IMPROVE WORKER PERFORMANCE ON PT. PLN.(PERSERO) BALI DISTRIBUTION MAIN UNIT

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INTRODUCTION
PT. PLN. (Persero) Bali. Distribution Main Unit is a company that provides electricity for the public interest. This state-owned company has a vision of being recognized as a world-class company that grows, excels and is trusted by relying on human potential, so according to its vision in providing electricity, of course, competent human resources are needed in their fields, and work enthusiasm is needed with work commitment to produce good performance. The educational background and work experience of employees must also be considered when placing a job in order to be able to carry out work in a position effectively and efficiently. To overcome employee boredom and to improve the quality of employees, companies can carry out self-development such as mutations. The following is the performance data of PT. PLN  can .be. seen that there are still some targets that have not been achieved. Allegedly because there are still employees who are not competent in their fields. Employees who are still not competent in their fields are suspected because their work placements are not in accordance with their competence background. This is in accordance with the statement of Pasaribu (2019), that competence has a positive and significant effect on performance. However, it is different from Rosmaini (2019) that work competence has a positif but not.significant effect .on worker. performance. In .addition .to .competence, job placement also affects employee performance (Gunawan, 2021). According to Tohardi in Priansa (2016: 125), placement is placing worker in jobs .that are. in accordance. with their skills or knowing or in other words the process of knowing the character or requirements needed to do a job assignment. The following is the data on the work placement of employees of PT. PLN. (Persero) .Bali.Distribution .Main. Unit. in 2019 whose work placements are not in accordance with their educational background. Based .on .the. data. above, it can be seen that there are still employees whose educational background is not in accordance with their work in the company, so it takes time to learn competencies/expertise in their work, and if you want optimal work results it takes time to improve employee competencies in fields that require expertise. specifically, so that it can affect performance. This is in.accordance with.the research of Oktavina, et.al., (2018), with.the results of research that job placement has a positive (unidirectional) effect on performance, in contrast to the research of Cahyati (2017) where the results of the study of the placement variable have a negative and insignificant effect on employee performance.
In addition to job placement, to improve employee performance, there.are. other.aspects to achieve the.company's goals, .namely employee career.development Dermawan, dkk., (2022). According to Rivai (2016: 274), suggesting that career development is the process of increasing individual work abilities that are achieved in order to achieve the desired career. Carrying out a career development in an organization or company, it will increase the experience and knowledge of employees, and will not make employees work monotonously while in the company. When employees do the same and repeatedly, then. the worker.will experience boredom at work. To. prevent. this.from.happening, an worker. career. development. process. is definitely. needed. Career. development. is. a. formal approach.
taken. by. organizations. to. ensure that people in the.organization.have.the.appropriate qualifications.and.abilities. and .experience.when needed. Career development benefits for employees, namely opening opportunities for themselves to work better in their work. And the benefits of employee career development for the organization are increasing the performance of its employees and in increasing the potentials to achieve the goals of the organization. This.is.in accordance. with. the research of Mulyani, (2019), with. the results of the study that there is a positive and significant influence between career development on employee performance, as is the case with Kaseger's research (2017) and Katidjan (2017)with, with the results of career development research having no significant effect on employee performance. Nuriyah, dkk., (2022) also stated that. career development. has. a. negative.and.insignificant.effect on worker performance. Based on observations from 25 respondents and according to the data above, the problem I found related to career development in this company is that there are still employees who have not experienced career development (transfers/promotions) while working at the company. What makes the employee experience boredom and does not experience an increase in knowledge and skills in the division or other branch offices. This can happen because the number of pensions and transfers out of Bali is more than the number of employees who have just been accepted and placed in Bali.
Based on the background of the problems that have been described above and there are still differences in the results of the research, the researchers are interested in conducting research at PT. PLN (Persero) Bali Distribution Main Unit located at Jalan Letda Tantular No. 1, East Denpasar. The latest research that can be provided is the integration of research models that are specifically carried out on state-owned companies.

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LITERATURE REVIEW Afandi (2018: 83), states that performance. is the .result of. work that .can. be. achieved by .a person or group. of people in. a.company.in.accordance.with their respective.authorities.and.responsibilities in.an.effort.to.achieve.organizational goals.illegally, not.violating.the law and not.contrary.to.morals and. ethics. Afandi (2016: 70) say that performance criteria are the dimensions of evaluating the performance of a person in office, a team, and a work unit. Taken together, these dimensions are the performance expectations that individuals and teams seek to meet in order to achieve organizational strategy. There are 3 basic types of performance criteria, namely, criteria based on traits, criteria based on behavior, criteria based on results. According to Afandi (2016: 70) the criteria used to assess employee performance are quantity of work and quality of work. Mangkunegara (2016: 67) states that the factors that affect performance include ability factors and motivation factors. To measure the performance of employees individually, there are six indicators proposed by Robbins in Bandari (2016: 21) Hasibuan (2016: 32) states that employee job placement is a follow-up to the selection, placing prospective employees who are accepted in the positions/jobs they need and at the same time delegating authority to the prospective employees. According to Priansa (2016:129) the factors that influence the placement of employees in the organization, namely: 1. Academic Achievement Factor, 2. Experience Factor, 3. Physical and Mental Health Factors, 4. Marital Status Factor, 5. Age Factor. According to Priansa (2016:126) work placement can be done in several types of placements. Job placement consists of two ways, namely: 1. New employees from outside the organization, and 2. Assignment at the new place of the old employee is called inplacement. In this flow, there are three important contexts of placement, namely promotion, transfer, and demotion. There are several This research model is an abstraction of the phenomena being studied. Tested by proposing a hypothesis which. is a temporary. answer to the. research problem. formulation, where the. problem formulation. is stated in the. form of a statement. sentence. It is said to. be temporary, because. the answers. given are.only based. on. relevant theories, not based. on empirical. facts obtained. through data.collection.or.questionnaires.
Based.on the background, problem formulation, and research objectives, the research hypothesis is formulated as.follows: H1 : Competence has a positive and.significant effect on worker performance at PT. PLN. In this study, the. independent. variables. are competence, job placement and career development. While. the. dependent. variable is employee performance. According to Sugiyono (2019), there are 2 types of data, namely qualitative and quantitative data. Qualitative data in this study is in the form of information such as a general description of the company and the name and object of research in this study. Quantitative data in this study are the results of questionnaires that have been answered by worker at PT. PLN. (Persero). Bali. Distribution Main. Unit.
According to Sugiyono (2019), data sources are divided into 2, namely: 1. Primary Data, the primary data sources in this study were obtained directly from the company through interviews with several employees and employee research questionnaires at PT. The population in this study were all permanent employees at the Main Office of PT PLN (Persero) Bali Distribution Main Unit, namely 154 employees. Researchers used probability. sampling technique. Sugiyono (2019: 82) say, probability. sampling. is a. sampling. technique. that provides equal. opportunities for. each. element. (member). of the. population. to. be selected. as a. sample member. Researchers used simple random sampling. The population is homogeneous, so the sample is taken from the population so that the research results can be generalized. Sample calculation using the Slovin formula with a probability level of 10%. So the number of employees used as the research sample is 61 people. The writer uses observation, interview and questionnaire data collection techniques (questionnaire).
The data analysis method used in this research is descriptive and quantitative analysis. The author uses a closed questionnaire or the answers have been determined in advance and respondents are not given alternative answers. Validity. test. is used to. measure the validity. of a questionnaire. Reliability test is a tool to measure a questionnaire which is an indicator of a variable or construct. The. classical. assumption. test is. carried. out. to. test. the. quality. of the. data so. that the. validity of the. data is known. and. avoids. estimation. bias. Consisting of normality test, multicollinearity test, heteroscedasticity test, multiple linear regression analysis, correlation test, coefficient of determination. Hypothesis. testing. in this. study. uses. partial. testing. (t test) . and in testing. this hypothesis. the researcher. determines. by using. a significant. test, with the. determination. of the hypothesis. (Ho) . and the. alternative. hypothesis. (Ha).  '. answers. to .questions are. consistent. or. stable. over. time. Sugiyono (2019:122) states that reliable research is when there are similarities in data at different times.

Tabel 4. Recapitulation of Reliability Test Results
Based on The method. to. determine. the. existence. of. multicollinearity. in. the. regression. model is. seen from the tolerance. value. and. variance. inflation. factor (VIF). In. the table. below, the. calculation results for the. tolerance value. and VIF are. less than 10. and the. tolerance value. is more than 0.1 using. the SPSS. program.
Tabel 6 Table 6 shows that the tolerance value for the Competency variable (X1) is 0.298> 0.1 and the Variance Inflation Factor (VIF) is 3.352 <10, then the tolerance value for the work placement variable (X2) is 0.387> 0.1 and the Variance Inflation Factor ( VIF) is 2.587<10, then the tolerance value for career development variable (X3) is 0.309>0.1 and Variance Inflation Factor (VIF) is 3.232<10, so all independent. variables. have. a. tolerance. value. of more than 0.1 or. Variance. Inflation. Factor (VIF) .is less than 10, it is concluded. that there. is no multicollinearity. between the. independent variables. in. the. regression. model.

3) Heteroscedasticity Test
Heteroscedasticity test was carried out to find out whether in the regression model there was an inequality of variance from the residuals of one observation to another observation. From the data processing performed with SPSS, the results can be seen in Table  4.5 below.

5) Correlation.Coefficient.Value
Correlation. analysis is used to analyze whether or not there is a relationship between the independent variable and the dependent variable Tabel 9 Based on table 9, the correlation coefficient of 0.871 is between 0.80-1,000. This means that the level of relationship is very strong between competencies, job. placement. variables, and. career development. on. employee. performance.

The Influence of Competence (X1) on Employee Performance (Y)
Based. on. the. value. of Sig t-count = 0.034 < = 5% (0.05) therefore. H0 is. rejected. and. H1. is. accepted, meaning. that. it shows. that the competency. variable (X1) has. a positive and significant effect on the performance variable (Y) at PT. PLN (Persero) Bali. Distribution. Main. Unit. This means that. the. better. the competencies possessed by employees, the employee's performance will increase.

Effect of Work Placement (X2) on Employee Performance (Y)
Based on the value of Sig t-count = 0.003 < = 5% (0.05) therefore H0 is rejected and H1 is accepted, meaning that it shows that the work placement variable (X2) has a positive and significant effect on the performance variable (Y) at PT PLN (Persero) Bali Distribution