THE ROLE OF COMPETENCE, MOTIVATION AND COMPENSATION IN AFFECTING THE EMPLOYEE PERFORMANCE AT PT. ZTE INDONESIA

The decline in employee performance which resulted in work outcomes were less than optimal, that was the moment when a phenomenon occurred. This research aims to assess the impact of competence, motivation and work compensation on employee performance at PT. ZTE Indonesia. The data analysis used multiple linear regression analysis. This type of research was included in quantitative. The sample subjects in this research were 86 employees of PT. ZTE Indonesia. The multiple linear regression analysis result shows if both partially and simultaneously competence, motivation and compensation had significant influence on the employee performance at PT. ZTE Indonesia.

Based on the performance reports from PT. ZTE Indonesia at the MNC project division during 2018-2019 did not achieve the predetermined target. This could be measured from the percentage of target achievement which only hit 34% in 2018 and 53% in 2019.

Table 1. Achievement of the Employee Performance Targets at PT. ZTE Indonesia at MNC Project
Source: ZTE's MNC project daily progress report data (2020) Through this phenomenon, PT. ZTE Indonesia should immediately conduct further assessment of the targets achievement which has not been filled yet. To investigate more further, the authors conducted a pre-survey of 30 employees to look for variables which had an impact on it. Based on these pre-survey results which the author conducted, it was found that compensation, work motivation and competence were thought to be the biggest factors in achieving performance at PT ZTE Indonesia. Therefore, the authors decided that they wanted to learn and organize research related to this issue with the title of "The Role of Competence, Motivation and Compensation in affecting the Employee Performance at PT. ZTE Indonesia".

LITERATURE REVIEW Employee Performance
Performance is the result of work that has strong correlations with the organization's strategic goals, customer satisfaction and contributes (Armstrong & Baron in Wibowo, 2016: 7). Furthermore, Sedarmayanti (2011: 54) in Alfiyah & Riyanto (2019) revealed that the increase in employee performance could be seen from the increased achievement of organizational which succeed achieve the expected goals. To assess or achieve the expected performance, there are dimensions which set to become a benchmark, such as quality, quantity, timeliness and cooperation with others colleagues while still working. (Miner in Sudarmanto, 2015).

Competence
According to Dessler (2016: 70) competence is a characteristic of a person that can be described, such as knowledge, skills and behaviors which earned performance and achievement. Furthermore, McClelland in Sedarmayanti (2017: 150) argue that competence is a fundamental characteristic that a person has which directly related or affects excellent performance. To fulfill the competence factor, an employee should meet the elements of knowledge, expertise and attitude. (Edison et al., 2016: 145).

Motivation
Motivation is formed by the attitude of employees in dealing with work situations in the company. Motivation is a characteristic of human psychology that contributes to a person's level of commitment (Stoner, 2010: 18). Basically, The motivation is a mental condition which encourages someone to take action and provides the strength that leads them to achieve their needs (Gibson, 2009: 62). Based on the theory which was found by Maslow, to achieve maximum motivation in employees, basic needs are essential to reach it, such as physiological

Compensation
Compensation is an important part of human resource management. According to Kasmir (2016: 233), compensation is the remuneration provided by the company to its employees, both financial and non-financial. Panggabean in Sutrisno (2017: 181) defines compensation as a system of reward given to employees as remuneration for their contribution to the organization. Meanwhile, Sedarmayanti (2017: 263) stated if the compensation is anything that is received by employees as remuneration for their work. Mondy (2008) explained that there are two types of compensation that companies need to consider to enhance the employee performance, such as direct compensation and indirect compensation.

Previous Research
Suhartini's (2013) research found that the indicators in competence, such as communication, cooperation, leadership and decision making based on analysis,those simultaneously show a significant impact on employee performance. Meanwhile, Windy & Hudiwinarsih's (2012) research found that motivation and compensation have an impact on the progress of employee performance.

Conceptual Framework
Based on the background of problems, theoretical research and results of previous research, then the theoretical framework could be drawn as follows:

Hypothesis
According to the description of theoretical framework above, the following hypothesis in this research could be form such as:

H1
= Competence has an impact on employee performance H2 = Motivation has an impact on employee performance H3 = Compensation has an impact on employee performance H4 =Competence, motivation and compensation simultaneously impact employee performance.

RESEARCH METHODS
This research was included in quantitative research through primary data which obtained from distributing questionnaires to respondents. This research was conducted at PT ZTE Indonesia, located in South Jakarta, Indonesia. The independent variables in this research are compensation, motivation and competence. While the dependent variable is employee performance. The scale of data measurement in this research through the Likert scale. This research population was employees of PT ZTE Indonesia, with a total population of 86 employees. The sampling technique used was saturated sample, so the total sample used was 86 employees of PT ZTE Indonesia. The data analysis method that used in this research was multiple linear regression analysis to assess the research hypothesis.

RESULT AND DISCUSSION Respondent Characteristics
Based on this research results, the characteristics of respondents in this research were male (55.8%), aged between 25-35 years (53.5%), had undergraduate education (88.4%) and had a length or work <5 years (52.3%). This illustrates if the majority of employees at PT ZTE Indonesia were men of productive ages and who have high knowledge, but still have a short working period. This proves that there is a need for the role of the company to further improve employee performance, particularly at those productive ages which still have a tendency to switch jobs if the company where they work does not provide the benefits that according to their expectations.

Validity and Reliability Test
Based on these validity test results, the indicators from competence variable have an rcount value between 0.666-0.852, the indicators from motivation variable have an r-count value between 0.535-0.868, the indicators from the compensation variable have an r-count value between 0.410 -0.687, and indicators from employee performance variables have r-count values between 0.667-0.877. Because all these values of r-count > r-table (0.212), it could be said that all research indicators were declared valid.

Table 2. Validity Test Results
The reliability test research on this research variables showed that if all variables had a Cronbach's alpha value which greater than 0.6 so they were declared as reliable.

Classic Assumption Test
The normality test results was indicate a normal spread of residuals, this is because the significance value was more than 0.05 (Asym. Sig. 0.200).

Table 4. Data Normality Test Results
The multicollinearity test result shows that all tolerance values were greater than 0.10 with the VIF value was smaller than 10, so it could be said if there is no multicollinearity occured in each of independent variables.

Table 5. Data Multicollinearity Test Results
The results from the heteroscedasticity test shows that those points are spread or around the number 0, so it can be said that data is homogeneous or there are no heteroscedasticity symptoms occured.

Multiple Linear Regression Analysis
Based on the results of multiple linear regression tests through a significance level of 5%, the regression equation could obtained was: Y = 1.420 + 0.348 X1 + 0.357 X2 + 0.684 X3.
1) The competence variable has a significance value (0.001 <0.05) and the t-count was 3.543.
Thus hypothesis test was accepted.
2) The motivation variable has a significance value (0.000 <0.05) and the t-count was 4.187.
Thus hypothesis test was accepted.
3) The compensation variable has a significance value (0.001 <0.05) and the t-count was 5.107. Thus hypothesis test was accepted. Based on the F test results, it is known that the F-count value was 26.023 > F-table 2.72 and the significant value was 0.000 <α = 0.05, so it could be said if the competence, motivation, and compensation simultaneously affect the employee performance with influence value was 63.6% (R-Square = 0.636).

Inter-Dimensional Correlation
Based on the inter-dimensional correlation matrix analysis test results, it can be described that the competence variable has the closest relationship between the dimensions of Attitude and timeliness dimension from employee performance variable with the value of 0.584 (close). The motivation variable itself has a development dimension which is closely related to the employee performance variable in the quantity dimension of 0.779 (closely). Furthermore, the compensation variable through financial dimension with the employee performance variable in the timeliness dimension has the closest relationship of 0.762 (close).

Disucussion
The results showed that competence has an influence on employee performance and was in line with the research by Suhartini (2013). Meaning if these variables have an impact in the effort to improve the employee performance which is determined by competence and should be an important matter for the leaders to achieve the quality and quantity which has been set by the organization. Based on the linkage between dimensions of the competency variable with employee performance, the one who has the strongest connection was the attitude dimension from the competency variable to the timeliness dimension from the employee performance variable. The behavior patterns of an employee in carrying out their duties and responsibilities are in accordance with company regulations. If the employee has the character who encourages the achievement of the organization, then automatically all tasks assigned to them would be well accomplished.
The results showed that motivation has an impact on employee performance and was in line with Windy & Hudiwinarsih's research (2012). Meaning that these variables do have a power in order to improve the employee performance which is determined by motivation and it should be an important matter for leaders to achieve the targets set by the organization. On the motivation variable; The dimension who has the strongest relationship is the dimension of the need for self-development to the quantity dimension of employee performance variables. An employee who is motivated will be energetic and enthusiastic in doing the tasks given and Conversely, employees who have low motivation will often show their discomfort and displeasure with their work. As a result, their performance is poor and the company's goals could not be achieved. This is in accordance with the motivation theory which is the basis of reference for providing motivation to certain people or groups in a business unit. Motivation could influence someone to behave well, therefore high employee motivation has directly proportional to the company performance.
The results showed that the compensation has a positive and significant impact on employee performance and was in line with Windy & Hudiwinarsih's research (2012). Meaning that these variables do have a power in order to improve employee performance which is affected by compensation and it should be an important matter for leaders to achieve the targets set by the organization. Based on the correlation between dimensions of the compensation variable with employee performance, the variable who closely related was the dimension of financial dimension to the timeliness dimension of the employee performance variable. This means that those leaders need to be concerned about the compensation received by employees which needs to be increased, so then the performance would also increase. Based on an organizational point of view, salary or wages are powerful tools for improving employee performance so as to advance the strategic goals of the organization. Meanwhile, based on employee's point of view, the policies relating to wages, salaries and other income will affect their overall income (as well as their standard of living). (Noe, et al., 2011).
Competence, motivation, and compensation simultaneously affect the performance of employees at PT. ZTE Indonesia. To improve this employee performance, it can be done by increasing the competence of these employees through self-understanding and the values which exist in employees. In terms of motivation and compensation in improving performance, it could be done through providing motivation to employees by rewarding their work done and giving them compensation based on the results of their work, so the employees would have a feeling of satisfaction with those awards that the organization provides to employees.

CONCLUSION AND SUGGESTION Conclusion
Based on the results from this research and those discussion which mentioned above, there are several conclusions that could be drawn in this research such as: 1) Competence has a positive and significant impact on employee performance. 2) Motivation has a positive and significant impact on employee performance.
3) Compensation has a positive and significant impact on employee performance. 4) Competence, motivation, and compensation simultaneously impact the employee performance.

Suggestions
The suggestions that the author could convey based on this research are as follows: 1) Leaders are advised to further improve the quality of human resources so they would be included in the excellent category through competence-based on training.
2) The leaders should be capable to influence and motivate the employees to do the things necessary in order to achieve the goals, through employee self-development, complete facilities and infrastructure to facilitate employee work. 3) Companies are advised to be more attentive in providing a fair and balanced compensation by conducting an objective evaluate of each employee which is strictly based on the resulting performance and also family gatherings could also be held once in a year, both for individual employees or with their families. 4) To the future researchers who will conduct similar research related to which affects performance, it is suggested to add another variables outside this research such as organizational climate, organizational culture and leadership style.