The Impact of Recruitment System and Career Development...

VOLUME 12 NOMOR 2 SEPTEMBER 2013

M
B

rssN t4l2 - 3789

MANAJEMEN
BISNIS

Ardiansyah
Sylvia Veronica Siregar

BERKALA ILMIAH

The Effect of Voluntary Disclosure and Earnings Quality on
Cost of Equity: Empirical Evidence from lndonesia Stock
Exchange

Ari Setiyaningrum

Can The Good Corporate Ethics Statements and Corporate
Social Responsibility (CSR) Create Positive Consumer
Responses on The Company and lts Products? A Case Study
of Djarum's Csr ln Faculty of Economics and Business
Diponegoro University

Dwi Puryati

The lnfluence of Financial Performance and lnstitutional

Elisabet Siahaan
Prapat Gultom

The lmpact of Recruitment System and Career Development
on The Enhancing of Working Effectiveness Through
Compensation as lntervening Variable at Niagara Hotel
Parapat

Fitri Wulandari

Spirituality

Ownership on Disclosure of Corporate Social Responsibility

in Workplace, lndividual Spirituality and Work

Behaviour: The Study of Higher Education in lndonesia

Juli Meliza
lsfenti Sadalia
Khaira Amalia Fachrudin

The Financial Behaviour of lnvestors Using Discriminant
AnalysisApproach

Financial Condition Moderated The Effectiveness of Audit

Michella Maria Virgine Prayogo
Yie Ke Feliana
Aurelia Garina Christanti Sutanto

Committee to Reduce Earnings Management

Ria Astuti Andrayani

The Effect of Brand Awareness, Brand Association, and

Sri Setyo lriani
Purwohandoko

Percieved Quality on Deci5ion to Choose State University in
Surabaya

Rini Sarianti
Rahmiati

Examining The lnfluence of Organizational Climate and
Attitude Toward Knowledge Sharing on Knowledge Sharing
lntention

Singgih Santoso

Formation of Consumer Attitude Through Caused Related
MarketingActivity in Hedonicand Low lnvolvement Product

ill

}EAI{ASH&,gHH
BEflKAIA rlr*r,r{$

)

D
n)
.;'*
!L

ISNIS

B

t,- h

"

itf

:.rna Darmasetiawan, Universitas Surabaya, Indonesia

n

l

N1

Ar
Sr

u,,!:1.:inChief
I r,rlrr x T r"l l\ r" - niversitas

tr[

.-:xr- il- \1-lnhadi. Universitas

vhlill]lNlilq

Surabaya, Indonesia

l, : \[shadu.artha, Univcrsitas

Llrr,rTll

Ar

Surabaya, Indonesia

i:'-Jil:: [ ::: -'f

I &:1 ,-,,. --:r.r crsitas Surabaya,

lui,ril{ii.lri" '''r' lL:

, '\ .r,.: - hri. L'niversitas

,: n

,ili,

Surabaya, Indonesia

rm',-'',

\"-'-:-

ii:rur|]lilru, ,,"1rrdl:,i[

iium"' l.:

it!

Surabaya, Indonesia

Dr

in

.-

[J1...

\,.,-

,,{miilum

Indoncsia

il t

-

:.

:rsitas Surabaya, Indoncsia

Eli

-.:-1\ crsitas Surabaya, Indonesia

Pr:

-.

* ,: i

,.|t:iYffiry4r'tjffiInmlFy+wizF-_-Ftryffib..;:1"1]i:.ll

: --

6.

Ida Bagus Madc

Wiyasha

(Sekolah Tinggi
Pariwisata Bali)
7.

,I

Iin Mayasari (Universitas
Paramadina)

illll'

ll

ll*

llill

"l

I

,iu"

llll:fl I llM',Nlr

11

I ll

il

10.

i'-r

illltt it tttttt t itl,iri r,r,.

12. Putu Anom Mahadwartha

(Univcrsitas Surabaya)
13. Srundring Pantja Djati

(Univcrsitas Kristcn

(Universitas Kristen

Imdonesia)

14. Wahyoe Soedarmono

Mamduh M. Hanafi

(World Bank Indoncsia

(Universitas Gadjah

Country Officc)

Mada)

".

M. Iqbal l.{imran

Irit

Brawijaya)

Jony Oktavian Haryanto

Satya Wacana)
9.

11. Nocrmijati (Universitas

15. Werner R. Murhadi

(Universitas Surabaya)

JLrl

Isf,

Kh
N,{i

Yit
_,1

ll

Rur

Sn
Pur

(Univcrsitas Brawij aya)

r

il'Ii

_

Ril

!

Ra1

*-- :,-':: Dcpartmcnt
:" -

--

-::cs. Universitas Surabaya
, ;.. , 1r_1193

_

-,

: -- -.-1
,J

Sir

;.?il 2

B

.

ruZ&fu*^&
B

ISNI

S

%r&,7e"7-,%,

aral{AtA

tt"E*t &*4

Manajemen & Bis,is Berkala Ilmiah . September 2013 .

vol.l2 . No.2

CONTENTS
Ardiansyah
Sylvia Veronica Siregar

The Effect of Voluntary Disclosure and
Earnings Quality on Cost of Equity:
Ernpirical Evidence frorn Indonesia Stock
Exchange

143-157

Ari Setiyaningrurn

Can The Good Corporate Ethics Statements
and Corporate Social Responsibiliry (CSR)
Create Positive Consumer Responses on The
Cornpany and lts Products? A Case Study of

158-172

Djarum's Csr In Faculty of Economics and
Business Diponegoro University

Dwi Puryati

The Influence of Financial Perfomrance and

173-186

Institutional Ownership on Disclosure of
Corporate Social Responsibilty
Elisabet Siahaan
Prapat Gr-rltom

The Impact of Recruitment System and
Career Development on The Enhancing of
Working Effectiveness Through
Compensation as Interuening Variable at
Niagara Hotel Parapat

I 87-200

Fitri Wulandari

Spirituality in Workl:lace, Individuai
Spirituality anC Worf: Behaviour: The Strrdy
of Higher Eclucation in Indonesia

201-2

Juli Meliza
lsfenti Sadalia
Khaira Arnalia Faclirudin

The Financial Beha.*.,iour ollnvestors Using
Di scrirninant Analysis Approach

216-226

Michella Maria Virgine Prayogo
Yie Ke Feliana
Aurelia Carina Christanti Sr:tanto

Firrancial Condition Moderated The
Effectiveness of Audit Cornmiitee to Reduce
Earnings Management

?27-236

Ria Astuti Andrayani
Sri Setyo lriani
Purwohandoko

The Effect of Brand Awareness, Brand
Association, and Percieved Quality on
Decision to Choose State Universitv in
Surabaya

237-247

Ririi Sarianti

Exarnining The Influence of Organizational
Climate and Attitude Tou,ard Knowledge
Sharing on Knowledge Sharing intention

248-253

Formation of Consumer Attitude Through

254-269

ILahmiati

Singgih Santoso

Caused Rclated Marketing Activity in
Hedor-ric and Low Involvement Product

r5

Manajemen & Bisnis Berkala Ilmiah
Vol. 12 No.2 (September 2013): 187-200

THE IMPACT OF RECRUITMENT SYSTEM AND CAREER
DEVELOPMENT ON THE ENHANCING OF EFFECTIVENESS IN
WORKING THROUGH COMPENSATION
AS INTERVENING VARIABLE AT
NIAGARA HOTEL PARAPAT
Elisabet Siahaan
Faculty of Economics and Business, University of Sumatera Utara,
Dr.Elisabethsiahaan@yahoo .com

Parapat Gultom
Faculty of Mathematics and Natural Sciences,University of Sumatera Utara,
par_gultom@yahoo.com

Abstract
Lake Toba is the biggest and deepest volcanic lake in South-East Asia, located in Parapat,
Simalungun Regency, North Sumatra Province, Indonesia. It is the tourism icon in
Indonesia andrecommended to be one of the Global Geopark Network (GGN) tourism
icons established by UNESCO. The tourists visiting this destination are still as not many as
other tourism destinations in Indonesia. Many factors cause such condition. Hotel's
hospitality service, which is an important role for tourism convenience, is not at its
maximum quality. Therefore, the domestic and foreign tourists have not been able to
thoroughly enjoy the beauty of Lake Toba. The low quality of services may be caused by
the less effective of the recruitment system, career development, and compensation
systems which result in the diseffectiveness of employees work. The purpose of this
research is to analyze the impact of how recruitment system and career development on the
enhancing of effectiveness in working through compensation as the intervening variable.
The research is carried out at Niagara Hotel Parapat. The population of this study is 174
Niagara Hotel Parapat's employees and 64 of them are selected as samples for this
research. The method used in this research is Path Analysis.
The result shows that recruitment system and career development (test-F) have significant
positive influence over compensation. There is a significant positive influence between
recruitment over compensation, but there is no significant influence between the career
developments toward compensation. It causes career development possibility at Niagara
Hotel to be too short and the compensation system to still be under the province minimum
wage. Recruitment system, career development, and compensation affect positively and
in working. There are significant positive influences
significantly to the ･ｦｾ｣ｴｩｶｮｳ＠
among recruitment system, career development, and compensation with respect to the
effectiveness of the employees work at Niagara Hotel Parapat. Recruitment is a dominant
variable which influences more to work effectiveness rather than to career development
directly or indirectly through compensation. The research also shows that compensati on i
an intervening variable for recruitment system but not for career development.
Abslrak
Danau toba merupakan danau vulkanik terbesar dan terdalam di Asia Tenggara an
terletak di Parapat, Kabupaten Simalungun, Provinsi Sumatera Utara, Indones ia. Dan u
toba adalah salah satu ikon pariwisata di Indonesia dan disarankan untuk menjadi atu · n
pariwisata global geopark network (GGN ) yang didirikan oleh UNESCO. lam
demikian layanan perhotelan, yang berperan penting bagi kenyamanan wisatawan b I
dilakukan secara maksimal. Karena itu, para wisatawan dalam dan luar negeri bel
187

Siahsan and Gultom

sepenuhnya mer-rikmati keindahan Danau Toba karena tidak didukung oleh akomodasi
fasitltas yang disebabkan oleh keterbatasan sumber daya tnanusia. lni disebabkan oleh
sistern perekrutan, pengembangan karir, dan sistem kompensasi yang
kurang
"f"tilf
berda,lpak pada ketidakefektivan kerja para karyawan. Tujuan penelitian ini adalah untuk
menganalisa dampak clari sistem perekrutan, pengembangan katt, terhadap efektivitas
variabel perantara. Penelitiarr dilakukan di Niagara Hotel
kerja dengan koru-pensasi sebagai
-174
karyawan dan 64 orang karyawan sampel' Metode
Parapat. Fopulasi sebanyak
analisis data adalah uruii*ir jalur. Hasilnya menunjukkan bahwa sistem perekrutan dan
pengembangal karir secara bersama-sama (Uji-F) memiliki pengaruh positif signifikan
i".t1uOup kompensasi. Berdasarkan uji parsial (Uji-| bahwa sistem perekrutan berpengaruh
positif signinkan terhadap kompensasi, akan tetapi pengembangan karir tidak berpengaruh
signifikan terhadap kompensasi. Hal ini disebabkan karena pengembangan karir di Niagara
Hotet masih terlalu pendek dan sistem kompensasi masih di bawah standar upah minimum
provinsi. Secara langsung sistem perekrutan, pengembangan karir, dan kompensasi
Lerpengaruh positifsignifikan terhadap efektivitas kerja. Perekrutan merupakan variabel
yang domior, *"rnpengaruhi efektivitas kerja dibandingkan jenjang karir, baik langsung
*urp6 tidak langiung melalui kompensasi. Penelitian ini juga menunjukkan bahwa
kom-pensasi merupakarr variabel perantara antara perekrutan terhadap efbktivitas kerja,
sedangkan kompensasi tidak mampu menjadi variabel perantara antara pengembangan

karir terhadap efektivitas kerja.
Keyworcis: Recruitment System, Career Development, Compensation, Work E'ffectiveness

JEL Classification: M52

1. Research Background

Indonesia's touiism industry is advancing in line with the grou'ing interest of the
Indonesian population and foreign tourists to travel to indonesia. Heavy workload.
saturated work routines, a little time with the family, caring for the family, the progress of
IT, increasing purchasing ability cause a lot of people desire a vacation with family. it rs
becomrng an increasing number of travelers driving in the country and abroad every year.
The increase of the number of tourists results in ttre increaseC demand for hospitaliry.
The number of tourists visiting North Sumatra each year is increasing. This is due to
many factors, one of which is the existence of Lake Toba as the largest and deepest
volcanic lake in Southeast Asia with the length ot'100 kilometers, 30 kilometers wide and
529 meiers located in Parapat, Simalungun District, North Sumatra Province, fndonesia.
Lake Toba is the icon of tourism in Indonesia as proposed by Global Geopark Network
(GGN), UNESCO. Lake Toba is one of the famous tourist spots in Sumatra, especially in
North Sumatra.
The growth of tourist visiting Lake Toba is not as good as the other tourist areas in
Indonesia, such as Bali and Lombok. A variety of factors rnay be the cause of this
condition; including the quality of hospitality, which is one of the tourist facilities, that is
not optimized. Therefore, the domestic and foreign iourists have not been able to
thoroughly enjoy the beauty of Lake Toba because it is not supported by good hospitality
due to low human resources services.
Niagara Hotel Parapat is a hotel located in Lake Toba region. The hotel becomes the
focus of this research because it is a four-star hotel that has been established since 1990
ancl can still continue to survive and be cornpetitive rvith other similar hotels.

188

Manajemen & Bisnis Berkala Ilmiah
trol.12 No. 2 (September 2013)

!s

hd

IL
t-_

;
TL

ES

3t:

][

lr{
Itr

Ir
hb

l1:

u

Human resources plays a key role in delivering satisfaction
to customers. Memorable
service provided by the liotel employees is an explrience
that cannot be forgotten by the
customers.
Problem raised at the Niagara Hotel Parapat is that the recruitment
system is still not
performed rvell. The implementation during the recruitment
of new ernployees is still
based on relative connection. Managers assign trusted
employees to find new employees to
filI vacant positions. The recruitrnint is based on u.qruintance and family relationship
which excludes selection criteria and competence requirements
needed, so that other job
seekers do not have opportunity to formally apply.
Filling the vacant jobs often does not conform to the competency
of potential
employee, so that there is a discrepancy between the tasks
and positions occupied. The gap
between the competencies of employees with office duties
or performed by employees
leads to less effective work of the.*iloy."r.
Career development is a combination of training needed
in the future and human
resource planning. From the point of view of employ".--r,
it is to provide an overview of the
career development career path in the future.- Mlanwhile,
from the standpoint of the
company, career development will be available to guarantee
the employees who will fill
the position which will be vacant in the future (Mathis
and Jackson 2010).
Career developrnent of Nia-gara Hotel Parapat is not applied
on an ongoing basis and is
not programmed propeily, so that an employee will o."rpy
and run the same task and
position in a long time and will not get a promotion
that wiil cause high saturation in the
work' Assignment change occurs at Niagaia Hotel Parapat is only
about the displacement
of House Keeping to be Cleaning Service.
Compensation is all incon.re in the form of money or goods,
directly or indirectly
received by the employee in exchange fbr servi.", prorid"o
Uy the company (Hasibuan
2005)' The cument condition o..r.i at Niagara Hotel parapat
is that employee who
performs duties as Gardener, Linen Boy i Mai{
cook Helper, Bucher, Bush, Dish washer,
or Engineering is given salary that is not in accordance
*ith th" provinee Minirn,m Wage
(PMW).
Effectiveness demonstrates success in achieving the
targets set. The closer activities to
the target, the higher possibility the eft-ectiv"r"r,
L,
be achieved. Current facts indicate
that employees of Niagara Hotel Parapat have not
shown the maximum effectiveness of
their work' It can be seen from the fact that the employees
have not taken their job
seriously, which callse unwell and less neat work,
ancl less satisfied guests. However, there
are still lew employees who utilize their time to
work with sincerity.
Based on the description of the problem background,
researchers are interested in
choosing the title of the irnpact of recruitment
iystem and career developmenr on
irnproving the effectiveness of work with compensation
u, u, intervening variable.
l.l. Research problems
Problems studied in this paper are:
I ' Do the recntitment system and career
ileveloprnent positively
si-enificantl' aflect
--l and
--'-. "'D'^'^^"'
tl-re compensation?

2'

tr]

3"

hr

4'

n.

Does compensation significantly influence the effectiveness
of the employees u,ork?
Do the recruitment system, career development, and
compensation sigriificantlr,. afiect
directly on the effectiveness of the employees work?

Is compensation.it

u-| intervening variable between recruihnent systern and
carc-er
development on the effectiveness of the employees
work?

5' Do the rectuitment

system and carcer development significantly influence the

eff-ectiveness of employces work through

189

"o*p.nroiion

as an intervening variabie2

Siahaan and Gultom

1.2. Research Objectives
The purposes of this studY are:
1. to analyze rvhether the recruitment system and career development significantly and
positively affect the compensation.
2. To analyze whether clmpensation significantly influences the effectiveness of
employees work.
3. To-analyze whether the recruitment system, career development, and cornpensation
significantly affect on the effectiveness of employees work directly'
4. Ti analyze whether compensation is an intervening variable between recruitment
system and career development of the effectiveness of employees work.
5. io anall,zewhether the recruitment system, career development significantly influence
variable'
the effectiveness of employees work ihrough compensation as an intelening
1.3. Benefits of Research
1. For the CompanY
Parapat
To provide information and advice that may be used to develop Niagara Hotetr
and
especially in determining policy on the recruitment system, career development
and
effectiveness
that influerrce thi improvement of employee's
"o*p"rrution
sustainability of the company.
2. For other Researchers
To be a reference to develop further research in the future'
3" For authors
To provide additional insight in the field of human resources, especially in
related
understanding the recruitment system, career development and compensation
to employees effectiveness.

2.

Research Methods
The concepts of organizational career commitment are interchangeably (Meyer et al
2002). Some studies siate that there is a unique relationship exists between career
commitment and job outcomes such as performance (Meyer et al 20A2; Leal-Muniz 2005)'
A few studies link carreer commitrnent to job performance (Fort and Voltero 2004: LealMuniz 2115;Mc-Closkey and McChain 1988; Somers 2000: Wright and Bonett 2002).
The higher the empioyee's comfilitment in developing a career, the more he/she rvill
wor.k earneitly, b"huu"l" u positive and fun attitude toward your boss, co-workers, as well
wiii result in
as his/her work with discipline and high motivation in grabbing career which
his,/her desired great perfornance'

Relationship between variables (recruitment system, career development,

compensation, and work cffectiveness) is given in the following hgure:

e1

Recruitment

",

System

(x')

v
1

o

Career

Development

(x2)
Figure 1. Conceptual Model
190

I

Manajemen & Bisnis Berkala Ilmiah
Vol.12 No. 2 (September Z0t3)
Substructure 1:
X:: P^t *: Xr * pxz *r Xz * er
Substrucfure 2:
Y: p*r v Xr * pxzv Xz * p*:y X:
Where : Xy: recruitnrent
X2: cafeer development
X3: compensation
Y: work effectiveness

* ez

3. Results and Discussion
3.1. Descriptive Analysis
The population in this study is all of the employees of Niagara Hotel parapat, which are
174 persons anC a sample of 64 people are randomly selected from eaci department.
Characteristics of the respondents are given in Table 3.l.
Table 3.1 Respon{ent,s Characteristics
Characteristics
Total

No

n

Age

2t-30
31-40
4l -50

2

>50

4

40.62
39.06
1s.63
6.25

24

l0
Total

100

37
27

42.18

Total

100

Sex

Male
Female

57.81

Education
Secondary Level

5

Senior High Level

5l

Dipioma

6
2

Undergraduate

4

7.81

79.69
9.37

t. t3

Total

100

Department
Human Resource
Front Office

4

5.25

5

House Kccping

21

7.81
32.81

Duty Managcr
Asst.Duty Manager

2

3.12

General Secrctary
Food and Beverage
Maintenance
Rcnovasi

Accounting

source: Research Results (processed),

24

31.5

J

l

4.69
4.69

2

3.t2

Total

100

201 2

t9t

Siahaan and Gultom

it can be seen that: Total respondents are 64 people' Based ot age' 26
or 57 '81%
people or 40.62o/o of them are 21-30 years old. Among the 64 respondents, 37
level
education
are males and.27 or 42.18%o are females. The majority of the respondents'
the Department
is high school, rvhich is 5l peopie or79.69oh. Most respondents are fi'om
respondents'
of
number
of Food and Beverage who ir"iq people or 37.5o/o of the total
3.2. Descriptive Statistics
a. Recruitment (X1)
Hotel
The results of research concerning employee recruitment process at the Niagara
Based on Table 3. l,

Parapat is given in Table 3.2

Table 3.2
Ques-

tion
1

2
J

4
5

SA
(s)

A
(4)

ts' Ansrver Distritlution on Recruitment
Total
SDA
DA
LA

foh

fV.fo/"foh

2 2.1 58 90.6 4
I 1.6 36 56.2 27
t9 29.7 39 60.9 6
t4 21.9 42 65.6 8
t4 21.9 42 65.6 8
r 1 17.2 49 76.6 4

(l)

(2)

(3)
6.2

0

42.2

0

0
0

9.4

0

C

12.5
12.5

0

0

0
0

0
0

6.2

6
Source: Research Results (processed), 2012

F '/.
0064
0064
0064
0064
0064
0064

o/
/o
100
100
100
100
100
100

The majority of respondents (90.6 %) state that the recruitment process is in accordance
oh
statement'
with human ."rorr."" planning. Only 6.2 of the respondents disagree with that
;/o1 tuy the recruitment process runs smoothly- A totai of
The majority of respondents (56.2
of
42.2 % of respond.ents state that they Cisagree w:ith that statement. The majority
the
respondents (6b.9 Yo) declare candidates are selected according to the needs of
this
with
g.4
disagree
% of the respondents who
colnpany. There are approximately
(65.6
%) state that the selection of applicants go
respondents
opirrio.. The majorify of
througir a series of rtug"r thaf has already been set. There are approximately 12.5 % of the
respoidents who disagree rvith that statement. The majorify of respondents (65.6 %) state
thai the employees have been placed in the position reiated to the predetermined
qualificationr. Th.r" are 12.5 o/o of the respondents who disagree with the opinion. The
o/o) state that the placement of employees is in accordance
majority of respondents (76.6
*iit, tnl capabiiities of employees. There are apprcximately b.2 % of the respondents u'ho
disagree with the statement.
b. Career Development (X2)

The results of the study regarding career employees at the Hotel Niagara Parapat are sLated
in Table 3.3. The majority of respondents (60.9 %) state that the company has a ciear
n'ith
career development. There are approximately 9.4 % of the respondents who disagree
that statem.ni. Th. majority of respondents ( 90.6 % ) state that all employees knou'about
the career development programs provided by the company. There are approxinlatelv 6.2
% of the respondents who disagree with that statement'

t92

I
I

Manajemen & Bisnis Berkala Ilmiah
YoL12 No. 2 (September 2013)

t$

Table 3.3 Distribution of Res
A

el

(4)

6
l!

asA(s)
F

nt

7
B

9
10

ll

EI

t9
2
t9
2
2
1

%

f

ts' answer on Career Develoment

LA

%

f

39 60.9 6
3.1 58 90.6 4
29.7 39 60.9 6
3.t sB 90.6 4
3.1 58 90.6 4
1.6 36 s6.2 27
29.7

DA SDA

(3)

(2)

% f Yo f

9.4 0 0
6.2 00
9.4 0 0
6.2 00
6.2 0 0
42.2 0 0

t2
Source: Research Results 1p.o.ers"A;2OU

Total

(1)

0
0
0
0
0
0

%
0
0
0

0

0
0

64
64
64
64
64
64

100

r00
100
100
100

r00

The majority of respondents (60.g %) state that companies
provide clear information about
development .There ur. upp.o*imarely
g:;
v^rrrrqlvrJ
7..4
lo ur the
[Irs respondents
Issponognts who
wno di
dlsagrge
L,t,:T:"r
majoritv of respondents ieo.o %)- state that the company,s career
L'.1,1'::l:1,-"1 11"can i mpiov.
loy""'.
;;;

r;.I

f,::?."I::i: l1:9.i.

"*p

u*il. ih"*

"ff""ti

rod

#; ;;'

Z";

approximately 6.2 o/o of the respondents who diisagree
with this opinion. The majority
rruJvrrlJ
of
vr
respondents (56.2 o/a) state that career developmerit p.og.umust be in accordance with
the employee's skills - There are approximatel^y 42.2
%ir tr," respondents who disagreed
with that statement.
c. Compensation (X3)
The results of research concerning the compensation
of employees at the company Niagara
Hotel Parapat are stated in Table 3.4.

Tu

SA

a

(s)

13

I

t4
l5

0

16

0
0

t'1

l8

I

ll

"A f

A

LA

(4)

(3)

DA SDA

(2\

F V, tyo
1.6 36 56.2 27 42.2 0 0
0 31 48.4 33 sr.6 0 0
1.6 36 56.2 27 42.2 0 0
'h

0 31 48.4 33 51.6 0
0 54 84.4 l0 15.6 0
t7.2 49 76.6 4 6.2 0

0
0
0

Source: Research Results (pro""ss"d), 2012

nsation

T"trt

(1)

t
0
0
0
0
0
0

yo

464
064
064
064
064
464

100
100
100
100
100
100

The majority of responclents (56.2 Yo) state that the
determination of basic salary is based
on years of service and has been done fairly. There
are approximately 42.2 % of the
respondents who disagree with that statement. The
majority of respondents (51.6 %)
express that they less agree with the statement
ihat thre basic salary received is in
accordance with the city Minimum wages. There
are 48.4olo of respondents who disagree
with that statement. The majority of reipondents (50.2
%) state that the bonus given is in
accordance with the work perforrnance of employees.
There are approximately lZ.2 o/o of
the respondents who disagree with that statement. The
majority of respondents {51.6 %)
state that bonuses have not been adjusted with years
of service. There are 4g.4 yo of the
respondents stating that the bonuses are in accordance
with tenure. The majority of
respondents (84'4 't/o) state that the benefits given
are in accordance with employee
perfotmance' There are approximately 15.6 %
af the respondents who agree with that
statement' The rnajority of respondents (76.6%) state
that the allowan.", ui" not eligible

t93

Siahaan and Gultom

There are approximately
to meet the needs of employees.
disagree with that statement'

+ry.'.:5lfitf;]:ffi!H."*,,r*
Table

6-2

% of the respondents who

are stated in rable 3'5
the efrectiveness of emplovees

'ansn'ers

0n Work Effuffiess

LA--- On_- SOf Total
a
(3)-. :\,oh ,t'l^ tf v"o/o
f "h
to
, "t : ,' , ,r^ ,l(),
o
rtr
u )4 847-m
re
i3t
zzi;;
-6 s'4 o o o o 2^^
;z
i3'
1oo
64
si;;';
zr 1 1.6 s8;o';
1oo
64
o
i a'z oo o
zz z 3-r 36,Z:i zi
o o o o 64 1oo
23 t 1.6 3s ;o;; -6 42'2
s'4 o o o o 64 1oo
24 le 2e.i
zs t4 zts 42 Z\:; Y :|Z I
2^^ 133
SA------A^(4)
(5i
,",
.,r:
'

o
? ,: i;

;1:::: II II n
:II

been accepted in
that the arrrount of work has
%)state
(s4-4
the
The majority of respondents
approximately \'9 %o"o)of
.nrpioyt"t:Jh"1:,als
of
statc
(56'2
accordance wittr tnl capabilities
The majoriry oi
statenrent'
that
with
'"'pondents
There
work'
respondents who airugr".
time-desiite the amount of
The
are
statement'
that employees
ays*e with that
the
of
C.z
in carrying out
are approximatety
employett u""ul*u's careful
state'that
%)
(g9.1
with
majority of respondents
N-o! !h"."tpo"at"ts who disagreealways
approxt*r"t,
are
There
ihe work received.
the results are
,"rporJ.rrts (g0.6 %) state that
nr
majoriq,
The
% of the
statement.
that
There u* upp'o*imately 9:?
his
by
employee
good
%) state
a
(52'7
consi,Jered
majority oi ittpottdents.
ihe
itrlt
*rttr
respondents who dir;;;;
i'h"" are approximately 47'7 %
*ott'
"","*"":,.
i*
factor
tlrat timing i, u' i*p.rl.tant
'r'* rhe *":"t"v of iespondents (60'9 %)
of the respondent-'#ffi#;;;';'h;;;;*'"ent' befol:,
siipulated time' There are
t#'ioi'well
The majority of
'n"
state that
o atrgree wittr itrat statement'
;/rJA.
g.+
,.rporra"ntr".it
approxima tely
jou in accordance with the target
Io""
e"i|
disagree
respondents (64.6
tz-s y, orthe respondents who
Thery
company.
the
are
given by
?* 'ppi;;;*u,"ty tqs o %o) state thai employees abtre to
majority
The
with that statement.
"f*itr, irr.^*"rk pla,' There is a 12'5 % stating that they
*o.t'lrr^;;;;r'd#"
trr"
carry out
less agree with that statement'
3.3. Linear Regression
Structure of the First Sutt-structure:

"rl?;.;"*il il;;;l *
d;;;;il.*h"
x
,i

;;il;";-'

,";i;;*g

"*ptoy".;;;;*pr"t.
,;;;tar#"*pr";;;'"""
;;"";",1r

3.3.1.

rhe

the equation:
Sub-structure 1 is stated by

res}l;Sr;r,J;.1.i;t#^i.ilain

a*d their erf,ecr are
relationships between variables

shown in Table 3'6 atd3'7 '

194

I

Manajemen & Bisnis Berkala Ilmiah
Vol. 12 No. 2 (September 2013)

.

ilo
I

Table 3.6. Anovab

Model

Sum of

1 D ---,1

Regression

Mean

Df

Squares

93.6s2 47.241

187.305

Residual 120.930

I

Tabel 3.7. Coefficients'
unstandardized coefficients Standardized Coefficients
B
Std. Error

(Constant)

4.381

2.041

.443
.296

XI
X2

.000'

1.982

61

total
308.234
a. Predictor: (constant), X2,Xl
b. Dependent Variable: X3

Model

sig

F

square

t

Sig.

.509 2.147 .036
.285 2.466 .016
1.379 .173

.180

.2t5

a. Dependent Variable: Compensation

n
re

,e

e
e

lt
h
5

e
e
,o

)

3.3.2.Second Sub-Structure
Sub-stn-rcture 2 is stated by equation:
Y: p*, v Xr * pxzv Xz* px: y X: * ez
The results of data processing to obtain relationships between
variables and their effect are
shown in Table 3.7.
3.4. Discussion
3.4.1. Discussion of Substructure I
a. The detcrminant coefficient (Rf)
Detenninant (R2) is used to see how much the independent variables
are able to explain the
cependent variable. In other words. the determinant coefficient
is used to measure the
ability of the recruitment system and career development of Niaga
ra prapaton employee
compensation.

L

I

t

Model

Sum of Squares

1 Regression

Rcsidual

)

Total

t'

1

516.078

J

17.672

60

533.7s0

63

a. Predictors: (Constant), X3, X2,

b. Dependent Variable:

Tabel3.8 Anovab
Df
Mean Square

sig.

172.C25 584.05.1 .00c'
.29s

Xl

y

The result of data processing abaout the signilicancy modcl
can seen at Table 3.g.

Tabel 3.9. Coefficients'

Model
I

Unstandardized Coefticients
Std. Error

(Constant)

Standardized
Coefficients

Sig.

Beta

r.888

.816

X1

.771

.013

x2
x3

.680

10.714 .000

.276

.084

.202

3.289 .002

.r86

.049

.141

3.770

a. Dependent Variable:

y
195

2.314 .024

.000

Siahaan atd Gultom

Based on the results of Table 3.9, can be explaned that each variable have significant
values of beta that sees on standardized coefficient'
The results of data processing are given in Table 3.i0.

Table 3.10 Model Summary of Sub-structure I
Adjusted R Std. Error of
R R Square Square the Estirnate
Model

I

.595

.608

.780"

Xl

a. Predictors: (Constant)

1.40800

dan X2

Source: Data Processing Resuli

Based on the results in Table 3.10, it is concluded that (1) R:0.780 means that the
relationship among the recruitment system , career development and compensation is 78 %
(strong), fil n Square of 0.608 which means that 60.8 7o of employee's compensation can
Ue expiained Uy itre recruitment system and career development, while the remaining 39.2
Yo canbe explained by other factors which are not examined in this study.
b. Effect of Inter-Variable Analysis
The results of the study shown on the first substructure: recruitment system and career
development (F-test) have siguificant positive influence on compensation. It means, proper
recruitment system, continuous career developmeut and a clear career development of
employees have a positive effect on the amount of compensation received by the
employee.

partial test results (t-test) show that the recruitment system has significant positive
effect on compensation- It means, if the company implements a transparent system of
intemal and external recruitment then the company should establish adequate
compensation and in accordance with government regulations.
Partial test results (t-test) show that career development has no significant eftbct on
compensation. It means, a system of compensation that occurs in Niagara Hotel Parapat is
not ioo good because career development at Niagara Hotel Parapat is still too short. Its
very limited career opportunities and compensation system are also still under standard oi
city minimum wage.
3.4.2.Second Substructur Analysis
Determinant Coefficient $f)

^.

Data processing result is stated in Table 3. 1 1.

'fable 3.11 Model Summary Sub-structure 2
Adjusted R Std. Error of

Model R Square Square
Lltuuvr
.965
I
.983" .967
a. Predictors: (Constant), X3, X2,

the Estimate
.54271

Xl

Coefficient of Detbrmination test indicates that the recruitment systern, career
development and compensation of employees are able tc explain the effectiveness of
Parapat Hotel Niagara at 96.7 % with the value of R Square of 0.967.It means that the
effectiveness of employees will increase if companies pay attention to the recruittnent
system of employees, career development, and the type and atnount of compensation given
to the employee.
F-test results also show that if the system and the implementation of the recruihnent
have been done as planned, are appropriate and have a clear career development and
196

Manajemen & Bisnis Berkala IImiah
Vol. l2 No.2 (Septernber 2013)

1

equltable fair competrsation and above the Province Minimum Wage, the effectiveness of
ernployees Niagara Hotel Parapat will increase. Employees will work eamestly, serve
customers with satisfactory, be capable of making customers happy because every/
ernployee is satisfled and happy with the systems ancl policies created by the Niagara
Hotel Parapat.
Partiaily (t-test) shows that there is a significant positive effect among rccnritrrent
systern, carcer dcvelopment, ar-rd compensation to the effcctivencss of eurptoyecs at
Niagara Hotel Parapat. If employees f'eel that the compensation is tair, r,iable and
competitive, then the cornpany will bc easier to attract potential employees, maintain and
motivate them to improvc their pertbnrance, thus it will increase productivity and
effectiveness of the work. Itecmitrnent is the dominant variable affecting the effcctiveness
o1' the work contpared to the career devcloprnent either directly or indirectly through
compensation.
The result of this research supported by research is conducted by hameed et al2014
and yuli 2013 state that fair cornpensation, according to what is expected and in
accordance with the burden of the task of employees, will create work efl'ectiveness so that
ernployees perfbrnrancc increases.
Based on the test results of the path coefficients, the influence of compensation as an
intervening variable is still very srnall. Influence on the effectiveness of the recruitrnent
system through cotnpensation has only a very small effect cornpared to the direct efl-ect on
the effectiveness of the recruitment system. The relationship between variables is shown in
Figure 3.1.
Rccruitmcnt
System

(X r)

Work
Eflbctivencss (Y)

Carecr

Dcvclopmcnt(

x2)
!-igure 2. Relationships betrvcen Variables
Based on the tcsting o1'path coefficicnts in the second equation, it is shorvn that thc
total influence is the sum of the influcnce of recmitnrent systenr variables on the
cf1bctiveness through compcnsation. which is 0.152 (: 0.680 + 0.509 * 0.141). Thesc

results indicate that the total eff-ect of the recruitment svstenr of ernployecs through
variable cotnpensation is 0.7.52 or75.2Yo, and thc rernaining 24.8% is influencecl by factors
outsiile the model.
Elitployec rvho rvorks in Niagara Hotel Parapat will work effectively when reL:rlritnrcnt
systettr is done wrth proper qualifications, the company has drafted a qualification of
cnrployees to be hircd. nradc the hunran resource planning, placed cnrployecs in
accordance r'vith compctence or.vned by tlic candidates ancl sLrpported by a systenr of proper
cornpensation, in confbnnity with expcctation of thc crnltloyecs that will create rvork
cff-cctiveness.
Orr tllc other hand. the total cf1bct of thc carccr devclopnrent ancl inllucnce on the rvork
cffcctiveness through a corrpensation are 0.242 (- 0.202 +0.285 + 0.141). Thcsc results
197

Siakaun and Gultom

of the recruitment system of employees
indicate that the total effect on the effectiveness
or 24'Zo/o,and the remaining 75'8% is influenced
through variable compensation is 0.242
by factors outside the model'
as an intervening variable that indirectly
This means that compensattonn cannot act
the effectiveness of employees work' However'
influences career development towards
affect the work etfectiveness' The work
career developrnent is directly able to
for
Hotel Parapat conducts career development
eftbctiveness will increase when Niagara
its emploYees'

4'

conducted, it is concluded: (i)
data anarysis and evaluation of research
effect on colnpensation' but career development
recruitment system has signiftcant posrtive
Recruitment is the 'Jominant variable affecting
'a*elopment;
has no significant effect orr.o*p.rrsation.
(2) compensation significantly
the compensation rather than .ur"o
work; .(3) the recruitment system' career
influences the eff-ecti""" of employees
(4)
posiiive effect on work effectiveness'
development, and compensation have. significant
recruitment system against work effectivetess'
Compensation is ur-lrrl*"rring variablJon
to influence career development system
Compensation is not an intervening variable
(5) The recruitment system significantly
against the effectiveness of employe"s *o.k;
*oit''.hrough compensation- as an intervening
influences the effectiveness of "*ptoy"",

fflt,;'r;

variabie.Recruitmentisthedominantuu,iuut.affectingtheworkeffectivenessratherthan
directly or indirectly through compensation.
careof developme"i,
"nno
for-employee effectiveness' In order to
Recruitment is the most domirrurrl irn.r""ce
and
Hotei Parapat
":"dt.l:-improve
increase the effectivoness of employ""t,-Niugura
conducted
is
the.recruitment system
review its recruitment systern. ft t .."o-*""JZa 'f'ut
on nepotism or deposit' The recruitment
externally, openly, objectively and not based
specified in HR planning (fob
process shourd be'based oo ih" needs and requirenrents

specification).

1 and
-_-)_^.
rwiew the the career development
Niagara Hotel Parapat should need to consider
to
short career in order to rnotivate employees
sysiem. It is recommended to have not too

performwellduetothedesireforpromotionandcareeratNiagaraHoteiParapat.Itisalso
development clearer and to plan for its
recommended to make the program of career
requirements that must be carried out by
employees and provide career-information
employeestoachievecaleeradvancementinatransparentmarulelsothattheeffectiveness
of emploYees can be achieved'
because the compensation system
companies ,r."a ,o pay attention to compensation
that the company conducts
will motivate employees to rvork effectively. [i is recornrnended
is provided by the hotels
a comparative study of the major, u"a 1o"" of compensation
adjusted to the performance and
around Parapat to obtain the amount of compensation
be adjusteii to the standard cf town minimum
seniority. The amount of compensation shculd
should
expecteiJ by employees and compensation
wages, the amounf .o*.rporrds to that is
be based on fairness and feasibility'

is recommended to make the
In order to increase the effectiveness of employees, it
and work ethic that make every ernployee
management and promotion of "o.porate culture
that distinguish and identify the Niagara Hotel
has the same steps in achieving the goars
to give an

also needs
parapat employees from other hotel's-employees.-The management
incentives for
provide
of employees and
award in the form of announcing tn" ,ri*.,
emploYees who work efficientlY'

198

'

Manajemen & Bisnis Berkala Ilmiah

Vol.l2No. 2 (SePtember

2013)

For further research, it is expected to continue developing this research by comparing
our model with the object of study in addition to the hotel , for example by banking and
hospitals or adding another variable.
References
Abdurahmat.2006. Manajemen Suruber Daya Manusia. Penerbit Rineka Cipta. Jakarta.
Arthur M.B, Hall D.T, and Lawrence 8S.1989. Handbook oJ'Career Theory. New York,
NY: Cambridge University Press.
Forl A.L. and L.Voltero.2004.Factors Affecting the Performance of Maternal Health Care
Providers in Armenia . Human Resotrces Health 2(1):8.
Hariandja, Maritrot T.8.2002. Manajemen Sumber Dalta Manusirz. Penerbit PT. Gramedia
Widiasarana Indonesia, Jakarta.
Hasibuan MSP. 2005. Manajemen Sumber Daya Manusia. Penerbit Bumi Aksara- Jakarta.
Hayes D.K, Ninemeier J.D. 2009. Human Resources Mctnagement in the Hospitality
lndustry. Publisher New Jersey: John Wiley & Sons Inc.
Leal-Muniz. 2005. Predictors of the Career Commitment Process in Mexican American
College Students. Journal oJ'Career Assements. l3 (2): 204-215'
Mury, G.G.V, and Rex P.B. 2013. Effectiveness of Online Job Recruitment System:
Evidence from the University of the East, IJCSI Intentationa! Journal af Computer
Science Issues, Vol. 10, lssue 4, No ], July 2013 ISSN (Print): i694-0814 I/SSN
(Online) : I 694-07 84 www. IJCSI.org
Mathis RL, Jackson ltl. Z}tO. ltr.,non nniourru Management. l3rh Edition, South Western,
Mason,Ohio.
McClcskey, J.C. and B. McCain. 1998. Variables Related to Nurse Performances- IMAGE
: Journal of Nursing Scolarship 20 (4):203-7 .
Meyer J.P, N.J Allen, L.Herscovitch and L. Topolnyutsky.2002. Affective, Continuience,
and Normative Commitment to the Organization: A Met Analysis of Antecedents,
Corellates, and Consequences. Journal of Vocational Behavior. 6l: 20-52-

Mrayyan T.l\4, Al-Faouri

I. 2008. Nurses's Career

Cornmitment

and Job

ol 2 | (2) Performance Differences across Hospitals.Nz; rs in g L e ad er s h ip
Nawawi H. 2003. Manaiemen Sumber Daya Marutsict, Gadjah Mada University
J o ur na

:

l.

Y

Press.Yogyakarta.

Perencanaan SDM untuk Organisasi ProJit yang Kompetitif, Gadjah Mada
University Press, Yogyakarta.
Hubungan antara Gaya Kepemimpinan dan Kompensasi Terhadap
I.H.L.M.2007.
Nur
Kinerja Karyawan PT. TMAWI BENJAYA (Tuppervrare Indonesia) DI JAKARTA.
Jurnal Manaiemen Publik dan Bisnis.
Siagiari SP. 2003. Manajemen Sutnber Daya lv[anusia, Gadjah Mada University Press,
Yogyakarta.
Somers, M. ZOOO. Exploring the Relationship between Commitment Profiles and Work
Attitudes, Empioyee Withdrawal, and Job Perfotmance. Public Personnel

_.2008.

Management 29(3) : 353-65.
Steers NI.R. 201 0. Management Across Culture. Canrbridge University Press.
Suwati Y.20l3.Pengaruh Kompensasi dan Motivasi Kerja terhadap Kinerja Karyau'an
pada PT.Tunas Hijau Samarinda. E-Journal llmu Administrasi Bisnis.2}l3.l(l):4155.

199

Sishaan arfr Gultom

Temre on the
Wright, T.A. and D.G. Bonett - 2gA2. The Moderating Effect of Emptroyee
MetaRelation between Organizational Commitment and Job Performancos : A
Analysis. Jaurnal al Xnea esychalogy 87(6): 1 I 83-90'

2A0