The Influence of Self-ability and Readiness to Change on Through Performance

Work Motivation at Anggrek Mas Hospital, Jakarta.

Mutiara Irianda Putri1, Rina Anindita2 dan M. Reza Hilmy3

1,2,3
Program Magister Administrasi Rumah Sakit, Universitas Esa Unggul Jakarta
Jalan Arjuna Utara No 9, KebonJeruk – West Jakarta 11510
drmutiara@student.esaunggul.ac.id

ABSTRACT

Solid cooperation is needed between the hospital administrators' Human Resources (HR), namely
management, doctors, nurses, and hospital employees to provide superior service to the public. And
outstanding service performance is inseparable from good employee performance, with the support of
self-ability, readiness to change, and motivation elements. For this reason, it is necessary to increase
training and counseling programs to improve the ability and motivation of employees at work.
The purpose: of this study was to examine and analyze the effect of self-ability and readiness to change
on employee performance mediated by work motivation in employees.
This research method: Uses a quantitative descriptive approach, using 58 respondents. employees as
sample research data. The research instrument uses a 5-level Likert scale.
Results: There is a significant influence between self-ability on work motivation, readiness to change on
work motivation, self-ability on performance, and work motivation on performance, but there is no
influence between readiness to change on employee performance at Anggrek Mas Hospital.
Conclusion: In general, there is an influence of Self-ability, Readiness to Change, which is mediated by
Work Motivation on Employee Performance at Anggrek Mas Hospital, West Jakarta.

Keywords: Self-ability, Readiness for Change, Work Motivation, and Employee Performance

I. Introduction and mission, and establishing relevant goals and

Excellent health services are an
important element in building a healthy society.
The existence of a hospital is a type of health
service facility as stated in Article 4 of
Government Regulation number 47 of 2016
concerning Health Service Facilities.
To achieve the goal of a healthy society,
solid cooperation is needed between the Human
Resources (HR) of hospital administrators,
namely management, doctors, nurses, and
hospital employees. Each party plays an
important role in building optimal health
services for the community and their impact on
hospital business performance. The existence of
these human resources is a requirement as stated
in Article 12 paragraph 1 of Law Number 44 of
2009 concerning Hospitals.
Hospital management plays a crucial
role in coordinating the various operational and
administrative aspects required to provide
effective and efficient health services.
Management is responsible for strategic
planning to develop and implement strategic
plans that direct the hospital toward its long-
term goals. This includes developing a vision,
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policies. Management is also the management of
resources, both human resources, finance, and
facilities efficiently. Management is responsible
for recruiting and training qualified employees,
managing the hospital's budget and finances, and
ensuring the availability of necessary equipment
and facilities.
Nurses have a central role in providing
direct care to patients. They work closely with
doctors and other employees to ensure optimal
health care. The nurse's job is to provide direct
care to patients, including administering drugs,
performing medical procedures, and monitoring
the patient's condition closely. They also play a
role in providing holistic care, involving
physical, emotional, and social aspects..
Apart from management and nurses,
there are other human resources, namely
employees or so-called non-health workers.
Non-medical employees also play an important
role in building quality health services and
successful business performance. Hospital
administration employees are responsible for
managing patient data, arranging appointments,
and carrying out other administrative tasks. They
ensure smooth workflow and minimize
administrative hurdles. Meanwhile, operational
support employees such as cleaners, security
officers, and technical officers play an important
role in keeping the hospital clean, safe, and
orderly. Their contribution helps create a safe
and comfortable environment for patients and
medical staff.
Thus, it can be concluded that solid
cooperation between management, doctors,
nurses, and hospital employees is the key to
building optimal health services for the
community and successful hospital business
performance.
In an era of change and complexity in
the world of healthcare, investment in this
partnership is an important step in improving
public health services and the success of the
hospital business.
Good performance is a crucial factor in
achieving success and a competitive advantage
for hospitals. In this context, self-ability,
readiness to change, and work motivation are
important elements that affect the performance
of hospital employees.
Research conducted by Gibson (2009),
states that individual performance as
organizational performance is strongly
influenced by individual characteristics,
individual motivation, expectations, and
assessments made by management on the
achievement of individual work results.
Company performance is strongly influenced by
individual abilities, motivation, and readiness to
change within the organization or company.
Employee performance is influenced by
several important elements, namely self-ability,
readiness to change, and work motivation in the
hospital context. According to research by
Angraeni et al. (2018), self-ability involves
stable responsibility and maximum achievement.
Employees who have adequate capabilities can
complete the work according to the time and
target set.
Strong self-ability enables employees to
work more efficiently and effectively, so they
tend to be oriented toward increasing
productivity. Employees can face challenges
better and produce better results in less time.
With strong self-ability, employees can fully
devote themselves to carrying out their duties
with full responsibility. Employees who have
good self-ability tend to have high self-
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confidence. Employees with this character are
more courageous in taking initiative, facing
change, and actively pursuing performance
improvement.
In addition to self-ability, in the ever-
evolving world of health, readiness to change is
an important factor in achieving optimal
performance. As revealed Nurul Fathia's
research (2016) on readiness for change,
concluded that the form of readiness for change
in individuals is the main foundation for
organizations to overcome resistance to change.
The attitude shown by individuals regarding the
change will be largely determined by the
individual's readiness to deal with the changes
that are happening in the organization.
Employees who are ready to change tend to have
an adaptive attitude toward change. They are
ready to face new challenges, learn new things,
and adapt to a dynamic work environment.
Meanwhile, work motivation is an
internal drive that drives employees to achieve
their work goals. Motivated employees tend to
have higher levels of performance. The drive to
achieve goals, improve themselves, and provide
the best service to patients is the main driving
force to improve their performance.
High work motivation is also related to
mental resilience and high morale. Motivated
employees are better able to cope with pressure
and stress in their jobs, and remain committed to
their tasks with high enthusiasm.
This is supported by research conducted
by Chaudhary and Sharma (2012) which
concluded that employees with high work
motivation tend to be more productive than
those with low work motivation. This explains
that there is an influence of the work
environment and work motivation in improving
employee performance.
Self-ability, readiness to change, and
work motivation do not stand alone but are
interrelated and influenced by team interactions
in the hospital. In a collaborative work
environment, employees support and motivate
one another to achieve optimal performance.
Management's role in optimizing a
combination of strong self-ability, readiness to
change, and high work motivation will have a
positive impact on overall hospital performance.
Employees who are able to adapt to change,
have adequate skills and knowledge, and are
motivated, will provide quality health services to
patients, improve operational efficiency, and
contribute to the success of the hospital as a
business.
Thus, it can be concluded that self-
ability, readiness to change, and work
motivation are key factors that affect the
performance of hospital employees. Developing
self-ability, creating an environment that
supports readiness for change, and encouraging
high work motivation through solid team
interaction and management support will have a
positive impact on overall hospital performance.
Anggrek Mas Hospital was originally
the Anggrek Mas Mother and Child Hospital
which was operated by PT Sanusi Mandiri, a
private company. Due to the public's trust in the
services provided by the Anggrek Mas
Maternity Hospital, a married couple who are
obstetricians and midwives, have a strong
determination to contribute to the field of
Maternal and Child Health in accordance with
the goals set by the World Health Organization
(WHO) in the Millennium Development Goals
(MDGs) points 4 and 5, namely reducing child
mortality and improving maternal health.
Over time, the Maternity Hospital
developed into the Anggrek Mas Mother and
Child Hospital with a three-story building in
mid-2017. In 2000, the Anggrek Mas Mother
and Child Hospital changed its classification to
become the Anggrek Mas General Hospital with
the aim of providing better care and treatment.
optimal for both sexes, both male and female.
Anggrek Mas Hospital has also collaborated
with BPJS Kesehatan.
Located on Jl. Anggrek No 2B, Kelapa
Dua, Kebon Jeruk, West Jakarta, this hospital
always emphasizes the ability to be precise, fast,
accurate, reliable, and professional at an
affordable price, and always prioritizes customer
satisfaction.
As a health service provider, Anggrek
Mas Hospital continues to provide the best
service to patients. Anggrek Mas Hospital has
the vision to become a hospital with the best
service and prioritizing humanitarian principles,
as well as a mission to provide professional,
comfortable, and affordable health services for
all levels of society.
Given the increasingly complex and
dynamic context of health services, to achieve
this vision and mission, Anggrek Mas Hospital
has the challenge of continuing to improve its
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service performance which will have an impact
on hospital performance. Therefore, research is
needed on the work patterns and mindset of
employees, both health and non-health workers,
related to self-ability, employee readiness to
change, and work motivation.
Research on the influence of self-ability
and readiness to change on performance through
work motivation will help understand the factors
that support hospital employees in achieving
optimal performance.
The work environment in hospitals often
changes rapidly. Technological developments,
new health regulations, and changing patient
needs are some examples of changes that can
affect hospital employees. In facing this change,
employees need to have the readiness to change
and high work motivation in order to be able to
overcome the challenges that arise. Research on
the influence of self-ability and readiness to
change on performance through work motivation
will provide insight into how employees can
deal with and adapt to change, as well as
motivational factors that can improve their
performance.
The role of human resources (HR) is
very important in realizing the alignment of the
hospital's vision and mission through employee
performance. Management establishes values
and programs that lead to self-development,
readiness to change, and work motivation, in
order to create comfort for employees in
carrying out their duties.
By looking at the recapitalization of
employee assessment data at Anggrek Mas
Hospital for 2019 – 2022, it can be seen that the
average employee performance is below a value
of 3.5. With this value, Anggrek Mas Hospital
needs to make improvements so that employee
performance can increase, so that the quality of
service and hospital performance as a whole can
be improved, to achieve the vision and mission
of Anggrek Mas Hospital..

Figure 1. Employee KPI Report Card 2019-2022
Based on this background, it is
necessary to research the effect of self-ability
and readiness to change on performance through
work motivation in hospital employees,
especially Anggrek Mas Hospital. This research,
it is hoped that it can assist management in
making strategic decisions to improve hospital
performance.
Thus, researchers conducted a study
entitled "The Influence of Self-ability and
Readiness to Change on Through
Performance Work Motivation at Anggrek
Mas Hospital, Jakarta".
From this research, it is hoped that the
management can obtain an overview of the
correlation between these variables to optimize
the potential of employees in providing superior
health services and achieve sustainable business
success.
II. Research Methods
This type of research is research with a
quantitative descriptive approach. This study
used a survey method through data collection by
giving questionnaires accompanied by
interviews with limited respondents.
Primary data can be obtained through a
questionnaire or questionnaire method, where
the researcher will provide a series of statements
that have been prepared by the researcher to
facilitate respondents in answering and filling
out the questionnaire. Respondents were asked
to provide a response agreeing or disagreeing
with each statement. In this study, a Likert scale
was used with an interval scale of 5 scales.
A. Population and Sample
In this study, all of the population that
would become the research population came
from Anggrek Mas Hospital employees.
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What is meant by Anggrek Mas
Hospital employees in this study are both
medical (except specialist doctors) and non-
medical employees with a known population of
58 people. The sample in this study was 58
people calculated based on total sampling or
saturated sample, namely the sampling
technique when all members of the population
are used as samples. With the limitations of the
existing population, the researchers used the
total population equation method with total
sampling.
B. Research Variables
The variables in this study are
Independent Variables (free) and Dependent
Variables (bound).
Independent variables are variables that
cause changes in the dependent variable or in
other words affect the dependent variable. The
independent variables in this study are Self-
ability (X1) and Readiness to Change (X2).
Intervening variables are variables that
affect the relationship between the independent
variable and the dependent variable theoretically
in other words, the intervening variable is a
variable that is between the independent and
dependent variables so that the independent
variable indirectly influences changes that occur
in the dependent variable. The intervening
variable in this study is Work Motivation (Z).
The dependent variable is a variable that
gets influenced or in other words is influenced
by the independent variable. The dependent
variable used in this study is Performance (Y).
Figure 2. Research Constellation
C. Research Hypothesis
In this study, researchers wanted to see
the influence between variables with the
following hypotheses:
H1: There is a positive and significant influence
between self-ability on employee motivation.
H2: There is a positive and significant influence
between Readiness to Change on Employee
Motivation.
H3: There is a positive and significant influence
between self-ability on employee performance.
H4: There is a positive and significant influence
between Readiness to Change on employee
performance.
H5: There is a positive and significant influence
between work motivation on employee
performance
III. Research result
A. Respondent Profile
In this study, researchers grouped the
profiles of respondents based on several
variables, namely age, gender, and education.
Figure 3. Profile of Respondents
B. Validity and Reliability Test
The validity test according to Sugiyono
(2017: 125) shows the degree of accuracy
between the data that occurs on the object and
the data collected by the researcher. In this case,
the researcher uses a questionnaire in collecting
data, the questionnaire he composes must be
able to measure what he wants to measure. The
validity test used is the Pearson product-
moment.
Based on the results of the validity test of
the questionnaire, the validity test of the self-
ability variable with 6 statements has the r
product moment above r table (0.444), the
validity test of the readiness to change variable
with 7 statements has the r product moment of
0.4444, the work motivation variable test has the
r product moment 0.4444, and the Validity Test
of Performance Variables has an r product
moment of 0.444 as well.
Based on the results of the questionnaire
validity test above, all r count values (r product
moment) have values above the r table (0.444),
so it can be concluded that all statements on
performance variables are declared valid.
5
Meanwhile, based on the results of the
reliability test, all variables were declared
reliable because they had a Cronbach's Alpha
value greater than 0.7 (Cronbach's Alpha ≥ 0.7).
A reliability test is used to measure the
consistency of a variable. Question items in the
variable are said to be reliable or trustworthy if
the respondents' answers are consistent or stable
from time to time.
C. Three-Box Method Analysis
The Three Box Method analysis is used to
obtain the tendency of respondents' answers to
each variable, based on the average score
(index) which is categorized as a range of scores
in the calculation of the three-box method.
With a total of 58 respondents, a score of
11.6 – 58.0 was obtained with a range of values
of 46.4. It means:
Table 1. Range of Three Box Method
It is calculated that the Self-ability
variable X1 is 44.1 (high category), the
Readiness to Change variable X2 is 44.0 (high
category), the Work Motivation variable Z is
46.2 (high category), and the Performance
variable (Y) is 44.3 (high category).
D. Descriptive Statistics
Descriptive statistics for the variables of
self-ability, readiness to change, work
motivation, and performance can be seen in the
table below.
The table is made based on the answer
scale on the number choices 1 to 5.
Table 2. Descriptive Statistical Results of
Research Variables
 The average rating of the self-ability
variable is 3.804, the Readiness to Change
variable is 3.792, the Work Motivation variable
is 3.985, and the Performance variable is 3.819.
Thus, the respondent's assessment of all
variables is high.
E. Path Analysis
To test the hypotheses that have been
proposed and to detect the effect of mediating
variables (intervening variables) in mediating
the independent variables on the dependent
variable, path analysis methods (Path Analysis),
simultaneous testing (F test), and partial testing
(t-test) are used.
There are 4 variables in the path analysis
model which are depicted in the path analysis
diagram, the path analysis diagram describes the
research framework in a path diagram which
will become the framework for making path
analysis in the AMOS software.
Figure 4. Path Analysis Model Diagram
In path analysis using Maximum
Likelihood Estimation (MLE), it is necessary to
assume that the data is normally distributed,
both univariate and multivariate.
Based on the results of the normality test
with AMOS, the data is obtained in the table
below:
Table 3. Normality Test
In the output results above, the critical
ratio (CR) skewness and kurtosis of variable X1
(-2.811 and 3.341) means that it is not normally
distributed, variable X2 (-2.116 and 2.653)
means that it is normally distributed, variable Z
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(-3.209 and 3.802 ) means not normally
distributed, and variable Y (-1.084 and 1.155)
means normally distributed. So it was concluded
that the variables X2 and Y were normally
distributed univariate, while the variables X1
and Z were not normally distributed univariate.
Meanwhile, the multivariate kurtosis
value obtained was 7.163 with a CR value of
3.937, so it can be concluded that the data were
not normally distributed multivariate.
The results of the multicollinearity and
singularity tests in this study can be seen from
the Determinant of sample covariance matrix
value of 0.002 (<0.05), so it can be concluded
that there is multicollinearity and singularity in
the model.
Meanwhile, from the coefficient of
determination, the value of the effect of self-
ability on performance is 0.409 or 40.9% and the
value of the effect of readiness to change on
performance is 0.452 or 45.2%. This means that
readiness to change has more influence on
performance than self-ability.
A partial test is used to test the hypothesis
partially between the independent variable and
the dependent variable. Partial Test Results with
Path Analysis are as follows:
Table 4. Partial Test
F. Hypothesis Testing Results
The results of the hypothesis test on the
AMOS program are as follows:
Table 5. Model Suitability Test Table
Based on the AMOS output, the Chi-
Square value of the test results is 31.704 and the
significant value of the test results is 0.000. sig.
a value smaller than 0.05, which means that Ho
is rejected and it is concluded that there is a
difference between the sample covariance matrix
and the population covariance matrix, the model
is not sufficiently feasible to use.
 Hypothesis 1: Effect of Self-ability on
Work Motivation. Based on the results of the
partial test, the value of C.R. (Critical Ratio) of
6.724 is greater than 2.0 (C.R. > 2.0) and the p-
value of 0.000 is smaller than the significance
level (α) of 0.05 or (p <0.05), then Ho is rejected
meaning there is an influence significant
relationship between self-ability and work
motivation. The correlation coefficient value
(estimate) is 0.457 and is positive. These results
indicate that the self-ability variable has a
unidirectional (positive) and significant
(significant) relationship to the work motivation
variable. This means that the better self-ability,
then the motivation to work will be better too.
Hypothesis 2: Effect of Readiness to
Change on Work Motivation. Based on the
results of the partial test, the value of C.R.
(Critical Ratio) of 8.389 is greater than 2.0 (C.R.
> 2.0) and the p-value of 0.000 is smaller than
the significance level (α) of 0.05 or (p <0.05),
then Ho is rejected meaning there is an influence
significant difference between readiness to
change and work motivation. The correlation
coefficient value (estimate) is 0.541 and is
positive, this result indicates that the readiness to
change variable has a unidirectional (positive)
and significant (significant) relationship to the
work motivation variable. This means that the
better the readiness to change, the better the
motivation to work.
Hypothesis 3: Effect of Self-ability on
Performance. Based on the results of the partial
test, the value of C.R. (Critical Ratio) of 4.258 is
greater than 2.0 (C.R. > 2.0) and the p-value of
0.000 is smaller than the significance level (α) of
0.05 or (p <0.05), then Ho is rejected meaning
there is an influence significant relationship
between self-ability and performance. The
correlation coefficient value (estimate) is 0.470
and is positive, this result indicates that the self-
ability variable has a unidirectional (positive)
and meaningful (significant) relationship to the
performance variable. This means that the better
self-ability, the performance will be better too.
Hypothesis 4: Effect of Readiness to
Change on Performance. Based on the results of
the partial test, the value of C.R. (Critical Ratio)
of -1.598 is smaller than 2.0 (C.R. <2.0) and the
p-value of 0.110 is greater than the significance
level (α) of 0.05 or (p>0.05), then Ho is accepted
meaning not there is a significant influence
between readiness to change on performance.
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Hypothesis 5: Effect of Work Motivation
on Performance. Based on the results of the
partial test, the value of C.R. (Critical Ratio) of
3.699 is greater than 2.0 (C.R. > 2.0) and the p-
value of 0.000 is smaller than the significance
level (α) of 0.05 or (p <0.05), then Ho is rejected
meaning there is an influence significant
relationship between work motivation and
performance. The correlation coefficient value
(estimate) is 0.594 and is positive, this result
indicates that the work motivation variable has a
unidirectional (positive) and meaningful
(significant) relationship to performance
variables. This means that the better the
motivation to work, the better the performance
will be.
IV. Discussion and Research Results
A. Effect of Self-ability on Work
Motivation
From the results of the partial test of the
effect of self-ability on work motivation, it was
concluded that Ho was rejected. It is based on
the value of C.R. (Critical Ratio) of 6.724 and a
p-value of 0.000. This shows that the self-ability
of Anggrek Mas Hospital employees has a
significant influence on work motivation.
Self-ability is an individual's capacity to
perform various tasks in a job. In general,
individual capacity is influenced by the
contribution of knowledge, skills, and attitudes
embedded in a person's mind that comes from
oneself, parents, teachers, and the environment
(Robbins et al, 2008). If seen from the value of
the correlation coefficient (estimate) of 0.457
and is positive. This shows that self-ability has a
unidirectional (positive) and meaningful
(significant) relationship to work motivation.
This means that the better the self-ability of the
Anggrek Mas Hospital employees, the higher
their work motivation.
B. The Effect of Readiness to Change
on Work Motivation
From the results of the partial test of the
effect of Readiness to Change on Work
Motivation, it was concluded that Ho was
rejected. It is based on the value of C.R. (Critical
Ratio) of 8.389 and a p-value of 0.000. This
shows that the Readiness to Change of Anggrek
Mas Hospital employees has a significant
influence on Work Motivation.
Individual readiness to change is a
comprehensive attitude that is simultaneously
influenced by content (what changes, processes
(how changes are implemented), context (an
environment where changes occur), and
individuals (individual characteristics required
to change) involved in a change in the
organization (Holt et al, 2007). If seen from the
value of the correlation coefficient (estimate) of
0.541 and is positive. This indicates that
Readiness to Change has a unidirectional
(positive) and significant (significant)
relationship effect on Work Motivation. This
means that the more hospital employees
Anggrek Mas has the Readiness to Change, it
will have impact on increasing work motivation.
C. The Influence of Self Abilities on
Employee Performance
From the results of the partial test of the
effect of self-ability on performance, it was
concluded that Ho was rejected. It is based on
the value of C.R. (Critical Ratio) of 4.258 and a
p-value of 0.000. This shows that the self-ability
of Anggrek Mas Hospital employees has a
significant influence on performance.
Performance is the result of work in
quality and quantity achieved by employees in
carrying out tasks by the responsibilities given.
The strength of every organization lies in
Human Resources, so that organizational
achievement is inseparable from the
achievements of each individual involved in it,
and that final achievement is known as
performance (Judge et al, 2003). If seen from the
value of the correlation coefficient (estimated)
of 0.470 and is positive.
This shows that self-ability has a
unidirectional (positive) and meaningful
(significant) relationship to performance. This
means that the higher the self-ability of the
employees of Anggrek Mas Hospital, the more
their performance will increase..
D. Effect of Readiness to Change on
Employee Performance
From the results of the partial test of the
effect of Readiness to Change on Performance,
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the C.R. (Critical Ratio) of -1.598 means C.R. <
2.0 and p is 0.110 or means p> 0.05. It means
that Ho's conclusion is accepted. This shows that
the Readiness to Change for Anggrek Mas
Hospital employees does not affect performance.
This shows that this research is not in line
with Rizaldi's research (2019) concerning the
effect of the readiness of State Civil Apparatus
employees to change on performance, which
obtained the results of employee readiness to
change affecting employee performance.
Rizaldi's research concluded that when changes
are made, two attitudes will appear, namely
positive and negative. A positive attitude is
indicated by a readiness to change and a
negative attitude is indicated by a resistance to
change.
E. Effect of Work Motivation on
Employee Performance
From the results of the partial test of the
effect of work motivation on performance, it
was concluded that Ho was rejected. It is based
on the value of C.R. (Critical Ratio) of 3.699
and a p-value of 0.000. This shows that work
motivation in Anggrek Mas Hospital employees
has a significant influence on performance.
If seen from the value of the correlation
coefficient (estimated) of 0.594 and is positive.
This shows that work motivation has a
unidirectional (positive) and significant
(significant) relationship to performance. This
means that the higher the work motivation of the
Anggrek Mas Hospital employees, the higher
their performance will be..
F. Work Motivation as a Mediation on
Employee Performance
Based on the Path Analysis test, the
results of the calculation of the mediating
variable show that the results of Standardized
Direct Effects between self-ability on
performance are equal to 0.459 and readiness to
change on performance is equal to -0.192. And
the results of Standardized Indirect Effects self-
ability on performance through work motivation
is 0.265 while readiness to change performance
through work motivation is 0.331.
Based on the self-ability variable model
on performance, the standardized indirect effect
value is smaller than the standardized direct
effect value, it can be concluded that the work
motivation variable is not a mediating variable
between self-ability and performance.
Meanwhile, in the variable model of readiness to
change on performance, the value of the
standardized indirect effect is greater than the
value of the standardized direct effect. It can be
concluded that the variable of work motivation
is a mediating variable between readiness to
change and performance.
This shows that for Anggrek Mas Hospital
Work Motivation is a mediation between
employee readiness to change and employee
performance.
G. Research Findings
Based on the results of path analysis
testing, the results obtained in the form of a
direct (direct) influence of self-ability on
performance are greater than the results of the
indirect effect between self-ability on
performance, this means that self-ability
influences performance without requiring
employee motivation. in the hospital.
The findings of this study are that
employees at Anggrek Mas Hospital have good
self-ability in working with a team which will
affect good performance in completing their
responsibilities as employees at Anggrek Mas
Hospital without any work motivation.
Based on the results of other path analysis
tests, the results obtained are an indirect
(indirect) effect of Readiness to change on
Performance that is greater than the results of a
direct (direct) effect between Readiness to
change on Performance, this means that
Readiness to change affects Performance by
requiring Work motivation as a mediation.
The results of the research findings are
due to the employees of Anggrek Mas Hospital
who are dominated by an average age of 25
years which requires work motivation in each
individual to understand Readiness to change
which will later affect the performance of each
employee..
V. Conclusions, Implications, and
Suggestions
A. Conclusion
Based on the data obtained and from
the results of research at the Anggrek Mas
Hospital, West Jakarta Region, the following
conclusions are obtained:
1. Self-ability of employees has a significant
influence on work motivation. This shows
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that the better the self-ability of the
Anggrek Mas Hospital employees, the
higher their work motivation will be.
2. Readiness to Change of employees has a
significant influence on Work Motivation.
This shows that the more Anggrek Mas
Hospital employees have the Readiness to
Change, it will have impact on increasing
Work Motivation.
3. Self-ability of employees has a significant
influence on employee performance. This
shows that the higher the self-ability of the
Anggrek Mas Hospital employees, the more
their performance will increase.
4. Readiness to Change for employees does
not affect Employee Performance. This
shows that this research is not in line with
Rizaldi's research (2019) concerning the
effect of the readiness of State Civil
Apparatus employees to change on
performance, which obtained the results of
employee readiness to change affecting
employee performance. The condition of no
influence between Readiness to Change on
Performance at Anggrek Mas Hospital
could occur because the hospital is
relatively young, the profile of the
dominant respondent is also relatively
young, namely 25 years old, and the
respondent is dominated by a nurse, where
the nurse's mindset is not a career position
that does not need a lot of changes to
produce better performance.
5. Work motivation in employees has a
significant influence on employee
performance. This shows that work
motivation in Anggrek Mas Hospital
employees has a significant influence on
performance.
6. Work motivation is a mediation between
employee readiness to change and
employee performance. This shows that
Work Motivation is a mediation between
the readiness of Anggrek Mas Hospital
employees to change their financial
performance compared to normal
parturition.
B. Implications
Based on the results of research
conducted at Anggrek Mas Hospital, several
managerial implications can be used as input for
hospital management as the object of research,
including:
1. There is an influence of employee self-
ability on work motivation, the
management of Anggrek Mas Hospital
must strive for employees to improve their
self-ability of employees through various
pieces of training such as self-development
and the ability to communicate between
employees.
2. The influence of Employee Readiness to
Change on Work Motivation, the
management of Anggrek Mas Hospital
needs to develop programs that can build a
high commitment to the hospital so that
employees are more productive and in the
end can support increased employee
motivation at work.
3. There is an influence of employee self-
ability on employee performance, the
management of Anggrek Mas Hospital
needs to develop self-improvement
programs by involving employees in
various relevant pieces of training to
improve their competence and Knowledge
Sharing programs between employees
carried out regularly by management to
improve employee performance.
4. There is no effect of Readiness to Change
on Employee Performance, so the
management of Anggrek Mas Hospital
needs to refer to Rizaldi's research
conclusions which state that a positive
attitude in employees can be carried out by
creating readiness for change in employees
so that changes made can achieve greater
success. expected.
5. There is an influence of Work Motivation
on Employee Performance, the
management of Anggrek Mas Employees
Hospital seeks to develop programs that can
meet the needs of employees, which has a
positive impact on employee performance
at the company.
6. Work Motivation is a mediation between
employee readiness to change and
Employee Performance, so the management
of Anggrek Mas Hospital needs to develop
programs to build Work Motivation
considering that motivation is a mediation
between Readiness to Change and
employee performance..
10
Theoretical implications that can be
drawn from this research include:
1. The effect of employee self-ability on work
motivation shows that this is in line with
the research of Nurhaedah et al (2018),
which states that there is an effect of self-
ability on work motivation that can
influence improving employee
performance.
2. The effect of employee readiness to change
on work motivation shows that this is in
line with research by Junita et al (2014)
which concluded that organizational
learning and employee readiness to change
differ significantly based on educational
level. And also in line with research by
Greenberg et al (2003) found that
employees who have a high commitment to
the organization will be more stable and
more productive so that they can finally
support changes in the organization.
3. The effect of employee self-ability on
employee performance shows that it is in
line with Hendayani's research (2020),
which concluded that self-ability has a
positive and significant effect on
performance.
4. There is no effect of Readiness to Change
on Employee Performance indicating that
this is not in line with Rizaldi's research
(2019) concerning the effect of the
readiness of State Civil Apparatus
employees to change on performance,
which concludes that employee readiness to
change affects employee performance, so it
is necessary to refer to the conclusions
continued Rizaldi's research.
5. The effect of work motivation on self on
employee performance, indicating that this
is in line with research by Amalia et al
(2016), which concluded that work
motivation has a significant effect on
employee performance.
6. Work motivation is a mediation between
employee readiness to change and
employee performance, indicating that
work motivation is a mediating variable
between readiness to change and
performance.
C. Suggestions
 After reviewing the five hypotheses that
have been tested, the suggestions from
researchers include:
1. The management of Anggrek Mas Hospital
needs to build a self-improvement program
for each employee. These programs can
vary from providing opportunities for
employees to take part in various pieces of
training or holding Knowledge Sharing
programs between employees that are
conducted regularly. This program can be
initiated by management, but can also be
managed directly by Anggrek Mas Hospital
employees.
2. Readiness to Change of employees does not
have an impact on Employee Performance
at Anggrek Mas Hospital, but this study
concludes that Employee Motivation is a
mediation that influences Employee
Performance. For this reason, various
programs are needed that can build
readiness for change through various
methods and programs. These actions can
take the form of personal coaching,
counseling between superiors and
subordinates, and mediation of regular
meetings between management and
employees.
3. Management of Anggrek Mas Hospital
must build a culture that can increase work
motivation so that each employee tries hard
to achieve work performance, enjoys
challenges at work, improves himself in
completing each task, always tries to be
able to complete tasks, builds a culture of
discipline, and culture dare to ask. This is
necessary because the research results show
that work motivation has a positive impact
on employee performance. The program to
maintain and improve the performance of
employees as individuals, on a consolidated
basis will form a good performance at
Anggrek Mas Hospital.
4. For further research, it is hoped that it can
take the place of research objects in several
other hospitals so that the results of the
research will provide a stronger meaning
for the development of Anggrek Mas
Hospital and other hospitals.
5. For further research, you can use more
independent variables, such as 3 or 4
variables, and a larger number of research
11
samples, so that the results of the study will
be more meaningful for various hospitals..
VI. Thank You - Note
The researcher would like to thank: Dr.
Rina Anindita, SE., MM, and M. Reza Hilmy,
MARS, PhD, as supervisors of this research.
And Dr. Rokiah Kusumapradja, MHA as
examiner of the results of this study.
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