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Farien Dwi Putri, Hendratmoko (2024) The Effect of Human Resource Planning and Work

Environment Mediated by Motivation on Employee Performance at PT Bumi Guna Fokusindo, (06)

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THE EFFECT OF HUMAN RESOURCE PLANNING AND WORK

ENVIRONMENT MEDIATED BY MOTIVATION ON EMPLOYEE

PERFORMANCE AT PT BUMI GUNA FOKUSINDO

Farien Dwi Putri, Hendratmoko

Kwik Kian Gie Jakarta, Indonesia

Email: [email protected], [email protected]

Abstract

This study aims to evaluate PT Bumi Guna Fokusindo's efforts in improving employee

performance through human resource (HR) planning, the work environment, and the

mediating role of motivation. The issues raised focus on the effectiveness of HR

planning and work environment conditions in influencing performance, and to what

extent motivation acts as a mediator in the relationship between these variables. The

study analyzes the impact of HR planning and the work environment on employee

performance; the role of motivation in mediating the influence of HR planning and the

work environment on performance; and the direct effect of motivation on employee

performance. Primary data was collected through questionnaires and analyzed using the

Partial Least Squares (PLS) technique with SmartPLS 4.0. The results show that HR

planning has a positive and significant effect on employee performance, emphasizing

the importance of effective HR planning. However, the work environment does not have

a significant effect on employee performance, although it shows a positive direction.

Motivation also does not show a significant influence. HR planning does not

significantly affect employee motivation. On the other hand, the work environment has

been proven to significantly increase motivation. However, when employee

performance is mediated by motivation between HR planning and the work

environment, its effect remains insignificant.

Keywords: Human Resource Planning (HRP), Work Environment, Motivation and

Employee Performance.

INTRODUCTION

An organization/company in realizing its existence in order to achieve its

business objectives, requires a number of workers who are able to carry out the entire

volume of work. These workers may already be in the organization/company, while it

may also be necessary to plan human resources oriented to the results of job analysis so

that the necessary workers can be fulfilled both in terms of quantitative (number) and

qualitative (quality). With the availability of a number of workers who are relevant to

the demands of the job description and or specifications, it is expected that the entire

volume of work can be carried out productively and with quality, not only in the

JOURNAL SYNTAX IDEA

p–ISSN: 2723-4339 e-ISSN: 2548-1398

Vol. 6, No. 10, Oktober 2024

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6442 Syntax Idea, Vol. 6, No. 10, Oktober 2024

production process with all the work that supports it but also in marketing which

requires the ability to provide quality service for consumers. (Nawawi, 2016, p. 136).

For this reason, HR planning must be carried out professionally, because it will

determine the qualifications of workers who have a major influence on the success or

failure of the company in realizing its competitive existence now and in the future. With

proper planning for a certain period of time, information will be obtained about the

human resources needed to increase the efficiency and effectiveness of work

implementation, because reducing adding and even rearranging the placement of

workers will have no meaning or benefit if it just adds to the cost, while the work goes

on as before. Likewise, it will be worse if it results in the implementation of work

becoming more ineffective and inefficient, in the form of decreased productivity

(quantitative and qualitative) or worsening services provided to consumers. In other

words, HR planning should not lead and plunge the company into the abyss of loss,

because the provision or additional financing (cost) for HR does not affect its realization

as a competitive organization/company. (Nawawi, 2016).

Therefore, it is necessary to improve the quality of human resources (HR). HR is

one of the important elements so that a business or company can run well. HR plays an

active role in developing and managing a company in order to have an innovative,

creative, and real work impact in a company because the progress and retreat of a

company are determined by how good the HR in it is. In improving performance and

developing the quality of HR, professional-based human resource planning is needed.

HR planning intends to make arrangements for the flow of worker movements within

the organization, which means it is a process to utilize available human resources

effectively and efficiently. Human resource planning at PT Bumi Guna Functional must

be functioned first in order to ensure that the company's needs regarding employee

needs will be met appropriately.

Human Resource Planning at PT Bumi Guna Fokusindo that occurs there are

still some employees who work not in accordance with their educational background

and there is still a lack of employee experience in carrying out work, this makes

employees not enthusiastic about doing the assigned tasks so that the tasks are not

completed on time.

A gap between supply and demand for human resources in a company or

organization is something that needs to be considered in top-level management

decision-making. Doing strategic planning to formulate the problem of the gap between

supply and demand for human resources in a company, it is necessary to do human

resource planning as a way to anticipate future uncertainties. (Haqiqi, 2017).

Another factor that can improve employee performance is the work

environment, which includes physical and psychological conditions in the workplace

that affect employees. The work environment is one of the important factors in creating

employee performance and has a direct influence on employees in completing their

work, so that in the end it will improve organizational performance. A work

The Effect of Human Resource Planning and Work Environment Mediated by

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environment condition is said to be good if employees can carry out activities optimally,

healthily, safely, and comfortably. (Karlina, 2018).

In addition, the work environment in a company or organization needs to be

considered, this is because the work environment has a direct influence on employees.

A conducive work environment provides a sense of security and allows employees to

work optimally. If the employee likes the work environment where he works, then the

employee will feel at home in his workplace, and do his activities so that working time

is used effectively. Conversely, if the work environment is inadequate, it will reduce

employee performance. (Suryani, 2019).

The implementation of work by workers in a company environment basically

takes place in the condition of workers as humans, as mentioned above. The

inner/psychological atmosphere of a worker as an individual in the company community

that is his/her work environment has a very big influence on the implementation of

his/her work. The inner atmosphere is seen in the spirit or passion of work that produces

work activities as a contribution to the achievement of the business objectives of the

organization/company where he works. From a psychological point of view, the fact

shows that being passionate or excited and conversely not passionate or not excited by a

worker in carrying out his work is greatly influenced by the work motivation that drives

him. In other words, every worker needs strong motivation to be willing to carry out

work enthusiastically, passionately, and dedicatedly. (Nawawi, 2016).

The next factor that can affect the quality of employee performance is

motivation, where the role of motivation is an internal or external drive that affects the

level of effort and perseverance of employees in carrying out their duties. Motivation

can come from various sources, including compensation, recognition, opportunities for

career development, and a supportive work environment. Motivated employees tend to

have higher performance because they feel valued and eager to achieve organizational

goals. (Robbins & Judge, 2013).

Companies with high performance will be realized if supported by existing

human resources. Performance is the result of work as a description of the work that has

been done in the organization. Understanding performance is directed to the real and

clear work results of an organization. Many things affect employee performance in

agencies, which include a conducive work environment, tool knowledge, attitudes,

improvement and discipline, responsibility, work motivation, abilities, skills, and

managerial techniques. (Komarudin, 2018).

In the ever-evolving dynamics of the work environment, interesting phenomena

arise as curiosity about employee performance is closely related to structured human

resource planning, motivation, and the work environment. Global challenges,

technological changes, and fierce competition in the market have triggered questions

about how the complex interactions between HR planning strategies, the role of work

motivation, and work environment conditions can shape the quality of individual

performance within the organization. In this context, further exploration of these

phenomena is expected to yield deep and relevant insights to inform human resource

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6444 Syntax Idea, Vol. 6, No. 10, Oktober 2024

management policies and organizational strategies that are more adaptive and

responsive to change.

HR planning in organizations has actually existed since the recognition of

organizations as a forum for joint efforts in achieving a goal. (Tiwa, 2022, p. 59). Based

on a research journal conducted by (Chakraborty & Biswas, 2020), it shows that one of

the human resource planning activities, namely recruitment plans, has a negative and

insignificant impact on performance. Besides that, Ibrahim et al. (2022) Their research

results state that motivation has no significant effect on employee performance. Tahiri

et al. (2022) Also stated that not all motivational tools have a significant effect on

employee performance. Although some motivational tools have a strong relationship

with employee performance design is not significant as a predictor in the model. In

research conducted by Ocfa Indah Nst & A Dewantoro Marsono (2023) No significant

relationship was found between the work environment and employee performance. This

suggests that the physical or social conditions of the work environment may not have a

significant direct influence on employee performance.

RESEARCH METHODS

The research method is a scientific way to obtain data with the aim of specific

uses. Sugiyono (2020, p. 2). This process involves various systematic and planned steps,

starting from problem formulation, data collection, and data analysis, to drawing

conclusions. In research methods, researchers must use an objective and rational

approach to ensure that the data obtained is valid and reliable. In addition, research

methods also allow researchers to test hypotheses, answer research questions, and

contribute to existing knowledge. Thus, proper application of research methods is

essential to achieve accurate and useful results in various fields of study.

The research used by the author is Human Resource Planning, Work Environment

Mediated by Motivation on Employee Performance at PT Bumi Guna Fokusindo. The

subject of this research is employees who are working at PT Bumi Guna Fokusindo, the

research period was conducted in July 2024.

In this study, the research design used refers to the methodology described by

Schindler (2022) In his book “Business Research Methods”. These dimensions include

various important aspects of research design such as research objectives, the

researcher's ability to manipulate the variables to be studied, the scope of the topic, the

emphasis on measuring research techniques, the complexity of the design, data

collection methods, the research environment, the time dimension, and the awareness of

participants in the research.

RESULTS AND DISCUSSION

H1: HR Planning → Employee Performance

The results of hypothesis testing show that HR planning has a significant positive

effect on employee performance with a path coefficient value of 0.525. This result is

supported by a p-value of 0.008 which indicates a significant positive or strong

The Effect of Human Resource Planning and Work Environment Mediated by

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Syntax Idea, Vol. 6, No. 10, Oktober 2024 6445

statistical significance. This is reinforced by the non-zero confidence interval, which is

from 0.167 to 0.911, reinforcing that the effect of HR planning on employee

performance is indeed positive and has a consistent impact on employee performance in

this context. The f square value of 0.543 indicates that HR planning makes a meaningful

contribution to the variation in employee performance.

The results of this study are in line with the findings of Jayasukmana &

Muhammadi (2021), which shows that HR planning is significantly positive, this is also

in line with research conducted by Nonong (2022), which states that if better HR

planning is implemented, it will be able to improve performance even better.

H2: Work Environment → Employee Performance

Testing the relationship between work environment and employee performance

shows a small path coefficient of 0.199, with a p-value of 0.539. This indicates that the

effect of the work environment on positive employee performance is not statistically

significant. The wide confidence interval, which is from -0.527 to 0.760, includes zero,

which means that the effect of the work environment on employee performance can be

positive or negative and has no certainty of direction. The very small f square value,

0.047, indicates that the work environment has almost no effect on employee

performance. The results of the study are in line with the findings of Karlina (2018),

which shows that work environment variables have no relationship to performance.

H3: Motivation → Employee Performance

Testing the relationship between motivation and employee performance shows a

small path coefficient of 0.229, with a p-value of 0.471. This indicates that the effect of

motivation on positive employee performance is not statistically significant. The wide

confidence interval, which is from -0.325 to 0.932, includes zero, which means that the

effect of motivation on employee performance can be positive or negative and has no

certainty of direction. The very small f square value, 0.064, indicates that motivation

has almost no effect on employee performance.

The results of the study are in line with the findings of Gandung (2024), which

shows that work motivation has no significant effect on employee performance. This

was also stated by Tahiri et al. (2022), in their findings that not all motivational tools

have a significant effect on employee performance. Although most motivational tools

have a strong relationship with employee performance, work design is not significant as

a predictor in the model.

H4: HR Planning → Motivation

Testing the relationship between HR planning and motivation showed a very

small path coefficient of 0.047, with a p-value of 0.854. This indicates that the effect of

HR planning on positive motivation is not statistically significant. The wide confidence

interval, from -0.399 to 0.578, includes zero, which means that the effect of HR

planning on motivation can be positive or negative and has no certainty of direction.

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6446 Syntax Idea, Vol. 6, No. 10, Oktober 2024

The very small f square value of 0.001 indicates that HR planning has almost no effect

on employee motivation.

The results of the study are in line with the findings of Siagian (2017) This shows

that HR planning has an insignificant effect on employee performance. In his research,

Gunantar (2022) Shows that there are indicators of HR planning that are not significant,

namely competence, this indicates that the competency element in HR planning does

not directly contribute to improving employee performance. In addition, the effect of

HR planning on work environment and employee performance was also insignificant,

underlining that the competency aspect may not be effective enough in influencing these

factors in the context of this study. As such, these results suggest that HR planning,

specifically related to competencies, needs to be revisited or refined to increase its

impact on the work environment and employee performance.

H5: Work Environment → Motivation

Work environment was found to have a significant positive influence on employee

motivation, with a path coefficient of 0.636. The p-value of 0.007 indicates a strong

statistically significant positive, while the non-zero confidence interval of 0.099 to

0.941 confirms that this effect is consistently positive. The f square value of 0.659

indicates that the work environment has a considerable contribution to increasing

employee motivation.

The results of the study are in line with the findings of Tarmizi et al. (2021)

Found that organizational culture (as part of the work environment) has a positive

influence on employee motivation, which is consistent with the finding that a conducive

work environment increases motivation. This is also in line with the results of research

conducted by Nusraningrum et al. (2024) Where the work environment has a positive

and significant influence on motivation.

H6: HR Planning → Motivation → Employee Performance

This hypothesis tests the mediating effect of motivation in the relationship

between HR planning and employee performance. The test results show that the path

coefficient for this indirect effect is 0.011, which is very small. The p-value of 0.931

indicates that this effect is not statistically significant, which means there is no strong

evidence that motivation mediates the relationship between HR planning and employee

performance. The confidence interval between -0.246 and 0.249 includes zero,

indicating uncertainty in the direction and magnitude of the effect. With an Upsilon v

value of 0.00, this result also suggests that the mediating effect of motivation on the

relationship between HR planning and employee performance is very small or not very

structurally significant.

The results of the study are in line with the findings of Pramita (2019), where

motivation as mediation of workload, which is one of the important factors to consider

in HR planning, shows no significant effect on employee performance. Oktavianti et al.

(2022) found that transformational leadership where in the context of HR planning,

The Effect of Human Resource Planning and Work Environment Mediated by

Motivation on Employee Performance at PT Bumi Guna Fokusindo

Syntax Idea, Vol. 6, No. 10, Oktober 2024 6447

transformational leadership plays an important role in developing and managing

employees, shows the results of transformational leadership have a positive influence on

performance through motivation, but this influence is not significant. This means that

motivation does not significantly mediate the effect of transformational leadership on

performance.

H7: Work Environment → Motivation → Employee Performance

This hypothesis examines the role of motivation as a mediator in the relationship

between work environment and employee performance. The results show a path

coefficient of 0.146, which indicates a positive effect of this mediation path. However,

the p-value of 0.551 indicates that this effect is not statistically significant, the

confidence interval from -0.231 to 0.736 includes zero. The very small Upsilon v value

of 0.00 indicates that the mediating effect of motivation on the relationship between

work environment and employee performance is very small or not structurally

significant.

The results of the study are in line with the findings of Tahiri et al. (2022) Showed

that some motivational factors do not always mediate the relationship between external

variables (such as work environment) and employee performance, supporting the result

that motivation is not always a significant mediator in this context. Research conducted

by Ocfa Indah Nst & A Dewantoro Marsono (2023) Also found that motivation does

not play a mediating role between work environment and employee performance nor

between work culture and employee performance. This suggests that although

motivation is important, it does not act as an intermediary in these specific relationships

in the context of this study.

Evaluation of goodness of fit and model fit.

PLS is a variance-based SEM analysis with the aim of testing the theory of the

model that focuses on prediction studies. Therefore, several measures were developed to

declare the proposed model acceptable such as R square, Q square, NFI, PLS predict,

and Goodness of Fit Index (GoF Index) as well as checking the robustness of the model

by testing the linearity of the relationship between variables. (Hair et al., 2019).

Table 1. R Square and Q Square

R-square

R-square adjusted

Q²predict

Employee Performance

0.523

0.393

0.342

Motivation

0.421

0.324

0.226

The R square statistical measure illustrates the amount of endogenous variation

that can be explained by other exogenous/endogenous variables in the model. According

to Chin (1998) the qualitative interpretation value of R square is 0.19 (low influence),

0.33 (moderate influence), and 0.66 (high influence). Based on the processing results

above, it can be said that the magnitude of the influence of HR planning and work

environment on motivation is 42.1% (moderate influence). The magnitude of the

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6448 Syntax Idea, Vol. 6, No. 10, Oktober 2024

influence of HR planning, work environment, and motivation on employee performance

is 52.3% (moderate influence).

Q square describes a measure of accuracy, namely how well each change in

exogenous/endogenous variables is able to predict endogenous variables. This measure

is a form of validation in PLS to state the suitability of model predictions (predictive

relevance). The Q square value above 0 states that the model has predictive relevance

but in (Hair, Black, Babin, & Anderson, 2019) The qualitative Q square interpretation

value is 0 (low influence), 0.25 (moderate influence), and 0.50 (high influence). Based

on the Q square value on employee performance, it shows a moderate effect, and on

motivation, it shows a low effect.

Table 2 Goodness of Fit Index (GoF Index)

Saturated model

Estimated model

SRMR

0.105

d_ULS

2.552

d_G

1.516

Chi-square

389.719

NFI

0.608

Normed Fit Index (NFI) is one of the original incremental fit indices. It is the ratio

of the difference in the chi-square (χ²) values for the fit model and the null model,

divided by the chi-square value for the null model. The NFI ranges between 0 and 1,

where a model with a perfect fit would result in an NFI of 1 (Hair et al., 2019).

The NFI of 0.608 indicates that the tested model has a moderate level of fit with

the data. In the context of the Normed Fit Index (NFI), a value of 1 indicates a perfect

fit between the model and the data, while a value of 0 indicates no fit. With a value of

0.608, this means that the tested model explains about 60.8% of the variance explained

by the null model, indicating a moderate fit.

Table 3 PLS Predict

PLS-SEM_RMSE

PLS-SEM_MAE

LM_RMSE

LM_MAE

KK1

0.609

0.436

0.673

0.535

KK2

0.592

0.45

0.632

0.492

KK3

0.538

0.386

0.592

0.444

KK4

0.568

0.409

0.684

0.501

KK6

0.589

0.445

0.697

0.517

KK7

0.531

0.388

0.71

0.485

0.669

0.476

0.808

0.578

0.861

0.644

0.997

0.723

0.818

0.698

0.977

0.801

1.001

0.808

1.099

0.823

Hair et al (2019) State that PLS is an SEM analysis with predictive purposes.

Therefore, it is necessary to develop a form of model validation measure to show how

good the predictive power of the proposed model is. PLS prediction works as a form of

validation of the strength of the PLS prediction test. To show that the PLS results have a

good predictive measure, it needs to be compared with the basic model, namely the

linear regression model (LM). The PLS model is said to have predictive power if the

RMSE (Root mean squared error) or MAE (Mean absolute error model) PLS size is

The Effect of Human Resource Planning and Work Environment Mediated by

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Syntax Idea, Vol. 6, No. 10, Oktober 2024 6449

lower than the linear regression model. If all PLS model measurement items have

RMSE (Root mean square error) and MAE (Mean absolute error) values lower than the

linear regression model, the PLS model has high predictive power. If most of it has

medium predictive power. Based on the results of the RMSE and MAE values, most of

the number of PLS model measurement items with RMSE and MAE values are lower

than the LM (linear regression) model. This shows that the proposed PLS model has

medium predictive power.

Table 4 Linearity Test

Path Coefficient

values

Description

QE (HR Planning) -> Employee

Performance

0.007

0.947

Linearity fulfilled

QE (Work Environment) -> Employee

Performance

0.016

0.890

Linearity fulfilled

QE (Motivation) -> Employee

Performance

0.282

0.000

Linearity not met

QE (HR Planning) -> Motivation

-0.116

0.196

Linearity fulfilled

QE (Work Environment) -> Motivation

0.342

0.003

Linearity not met

Hair et al (2019) Mention that checking the linearity of the relationship between

variables is necessary. The assumption built in the influence between variables is linear.

This check is part of the robustness model in SEM PLS. The check carried out is to test

the quadratic form of the variable (QE = Quadrate Effect). Based on the processing

results, the P value> 0.05. The quadratic effect is not fulfilled, so the influence between

variables is linear

CONCLUSIONS

Based on the results of the research that has been conducted, several conclusions

are obtained as follows Human resource planning (HR) has a positive and significant

influence on employee performance. This shows that good HR planning can

significantly improve employee performance. Therefore, companies must focus on

effective HR planning to improve performance. The work environment has no

significant influence on employee performance, although the work environment shows a

positive direction, its effect on employee performance is not significant. This could

indicate that other factors may be more instrumental in improving employee

performance than the work environment alone. Motivation has no significant effect on

employee performance, although motivation is expected to improve employee

performance, the results show that its effect is not significant. This may indicate that

employees' internal or external motivation is not strong enough to have a direct impact

on performance. Human resource (HR) planning has no significant effect on motivation,

these results indicate that HR planning does not directly increase employee motivation.

The work environment has a positive and significant effect on motivation, a good work

environment is proven to significantly increase employee motivation. This shows that

creating a comfortable and supportive work environment can encourage employee

motivation. HR planning mediated by motivation has no significant effect on employee

performance. This shows that motivation cannot mediate the influence between HR

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6450 Syntax Idea, Vol. 6, No. 10, Oktober 2024

planning and employee performance significantly. In other words, despite good HR

planning, without strong motivation, employee performance may not improve. The

work environment mediated by motivation has no significant effect on employee

performance. Motivation does not significantly mediate the relationship between work

environment and employee performance. While the work environment influences

motivation, it is not strong enough to significantly improve employee performance.

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