The Effect of Job Placement and Job
Loyalty on Employee Performance at the Palembang District Attorney's Office
Diah Maya Sari1, Marlina Widiyanti2*,
Muhammad Yusuf3, Agustina Hanafi4
Sriwijaya University, Palembang,
Indonesia12*34
Email: [email protected]2*
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Abstract |
This study aimed to investigate the impact of job
placement and job loyalty on employee performance at the Palembang State
Attorney's Office. The research background indicates that effective human
resource management, including proper job placement and fostering job
loyalty, is essential for organizational success, especially in law
enforcement agencies where performance directly affects public service
delivery. The population comprised all 134 employees at the office. The
sample was selected using purposive sampling, excluding Echelon III (Head of
the District Attorney), Echelon IV (Head of Section), and Echelon V (Head of
Affairs) positions, as these are determined by the Attorney General's Office
of Indonesia. The respondents included 117 employees in functional and
executive roles. Multiple linear regression analysis revealed that both job
placement and job loyalty positively and significantly affect employee
performance. It is recommended that job placement be evaluated to ensure
alignment with employees' educational levels. Additionally, while loyalty to
work is essential, not all tasks require teamwork. The Palembang State
Prosecutor's Office is encouraged to provide job-specific training to enhance
employee performance. The study concludes that optimizing job placement and
encouraging job loyalty can significantly enhance the overall performance of
employees, leading to better organizational outcomes. |
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Keywords: |
Employee Performance, Job Placement, Job Loyalty |
INTRODUCTION
Human resource development is
crucial for a company's or organization's success in achieving its objectives.
Therefore, enhancing human resource development is essential. In the current
era of globalization, high-quality human resources are in great demand and are
a driving force for companies to advance and grow
The District Attorney's
Office (commonly abbreviated as Kejari) is a work
unit within the prosecutor's agency located in the capital city of a regency.
It is led by the Chief District Attorney, appointed by the Attorney General of
the Republic of Indonesia, and its jurisdiction covers the regency. The Kejari is accountable to the High Prosecutor's Office in
the provincial capital, which oversees the provincial area, and ultimately to
the Attorney General's Office of the Republic of Indonesia. The District
Attorney's Office plays a key role in executing state power in law enforcement,
particularly in prosecution. All its officers operate as a unified entity.
Effective law enforcement necessitates the active participation of law
enforcement officials from various agencies.
As a law enforcement agency,
the Palembang State Prosecutor's Office must implement an effective employee
placement system that aligns with one of its primary missions: to enhance the
prosecutor's office's performance, making it more effective, efficient,
transparent, accountable, and optimal. This objective is outlined in the
2020-2024 Strategic Plan (Renstra) for the Palembang
State Attorney's Office. The Renstra, developed in
line with the National Long-Term Development Work Plan (RPJPN), encompasses the
vision, mission, goals, strategies, policies, programs, and development
activities to be executed according to the duties and functions of the
Palembang State Attorney's Office.
The Palembang State
Attorney's Strategic Plan for 2020-2024 was established through Attorney
General Regulation PER-010/A/JA/06/2015 on June 15, 2015, and subsequently
amended by Attorney General Regulation Number PER-007/A/JA/08/2016 on August 4,
2016, and Attorney General Regulation of the Republic of Indonesia Number 12 of
2020 concerning the Strategic Plan of the Attorney General of the Republic of
Indonesia for 2020-2024. During the 2020-2024 RENSTRA period, the Palembang
State Attorney's Office formulated a performance agreement in 2022 that aligns
with its established directions and objectives. The performance targets set for
2022 refer to the goals outlined in the 2020-2024 Strategic Plan and the 2022
Work Plan (Renja), which will serve as the foundation
for the 2022 Performance Report of the Palembang State Attorney's Office.
Two Palembang State
Attorney's Office performance indicators fell short of the expected targets.
Firstly, the performance indicator for the percentage of Indonesian
Prosecutor's Office officers within the Palembang State Attorney's jurisdiction
in 2022 who possess competency and expertise certification had a target of 60%,
but only 48.15% was achieved, failing to meet the performance goal. This
suggests that some Palembang State Attorney's Office employees perform their
duties and hold positions without the appropriate competence and expertise.
Secondly, the performance
indicator for the percentage of resolved general crime cases that have obtained
permanent legal force and have been executed fell short of the target. The
Palembang State Attorney's 2022 performance target was 95%, but only 91.49% was
achieved. This shortfall in meeting performance expectations in resolving and
executing general criminal cases indicates deficiencies in employee performance
within the general crime unit. Various factors, including employee placement,
can influence this performance outcome
The
grand theory underlying this research is the Resource-Based View (RBV) of the
firm, which posits that organizational performance is driven by the effective
management of internal resources, including human capital. According to RBV,
strategic human resource management practices such as optimal job placement and
fostering job loyalty are crucial for building a sustainable competitive
advantage through enhanced employee performance. There were two performance
indicators that fell short of the expected targets at the Palembang State
Attorney's Office. Firstly, the performance indicator for the percentage of
Indonesian Prosecutor's Office officers within the Palembang State Attorney's
jurisdiction in 2022 who possess competency and expertise certification had a
target of 60%, but only 48.15% was achieved, failing to meet the performance
goal. This suggests that some Palembang State Attorney's Office employees are
performing their duties and holding positions without the appropriate competence
and expertise.
Discrepancies between
required qualifications and actual conditions can impact the performance of the
prosecutor's office. To address this, the office can offer training for
employees lacking certification and for staff who have not mastered Microsoft
applications, thereby enhancing overall performance. Training is an effective
method for developing the necessary skills for employees to improve their work
productivity and achieve the company�s desired goals
The
objectives of this research are to (1) assess the impact of job placement on
employee performance, (2) evaluate the influence of job loyalty on employee
performance, and (3) provide actionable recommendations for improving human
resource management practices at the Palembang State Attorney's Office. The
benefits expected from this research include enhancing the understanding of
factors that drive employee performance, aiding in the development of more
effective job placement strategies, and promoting a work environment that fosters
loyalty and high performance among employees.
This
research differs from previous studies by specifically focusing on the
Palembang State Attorney's Office, a critical law enforcement agency in
Indonesia. Unlike prior research that often generalizes findings across various
sectors, this study thoroughly examines the unique human resource challenges
and performance issues within a prosecutorial context. Additionally, this
research incorporates the latest strategic plans and performance targets,
providing contemporary insights and practical implications for enhancing
employee performance in a legal and governmental framework.
RESEARCH METHODS
The research method employed in this study is a quantitative approach, utilizing multiple linear regression analysis to evaluate the relationships between job placement, job loyalty, and employee performance. The population consisted of all 134 employees at the Palembang State Attorney's Office, with a sample of 117 employees in functional and executive roles, excluding Echelon III (Head of the District Attorney), Echelon IV (Head of Section), and Echelon V (Head of Affairs) positions. Purposive sampling was used to ensure that the sample comprised employees whose positions were determined by the Attorney General's Office of Indonesia. Data were collected using structured questionnaires designed to measure job placement, job loyalty, and employee performance. These responses were then analyzed using multiple linear regression to determine the relationships between the variables. The study was conducted over a specified period, and the research was carried out directly at the Palembang State Attorney's Office.
RESULTS AND DISCUSSION
Research Results
1)
The value of the job placement variable (X
1) is 5.348, and the significance value is
0.000, then the > value is (5.348 > 1.980) or the value (Sig.) 0.000 <
0.05. This means that job placement has a significant effect on employee
performance at the Palembang State Attorney's Office. This proves that the first
hypothesis of job placement has a positive and significant effect is
acceptable.� 
2)
The value of the work loyalty variable (X
2) is 6.932, and the significance value is
0.000, then the > value is (6.932 > 1.980) or the value (Sig.) 0.000 <
0.05. This means that work loyalty significantly affects employees' performance
at the Palembang State Attorney's Office. This proves that the second
hypothesis of job loyalty has a positive and significant effect is
acceptable.�
Discussion
The Effect of Job Placement on Employee
Performance at the Palembang State Attorney's Office�
The results of the analysis obtained in
this study show that job placement has a positive and significant effect on
employee performance so the first hypothesis can be accepted. The results of this study
are in line with the results of research from
Respondents' feedback on the alignment between employee job placements and their level of education and educational background indicated the lowest scores. This suggests that there may be a mismatch between the job placements of Palembang State Attorney employees and their educational qualifications. According to direct interviews with several employees at the Palembang State Attorney's Office, they expressed that their current job placements do not correspond to their educational levels. For example, some employees with a Bachelor's degree are still in positions that typically require a high school education. This discrepancy is partly due to these employees passing the Civil Service Entrance Exam (CPNS) for high school-level positions. Additionally, employees with 1-5 years of experience have not seen adjustments in their job placements based on their educational qualifications.
Respondents' feedback regarding the alignment of employee job placements with their positions indicated the highest levels of satisfaction. This suggests that job placements at the Palembang State Attorney's Office are appropriately matched to employees' positions. The office's job placement process ensures that employees are assigned positions corresponding to their class and rank, as per the organizational structure.
The Effect of Work Loyalty on Employee
Performance at the Palembang State Attorney's Office
The results of the analysis obtained in
this study show that work loyalty has a positive and significant effect on
employee performance, so the second hypothesis can be accepted. The results of this study
are in line with the results of research from
Based on respondents' responses to the indicator, my colleagues and I always worked together to complete the work ordered by my superiors to show the lowest score. It is suspected that some of the work given does not have to be done together but must be done individually. This shows that employees at the Palembang State Attorney's Office must also be required to be able to work together with the team and individually. So employees need to be able to master what is a job desk which becomes a routine task and responsibility given and can meet the results in accordance with the expectations of the agency.
Respondents' responses to indicators that I can work with colleagues or other employees show the highest value. This shows that employees at the Palembang District Attorney's Office can work with fellow colleagues and other employees. Employees at the Palembang State Attorney's Office can establish good relationships with other fellow employees because establishing this good relationship will form a solid relationship between fellow employees. This is already very good because the establishment of good relationships in carrying out work can provide good performance results in accordance with regulations and agency expectations.
CONCLUSION
The study found that
job placement and job loyalty significantly and positively affect employee
performance at the Palembang State Attorney's Office. Proper job placement,
aligning employees' roles with their educational levels and skills,
significantly enhances performance. Furthermore, fostering job loyalty through
supportive work environments and professional development opportunities
improves employee performance. The findings suggest that optimizing human
resource management practices, specifically in job placement and
loyalty-building strategies, can substantially improve organizational
performance. Therefore, the Palembang State Prosecutor's Office should focus on
evaluating and refining their job placement processes and continue building a
work culture that promotes loyalty to enhance employee effectiveness and
organizational outcomes.
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