The Influential Effect On Job Performance At PT. Honda Perdana City of Sukabumi, West Java

Endang Naryono

No vb9sc, OSF Preprints from Center for Open Science

Abstract: This research is about the effect of incentives on work performance at PT. Honda Perdana Sukabumi during the 4th period from 2016 to 2019, sampling technique using saturated samples where all populations are sampled, namely all salesman salespeople and sales counters using primary data that is by distributing questionnaire, this study aims to determine the significant and positive influence between incentives on work performance at PT. Honda Prime Sukabumi. The method used in this research is associative descriptive by taking secondary data and primary data from the 2016-2019 vehicle sales report and the results of the questionnaire and analysis of influence using regression analysis, correlation and coefficient of determination. The results of this study show a correlation value (r) of 0.677 or 45.80%, this means that the influence of the insetive turnaround on work performance is strong enough and the nature of the relationship is positive, meaning that if the incentive value increases, the resulting work performance will increase. The value of the relationship between the Incentive variable and employee performance is indicated by the correlation value r = 0.770, which means that it is between the values 0.76 - 1.00, which means it has a very strong relationship, the nature of the positive relationship, which means that if incentives increase, employee performance will increase also. The value of the effect of the Incentive variable on employee performance is shown by the regression equation y = 1.881 + 0.503x. Which means if the incentive value goes up by 1 point, the work performance is 1,881 + 0.503 = 2.338. This means that if incentives increase, employee performance will also increase. While the magnitude of the coefficient of determination 59.29%. This value shows the magnitude of the role of incentives for employee work performance by 59.29% while the remaining 40.71% is influenced by other variables outside the incentive and the positive role character, meaning that the better the incentives, the more will improve employee work performance.

Date: 2019-07-09
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Persistent link: https://EconPapers.repec.org/RePEc:osf:osfxxx:vb9sc

DOI: 10.31219/osf.io/vb9sc

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