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"Dalam penelitian ini, penilaian prestasi kerja dipilih sebagai variabel yang mempengaruhi motivasi karyawan. Penelitian ini bertujuan untuk mengetahui pengaruh penilaian prestasi kerja terhadap motivasi karyawan di Direktorat SDM kantor pusat PT Antam. Pendekatan yang digunakan adalah pendekatan kuantitatif dengan metode survei yang menggunakan teknik non probabilita sampling yaitu total sampling terhadap karyawan Direktorat SDM kantor pusat PT Antam yang berjumlah 31 responden.Hasil penelitian menunjukkan bahwa penilaian prestasi kerja memiliki pengaruh yang signifikan terhadap motivasi karyawan.In this study, performance appraisal was chosen as the variables that affect employee motivation. This study aimed to examine the effect of performance appraisal toward employee motivation in Antam Corporation directorate of HR (Human Resources) in Jakarta. This study used the quantitative approach with a survey method that used total sampling from the HR directorate in Jakarta, which in total 31 respondents.

Results of this study showed that performance appraisal had a significant effect on employee motivation."

"ABSTRAKPeran penting dalam penyelesaian kasus pertanahan di Indonesia menuntut DeputiBidang Pengkajian dan Penanganan Sengketa dan Konflik Pertanahan BPN RIuntuk bekerja secara disiplin, sehingga dapat menghasilkan kinerja yang baik.Penelitian ini menggunakan pendekatan kuantitatif dan teknik pengumpulan datasurvei dengan kuesioner. Hasil penelitian ini menunjukkan bahwa disiplin kerjamemengaruhi kinerja karyawan di Deputi Bidang Pengkajian dan PenangananSengketa dan Konflik Pertanahan BPN RI. Oleh karena itu, penyediaan alatpelaksanaan disiplin kerja; pembuatan, pelaksanaan, dan sosialisasi SPO yangjelas serta rinci; dan sistem pemberian insentif menjadi hal yang perlu dilakukan.

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ABSTRACTImportant role in the resolution of land cases at Indonesia demanded Deputy of

Assessment and Management Dispute and Land Conflict National Land Agency

to work in discipline, so as produce good performance. This research uses a

quantitative approach and techniques of data collection by questionnaire survey.

The result of this research indicate that the work discipline affect employee

performance at Deputy of Assessment and Management Dispute and Land

Conflict National Land Agency. Therefore, the provision instrument of work

discipline; creating, implementation, and socialization of clear and detailed SPO;

and the system of incentives needs to be done."

"Penelitian ini bertujuan menguji pengaruh faktor-faktor motivasi terhadap hasil penilaian kinerja sales force tahun 2006 yang menurut data terakhir yang diperoleh dari Departemen Personalia mengalami penurunan dibanding dengan hasil penilaian kinerja sebelumnya.Ada dua faktor yang mempengaruhi motivasi seseorang yaitu faktor motivator yang biasa juga disebut dengan faktor intrinsik yang terdiri dari faktor achievement, recognition, the work itself responsibilities dan advancement serta faktor Hygiene yang disebut juga dengan faktor ekstrinsik yang meliputi gaji, keamanan kerja, pendidikan, kondisi kerja, hubungan kerja, dan tersedianya fasilitas pendukung.Metode penelitian utama yang digunakan adalah metode survey deskriptif yaitu penelitian yang mengambil sampel dari suatu populasi dengan menggunakan kuesioner. Populasi yang dipilih adalah seluruh sales person di Departemen Sales & Marketing sebanyak 87 karyawan yang keseluruhnya dijadikan sampel penelitian. Teknik pengumpulan data untuk variabel faktor-faktor motivasi dengan menggunakan kuesioner, sedangkan untuk data kinerja menggunakan hasil penilaian kinerja tahun 2006.Analisa data menggunakan alat statistik korelasi Spearman Rho dengan meznanfaatkan program SPSS untuk mengetahui pengaruh X terhadap Y. Hasil penelitian menemukan bahwa 52 karyawan atau 59.8% memiliki motivasi yang rendah sedangkan untuk hash penilaian kinerja, 43 karyawan atau 49.4% memiliki kinerja yang tidak maksimal. Penelitian menemukan bahwa besarnya kontribusi faktor-faktor motivasi terhadap kinerja sales person adalah R2 x 100% > 0.6142 x 100% 37.7%.Kesimpulan penelitian ini adalah bahwa temyata jumlah karyawan yang memiliki tingkat motivasi dan kinerja rendah sangat tinggi. Hal ini disebabkan karena mereka tidak termotivasi dengan balk oleh atasan mereka. Karena tingkat motivasi rendah maka hal ini berdampak pada rendahnya kinerja mereka juga. Faktor motivasi memberikan kontribusi 37.7% terhadap hasil penilaian kinerja mereka. Artinya semakin baik mereka termotivasi maka kinerja mereka akan semakin tinggi juga. Atas dasar tersebut diusulkan agar pihak manajemen sudah waktunya memberikan perhatian terhadap masalah ini. Peran atasan sangat besar dalam upaya memotivasi bawahan. Untuk itu sebagai atasan hendaknya mereka Iebih dapat menyelami dan memahami karakter bawahannya sehingga akan ditemukan suatu titik yang menjadi tempat bertemunya keinginan atasan dan bawahan.

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The main purpose of the research is to measure the affection between motivation factors toward sales person performance appraisal result that was held in January 2006, according to the information from Personnel Department there is a decreasing of their performance.

By using Frederick Herzberg theory that said there was two factors affected someone's motivation: 1) motivator factors content achievement, recognition, the work itself, responsibility and advancement. 2) Hygiene factors content salary, working safety, education, working environment and facilities.

The research method that is used is survey descriptive method, a method takes the sample from a population by using questioner (Singarimbun, 1987:3). Population is all sales person who wok in Sales & Marketing Department amount 87 people that will be taken as the research sal-Tel. For motivation factors, to get data it will use questioner and for the performance appraisal, it will use performance appraisal result of sales person in 2006. Data analysis uses statistic tool Spearman Rho correlation and will be counted by SPSS program to analyze variables.

The result of the research found that 52 employees or 59.8% have low motivation and 43 employees or 49.4% have low performance. Research also found there is a strong correlation between dependent and independent variables. Spearman Rho correlation is 0.614 and motivation factors contributed 37.7% toward sales person performance appraisal.

It is concluded that there are still many employees who have low motivation and performance. It is caused by the lack of motivation from their managers. Motivation factors gave big enough contribution to the performance appraisal. It means that if they are motivated well, they will give good contribution of their performance in work.

It was suggested to managers that it is about the time to give much attention to this problems. Manager should be able to motivate their employees, to know what they want and what they do so that if they can work together they will get win-win solution in working environment."

"The criminal act of drugs abuse, which has been increasing in number nowadays, has threaten the life of all nations in the world including Indonesia due to the transnational distribution of illegal drugs.

The establishment of the Class II A Narcotics Penitentiary is a response of the Government, through the Directorate General of Penitentiary, to the Combating Drugs Abuse and Illicit Trade of Narcotics (P4GN) program. This policy is adapted from the people's demand to make changes to the existing system.

The rehabilitation of the criminals of narcotics case as a complex problem since they play part not only as drugs dealers, but also drugs addicts. This particular condition makes the rehabilitation of the narcotics prisoners is more complicated than other prisoners.

One of the aims of the establishment of the narcotics penitentiary is to cut off the link of illicit drugs trade in Indonesia. Thus, the people who administer the penitentiary are expected to be able to play their part and to run the penitentiary function properly. Every personnel of the penitentiary shall be provided with administrative and technical capability through education and training in order to carry out their main duty and function. They also need motivation to support their creativity and to enhance their performance.

The theory applied to study employee performance analysis in its relation to the prisoners' behavior is the employee performance theory by Keith Davis with the formula as follow: Human Performance = Ability + Motivation. One's performance is influenced by ability and motivation. While ability is obtained from education, training and experience, motivation rises from the impulse of humans desire to meet their basic necessities, which is expressed in their behavior.

In this research descriptive analytic method is employed. Distributing questionnaires as a means of data collection and doing interviews as the basis of rationality and objectivity of this research conduct a field approach of survey method.

A positive correlation coefficient value between ability variable and employee performance is resulted in this research. The ability variable correlation value over employee performance is r = 0.551. This indicates that the relation between working motivation and employee performance is positive. Based on the simple regression analysis, there is a positive and significant influence of ability variable over employee performance variable with a determinant correlation R2 of 0.424 or 0.424 x 100% = 42.4 %. The rest 57.6% is influenced by other variables beyond this research on a significance level of 0.000. It also found that there is a positive and significant influence of motivation variable on employee performance in the Class II A Narcotics Penitentiary with a determinant correlation R2 of 0.303 x 100% = 30.3%. The rest 69.7% is influenced by other variables beyond this research with significance level 0.000.

The multiple regression analysis performed shows that ability (X1) and motivation (X2) have consistently a positive and significant relation on employee performance (Y) with a correlation coefficient r2 of 0.673. This analysis also points out an influence of ability (X1) and motivation (X2) on employee performance (Y) with determinant coefficient R2 of 0.453 or 0.453 x 100% = 45.3% while the rest 54.3% is influenced by other variables beyond this research on a significance level of 0.000.

It can be concluded that there is a positive and significant relation between ability and motivation and employee performance. The influence perception of ability and motivation on employee performance also appears in the Class II A Narcotics Penitentiary although there is still a 54.7 % of it which is influenced by other variables."

"Penelitian ini bertujuan untuk menganalisis pengaruh learning organization terhadap kinerja pegawai dengan motivasi sebagai variabel mediasi. Penelitian ini menggunakan pendekatan kuantitatif. Data penelitian diperoleh dari data sekunder dan survei yang dilakukan pada 120 pegawai tetap PT Waskita Karya(persero)Tbk serta wawancara dengan Vice President Human Capital Divission PT Waskita Karya(persero)Tbk dengan menggunakan metode total sampling. Penelitian ini menggunakan analisis regresi dengan causal step dan sobel test untuk menguji pengaruh langsung dan pengaruh mediasi di antara variabel-variabel kunci. Hasil penelitian mengindikasikan bahwa learning organization mempengaruhi kinerja pegawai secara signifikan. Hasil penelitian juga mengindikasikan bahwa learning organization mempengaruhi motivasi secara signifikan. Sedangkan motivasi mempengaruhi kinerja pegawai secara signifikan. Hasil analisis juga mengindikasikan bahwa learning organization mempengaruhi kinerja pegawai dengan motivasi sebagai variabel mediasi secara signifikan. Hasil Sobel Test membuktikan pengaruh tidak langsung learning organization terhadap kinerja melalui motivasi signifikan.

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The study aims to examine the effect of Learning organization on Employee Performance through Motivation as a mediating variable. This research used a quantitative approach. Data is collected through secondary data and survey which conducted on 120 head office employees at PT. Waskita Karya(persero)Tbk and interview with Vice President Human Capital Divission PT Waskita Karya(persero)Tbk by total sampling method. This Research using Regression analysis with causal step and Sobel Test to test the direct and mediating relationship between key variables.

The result of research shows that Learning organization affects Employee Performance significant. It also shows Learning organization affects motivation significant and motivation affects Employee Performance significant. It also shows that Learning organization affects employee Performance with motivation as a variable moderating significant. Sobel Test reveals a statistical support for the indirect effect of Learning organization on Employee Performance through motivation significantly."

"Penelitian ini berfokus pada pengaruh Reward Management System dan motivasi terhadap kinerja karyawan yang ada di direktorat information and technology PT Telekomunikasi Selular- Telkomsel. Penelitian ini melibatkan 120 responden yang berada di kantor pusat Telkomsel di Jakarta. Pengolahan data dalam penelitian ini menggunakan Structural Equational Modeling (SEM) dengan program Lisrel 8.5.1.Hasil penelitian ini menunjukkan bahwa Reward Management System yang diukur melalui dua dimensi, yakni financial reward dan non-financial reward, memiliki pengaruh yang positif dan signifikan terhadap motivasi. Motivasi juga memiliki pengaruh yang positif dan signifikan terhadap kinerja. Namun Reward Management System berpengaruh positif tetapi tidak signifikan terhadap kinerja. Penelitian ini menunjukkan bahwa di PT Telkomsel Reward Management System hanya akan berpengaruh jika dimediasi oleh motivasi.

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The purpose of this study is to identify the influence of reward management system and motivation of employees performance who works in Directorate of Information and Technology at PT Telekomunikasi Selular- Telkomsel. This research involves 120 respondents who works at head office of PT Telkomsel in Jakarta. Data process in this research use Structural Equational Modeling (SEM) in Lisrel 8.5.1. programme.

The results of this research indicate that Reward Management System which is measured by two dimension; financial reward and non financial reward, have positive influence and significant to the motivation. Motivation also has positive influence and significant to the employees performance. Reward Management System influence positively but not significant to the employees performance. This research indicate that Reward Management System in PT Telkomsel can only be influenced if mediated by motivation."

"Penelitian ini membahas tentang pengaruh kepemimpinan terhadap motivasi kerja serta Dampaknya pada kinerja Penyidik Unit Jatanras Sat Reskrim Polres Metro Bekasi. Kinerja Penyidik Unit Jatanras dikatakan berhasil apabila jumlah tindak pidana yang terjadi dari tahun ke tahun harus cenderung menurun dan penyelesaian perkara cenderung naik. Metode penelitian yang digunakan dalam penelitian ini adalah deskriptif dengan pendekatan kuantitatif. Populasi dan sampel sebanyak 30 Penyidik Unit Jatanras Sat Reskrim. Instrumen penelitian menggunakan kuesioner dengan skala likert. Hasil penelitian menunjukan bahwa terdapat pengaruh kepemimpinan (P=0,000) dan motivasi kerja (P=0,000) terhadap kinerja Penyidik Unit Jatanras Sat Reskrim. Kepemimpinan dan motivasi kerja mampu menjelaskan variabel kinerja sebesar 65.6%. Kinerja Penyidik Unit Jatanras dipengaruhi langsung oleh kepemimpinan (42.5%) dan motivasi kerja (23.1%). Dimensi penghargaan merupakan dimensi paling rendah pada variabel motivasi, sebaiknya perlu ditingkatkan kepedulian pimpinan agar setiap anggota atau penyidik Jatanras diberikan penghargaan bagi mereka yang menunjukan prstasi terbaiknya.

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This study discusses The Influence of Leadership on Work Motivation and its Impact on Performance of Jatanras Unit Investigators Satreskrim Polres Metro Bekasi. The performance of the Jatanras Unit Investigator is said to be successful if the number of criminal acts that occur from year to year must tend to decrease and settlement of cases tends to increase. The research method used in this study is descriptive with a quantitative approach. The population and samples are 30 Jatanras Sat Unit Investigators. The research instrument used a questionnaire with a Likert scale. The results showed that there was an influence of leadership (P = 0,000) and work motivation (P = 0,000) on the performance of the Jatanras Sat Reskrim Unit Investigator. Leadership and work motivation are able to explain the performance variable of 65.6%. Jatanras Unit Investigator Performance is directly influenced by leadership (42.5%) and work motivation (23.1%). The dimension of appreciation is the lowest dimension of the motivation variable, it should be necessary to increase the concern of the leadership so that each member or investigator of Jatanras is given an award for those who show their best performance."

"Penelitian ini dilakukan dengan tujuan untuk menganalisis pengaruh aplikasi reward management system terhadap kinerja karyawan dengan motivasi sebagai mediator. Penelitian dilakukan pada sample responden yang berasal dari karyawan pada kantor pusat PT. Asuransi Jasa Indonesia (Persero). Desain yang digunakan dalam penelitian ini adalah kuantitatif deskriptif, dimana peneliti berupaya untuk menganalisis hubungan antara dua atau lebih variabel. Data dalam penelitian ini diperoleh dengan menggunakan kuesioner dan teknik pengambilan sampel yang digunakan adalah teknik judgemental sampling dengan jumlah sampel sebanyak 201 responden. Hasil penelitian menunjukkan bahwa aplikasi reward management system tidak berpengaruh secara signifikan terhadap kinerja karyawan, karena harus dimediasi penuh (fully mediated) oleh motivasi, aplikasi reward management system berpengaruh signifikan terhadap motivasi, dan motivasi berpengaruh signifikan terhadap kinerja karyawan.

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This study was conducted to analyze the effect of the application of reward on employee performance management system with motivation as a mediator. The study was conducted on a sample of respondents from employees at the head office of PT. Asuransi Jasa Indonesia (Persero). The design used in this research is descriptive quantitative, where researchers attempt to analyze the relationship between two or more variables. The data obtained in this study using questionnaires and sampling techniques used are judgmental sampling technique with a total sample of 201 respondents. The results showed that the application of reward management system does not significantly affect the performance of the employees, because they have to be mediated full (fully mediated) by motivation, reward management system applications a significant effect on motivation, and motivation have a significant effect on employee performance."

"Tesis ini menguji model yang berkaitan dengan burnout, counterproductive work behavior, job involvement, dan organizational identification terhadap work performance dalam konteks pengemudi ojek online. Penelitian ini bersifat kuantitif yang menggunakan metode survei dengan menyebarkan kuesioner yang berisi sejumlah pertanyaan tertutup terhadap 261 responden. Penulis menggunakan SPSS 23 untuk menganalisis data demografi responden dan menggunakan LISREL 8.7 untuk menguji model penelitian. Penelitian ini menunjukkan burnout berpengaruh positif signifikan terhadap counterproductive work behavior, counterproductive work behavior berpengaruh negatif tidak signifikan terhadap work performance, job involvement memiliki signifikansi positif terhadap organizational identification, dan organizational identification memiliki pengaruh positif yang signifikan terhadap work performance.

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The objective of this research is to examine model that is related to burnout, counterproductive work behavior, job involvement, and organizational identification toward work performance in the context of online motorcycle taxi drivers. This research is quantitative study using a survey method by distributing questionnaires containing a number of enclosed questions to 261 respondents. The author utilize IBM SPSS 23 to analyze the demographic data of respondents and utilize LISREL 8.7 to examine the research model. This research shows that burnout has a significant positive influence on counterproductive work behavior, counterproductive work behavior has a non- significant negative influence on work performance, job involvement has a significant positive influence on organizational identification, and organizational identification has a significant positive influence on work performance."

"Hasil penelitian menunjukkan bahwa proporsi responden laki-laki dan perempuan ditemui jauh Iebih besar proporsi laki-laki (85,8%) dibandingkan perempuan (14,2%). Jumlah sampel yang diteliti sebanyak 219 pegawai Perum Peruri. Namun jumlah kuesioner yang telah diisi dan layak olah adalah sebanyak 176 kuesioner, berarti 176 pegawai sebagai sampel yang layak untuk diteliti lebih lanjut. Sebaran usia responden ditemui dengan proporsi terbesar yaitu usia antara 45-54 tahun (52,3%), sementara sisanya tersebar antara usia 35-44 tahun (27,8%), antara usia 25-34 tahun (16,5%), dibawah 25 tahun (1,7%) dan di atas 55 tahun (1,7%).Ditemui dalam penelitian ini adalah responden yang melakukan diskusi Penilaian Prestasi Kerja Pegawai (PPKP) dengan atasan mereka sebanyak 60,2%, sedangkan yang tidak melakukan sebanyak 39,8%. Ditemukan juga responden yang telah memiliki pengalaman Penilaian Kinerja (PK) sebelum bekerja di Perum Peruri sebanyak 17%, sedangkan selebihnya (83%) tidak pernah memiliki pengalaman PK sebelum bekerja di Perum Peruri. Sebanyak 60,8% responden dalam penelitian ini tidak melakukan PPKP terhadap bawahan yang berarti mereka adalah non-pejabat, sedangkan 39,2% responden melakukan PPKP terhadap bawahan yang berarti mereka adalah pejabat.Responden dengan tingkat pendidikan SLTA memiliki proporsi terbesar yakni 47,2%, sedangkan tingkat pendidikan Sarjana (Si) 29,5%, Akademi 13,1% dan Pascasarjana (S2) 10,2%. Responden dengan lama bekerja di Perum Peruri antara 20-29 tahun memiliki proporsi terbesar sebanyak 54,5%, sementara responden dengan lama bekerja antara 10-19 tahun sebanyak 27,3%, antara 0-4 tahun 8,5%, antara di atas 30 tahun 5,7% dan antara 5-9 tahun 4%.Pengujian alat ukur penelitian dilakukan dengan uji validitas, reliabilitas dan analisis faktor. Dari hasil uji validitas ditemukan dari 8 pernyataan System Procedural Justice (SPJ) yang valid hanya 5 pernyataan, sedangkan dari 10 pemyataan Process Procedural Justice (PPJ) yang valid hanya 8 pernyataan dan dari 7 pernyataan Distributive Justice (DJ) yang valid hanya 6 pernyataan. Hasil uji reliabilitas menunjukkan alat ukur untuk mengukur SPJ, PPJ dan DJ adalah andal (reliable). Hasil analisis faktor menunjukkan pernyataan-pernyataan dari masing-rnasing dimensi yang terbentuk adalah variabel P2, P4, P7 dan P9 merupakan bagian dari SPJ, kemudian variabel P16, P17 dan P18 merupakan bagian dari PPJ, sedangkan P19, P20 dan P21 merupakan bagian dari DJ.Untuk mengetahui terdapat atau tidaknya perbedaan antara tingkat kepuasan pegawai Perum Peruri terhadap sistem PPKP dan peran yang dimainkan pegawai di dalam sistem PPKP tersebut, maka dilakukan uji T pejabat dan non-pejabat. Hasil uji T tersebut menunjukkan uji T terhadap 10 item pemyataan (P2, P4, P7, P9, P16, P17, P18, P19, P20 dan P21) hanya P4 dan P18 yang menghasilkan nilai signifikansi < 0,05 berarti terdapat perbedaan signifikan pada kedua item pernyataan itu antara tingkat kepuasan pegawai Perum Peruri terhadap sistem PPKP dan peran yang dimainkan pegawai di dalam sistem PPKP tersebut. Perbedaan kepuasan tersebut terletak pada pemyataan bagian SPJ (P4) dan PPJ (P18).Pejabat merasa lebih puas dibandingkan non-pejabat terhadap item pernyataan P4 yaitu mengenai kejelasan masukan dari atasan untuk PPKP pegawai. Namun untuk non-pejabat merasa lebih puas dibandingkan pejabat terhadap item pemyataan P18 yaitu mengenai dimasukkannya diskusi tentang hai-hat yang atasan dapat lakukan untuk membantu mereka agar dapat bekerja lebih baik lagi ke dalam diskusi tinjauan PPKP pegawai. Untuk hasil uji T per dimensi, hanya SPJ yang memiliki perbedaan tingkat kepuasan terhadap sistem PPKP dengan peran yang dimainkan pegawai di dalam sistem PPKP tersebut. Pejabat merasa lebih puas dibandingkan non-pejabat terhadap SPJ dari PPKP di Perum Peruri, sedangkan untuk dimensi PPJ dan DJ tidak terdapat perbedaan.Kepuasan pegawai Perum Peruri terhadap sistem PPKP memiliki hasil yang berbeda antara hasil jawaban kuesioner dengan hasil komentar tertulis pegawai dan hasil FGD yang dilakukan dengan pegawai. Mean score per item pernyataan menunjukkan pegawai Perum Peruri puas terhadap sistem PPKP di Perum Peruri, hal tersebut dapat dilihat dari mean score per item pernyataan berada pada point di atas 2,6 dari penggunaatt skala Likert 1 sampai 4. Begitupun mean score per dimensi menunjukkan kepuasan dimana mean score per dimensi (SPJ, PPJ dan DJ) berada pada point di atas 2,7. Namun, komentar tertulis dan FGD menunjukkan ketidakpuasan yang disebabkan oleh adanya nilai rata-rata PPKP yang ditentukan perusahaan (Departemen ASDM) per divisi tiap tahunnya (SPJ). Kemudian rapat perimbangan lintas direktorat tidak melibatkan pegawai yang dinilai yang nilai PPKP-nya masuk ke dalam pembahasan rapat perimbangan lintas direktorat tersebut. Keluhan lainnya seputar sistem PPKP adalah pegawai mengharapkan adanya perbaikan batas penilaian PPKP, selama ini batas penilaian yang termaktub di dalam SKEP-72/II/2003 tidak dapat diwujudkan. Keluhan seputar proses pelaksanaan PPKP di Perum Peruri (PPJ) juga diutarakan oleh beberapa pegawai Perum Peruri. Pegawai menilai proses pelaksanaan PPKP di Perum Peruri masih kurang obyektif dan transparan.Indeks kepuasan pegawai terhadap SPJ, PPJ dan DJ menunjukkan hasil yang bagus, pegawai Perum Peruri merasa puas terhadap SPJ, PPJ dan DJ. Namun dari analisis performance - importance menunjukkan Perum Peruri perlu menjadikan perbaikan seputar sistem PPKP yang berlaku saat ini sebagai prioritas pertama untuk dilakukan, hal ini agar PPKP yang adil dan tidak berat sebelah dapat terwujud. Hal tersebut karena pegawai Perum Peruri dari analisis performance - importance menunjukkan PPKP yang ada saat ini tidak adil dan berat sebelah. Hasil ini didukung oleh komentar tertulis pegawai dan juga hasil FGD pegawai, walaupun hasil tersebut tidak didukung oleh mean score dan indeks kepuasan pegawai. Kemudian hal lain yang perlu dijadikan prioritas pertama untuk diperbaiki oleh Perurn Peruri adalah yang berkaitan dengan hasil PPKP (DJ) yakni Perum Peruri perlu menjadikan pemberian gaji yang didasarkan pada hasil PPKP menjadi cara yang paling efektif dalam memotivasi pegawai Perum Peruri guna memperbaiki kinerja mereka.Analisis performance - importance menunjukkan kejelasan masukan untuk PPKP pegawai dari atasan mereka (SPJ) dan dimasukkannya diskusi tentang karir dan pengembangan pribadi pegawai ke dalam diskusi tinjauan PPKP pegawai, sebagai dua hal yang perlu dijadikan prioritas berikutnya bagi Perum Peruri untuk diperbaiki. Seinentara itu dimensi DJ yakni hasil dari PPKP di Perum Peruri harus dipertahankan, hal ini didukung oleh hasil mean score per dimensi.Hasil regresi linier sederhana antara SPJ, PPJ dan DJ dengan kepuasan pegawai Perum Peruri terhadap sistem PPKP menunjukkan ada hubungan signifikan antara SPJ, PPJ dan DJ dengan kepuasan pegawai Perurn Peruri terhadap sistem PPKP. SPJ memiliki hubungan yang kuat (r = 0,551) dengan kepuasan pegawai terhadap sistem PPKP di Perum Peruri, sementara PPJ dan DJ memiliki hubungan yang sedang (rPPJ = 0,306 dan rDJ =-0,310) dengan kepuasan pegawai terhadap sistem PPKP di Perum Peruri. SPJ memiliki kontribusi terbesar (30,4%) dalam menentukan kepuasan pegawai terhadap sistem PPKP, kemudian DJ (9,6%) dan yang memiliki kontribusi terkecil adalah PPJ (9,3%).Untuk analisis regresi linier berganda, hanya SPJ dan DJ yang masuk dalam model regresi. Namun variabel SPJ dan DJ tersebut hanya sedikit menjelaskan kepuasan pegawai terhadap sistem PPKP di Perum Peruri (32,$%). SPJ dan DJ secara bersama-sama berpengaruh terhadap kepuasan pegawai terhadap sistem PPKP di Perum Peruri. SPJ merupakan variabel yang paling besar (nilai Beta = 0,504) pengaruhnya terhadap kepuasan pegawai Perum Peruri terhadap sistem PPKP di Perum Peruri dibandingkan DJ (nilai Beta 0,163). Hal tersebut didukung oleh hasil regresi linier sederhana yang juga menunjukkan SPJ memiliki kontribusi terbesar dalam menentukan kepuasan pegawai terhadap sistem PPKP di Perum Peruri dibandingkan DJ dan PPJ. Namun hasil tersebut tidak didukung oleh hasil mean score per dimensi yang menunjukkan DJ yang memiliki mean score tertinggi dibandingkan PPJ dan SPJ.

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Research outcome indicated that proportion of male respondent and female respondent actually found that proportion of male (85.8%) compared to female (14.2%). Number of sample of research was amounting of 219 employee of Perum Peruri. Nevertheless, number of questionnaires that completely filled and manageable to process was amounting of 176 questionnaires that mean 176 employees of sample that feasible for further research. Distribution of respondent age found within largest proportion between 45 - 54 years old (52.3%), whereas remaining sample comparatively distributed within age group of 35 - 44 years old (27.8%), between 25 - 34 years old (16.5%), below 25 years old (1.7%) and beyond 55 years old (I.7%).

It is found in this research that respondents who maintain discussion of Assessment on Employee's Work Accomplishment - Penilaian Prestasi Kega Pegawai (PPKP) - to their superior reported as 60.2%, whereas other who did not reported as 39.8%. It is also found that respondent who has experience of Performance Appraisal prior to work at Perum Peruri reported of 17% while remaining of others (83%) did not have experience of Performance Appraisal before work in Perum Peruri. Reported that 60.8% respondent of this survey did not maintain PPKP to the subordinate that mean they were non-functionary officer, while 39.2% of respondent maintain PPKP to the subordinate that mean they were functionary officer.

Respondent with education level of senior secondary school (SLTA) reported with largest proportion of 47.2%, where education level of Bachelor (SI) 29.5%, Academy 13.1% and Postgraduate (S2) 10.2%. Respondent with occupational period in Perum Peruri between 20 - 29 years reported as largest proportion of 54.5%, while respondent with occupational period of 10-19 years reported as 27,3%, between 0 - 4 years 8.5%, beyond 30 years 5.7% and between 5 - 9 years 4%.

Evaluation on research measurement device was carried out by validity test, reliability and factor analysis. Derived from validity test outcome, it is found that out of 8 statement of System Procedural Justice (SPJ) the valid set solely 5 statements, while out of 10 statements of Process Procedural Justice (PPJ) the valid set only 8 statements and out of 7 statements of Distributive Justice (DJ) the valid set merely 6 statements. Result of reliability test indicated that measurement device to assess SPJ, PPJ and DJ were reliable. Result of factor analysis indicated that statements of individual dimension established were variable of P2, P4, P7 and P9 comprise part of SPJ, then variable P16, P17 and P18 comprise part of PPJ, while P19, P20 and P21 comprise part of DJ.

To identify discrepancy whether it found or not on satisfaction level of employee of Perum Peruri toward PPKP system and comparative role the employee play in the PPKP system, therefore T-test conducted for functionary and non- functionary officer. Result of the T-test denoted T-test to 10 item of statement (P2, P4, P7, P9, P I6, P17, P18, P19, P20 and P21) only P4 and P18 that resulting value of significance < 0.05 that mean significant difference exist on both item of statement between satisfaction level of employee of Perum Peruri to the PPKP system and the role that the employee play within the PPKP system. Different satisfaction lay on statement of part of SPJ (P4) and PPJ (PI 8).

Functionary officers were more satisfied than non-functionary officer to item of statement of P4 that pertaining to clarity of input from superior to PPKP of employee. However, non-functionary officer would be more satisfied than functionary officer about item statement of P18 that pertaining to include discussion regarding some substances that superior could do to facilitate them to improve their work performance into review discussion of employees' PPKP. Pertaining to T-test result on individual dimension, only SPJ that had discrepancy of satisfactory level to PPICP system compared to the role that employee play in relevant system of PPKP. Functionary officers were more satisfied than non-functionary officer toward SPJ of PPKP of Perum Peruri, whereas pertaining to dimension of PPJ and DJ no discrepancy found.

Satisfaction of Perum Peruri employee to PPKP system signified different outcome between result of questionnaire response to result of written comment of employee and FGD result that maintained with the employee. Mean score per item of statement denoted that employees of Perum Peruri were satisfied to the system of PPKP of Perum Peruri, it could be identified from mean score per item of statement situated at point above 2.6 from application of Likert scale 1 to 4. Likewise mean score of individual dimension indicated satisfaction where mean score of individual dimension (SPJ, PPJ, and DJ) situated at point beyond 2.7. However, written comment and FGD denoted dissatisfaction that due to average value of PPKP that corporate decide (Department of ASDM) per division on each year (SPJ). Moreover cross directorate equilibrium meeting not involve relevant employees under assessment that whose value of PPKP included into the discussion of cross directorate equilibrium. Other complain pertaining to PPKP system concerning to employees' expectation for improvement of assessment perimeter of PPKP, to date assessment perimeter provided in SKEP-72/II/2003 could not be implemented. Complain about implementation process of PPKP of Perum Peruri (PPJ) also revealed by some employees of Perum Peruri. Employee deemed implementation process of PPKP of Perum Peruri as less objective and transparent.

Satisfactory index of employee toward SPJ, PPJ and DJ suggested proper outcome, employees of Perum Peruri felt satisfied to SPJ, PPJ and DJ. However perceived from analysis of performance - importance indicated that Perum Perri required making improvement on current system of PPKP as the first priority to take. This ensuing conclusion can be made due to employees of Perum Peruri from analysis of performance - importance indicated that current PPKP deemed as unfair and biased. This conclusion supported by written comment of employee and also FGD result of employee, despite relevant result not supported by mean score and satisfactory index of employee. Moreover other substance that necessarily to be made as the leading priority for Perum Peruri to improve related with outcome of PPKP (DJ) that Perum Peruri should make proper remuneration system that based on PPKP result as the most effective method to motivate employee of Perum Peruri to improve their performance.

Analysis of performance - importance signified clarity of input for PPKP of employee from their superior (SPJ) and inclusion of discussion regarding career and personal development of employee into discussion of PPKP review of employee, as two substances that necessarily to be made as the subsequent priority for Perum Peruri to improve. On the other hand, dimension of DJ that is result of PPKP in Perum Peruri should be maintained, this must be supported by means score per dimension.

Outcome of simple linear regression between SPJ, PPJ and DJ with Perum Peruri employees' satisfaction toward PPKP system denoted significant correlation between SPJ, PPJ and DJ with contentment level of Perum Peruri employees to PPKP system. SPJ maintain strong correlation (r = 0.551) where employees' contentment to the PPKP system of Perurn Peruri, whereas PPJ and DJ retain moderate correlation (rPPJ = 0.306 and rDJ = 0.310) with employees' contentment to PPKP system of Perum Peruri. SPJ retain the largest contribution (30.4%) to determine employees' contentment to PPKP system, subsequently DJ (9.6%) and the least contribution given by PPJ (9,3%).

For double linear regression analysis, only SPJ and DJ that classified into regression model. However, variable of SPJ and DJ only gave insignificant explanation about employees' contentment to PPKP system of Perum Peruri. SPJ perceived as the largest variable (Beta value = 0.504) that mostly affect satisfaction level of Perum Peruri employee to PPKP system of Perum Peruri compared to DJ (Beta value = 0.163). The condition supported by outcome of simple linear regression that also indicated that SPJ uphold the foremost contribution to determine employees' satisfaction to PPKP system of Perum Peruri compared to DJ and PPJ. However that outcome not supported by result of mean score per dimension that denoted DJ with the highest mean score compared to PPJ and SPJ."