to
somebody achieve goals.
that employee 5. Employees with
have work experience will
Skills, make it easier to carry
knowledge and out the job.
that behavior
Good. (Sutrisno,
2011:202)
Definition 1. Variety 1. Skill/talent/
Characteristics Skills methods/methods needed
work : 2. Identity to complete the task. 2.
"Show task Activities carried out by
How big 3. Significance employees in
taking task plan and
that decision 4. Autonomy carry out tasks, with indicators
made by 5. Feedback of the level of understanding of
Characteristics
employees to (Agung Panudju, work procedures.
his job, and 2010:7) 3. The importance of the
Work Likert
how many work performed by
(X2) mandatory task employees.
completed 4. The level or
by employees”. circumstances of a job
(Agung Panudju, provide discretion and
2010:6) control
specific to employees. 5.
Where are the employees
get feedback from
responses regarding the
results of employee work
implementation.
4
Job satisfaction 1. The job 1. Occupation of a

a feeling Alone employees accordingly
positive 2. Coworkers interest.
someone up 3. Salary 2. Coworkers have
which job 4. Opportunity technical skills and easy
obtained from Promotion to collaborate or
an evaluation 5. Supervision support
Satisfaction
to (Robbins and
characteristics. Judge, 2013:119) social.
Work Likert
Someone with 3. The salary received is in
(X3) satisfaction level accordance with the workload.
high work 4. Opportunities for advancement
own or career development within
positive feelings the organization.
about 5. Ability of superiors
his job. in providing guidance
(Robbins and technical work, motivation
Judge, 2013: 117) and attitude.
Performance is 1. Quality 1. The quality of work results is
function results 2. Quantity reviewed from accuracy and
or indicator- 3. Efficiency neatness.
an indicator 4. Work discipline 2. Employee abilities
work/activities 5. Accuracy in finishing
n someone or (Hero, a number of task results.
inner group 2012:80) 3. Completion of work
Performance an organization employees quickly and
Employee influenced precisely. Likert
(Y) by various 4. Employee willingness
factor for in complying with
achieving goals company regulations.
deep organization 5. Employee capabilities
period of time in implementing
certain. work in accordance with
(Hero, procedures and what is
2012:5) ordered by superiors.
Source: processed by the Author (2018)
D. Population and Sample
1. Population
According to Sugiyono (2010:61) population is a generalization area
which consists of objects or subjects that have the quality and
certain characteristics set by the researcher to be studied and
then conclusions are drawn.

4
The population in this study were employees of Hotel Saka Medan
which totaled 55 people.
2. Samples
A sample is a portion of the population taken as a sample
data source and can represent the entire population (Riduwan, 2013:48).
Sampling must be calculated correctly, so that it can
obtain a sample that truly represents a picture of the population
The real. In this study, researchers used techniques
saturated sample. According to Sugiyono (2010:62) a saturated sample is
where the entire population was sampled, namely 55 people.
E. Data Collection Techniques
The data collection techniques in this research are:
1. Interviews are data collection based on dialogue created
by researchers to find out something more in-depth
with
how to ask questions and answers with parties who have the authority to
provide data-required data.
2. Documentation Studies, namely studying research journals, both from
books, magazines and internet sites to support this research.
3. Question (Questionnaire), namely data obtained by means
ask questions in writing to respondents. According to
Sugiyono (2010:199) "Questionnaires are a data collection technique
which is done by giving a set of questions or
written statement to the respondent to be answered”. In this case
the respondents were employees of Hotel Saka Medan.

4
F. Data Analysis Techniques
1. Data Quality Test
a. Validity test
Validity test was conducted to measure whether the questionnaire or
the distributed questionnaire is feasible to be used as a research instrument.
The questionnaire used to measure shows whether the data
obtained is valid data. This validity test was carried out
to 55 employees of Hotel Saka Medan.
Testing the validity and reliability in this study using
helpsoftwareSPSS. A data is said to be valid or invalid
with
the criteria for testing the validity of the questionnaire are as follows:
1) If r count ≥ r table, then the statement is declared valid.
2) If r count ≤ r table, then the statement is declared invalid.
b. Reliability Test
Reliability test means that if the instrument is carried out several times
to measure the same object will produce the same data
so that the research instrument is considered correct. In
this study to determine whether the questionnaire is reliable or
not using alpha cronbach. The questionnaire is said to be reliable if
alpha cronbach above 0.6 and if unreliable if equal to or
below 0.6.
Questions that have been declared valid in the validity test will be
reliability is determined by the following criteria:
1) If r is positive or > from r then the questionreliable.

table
al
4
2) If negative or < of then the question is notreliable

r r table
alpha
2. Classic Assumption Test
a. Data Normality Test
The normality test aims to test what is in the model
regression between the independent variable and the dependent variable has a distribution
normal or not. To test the normality of the data can be known

by
through :
a. Normal Curve Histogram
The normality of the data when viewed from this method can be determined based on
curve shape. Data is said to be normal if the shape of the curve has
The slope tends to be balanced, both on the left and right sides
right, and the curve is shaped like an almost perfect bell.
b. P-Plot test, normality test can be seen by paying attention
data spread (point) onPP Plot of Regression Standardized
Residualvia SPSS, where:
1) If the data spreads around the diagonal line and follows the direction of the line
diagonal, then the regression model meets the assumption of normality.
2) If the data spreads far from the diagonal line or does not follow the direction
diagonal line, then the regression model does not meet the assumptions
normality.
c. TestKolmogorof Smirnov(KS), performed to find out the data
normal or not, can be seen from the value of profitability. Data is
normal, if KS value is Asymp. Sig (2 Tailed) > 0.050.

5
b. Multicollinearity Test
TestMulticollinearityaims to test whether in the model
regression found a correlation between independent variables.Multicollinearity
occurs when there is a perfect or nearly perfect linear relationship
between some or all of the independent variables in the regression model.
A good regression model should not have any correlation between
independent variable.
According to Umar (2010:80) to test for existence multicollinearity
can be done by analyzing the correlation between variables and
value calculationtoleranceas well asvariance inflation factor (VIF).
The test criteria are:
1) VIF > 1 then occursmulticollinearity
2) Tolerance < 0.1 then it doesn't happenmulticollinearity
c. Heteroscedasticity Test
Testheteroscedasticityaims to test whether in
In the regression model, inequality occursvariancefrom residual one
observation to another observation. If the variance of the residual is one
observation to another observation remains, then it is called
homoscedasticityand if different is calledheteroscedasticity.
Model good regression is thathomoscedasticityor not
happening heteroscedasticity.
According to Umar (2010: 82) to detect whether there is
heteroscedasticityThis is done by looking at the presence or absence of certain patterns
on the scatterplot graph between SRESID (residual) and ZPRED (prediction

5
dependent variable). The basis of the analysis can be seen:
1) If the points form a certain regular pattern
(waves, spreading then narrowing), then indicates
has occurredHeteroscedasticity.
2) If there is no clear pattern and the dots spread above and
below the number 0 on the Y axis, then it doesn't happenHeteroscedasticity.
3. Multiple Linear Regression Analysis
Multiple linear regression analysis is needed to find out
regression coefficients and their significance so they can be used
to answer the hypothesis. The general form of the linear regression equation
double is as follows:
Y = a + b1X1+ b2X2+ b3X3+ e

Where :
Y = Performance of
employee X1= Competence
X2= Characteristics of work X

3= Job Satisfaction a =
Constant
b = Regression coefficient
e = Error
4. Hypothesis Test
a. Simultaneous Significance Test (F Test)
This test is conducted to see whether all variables
The freedoms included in this model have a direct influence
together on the dependent variable. The form of the test is:
H0: b1;b2;b3= 0, meaning that simultaneously there is no positive influence

5
and the significance of the independent variable on the dependent variable.
Ha: b1;b2;b3≠ 0, meaning that simultaneously there is a positive influence and
significant of the independent variable to the dependent variable.
The decision making criteria are:
H0accepted if Fcount< Ftableat Sig F > α 5% (0.05)
Harejected if Fcount>Ftableat Sig F < α 5% (0.05)
b. t test (Partial)
This test was carried out to find out the extent of the influence
independent variable partially (individually) to the dependent variable. Form
the test is:
H0: b1= 0, meaning that partially there is a positive influence and
Ha: b1≠ 0, meaning that partially there is no positive influence and
The decision making criteria are:
H0accepted if tcount<ttableat Sig t > α 5% (0.05)
Harejected if tcount> ttableat Sig t < α 5% (0.05)
5. The coefficient of determination (R2)
Coefficient of Determination (R2) is used to see how much
the large contribution of the independent variable to the dependent variable. In other words
The determinant coefficient value is used to measure the size of the contribution
the variables studied X and Y as the dependent variable. The greater it is
The value of the coefficient of determination, the better the ability of variable X
explain the variable Y. If the determination (R2) is getting bigger (approaching

5
one), then it can be said that the influence of variable X is large
on variable Y. The coefficient of determination formula is D = R2x
100%.
This shows that the model used is getting stronger for
explains the influence of variable X on variable Y. Conversely, if
determination (R2) is getting smaller (approaching zero), then it can be said
that the influence of variable X on variable Y is getting smaller. This matter
shows that the model used is increasingly less powerful for
explain the effect of variable X on variable Y.

CHAPTER IV
RESEARCH RESULTS AND DISCUSSION
A. Research Results
1. Description of the Research Object
a. A Brief History of Hotel Saka Medan
In tourism there are several factors that are related and not
can be separated, one of which is the hotel industry, where hotels are
a type of accommodation that uses part or all of a building
to provide accommodation, food and beverage services and services
other supporting services for the public that are managed commercially.
PT.Saka Mitra Sejati which is included in the CV.Kurnia Group as
one of the domestic investment investors (PMDM) which was established
through Notary Deed number 2 Risma Rahmi Arifa SH. Saka Hotels
was founded in the city of Medan on 03 September 2010 and started
operational on 08 November 2012.
Saka Hotel Medan is one of the three star hotels available
in the city of Medan with the complete address at Jalan Gagak Hitam No.14
Sei Sikambing Village, Medan Sunggal District, Medan Sumatra
North. 061-8468468/8469393. Fax: 061-8464242, email: info@saka.com .
Since opening on 08 November 2012 Hotel Saka has become one
important place of activity in the city of Medan.
Hotel Saka has a total of 108 rooms consisting of 3 types, namely:
Superior, Deluxe and Grand Deluxe. Saka Hotel also provides some
54
5
facilities such as Restaurant, Lounge, Meeting Room, ATM BRI, and Room
24 Hour Service. The seriousness of Saka Hotel is seen from the 5 S
principles, namely: Smile, Greet, Greet, Polite and Polite and fast and
responsive to continuous quality and service.
b. Vision and Mission of Hotel Saka Medan
1) Vision of Hotel Saka Medan
The company's vision isThe Family and business,And
make a quality hotel, superior in service and also
performance.
2) Mission Hotel Saka Medan
a) Make Hotel Saka a destination for families who visit
Medan at an affordable price
b) Making Hotel Saka a destination for entrepreneurs
market function in Medan
c) Providing true satisfaction to visitors by
best service.
2. Company Organizational Structure and Division of Duties
The organizational structure is a very important part of the
a company. In general, every company has a structure
each organization is different from other companies,
depending on the goals of the organization, the resources it has and
organizational environment. But in essence the organizational structure
have the same principle, namely to achieve company goals.

5
The organizational structure of a company provides an overview of
know about the position, duties, authority and responsibilities as well
functions and work relationships between departments and departments
other existing company to be used as a reference in
division of tasks so as to carry out assigned work activities
planned can be carried out as well as possible.

83
Table 4.25 Respondents' Assessment of Accuracy Indicators (Y9.10)

Question Items
Employees do Employees are able to complete
Answer
Respondent
job properly the work given by their
superiors
quickly and thoroughly
Frequency % Frequency %
Very not
17 30.9% 4 7.3%
agree
Don't agree 15 27.3% 8 14.5%
Disagree 10 18.2% 19 34.5%
Agree 9 16.4% 13 23.6%
Strongly agree 4 7.3% 11 20.0%
Total 55 100.0 55 100.0
Mean 2.42 3.35
Source: Primary data processed, 2018
The knowledge indicator (Table 4.25) is represented by 2 question

items as follows:
1. For employee items doing their work correctly, there are 17
respondents (30.9%) stated that they strongly disagree with a mean value of 2.42.
This answer illustrates that the employee is still not quite
right do any work that is not good enough.
2. For employee items, they are able to complete the work given
superiors quickly and thoroughly, as many as 19 respondents (34.5%) stated
disagree with the mean value of 3.35. This answer illustrates that
lack of thoroughness on the part of employees and employees as well
lack of seriousness in carrying out the assigned tasks
pretty good.
5. Data Quality Test
a. Validity test
The validity test is to determine the suitability of each list
questions (questionnaire) that have been given to respondents
A validity test is needed to measure whether something is valid or not

84
questionnaire. If each question has a value of > 0.30 then the question
declared valid (valid).
Table 4.26 Validity Test Results
Item-Total Statistics
Corrected Squared Cronbach's

Scale Mean if Scale Variance Item-Total Multiple Alpha if
Items Deleted if Item Deleted Correlatio Correlation Item
n Deleted
X1.1.1 109.56 903,917 , 641 . , 949
X1.1.2 109.62 916,055 , 555 . , 950
X1.2.3 109.84 920,362 , 480 . , 951
X1.2.4 110.15 918,830 , 543 . , 950
X1.3.5 109.07 925,958 , 492 . , 950
X1.3.6 109.75 902,490 , 710 . , 949
X1.4.7 109.53 904,587 , 701 . , 949
X1.4.8 109.60 897,541 , 743 . , 949
X1.5.9 109.89 906,729 , 686 . , 949
X1.5.10 109,16 922,806 , 504 . ,950
X2.1.1 108.98 932,796 , 368 . , 951
X2.1.2 109.33 920,632 , 461 . , 951
X2.2.3 109.15 934,312 , 304 . , 952
X2.2.4 109.40 930,689 , 315 . , 952
X2.3.5 109.62 917,203 , 489 . , 950
X2.3.6 109.60 907,393 , 627 . , 950
X2.4.7 109.42 888,470 , 825 . , 948
X2.4.8 109.93 909,291 , 637 . , 950
X2.5.9 109.20 925,385 , 453 . , 951
X2.5.10 109.69 901,069 , 707 . , 949
X3.1.1 109.13 926,224 , 465 . , 951
X3.1.2 109.64 931,162 , 353 . , 951
X3.2.3 109.33 925,965 , 409 . , 951
X3.2.4 109.40 930,689 , 315 . , 952
X3.3.5 109.62 917,203 , 489 . , 950
X3.3.6 109.22 919,211 , 455 . , 951
X3.4.7 109.60 907,393 , 627 . , 950
X3.4.8 109.42 888,470 , 825 . , 948
X3.5.9 109.87 905,558 , 710 . , 949
X3.5.10 109.25 926,415 , 414 . , 951
Y.1.1 109.98 916,463 , 677 . , 949
Y.1.2 109.98 908,537 , 635 . , 950
Y.2.3 109.13 926,224 , 465 . , 951
Y.2.4 109.64 931,162 , 353 . , 951
Y.3.5 109.33 925,965 , 409 . , 951
Y.3.6 109.87 892,595 , 794 . , 948
Y.4.7 109.60 907,541 , 626 . , 950
Y.4.8 109.40 889,578 , 815 . , 948
85
Y.5.9 109.91 907,862 , 663 . , 949

Y.5.10 108.98 914,277 , 638 . , 950
Source: SPSS version 18.00 processing results
Based on Table 4.26 above, the value of the SPSS output is known
validity is in the columnCorrected item-Total correlationWhich
means the value between the score for each item and the total score for the answer
respondents Validity test results from 40 (forty) questions on
competency variables, job characteristics, job satisfaction and performance
declared valid (legitimate) because the coefficient value exceeds 0.30.
b. Reliability Test
Reliability test (reliability test), precision or accuracy
indicated by the measurement instrument. Questionnaire items are said
reliable or reliable if someone's answer to the questionnaire is
consistent. In this research, to determine whether the questionnaire is reliable or
not by usingCronbach's Alpha. The questionnaire is said to be
reliable IfCronbach's Alpha>0.60 and for reliable if it is equal to
or below 0.60.
The reliability of the questionnaire questions that the author has asked
Respondents in this study will be seen in the tableReliability Statistics
which has been presented in the table below:
Table 4.27 Reliability Test Results
Reliability Statistics
Cronbach's Alpha Based on

Cronbach's Alpha Standardized Items N of Items
, 951 , 951 40

86
Based on Table 4.27 above, there arecronbach's alphaas big as
0.951 > 0.60 so it can be concluded that the question has been
presented to respondents consisting of 40 questions, good
in the variables Competency (X1), Job Characteristics (X2), Satisfaction
Work (X3) and Employee Performance (Y) arereliableor
acceptable so it is said to be reliable.
6. Classic Assumption Test
a. Data Normality Test
The data normality test was carried out to see whether the mode
The regression of the dependent and independent variables has a distribution
normal or not. The normality test was carried out using graphic analysis
namely on NormalPP Plot of Regression Standardized Residual.
Does the data spread around the diagonal line and follow the direction
diagonal line, then the regression model meets the normality assumption.
The normality test in this research is as follows:

87
Figure 4.2 Normality Test Histogram
Based on Figure 4.2, the results of data normality testing
shows the image in the histogram above has a line
curved to form a bell shape. It can be concluded
The regression model meets the assumptions of the data normality test.
Figure 4.3 PP Plot Normality Test

88
Based on Figure 4.3, it can be seen above that the distribution of
points on Competencies (X1), Job Characteristics (X2),
Job Satisfaction (X3) and Employee Performance Interest (Y) are
spread around the diagonal line which can be concluded that the
data presented can be said to be normal.
Table 4.28 ResultsOne-Sample Kolmogorov-Smirnov Test
One-Sample Kolmogorov-Smirnov Test
Employee performance
N 55
Normal Parametersa,,b Mean 0000000
Std. Deviation 1.86064483
Most Extreme Absolute . 072
Differences Positive . 072
Negative - . 064
Kolmogorov-Smirnov Z . 533
asymp. Sig. (2-tailed) . 939
Based on Table 4.28 above, a regression model is
is said to meet the normality assumption that is if the residual value
Asymp.Sig (2-tailed)greater than 0.050. MarkKolmogorov-Smirnov Z
of 0.533 with 0.939 where this figure is above the level
significance 0.050 or 5%. Or valueAsymp.Sig (2-tailed)>0.050 ( 0.939
> 0.050 ), then the data in this study can be stated statistically
normally distributed and has met the requirements for use.
b. Multicollinearity Test
The multicollinearity test aims to test whether the model
regression found that there was a correlation between the independent variables. Regression model
What is good is if there is no correlation between the independent variables.

89
If there is frequent correlation, then these variables are not
orthogonal.Orthogonalis the independent variable whose value is the correlation between
other variables are zero. Tolerance measures independent variability
selected ones that are not explained by other variables. So value
tolerancea low one equals a high VIF value (because
VIF/tolerance). The test criteria are:
1) VIF > 1 then occursmulticollinearity
2) Tolerance < 0.1 then it doesn't happenmulticollinearity
Table 4.29 Multicollinearity Test Results
Coefficientsa
Model Unstandardized Standardized Collinearity
Coefficients Coefficients Statistics
B Std. Error Betas Tolerance VIF
1 (Constant) - 1,204 1,400
COMPETENCY (X1) , 577 , 098 , 574 , 170 5,892
CHARACTERISTICS - , 201 , 090 - , 191 , 223 4,489
JOB (X2)
JOB SATISFACTION (X3) , 654 , 119 , 576 , 147 6,787
a. Dependent Variable: EMPLOYEE PERFORMANCE (Y)

Based on table 4.29 it can be seen above that the
VIF Competency variable (X1) is 5,892, Job Characteristics (X2)
is 4,489, Job Satisfaction (X3) is 6,787 and greater than 1
(one) and the Competency tolerance value (X1) is 0.170,
Characteristic Employment (X2) is 0.223, Job Satisfaction (X3)
is 0.147 more
smaller than 10, it can be concluded that the regression model is free of interference
multicollinearity.
90
c. Heteroscedasticity Test
The heteroscedasticity test aims to test whether in
In the regression model, inequality occursvariancefrom residue one
other observations are constant, then it is called homoscedasticity and if
Differently, it is called heteroscedasticity because this data collects data
represents data of various sizes (small, medium, large).
According toRussiadi (2014: 157) the heteroscedasticity test is used for
see if there is any discrepancyvariancefrom residual one
observation to another observation.
According to Ghozali (2009:105) ifvariancefrom residual one
observation to other observations remains, then it is called homoscedasticity
and if different it is called heteroscedasticity.
Detect whether there are symptoms of heteroscedasticity
This is done by analyzing the distribution of existing points
on the scatterplot produced using the SPSS program
by making the following decisions:
1. If the existing beam diagrams form certain patterns that are
regular, then the regression experiences heteroscedasticity disturbance.
2. If the transmission diagram does not form a pattern or is random then
regression experienced heteroscedasticity.

91
Figure 4.4 Heteroscedasticity Test Results
Based on Figure 4.4, it can be seen above that the points are random or
does not form a clear pattern. This means no
heteroscedasticity occurs in the regression model, so this regression model
suitable for use in this research.
7. Multiple Linear Regression Equations
Regression analysis is an analysis technique data
in statistics that are often used to examine relationships
between several variables and predict a variable.

92
Table 4.30 Multiple Linear Regression Equations
Coefficientsa
Model Standardized
Unstandardized Coefficients Coefficients
B Std. Error Betas
1 (Constant) - 1,204 1,400

COMPETENCY (X1) , 577 , 098 , 574
CHARACTERISTICS - , 201 , 090 - , 191
JOB (X2)
JOB SATISFACTION (X3) , 654 , 119 , 576

Based on Table 4.31 shown above, the equation is obtained
the regression isY = -1.204 + 0.5771+ -0.2012+ 0.6543.
The interpretation of the multiple linear regression equation is:
1. If everything in the independent variables is considered zero, then
employee performance (Y) is -1,204 units.
2. If there is a decrease in competence by 1, then the employee's performance
(Y) will decrease by 0.577 units.
3. If there is a decrease in job characteristics by 1, then performance
employees (Y) will decrease by -0.201 units.
4. If there is a decrease in job satisfaction by 1, then performance
employees (Y) will decrease by 0.654 units.
8. Hypothesis Testing
a. Simultaneous Effect Test (F Test)
This test is carried out to determine whether competence,
Job characteristics and job satisfaction are simultaneously influential
positive and significant to employee performance at the testing level
hypothesis 5% (0.050) with the recommended hypothesis F test. This testing

93
carried out to determine whether competence, job characteristics
and job satisfaction simultaneously have a positive and significant effect
on employee performance at the level or level of hypothesis testing 5%
with the F hypothesis test used:
The hypothesis for simultaneous testing is:
Table 4.31 F Test (Simultaneously)
ANOVAb
Model Sum of Squares Df MeanSquare F Sig.
1 Regression 3577,745 3 1192,582 187,784 , 000a
Residual 323,891 51 6,351
Total 3901,636 54
a. Predictors: (Constant), JOB SATISFACTION (X3), JOB CHARACTERISTICS (X2),

COMPETENCE (X1)
b. Dependent Variable: EMPLOYEE PERFORMANCE (Y)
Based on table 4.32 seen above, that the F test yields
F valuecountof 187,784 with a significant level of 0.000.
BecauseFcount 187,784 > FtAbel2.79 and a significant probability is
much less than 0.050, namely 0.000 <0.050, then the regression model
can be said that Competency, Job Characteristics and Job Satisfaction
simultaneously
positive and significant effect on employee performance.
b. Partial Effect Test (t-test)
Partial test (t-test) is used to determine whether the variable
partially independent effect on the dependent variable. Test results
the influence of Competency variables, Job Characteristics and Satisfaction
Work on Employee Performance Hotel Saka Medan in the following table
This :
94
Table 4.32 (Partial) t-test results
Coefficientsa
Model Unstandardized Standardized
Coefficients Coefficients
B Std. Error Betas t Sig.
1 (Constant) - 1,204 1,400 - , 860 , 394
COMPETENCY (X1) , 577 , 098 , 574 5,861 , 000
CHARACTERISTICS - , 201 , 090 - , 191 - 2,231 , 030
JOB (X2)
JOB SATISFACTION , 654 , 119 , 576 5,477 , 000
(X3)

(1) Competency (X1)
Based on table 4.33 above it can be seen that the competency value of tcount
5,861 > ttable1,675 with a significance of 0.000 <0.050, meaning there is
a positive and significant influence of Competence on
Employee performance.
(2) Job Characteristics (X2)
Based on table 4.33 it can be seen that the value of Job Characteristics
tcount-2,231 > ttable1.675 with a significance of 0.030 <0.050, meaning
there is a negative and significant influence of Characteristics
Work on Employee Performance.
(3) Job Satisfaction (X3)
Based on table 4.33 it can be seen that the Job Satisfaction value of tcount5,477
> ttable1,675 with a significance of 0.000 <0.050, meaning there is
positive and significant influence of Job Satisfaction on
95
9. The coefficient of determination (R2)
Determination test results (R2) can be seen from the coefficient value
determination in the following table:
Table 4.33 Determination Test Results (R2)
Summary modelsb
Model
Adjusted Std. Error of
R R Square the
R
Estimates
Square
1 , 958a , 917 , 912 2,520
a. Predictors: (Constant),JOB SATISFACTION (X3), JOB CHARACTERISTICS (X2),

COMPETENCE (X1)
b. Dependent Variable: EMPLOYEE PERFORMANCE (Y)
(1) Based on table 4.34 it can be seen above that the magnitude of the valueadjusted R
squareof 0.912 or 91.2% provides an explanation that
This research variable is able to explain the performance variable
Employees (Y) of 91.2% while the rest is 8.8%
influenced by other factors outside of this study such as variables
Work Motivation, Organizational Culture and Work Discipline.
(2) The R value of 0.958 indicates that there is a close relationship between
Competence, Job Characteristics, and Job Satisfaction
B. Discussion of Research Results
In this study, the discussion is carried out through a study to answer
The formulation of the problem proposed is based on the linear regression analysis method
double.
1. The relationship between competence and employee performance at hotels
Saka Medan
96
The results of this study indicate that competence has an effect
on employee performance at Hotel Saka Medan. This can be seen from
multiple linear regression analysis via the t test (partial) which has a positive sign
with t valuecountof 5,861 with sig 0.000. Based on the results
above, it can be concluded that hypothesis 1 (one) in
This research is tested and acceptable. The positive direction indicates that
every time there is an increase in competence will cause an increase
employee performance simultaneously amounted to 0.577 units. In other words
when the competence at Hotel Saka Medan which consists of knowledge,
understanding, skills, education and work experience are enhanced
then employee performance will also increase. Support research
previously conducted by Rienly Gijoh (2013), based on
his research that competence has a positive and significant effect
on employee performance.
The results of this research are in accordance with the research objectives for
determine the influence of competence on the performance of employees at the Hotel
Saka Medan has been carried out and at the same time has completed/answered
The problems identified are problems that employees have
educational background is classified as low and not in accordance with
work on the Saka Medan hotel has been missed.
2. Relationship between Job Characteristics and Employee
Performance Hotel Saka Medan
The results of this study indicate that job characteristics
does not affect the performance of employees at Hotel Saka Medan. Matter
97
This can be seen from the multiple linear regression analysis through the t (partial) test
is negative and significant with the t valuecountof -2.231 with
sig 0.030. Based on these results, it can be concluded that
hypothesis 2 (two) in this study was not tested and was not accepted. Direction
negative indicates a lack of improvement in job characteristics on
Hotel Saka Medan is -0.201 units. The research results showed
that Job characteristics have a negative effect on employee
performance. job characteristics consisting of job variations, task
identity,
task significance, autonomy, and feedback have a negative effect on
employee performance. Supports previous research conducted by
Widhy Setyowati (2013), based on his research that characteristics
work has a negative and significant effect on employee performance.
determine the influence of job characteristics on employee performance
at Hotel Saka Medan has been implemented and at the same time has
solve/answer the problems in the problem identification
i.e. the employee does not carry out the work in accordance with the procedure
work on the Saka Medan hotel has been missed. And for variables
This job characteristic has no effect on performance
employees, but that does not mean the company does not
pay attention to it. However, the company has to
attention to all things related to performance
employees, so that employee performance does not decrease and has no impact
on company goals.
98
3. The Relationship between Job Satisfaction and Employee Performance at Hotels
Saka Medan
The results of this study indicate that job satisfaction
effect on employee performance at Hotel Saka Medan. This matter
seen from the multiple linear regression analysis through the t (partial) test
has a positive sign with the t valuecountof 5,477 with a sig of 0.000.
Based on these results, it can be concluded that hypothesis 3
(three) in this study tested and acceptable. Positive direction
shows that any increase in job satisfaction will be
lead to an increase in employee performance simultaneously by
0.654 units. In other words, when job satisfaction consists of
the job itself, coworkers, salary, promotion opportunities, and supervision
If improved properly, employee performance will also increase.
Supports previous research conducted by Florida Dessy
(2013), shows that job satisfaction has a positive effect and
significant to employee performance.
determine the effect of job satisfaction on employee performance at
Hotel Saka Medan has accomplished And at a time has
solve/answer the problems in the problem identification
namely employees are dissatisfied in receiving remuneration orrewardson
Hotel Saka Medan has been answered.
4. Competency Relationship, Job Characteristics, and Job Satisfaction
On Increasing Employee Performance at Hotel Saka Medan

99
The results of this research show that competence,
Job characteristics and job satisfaction affect performance
employees at Hotel Saka Medan. This can be seen from the regression analysis
multiple linear through the F test which is positive with a value of fcount
of 187,784 with a sig of 0,000. Based on these results, it can be
It was concluded that hypothesis 4 (four) in this study was tested and
acceptable. The positive direction shows that there is an increase
competence, job characteristics and job satisfaction will cause
increasing employee performance at Hotel Saka Medan. In other words
when competencies consisting of knowledge, understanding,
skills, education, work experience, and job characteristics
consisting of job variety, task identity, task significance,
autonomy, feedback and continued with job satisfaction which consists
of the job itself, co-workers, salary, promotion opportunities, and
supervision, employee performance will increase.
determine the influence of competence, job characteristics, and satisfaction
work on employee performance at Hotel Saka Medan has been carried out
and at the same time has resolved/answered the existing problems
identification of the problem, namely employees have an educational background
classified as low and not in accordance with the job, employees do not
carry out work in accordance with work procedures, and employees
dissatisfied with receiving remuneration orrewardsat the Saka Hotel
Field has been answered. Based on the research that has been done
10
Previously it could be seen that the variables were competence and job satisfaction
positive and significant effect on employee performance, meanwhile
The job characteristics variable has a negative and significant effect
on employee performance.
CHAPTER V
CONCLUSIONS AND RECOMMENDATIONS
A. Conclusion
Based on analysis of research results and discussion about Competency,
Job Characteristics, and Job Satisfaction on Employee
Performance at Hotel Saka Medan, the following conclusions
can be drawn:
1. There is a positive and significant influence between competencies
on employee performance at Hotel Saka Medan. Tested and got
accepted based on the t valuecountcompetency variable (X1) is 5,861
and t valuetableof 1.675 then tcount> ttable(5,861 > 1,675) and value
Sig < 0.050 (0.000 < 0.050). The magnitude of the influence of competence
(X1)
on employee performance (Y) of 0.577, which means every time there is
competency improvement (X1), it will improve performance
employees (Y) of 0.577 units and significant.
2. There is a negative and significant influence between the characteristics
work on employee performance at Hotel Saka Medan. No
tested and not accepted based on the t valuecountcharacteristic variables
work (X2) is -2.231 and the t valuetableof 1.675 then tcount>
ttable(-2.231 > 1.675) and Sig value < 0.050 (0.030 < 0.050). The size
influence of job characteristics (X2) on employee performance
(Y) is -0.201, which means a lack of improvement in characteristics
work (X2) on employee performance (Y) of -0.201.
3. There is a positive and significant influence on job satisfaction
on employee performance at Hotel Saka Medan. Tested and got

101
10
accepted based on the t valuecountjob satisfaction variable (X3) is
5,477 and t valuetableof 1.675 then tcount> ttable(5,477 > 1,675)
and Sig value < 0.050 (0.000 < 0.050). The magnitude of the influence of
job satisfaction (X3) on employee performance (Y) of 0.654,
which means every time there is an increase in job satisfaction (X3), will be
increase employee performance (Y) by 0.654 units and
significant.
4. There is a simultaneous positive and significant influence between
competence, job characteristics and job satisfaction towards
employee performance at Hotel Saka Medan. Tested and acceptable
based on F gradescountas much as 187,784 with a significant
level 0.000, greater than the value of FtAbelwith a significant level of
95% (α = 0.050) is 2.77 = (187.784 > 2.77).
B. Suggestions
Based on the conclusions of the study results, then it is good for the benefit
practical as well as for the benefit of further studies, then it is submitted
suggestions as follows:
1. So that companies retain employees who have
knowledge because it will be able to help in improving
performance, and further suggested also to the company to
Pay attention to employees whose educational background is not
appropriate to the job and is classified as low. A must solution
carried out by Hotel Saka Medan, namely by increasing education
employees for example for employees with educational levels

10
SMA/SMK can immediately take D3 or S1 education so that
can help you carry out your work better,
This aims to improve better performance.
2. So that companies retain employees who have
skills in completing work well, and
Furthermore, it is also recommended that companies pay attention
employees who have not carried out their work in accordance with
Standard Operational Procedurewhich exists. With solutions provide
training and internships for employees so they can improve
employee performance.
3. So that the company always retains its employees
use work equipment properly at work, and
Furthermore, it is also recommended that companies pay attention
employees who are dissatisfied with giftsrewardsor recompense
carried out by the company. The solution must be done
Hotel Saka Medan means that companies pay more attention to satisfaction
employee work by giving an award to
employees or promotional opportunities in order to improve
employee performance.
4. Suggestions to future researchers to replicate this research
by using a larger population and research objects on
competency, job characteristics and job satisfaction section on
Hotel Saka Medan, using datalongitudinalortime series
to know at a time what the relationships and influences are like

10
hypothesized. Next researchers can illustrate
other variables that influence performance, for example, motivation
work, organizational culture, work discipline, and other variables
that affects performance.

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Translated from Indonesian to English - www.onlinedoctranslator.

The purpose of this research is to determine and analyze the influence

Keywords : Competencies, Job Characteristics, Job Satisfaction, and

Keywords: Competence, Job Characteristics, Job Satisfaction, and

Analysis of Competencies, Job Characteristics, and Job Satisfaction on

Improving Employee Performance at Hotel Saka Medan". this thesis

is to fulfill one of the graduation requirements in obtaining a Bachelor's Degree

(S1) in the Management Study Program, Faculty of Economics & Business,

Panca Budi Development University, Medan.

the author would like to express his deepest gratitude to:

1. Mr. Dr. H. Muhammad Isa Indrawan SE, MM, as Chancellor

Panca Budi Development University.

Panca Budi Development University.

3. Mrs. Nurafrina Siregar, SE, M.Sc., as Head of the Study Program

Management, Faculty of Social Sciences, Panca Budi Development University.

4. Mr. Rizal Ahmad, SE, M.Sc., as Supervisor I who has

take the time to provide direction and guidance so

This thesis proposal can be completed well.

5. Mr. Abdi Setiawan, SE, M.Sc., as Supervisor II

has provided direction and guidance regarding writing requirements

Panca Budi Medan who always provides internal guidance

technical implementation of the preparation of this thesis.

7. Mr/Mrs Lecturer at the Faculty of Social Sciences, Panca Development University

8. My beloved parents, and my entire beloved family always

provide prayers and support.

9. All parties who cannot be mentioned one by one have

helpful and encouraging.

The author is fully aware that in writing this thesis

Medan, January 2019

CHAPTER II : LITERATURE REVIEW

CHAPTER III : RESEARCH METHODS

CHAPTER V CONCLUSIONS AND RECOMMENDATIONS

Table 4.14 Respondents' Assessment of Task Significance Indicators (X2.5.6 71

Table 4.16 Indicators (X2.9.10) ................................................ ...................................... Respondents' 73

Table 4.17 ) ............................................... ........................................ Respondents' Assessment of 74

Table 4.18 .................................................................................................... 75

every company tries to increase its productivity.

Facing the current flow of globalization, companies must have

good management to be ready and able to compete with companies

other. Companies must also make maximum use of resources

existing resources to survive in global competition. Although

There are various resources in the company, Human Resources

is the only competitive advantage of a company.

The success of a company is inseparable from the role of resources

the human. The potential of Human Resources (HR) must be managed

best possible to provideoutputoptimal. Manage

Human Resources is the most important thing on the agenda

company. A successful company is a capable company

in viewing Human Resources as assets that must be managed

according to needs, because Human Resources is one

factors of production owned by the company. therefore

a companies must think of ways that can be done to

develop employees in order to drive the progress of the company

and how to make these employees have high productivity

Basically, the company is a structured organization

it has the same goals and views. In the company,

consists of a group of individuals who work together to advance

resulting in rapidly fluctuating economic and business conditions.

This requires the company's ability to capture phenomena

the change, to analyze the impact of the change on

companies and prepare steps to face the competition

and changes in the business environment.

Basically every company wants excellence