In an increasingly dynamic competition, it is important to consider how the competencies, performance and employee social capital affect employee opportunities to innovate that have implications for career success. Ibarra in Aime (
In the case of employees working, will certainly experience the process of adapting to the work environment, where employees as members of the organization play an active role in the progress and development of the organization through its performance is supported by adequate competence according to the operational needs of the organization.
In order to be able to do its job well, employees must meet the required competencies and accompanied the maximum effort so that its performance is good and supports the organization in achieving the goal. Thus employees are an asset to the organization.
Chen et al (
Weng in S.Napitupulu et al (
The management of the University of Mercu Buana is always trying to motivate employees to improve their performance that impact on improving the quality of administrative services to students. But there are problems in the management of employees because there is no regular rotation so that employees feel bored, lack of opportunities for self-development and not achieving individual goals, especially in terms of career improvement.
As an individual, every employee must have their own career planning. In the case of a planned career, it certainly relates directly to income (income), power and status, which ultimately impact on job satisfaction. Thus can be determined free variable in this study is the competence and social capital, while the dependent variable in this study is the performance and career of employees.
The purpose of this research is to analyze direct effect of Administrative Competence on Employee Career, to analayze direct effect of performance on Employee Career, to analyze direct effect of Social Capital on Employee Career, to analyze direct effect of Administrative Competence on Performance, to analyze direct effect of Social Capital on Performance.
According to Hani Handoko in Sunyoto (
Weer (
Noe (
Caluwe (
Sutanto in Sutrisno (
The significant indicators of career are: 1) Desire promoted, 2) Ability to adapt, 3) Exposure, 4) Communication skills, 5) Achievement trends.
According to Nuryanto (
Nuryanto et al. (
Del Corso dalam Coetzee et al (
According to Moeheriono (
According to Dharma in Wirotomo (
The employees of the University of Mercu Buana referred to in this study are educational personnel, in accordance with Law no. 12 of 2012 on Higher Education and in Article 39 of the National Education System Law no. The competence that must be owned by employees of Mercu Buana University is the ability and knowledge of employees to carry out the work in the conduct of lecturing at Mercu Buana University includes administrative, management, development, supervision and technical services to support the lecturing process.
It is synthesized that competence is the ability of a person to carry out administrative, management, development, supervision and technical services to support the lecture process which enables him to deliver superior performance to achieve success in his work.
The competency indicator in this research is: a) Having knowledge, b) Having skill, c) Having work attitude, d) Self-controlling, e) Self-confidence, f) Flexibility, g) Ability to build relationship.
According to Atthoillah (
Coleman in Creed (
In modern life today, various ways are done to foster social relationships with the environment. This social network is one way how people engage individual relationships with individuals or individuals with groups. Social network is one dimension of social capital besides trust and norms.
Suh (
Thobias (
In a friendship relationship requires integrity and honesty. Both form the basis of essential trust for long term personal and interpersonal cooperation and growth.
The significant indicators of social capital are: a) Be honest, b) Integrity, c) Follow rules, d) Reciprocity, e) Ability to make personal contact, f) Ability to interact socially.
Rivai (
According to Wibowo (
Dalal (
The indicators used in the assessment of employee performance are as follows: a) Accuracy of completion of work, b) Loyalty, c) Responsibility, d) Be disciplined.
This research is a quantitative research with unit analysis of Mercu Buana University, using Path Analysis method, with a population of 344 employees. The Slovin formula is used to determine the number of samples, with a fault margin tolerance of 5%, so the sample size is 185 employees.
At the trial stage the instrument was taken 30 (thirty) respondents. Test the validity of research instruments using Pearson Product Moment Correlation Test. Empirically in the test of this instrument, the level of significance is set at α = 0.05, with the sample number 30 then the degrees of freedom is 28. Thus the value obtained in Table r is 0.361. If a item has a value of rcounted > rtable, it is declared valid, and vice versa if rcounted < r table, it is declared invalid, so the invalid item is dropped or is considered void.
Validity and Reliability Test Result
Variable | Validity Test Result | Reliability Test Result | ||
Valid Questions | Invalid Questions | Alpha Cronbach |
Assumption of Reliability | |
Competence | 30 | 1 | 0.881 | High |
Social Capital | 23 | 2 | 0,887 | High |
Performance | 20 | 2 | 0.904 | Perfect |
Employee Career | 20 | 3 | 0.816 | High |
Based on
The linearity test and regression significance are done by using SPSS software where Constants and coefficients of linear regression equation are obtained from column B in Coefficients table. and positive influence seen from table Anova in column F where Fcount> Ftable and value of significance p-value <0,05.
The linearity test of the regression equation is determined by ANOVA Table where the relationship between variables meets the linear assumption if the Deviation From Linierity value Fcount <Ftable and the p-value value> 0.05 then the regression equation is linear. While the Regression Significance Test is obtained from the Regression line in the ANOVAa table where the value Fcount> Ftable and p-value = 0 <0.05 then the regression equation is stated very significant.
Linierity and Regression Significance Test Result
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X1 Y | 1,540 | 1,75 | 0,102 > 0,05 | Linier | 45,981 | 3,89 | Significant |
X3 Y | 1,298 | 1,61 | 0,180 > 0,05 | Linier | 42,110 | 3,89 | Significant |
X2 Y | 1,164 | 1,62 | 0,290 > 0,05 | Linier | 38,223 | 3,89 | Significant |
X1 X3 | 1,176 | 1,75 | 0,298 > 0,05 | Linier | 50,509 | 3,89 | Significant |
X2 X3 | 1,241 | 1,61 | 0,221 > 0,05 | Linier | 44,409 | 3,89 | Significant |
Result of Pearson Correlations
Correlations | |||||
X1 | X2 | X3 | Y | ||
X1 | Pearson Correlation | 1 | .411** | .465** | .448** |
Sig. (2-tailed) | .000 | .000 | .000 | ||
N | 185 | 185 | 185 | 185 | |
X2 | Pearson Correlation | .411** | 1 | .440** | .416** |
Sig. (2-tailed) | .000 | .000 | .000 | ||
N | 185 | 185 | 185 | 185 | |
X3 | Pearson Correlation | .465** | .440** | 1 | .433** |
Sig. (2-tailed) | .000 | .000 | .000 | ||
N | 185 | 185 | 185 | 185 | |
Y | Pearson Correlation | .448** | .416** | .433** | 1 |
Sig. (2-tailed) | .000 | .000 | .000 | ||
N | 185 | 185 | 185 | 185 | |
**. Correlation is significant at the 0.01 level (2-tailed). |
Based on the calculation of Pearson correlation obtained values of ry1 = 0,448, ry2 = 0,416, ry3 = 0,433, r13 = 0,465, r23 = 0,0,440, r12 = 0,411.
Coefficient Sub Structure 1
Coefficientsa | ||||||
Model | Unstandardized Coefficients | Standardized Coefficients | T | Sig. | ||
B | Std. Error | Beta | ||||
1 | ( | 37.440 | 5.287 | 7.082 | .000 | |
X1 | .524 | .105 | .342 | 4.995 | .000 | |
X2 | .304 | .069 | .300 | 4.376 | .000 | |
a. Dependent Variable: X3 |
Based on the output of SPSS, for sub-structure 1, the effect of Competence on Performance is P13 = 0,342 and the influence of Social Capital to Performance is P23 = 0,300.
Result of Sub Structure 1
Path | Path Coefficient (P) | Tcounted | p-value | ttable | Result |
α = 0,05 | |||||
X1 X3 | 0,342 | 4,995 | 0,000 | 1,97 | Significant |
X2 X3 | 0,300 | 4,376 | 0,000 | 1,97 | Significant |
The results of the above test are consistent with the findings of Samsul Bahri (
The test results are also in line with findings on the effect of Social Capital on Performance by Akmal Hudaykulov and Xu Hongyi (
Coefficient Sub Structure 2
Coefficientsa | ||||||
Model | Unstandardized Coefficients | Standardized Coefficients | T | Sig. | ||
B | Std. Error | Beta | ||||
1 | ( | 18.704 | 5.422 | 3.449 | .001 | |
X1 | .362 | .102 | .259 | 3.559 | .000 | |
X2 | .197 | .066 | .213 | 2.971 | .003 | |
X3 | .199 | .067 | .218 | 2.953 | .004 | |
a. Dependent Variable: Y |
Based on the output of SPSS, for sub-structure 2 it is found that the effect of Competence on Career is PY1 = 0,259 and the influence of Social Capital to Career is PY2 = 0,213 and the influence of Performance to Career is PY3 = 0,218.
Results of Sub Structure 2
Path | Path Coefficient (P) | Tcounted | p-value | ttable | Result |
α = 0,05 | |||||
X1 Y | 0,259 | 3,559 | 0,000 | 1,97 | Significant |
X2 Y | 0,213 | 2,971 | 0,003 | 1,97 | Significant |
X3 Y | 0,218 | 2,953 | 0,004 | 1,97 | Significant |
Hutapea (
The results of the above test results in line with the findings of Kartika Dewi and Riana (
Social Capital also affects the career in relation to the use of social capital to improve relationships between individuals and relationships between institutions by getting connection links through social networking it has. The findings of this study are also consistent with the results of Lucy Karimi Njagi (
So as a whole obtained the empirical causal model as follows:
PY1=0,342r Y1= 0,448(X1)CompetenceP31= 0,276r 31= 0,465(Y)Employee Career(X3)Performancer12=0,465PY4=0,218r Y4=0,433P32= 0,229r 32= 0,440PY3= 0,300r Y3= 0,416(X2)Social CapitalPY1=0,342r Y1= 0,448(X1)CompetenceP31= 0,276r 31= 0,465(Y)Employee Career(X3)Performancer12=0,465PY4=0,218r Y4=0,433P32= 0,229r 32= 0,440PY3= 0,300r Y3= 0,416(X2)Social Capital
Figure 1. Causal Empirical Model
Table 8. Summary of Test Results of Statistical Hypotheses
Ho denied,
H1 accepted.
Competence has a direct positive effect on the Employee Career. To improve his career, it can be done by increasing the knowledge of employees through training and rotation periodically and be flexible in dealing with the dynamics of work so that employees can carry out their work in accordance with organizational goals.
Performance has a direct positive effect on the Employee Career. Employees need to perform well because the performance appraisal results are used by HR management for employee promotion. Employees also need to learn from mistakes and overcome the fear of failing in his career so as to improve his performance and his career.
Social Capital has a direct positive effect on the Employee Career. Employees can take advantage of social capital starting from building a good self-image so trusted to build cooperation and given greater responsibility.
Competence has a direct positive effect on Performance. To improve its performance, it can be done by improving employees' knowledge through periodic training and rotation and being flexible in responding to work dynamics so that employees can perform their work according to organizational goals.
Social Capital has a direct positive effect on Performance. Employees can utilize their social capital to share knowledge and information related to their work thus contributing to improve their performance.