compensation effect on employee satisfaction … · satisfaction on bpr district soreang bandung...

e-Proceeding of the Social Sciences Research (ICSSR 2016)

e-Proceeding of the Social Sciences Research ICSSR 2016 (e-ISBN 978-967-0792-09-5).

18 - 19 July 2016, Kuala Lumpur, MALAYSIA. Organized by http://worldconferences.net/home

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COMPENSATION EFFECT ON EMPLOYEE SATISFACTION ON BPR DISTRICT SOREANG BANDUNG OPERATIONAL HEADQUARTERS

Yelli Eka Sumadhinata, S.E., M.M., Hylma Desiani Pratiwi

Faculty Of Business and Management, Widyatama University [email protected]

ABSTRACT Human resources have a very important efforts for the activities of the company, so that the job satisfaction of employees must be well maintained. Job satisfaction according to A.A. Anwar Pranu Mangkunagara (2004: 117) argues: "Job satisfaction is a feeling associated with work and with her condition. Feeling associated with his work, involving aspects such as wages, salaries earned, career development opportunities, relationships with other employees, job placement, type of work, organizational structure, the quality of supervision. While dealing with her feelings were age, health condition, abilities and edu cation ". One of the factors that affect job satisfaction of employees are compensated. Compensation under Mukaram and Mawarsyah (2000: 127) states: "Compensation is an award / reward-directly or indirectly, a financial or non-financial-fair and reasonable to the employees, in return for their contribution to the achievement of organizational goals". The method used in this research is descriptive method that is a requirement of research that are connecting two or more variables, and some issues regarding the independent variables, without making comparisons and connect (Sugiyono 2001: 37). This study aimed to determine the effect of compensation and job satisfaction in BPR District Soreang Bandung Operational Headquarters. From the research data showed that compensation in Bandung regency BPR Operational Headquarters Soreang rated good by the employees, and of the multiple regression test showed that the positive effect of compensation amounting to 63.1% and significant views from the t test values that t> t table is 4.355> 1.688, which means Compensation positive and significant effect on job satisfaction. The amount of the compensation effect on job satisfaction and the remaining 34.5% is influenced by other variables. Keywords: compensation and job satisfaction --------------------------------------------------------------------------------------------------------------------------------------

mailto:[email protected]




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1. Introduction Human resources plays a very important in running the company's activities, potential of human resources in the company should be able to be utilized as well as possible so as to provide optimal output. But the job satisfaction of employees must be well maintained. One way that can be done by companies to improve employee job satisfaction is by way of compensation either. Provision of compensation to employees is the company's obligation for performance and employee contributions to the company. BPR Bandung Regency is a Local Company bebadan Rural Bank Limited Liability Company business (PT.) BPR is a bank conducting business in a conventional or based on sharia principles in their actions do not provide services in payment traffic. BPR business activities geared to serve small businesses and communities in rural areas. According to interviews with several employees of BPR employee satisfaction Bandung Regency Bandung Regency BPR today there are satisfied and some are dissatisfied. The problem that occurs is the decline in job satisfaction it is based on interviews with employees and teller cash part that their dissatisfaction with -tunjangan benefits provided by the company, employees also feel the compensation received does not match the performance that has been provided on the company. Based on the description above, we are interested in studying: "Compensation Effect on Employee Satisfaction on BPR District Soreang Bandung Operational Headquarters". 2. Compensation Compensation is the entire remuneration received by employees for the work of the employee in the organization. Compensation can be either physical or non-physical and must be calculated and provided to employees in accordance with the sacrifices that have been given to the organization / company where he works. (Http://www.organisasi.org/1970/01). According to Malay S.P Hasibuan (2002) all income compensation system is a form of money, goods directly or indirectly received by employees as a reward or services rendered to the company. Or other definitions regarding compensation according Sastrohadiwiryo (2003: 181), namely: "Compensation is a service fee or remuneration provided by the company to workers, since labor has memberikkan contribution of labor and thoughts for the betterment of the company to achieve the goals that have been set ". Based on the above definition can be concluded that that compensation is very important to encourage an employee to have the motivation to work, so as to support the achievement of corporate objectives more effectively and efficiently. Besides the compensation system is very important in maintaining the organization's human resources (employees). Forms of Compensation Classification of compensation is divided into two forms of financial compensation and non-financial compensation, following the classification of compensation According Simamora (2006: 44) compensation can be divided in the forms:

a. The financial compensation that is compensated directly (direct compensation). Direct Compensation consists of a fee (pay) obtained by a person in the form of salaries, wages, bonuses, and commissions.

b. Compensation indirectly (indirect financial compensation). Indirect financial compensation which is also called allowances covering all the financial rewards are not covered in direct compensation.

http://www.organisasi.org/1970/01




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Objectives Compensation The following will set goals concerning compensation, according Hasibuan (2003: 121-122), as follows: 1. Institute of Cooperation

By awarding compensation then guarantee formal cooperation ties between the employer

and the employee, where the employee must perform the tasks well while employers /

employer is obliged to pay compensation in accordance with the treaty agreed.

2. Job satisfaction Remuneration of employees will be able to meet the needs of the physical, social status

and selfish that he gained satisfaction from his work.

3. Effective Procurement If the compensation program is set large enough, then the procurement of qualified

employees for the company will be easier.

4. Motivation If the remuneration given large enough, the manager will be easy to motivate subordinates.

5. Stability Employees With the compensation program on the principle of fair and reasonable and competitive

external consistency, the stability is more assured because the employee turnover is

relatively small.

6. Discipline With the provision of remuneration which is big enough then discipline employees better, they will realize as well as compliance with applicable regulations.

7. Effect of Trade Unions With a good compensation program trade union influence can be avoided and employees

will concentrate on his work.

8. Effect of Government If the compensation program in accordance with the labor legislation in force (such as the

minimum wage limit), the government intervention can be avoided.

Factors affecting the amount of compensation

Here are the factors that influence the amount of compensation according to Hasibuan (2005:

127-129), including:

a. Supply and demand of labor If jobseekers (supply) more than jobs (demand) compensation is relatively small.

Conversely, if fewer job seekers than jobs, then the compensation is relatively larger.

b. The ability and willingness of the company If the ability and willingness to pay, the better the level of compensation will be even

greater. But otherwise, if the company's ability and willingness to pay less, then the level

of compensation is relatively small.

c. Labor / employee organizations If the union is strong and influential then the level of compensation increases. Conversely,

if the union is not strong and less influential, the level of compensation is relatively small.




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d. Productivity of employees If the employee's productivity and enhanced, then the compensation will be even greater.

Conversely, if the poor work productivity as well as less then a small compensation.

e. The government by law and trust Government by laws and Presidential Decree establishes the limit of wage / minimum

remuneration. This regulation is very important so that employers are not arbitrarily set

the amount of remuneration for employees. The government is obliged to protect people

from arbitrary action.

f. Cost of living / cost of living If the high cost of living in that area, the level of compensation / salary increases.

Conversely, if the cost of living in that area is low, the level of compensation / salary is

relatively small.

g. Employee positions Employees who occupy higher positions will get a salary / compensation is greater.

Conversely, employees who occupy lower positions will earn a salary / compensation is

lower. It was reasonable for someone to get the authority and responsibility of a great

salary / compensation is greater.

h. Education and experience of employees If the higher education and work experience longer, then the salary / reply services will be

even greater, because the skills and better skills. Conversely, employees with low

education and work experience that is less then the rate of salary / compensation is small.

i. The type and nature of work If the type and nature of work hard and have the risk (financial, safety) is large, then the

level of wages / reply services the greater because it requires skill and precision to do it.

But if the type and nature of the job is easy and risk (financial, accident) is small, the level

of wages / reply services is relatively low.

3. Employee Satisfaction

In general, job satisfaction is where one expects that what is in line with expectations

wanted it to be achieved. Definition of job satisfaction according to AA.Anwar King

Mangkunegara (2004: 117), namely: "Job satisfaction is a feeling menyongkong or not

menyongkong of employees associated with work and with her condition. Feeling associated

with work involving aspects such as wage or salary received, career award opportunities,

relationships with other employees, job placement, type of work, organizational structure,

the quality of supervision. While peradaan that they relate to, among others, age, health

condition, abilities and education. Definition of job satisfaction according to A.A. Anwar

Mangkunagara (2007: 154): "Job satisfaction is the emotional attitude of fun and loves her

job. This attitude is reflected by the morale, discipline, and work performance ". Based on

the above definition can be concluded that a person with a high level of satisfaction,

showing a positive attitude towards work, and vice versa if someone satisfaction levels lower

then showed negative attitudes toward work.




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Factors that influence job satisfaction The factors of job satisfaction according to Mohammad As'ad (2001: 115-116), namely:

1. Factors psychology Psychological factors are factors related to mental health employees, which include interest,

tranquility in the work, attitudes toward work, talent and skill.

2. Social Factors The social factor is a factor related to social interaction between fellow employees and their

superiors, and employees of different types of work.

3. Physical factors

Physical factors are factors associated with physical environment condiciton work and

physical condition employees, including the type of work, working time arrangements and

rest periods, work equipment, state of the room, temperature, lighting, ventilation,

employee health condition, age and so on.

4. The financial factor Financial factors are factors relating to the welfare of employees and guarantee covering the

system and the amount of salary, social security, various allowances, facilities provided,

promotions, and so forth.

Indicators Job Satisfaction According Harianja (2002: 291) classifies the indicators that affect job satisfaction in relation to some aspects, namely:

1. Salaries Salary is the amount of payments received by a person as a result of the implementation of the work is in accordance with the needs and perceived as fair.

2. The work itself That is the work done by someone does have a satisfying element.

3. Co-workers Namely the friends to whom a person will have to interact in the execution of work. A

person can feel his coworkers very pleasant or unpleasant.

4. Bosses That is someone who constantly give orders or instructions in the execution of the work.

Ways that superiors can not be fun for someone or fun, and this can affect job satisfaction.

5. Promotion The probability of a person can develop through a promotion. A person can feel a great

possibility to be promoted or not. Promotion process less open or open. It also can affect a

person's level of job satisfaction.

6. Work environment Namely physical and psychological environment.

4. Theoretical Framework Compensation awarded with the aim of providing motivation to work to improve the performance, efficiency and effectiveness of production. Therefore, if given the right compensation, employees will be more satisfied and motivated to achieve organizational goals.




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Job satisfaction is a way to increase employee motivation to work in carrying out the work of each individual employee.

Job satisfaction is a very important thing that needs to be owned by each individual employee in the company, because with owned by job satisfaction of an employee at work will further spur employees to be able to increase their participation in each activity to achieve company goals. Based on the description above, the writer makes a conclusion about the frame of mind in the form of a chart as follows.

According Sugiyono (2004: 70) hypothesis is a temporary answer to the formulation of research problems, formulation of research problems which have been expressed in the form of a question sentence. Is said to be temporary because new answers given are based on relevant theory, not based on empirical facts obtained through data collection. Based on the framework above, the authors draw while the following hypothesis: - H0: rs≤0, means that compensation does not affect the Employee Satisfaction - H1: rs> 0, meaning effect with job satisfaction Compensation Employees 5. Methodology Research methods The method used in this research is descriptive analysis method. Understanding Research Descriptive According Sugiyono (2001: 37): "Descriptive is a persyaratam research that is linking two or more variables. And some issues regarding the independent variables ie, without making comparisons and connect ". Population Understanding the population according to Mohammad Nazir (2003: 271), states that: "The population is a collection of individuals with qualities and characteristics which have been established". In this study were used as the population is all employees BPR Operations Center Soreang Bandung Regency as many as 38. Because of the number of employees in BPR Bandung District 38 persons, all employees be made respondents. Operational Variables Operational variables are used to determine the scale of measurement of each variable so testing the hypothesis by using statistical tools can be carried out correctly. The variable is a logical grouping of two or more attributes that have nilai.terdapat two types of variables in this study, namely:

1. The independent variable (X) Independent variables are variables that can be influenced by other variables that are not

free. Variables in the study is Compensation.

2. The dependent variable (Y) The dependent variable is the variable that can be influenced by other variables. The

variable is the purpose of this research is job satisfaction.

Compensation

(x)

Job Satisfaction

(y)




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Data analysis method The data obtained were processed using two kinds of methods of data analysis, namely:

1. Quantitative analysis Quantitative analysis is analyzing data using statistical formulas rumurs, ie testing the

validity, realibitas, regression, coefficient of determination, and hypothesis testing.

2. Qualitative analysis Qualitative analysis is data about the object of research is qualitative data were analyzed

based on the comparison between theory and literature with questions that writers get for

research conducted at the company.

In five answers each question is provided berebeda based Likert scale measurement,

Sugiyono (2008: 86). The criteria for assessment of respondents' answers are as follows:

Table 5.1 The calculation of the value scale or the Answer To The statements

Likert scale

Information Answer Scale Value

Strongly Agree SS 5

Agree S 4

Quite Agree CS 3

Disagree TS 2

Strongly Disagree STS 1

source : Sugiyono (2008:86) Furthermore, sought an average of each respondent. To facilitate the assessment of the average interval is then used to determine the length of the class interval, then the formula used by Sugiyono (2008: 87) as follows: P = Length Interval Grade Range = Highest Data - Data Lowest Grade Interval = 5 The interval of the assessment criteria are as follows:

Span Grade interval

𝑃 =(5 − 1)

5= 0,8




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Table 5.2 Interpretation average value for Compensation (Variable X)

Interval Class Assessment Criteria

1,00 – 1,79 Very Bad

1,80 – 2,59 Bad

2,60 – 3,39 Good Enough

3,40 – 4,19 Good

4,20 – 5,00 Very Good

Source Sugiyono (2008 : 87) Table 5.3 Interpretation average value for Compensation (Variable Y)

Interval Class Assessment Criteria

1,00 – 1,79 Very Bad

1,80 – 2,59 Bad

2,60 – 3,39 Good Enough

3,40 – 4,19 Good

4,20 – 5,00 Very Good

Source Sugiyono (2008 : 87)

Statistic test Validity and reliability In the study are primary data, so the need to test the validity and realibility. Test the validity of this research using correlation analysis, whereas realibility test uses reliability analysis using SPSS 20.0. validity and reliability provide an assurance that the data collected really describe the phenomenon to be measured. Testing the validity according Simamora (2002: 172), namely: "Validity is a measure that indicates the level of validity and authenticity of an instrument, an instrument is considered valid if it is able to measure what you want measured, in other words able to obtain precise data on the variables studied". Definition of reliability according Simamora (2004: 177), namely: "The level of reliability questionnaire. Questionnaire that reliable is a questionnaire that can be tested repeatedly to the same group will produce data that same. Cronbach’s alpha reliability test use, if the value of α above the new 0.6 is said to be realiable ". Regression analysis Regression analysis was used to determine the influence of compensation (variable X) and job satisfaction (Y). Regression analysis formula is as follows: Y = Job satisfaction (the dependent variable) a = intercept (the value of Y, where X = 0) b = Figures direction or regression coefficient X = Compensation (independent variable)

Y= a + bX




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Coefficient of Determination Tests were conducted to determine the magnitude of the small percentage of variable compensation of employees (X) affects employee satisfaction variable (Y) used the coefficient of determination, using the formula:

Where : Kd = Coefficient of determination rs = correlation coefficient 6. Finding and Discussion Based on the results of research about the influence of compensation on employee job satisfaction obtained the following data: Profile of Respondents This research was conducted by distributing questionnaires to 38 employees BPR Bandung District Operational Headquarters Soreang. To get a picture of the employee who becomes the object of research, the following respondents were grouped by gender, age, and education is as follows:

Figure 6.1 Graph Data Respondents by Gender

Based on Figure 6.1 above, it can be seen that the respondents consisted of 21 men with a

percentage of 55%, and 17 women with a percentage of 45%.

Figure 6.2 Graph Data Respondents by Age

Based on the picture 6.2 above, it is known that the respondent was dominated by respondents aged 31-40 years as many as 29 people, respondents aged> 40 years as many as 12 people and respondents aged 20-30 years as many as 11 people.

55% 45%

29%

39%

32%

Kd = (rs)2 x 100%




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Figure 6.3 Graph Data Respondents by Education

Based on the picture 6.3 above, it can be seen that the respondents educational background to graduate bachelor 39%, 14% graduate diploma and graduate senior high school 47%. Results Analysis of validity and reliability Validity test Measurement of the validity and reliability of the research is done by using SPSS 20.0. Results of testing for the validity of the variables x and y can be seen in the following table.

Table 6.1 Validity Test Data Variable Compensation (X)

Statement r-results r-table Information

X1 0,589 0,2709 Valid

X2 0,568 0,2709 Valid

X3 0,617 0,2709 Valid

X4 0,568 0,2709 Valid

X5 0,478 0,2709 Valid

X6 0,578 0,2709 Valid

X7 0,653 0,2709 Valid

X8 0,570 0,2709 Valid

X9 0,332 0,2709 Valid

X10 0,491 0,2709 Valid

X11 0,683 0,2709 Valid

X12 0,572 0,2709 Valid

X13 0,355 0,2709 Valid

X14 0,714 0,2709 Valid

X15 0,602 0,2709 Valid

Source : data processing (SPSS 20.0)

47%

14%

39%




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Table 6.2 Variable Data Validity Test Job Satisfaction (Y)

Statement r-results r-table Information

Y1 0,727 0,2709 Valid

Y2 0,622 0,2709 Valid

Y3 0,526 0,2709 Valid

Y4 0,585 0,2709 Valid

Y5 0,480 0,2709 Valid

Y6 0,691 0,2709 Valid

Y7 0,811 0,2709 Valid

Y8 0,442 0,2709 Valid

Y9 0,652 0,2709 Valid

Y10 0,842 0,2709 Valid

Y11 0,765 0,2709 Valid

Y12 0,430 0,2709 Valid

Source : data processing (SPSS 20.0) Based on the validity of the test results indicate that the correlation of each item statement about compensation and job satisfaction with a total score that is greater than 0.2709 so it can be concluded that the statement item is valid and can be used in the analysis and further. Reliability test Reliability testing using SPSS, the same processing step by testing the validity, since both appear simultaneously output. Reliability of a variable do well if they have Cronbach's Alpha values> 0.60 (Simamora 2004: 177).

Table 6.3 Criteria Test Reliability variable X (Compensation) Reliability Statistics

Cronbach's Alpha N of Items

,886 15


Based on calculations that have been done, it can be seen that the results of calculations for reliability test of variable X can be said realiable, because Croanbach's Alpha value exceeds the standard value that is a good value with a value of 0.886.

Table 6.4 Criteria Test Reliability Variable Y (Job Satisfaction) Reliability Statistics

Cronbach's Alpha N of Items

,904 12





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Based on calculations that have been done, it can be seen that the results of calculations for reliability test variable Y can be said realiable, because Croanbach's Alpha value exceeds the standard value that is a good value with a value of 0.904. Analysis of Respondents Against Compensation To determine the compensation in Bandung regency BPR Operational Headquarters, it can be seen from the responses of respondents to compensation, as follows:

Table 6.5 The average value of the compensation Responder

No Statement SS S CS TS STS Total Average Information

Compensation

1 Salary or wages received are timely.

6 21 10 1 0 146 3,84 Good

2 I was given a salary from the company in accordance with the contributions that have been given to the company.

5 24 8 1 0 147 3,87 Good

3 My company provides uniforms

0 21 13 4 0 131 3,45 Good

4 I was given the money eaten by the company.

5 24 8 1 0 147 3,87 Good

5 My company provides a haven.

0 22 12 4 0 132 3,47 Good

Insentive

1 The company gives me the incentive when I ride performance

4 27 7 0 0 149 3,92 Good

Allowance

1 I feel that the benefits provided in accordance with the role / my position in the company

10

19 9 0 0 153 4,03 Good

2 I was given a health and life insurance company

10

22 6 0 0 156 4,11 Good

3 Companies to provide severance pay to employees who retire.

7 18 9 4 0 142 3,74 good




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4 The Company provides retirement benefits to our employees.

9 16 13 0 0 143 3,89 Good

5 The company delivers vacation borne by the company.

0 18 9 11 0 121 3,18 Good

Enough

Facility

1 I was given a car by the company's facilities.

0 22

12 4 0 132 3,47 Good

2 I was given a pick-up facility by the company

0 25

8 5 0 134 3,53 Good

3 My company provides special parking facilities.

0 20

15 3 0 131 3,45 Good

4 The company provides a health club membership facility

0 24

11 3 0 135 3,55 Good

Total 56

323

150 50 0 579 3,69 Good

Percentage 9,7

55,8

25,9 8,6 0 100%

From table 6.5 above, it can be explained that the statement of respondents to compensation in doing BPR Bandung District Operational Headquarters Soreang seen from the average value of 3.72 which is in the interval from 3.40 to 4.19 is said to be good. Elements of compensation has the average value of a maximum of 4.32 are awarded salaries on time by the company. While those with the lowest average value of which 3.45 is the provision of uniforms and granting special parking facilities, the next lowest average of 3.18 is the provision of holiday paid by the company, thus the company should improve and maintain compensation by employees so that employees have a high job satisfaction.




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Table 6.6 The average value Responder on job satisfaction

No Statement SS S CS TS STS Total Average Informa

tion

Compensation

1 Salary I received competes

with companies engaged in

the same field

7 21 10 0 0 149 3,92 Good

2 I was given a salary from the

company in accordance with

the contributions that have

been given.

4 19 14 1 0 140 3,68 Good

Work It Self

1 I like my job 2 26 10 0 0 144 3,79 Good

2 I was pleased with the

responsibility on my work 7 21 10 0 0 149 3,92 Good

Fellow Worker

3 I can work well with co-

workers 5 25 5 3 0 146 3,84 Good

4 Co-workers mutual support 5 20 13 0 0 144 3,79 Good

Boss

1 Bosses always provide support 8 19 11 0 0 149 3,92 Good

2 Bosses have the ability to

motivate employees 4 26 5 3 0 145 3,82 Good

3 Bosses can interact with

employees

7 18 13 0 0 146 3,84 Good

Promotion

1 I have the same opportunities

as other employees for career

advancement or to be

promoted

8 20 10 0 0 150 3,95 Good




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Work Environment

1 My work environment

comfortable workplace 8 21 9 0 0 151 3,97 Good

2 Work environment supports

me in doing the job 8 21 9 0 0 151 3,97 Good

Total 71 262

11

6 7 0 456 3,86

Good

Percentage 15,

6

57,

46

25,

4 1,54 0 100%

From table 6.6 above, it can be explained that the respondents' statements on job satisfaction in doing BPR Bandung District Operational Headquarters Soreang seen from the average value of 3.86. The element of job satisfaction that has the average value of 3.97 is the highest comfortable working environment and a supportive working environment. While those with the lowest average value of 3,82 is the boss in motivating employees, the next lowest average of 3.79 on co-workers who support each other, thus the company should improve and maintain the compensation received by employees in order employee morale and job satisfaction is high. Regression Testing Calculation of a regression analysis to determine how much compensation effect on job satisfaction. Regression calculations obtained from perogram SPSS 20.0, on the table 4:40.

Tabel 6.7 Regression Test

Coefficientsa

Model Unstandardized Coefficients

Standardized Coefficients

B Std. Error

Beta

1 (Constant) 1,540 ,539

kompensasi ,631 ,145 ,587

a. Dependent Variable: Employee Satisfacation

Source Processing data Based on table 6.7 above obtained regression equation as follows: Y = 1.540 + 0.631 X It showed a large increase in compensation depending on the 1.540 + 0.631 X This means that any changes to 1 times the compensation the job satisfaction increased to 1.540 + 0.631. Hypothesis testing




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The final step in this research, the authors test the hypothesis in which to prove whether a significant influence or not. By using the following criteria: - H0: rs≤0, means that compensation does not affect the Employee Satisfaction - H1: rs> 0, meaning effect with job satisfaction Compensation Employees Test criteria: - If t> table, then H0 and H1 accepted, meaning there is influence between the variables X and Y. - If t ≤tabel, then H0 and H1 accepted, meaning there is no influence between the variables X and Y.

Tabel 6.8 Hypothesis Test

Coefficientsa Model Unstandardized

Coefficients Standardized Coefficients

T Sig. Fraction Missing Info.

Relative Increase Variance

Relative Efficiency

B Std. Error

Beta

1 (Constant) 1,540 ,539 2,857 ,007

kompensasi ,631 ,145 ,587 4,355 ,000




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Dependent Variable: Employee Satisfaction

Source Processing data

See Table 6.8 shows that the rs of 0.631> 0, it can be concluded that the compensation positive effect on job satisfaction. The results of calculations using SPSS in Table 6.8 in a can t count is 4.355. While t table with df = 36, test one direction and the significant level of 0.05. Obtained t table of 1.688. Then t> t table it can be concluded that compensation significantly influence job satisfaction. coefficient of Determination Calculation of the coefficient of determination to determine how much influence the compensation on employee job satisfaction. Calculation of the coefficient of determination can be calculated as follows:

Tabel 6.9 Determination Coefficient

Model Summary Model R R Square Adjusted R

Square Std. Error of the Estimate

1 ,587a ,345 ,327 ,38798

a. Predictors: (Constant), kompensasi Source: processing data From the calculation of the coefficient of determination, can be explained nahwa compensation can be explained by 34.5%, while the remaining diperngaruhi by other factors which armpits investigated by 65.5%. 7. Conclusion And Future Recommendation

Conclusion From the results of this study concluded: 1. Employees BPR Bandung District Soreang Operational Headquarters of the results of the study were satisfied mainly the salary issue but still feel less about alimony. 2. The response of the statement of employee job satisfaction BPR Bandung District Soreang Operational Headquarters is satisfied overall, while the highest level of job satisfaction is on the dimensions of the work environment, while the lowest satisfaction levels is the dimension of co-workers. Based on the results of simple regression test using significance as a measure of acceptance and rejection of the hypothesis then obtained as follows: Compensation positive and significant impact on job satisfaction seen from the results of the t test, t> t table is 4.355> 1.688 and the compensation effect by 34, 5%, while the remaining diperngaruhi by other factors which armpits investigated by 65.5%.




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Future Recommendation Based on test results and conclusions as described above, as for the advice that can be given is: 1. The result showed the smallest values regarding granting vacation on the responsibility of the company. BPR should Regency Bandung Operational Headquarters Soreang increase compensation by providing a means of vacation to employees in order to improve employee job satisfaction. 2. The results were obtained data on co-workers who are less supportive. BPR should Regency Bandung Soreang Operational Headquarters provides training that is team work to employees in order to improve cooperation among employees, creating closeness between colleagues to be mutually supportive. References

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http://download.portalgaruda.org/article.php?article=106617&val=1355

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