Determination of Interpersonal Relations, Leadership Style, Communication of Work Productivity with Team Cooperation in the Bintan Regency Secretariat, Indonesia


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Abstract

This research was conducted to see the determination of interpersonal relationships, leadership styles, and communication against work productivity with team cooperation as intervening variables in the general section in the Bintan Regency Regional Secretariat. The respondents in this study were civil servants and non-permanent employees, a general part in the Regional Secretariat of Bintan Regency, amounting to 96 people. Validity and reliability were tested using SEM-PLS, then independent variables, mediator variables, and dependent variables were analysed using the SEM-PLS. From the research results, it is known that interpersonal relationships do not directly determine teamwork, leadership style directly determines teamwork, Communication directly determines teamwork, teamwork does not directly determine work productivity, interpersonal relationships directly determine work productivity, determination gave the variables of interpersonal relationships, leadership style and Communication on work productivity was 44.7%, and teamwork was 53.2%. At the same time, the rest were explained by other variables outside this study.                                                             

Key Words

Interpersonal Relationships, Leadership Style, Communication, Team Cooperation, Work Productivity.

 

Background

 

The implementation of good governance is the prerequisite for realizing the people's Aspirations in achieving the goals and ideals of the nation and state. The basic concept of accountability is based on the classification of managerial responsibility for each environment in the organization that aims to carry out activities in each section. Each individual in each rank of the apparatus is responsible for the activities carried out on their part. In the world of bureaucracy, accountability of government agencies is a manifestation of the obligations of government agencies to be responsible for the success or failure of the implementation of the mission of the agency concerned. The Bintan Regency Regional Secretariat is part of the Bintan Regency Regional government. It is a supporting element led by the Regional Secretary who is under and is responsible to the Regent. The Bintan Regency Regional Secretariat was formed based on the Bintan Regent Regulation No. 7 of 2016 concerning the formation and composition of the Regional Secretariat Apparatus. Regions have organizational structures/instruments, duties and obligations to assist the Regent in formulating policies and coordinating Regional Offices and Regional Technical Institutions and carry out other tasks assigned by the Regent. The General Section is authorised to the service section, which consists of the Administrative Subdivision, Household Subdivision, and Financial Subdivision. Each subsection has its duties and responsibilities in the field of service. In the administration section, services related to correspondence matters for each section of the Regional Secretariat and the correspondence services of the Regional Apparatus Organization in the Bintan Regency for specific purposes. Household Subdivision is the kitchen of the Regional Secretariat of Bintan Regency, which deals directly with the community in every activity of the regent and deputy regent of Bintan, Financial Subdivision, services related to the submission of expenditure accountability letters for each section in the Regional Secretariat. For the sake of the smoothness of the speed of the activities of the general section above, each section's business cannot be separated from the role of human resources. 

Research Questions

The study attempts to answer the following research questions:

a.     Does the interpersonal relationship directly determine teamwork in the General Section at the Bintan Regency Regional Secretariat?

b.     Does the leadership style directly determine teamwork in the General Section at the Bintan Regency Regional Secretariat?

c.     Does communication directly determine the effect of teamwork on the General Section at the Bintan Regency Regional Secretariat?

d.     Does the interpersonal relationship directly determine work productivity in the General Section in the Bintan Regency Regional Secretariat?

e.     Does the leadership style directly determine work productivity in the General Section in the Bintan Regency Regional Secretariat?

f.      Does communication directly determine work productivity in the General Section in the Bintan Regency Regional Secretariat?

g.     Does teamwork directly determine work productivity in the General Section at the Bintan Regency Regional Secretariat

Theoretical Basis

Work Productivity Theory

According to Hasibuan (2009: 125), "Productivity contains a mental attitude that always holds that life today must be better than tomorrow and better than today." Productivity also reflects the work ethic of employees. There also reflected the right mental attitude. Thus, both employers and employees involved strive to increase productivity, with a variety of policies that can efficiently increase employee productivity (Sulaeman, 2014: 91). Productivity is generally defined as the relationship between output (goods and services) and input (labor) work, materials, money).

Theory of Interpersonal Relations

Humans live as solitary creatures as well as social beings. As individuals, human beings are unique to other creatures. Besides, humans are also social beings who cannot live alone but need help with other creatures. Humans want to establish relationships with other individuals and need each other. This relationship is often referred to as interpersonal relationships. According to (Novriani: 2018: 13), interpersonal relationships are interactions carried out by one person to another in a work situation to generate excitement to work and work activities into a productive spirit.

Leadership Style Theory

Hasibuan (2016: 170) states that: "Leadership Style is a way a leader influences the behavior of subordinates who aim to encourage workplace passion, job satisfaction, and high employee productivity to achieve maximum organizational goals." Rivai (2014: 42) states Leadership Style is a set of characteristics used by leaders to influence subordinates so that organizational goals are achieved. It can also be said that the leadership style is a pattern of behavior and strategies that are preferred and often applied.

Communication Theory

According to Ruslan (2008: 83): "Communication is an important tool in the function of public relations." The public shelter and appreciate an excellent performance in communication activities effectively and, at the same time, excellent performance to attract public attention and other important objectives of the public relations function. According to Suprapto (2011: 6), Communication is: "A process of interaction that has meaning between fellow humans." Based on the expert's opinion, it can be concluded that Communication is an essential tool for interaction between human beings. Effective Communication in work will increase work productivity and build cooperation.

Team Cooperation Theory

According to Manurung (2013: 15), teamwork is a necessity in realizing work success. Teamwork will be a driving force that has energy and synergy for individuals who join teamwork. Without good cooperation will not bring up bright ideas. According to Bachtiar (2004: 7), the definition of cooperation is the synergy of several people's strengths in achieving a common goal. Team collaboration is the involvement of several people in contributing to carrying out the tasks of the organization in order to achieve the vision and mission of the organization and offer optimal joint results.

 

Framework

Figure 1: Frame Work

Hypothesis

Conditional statements (provisional) which are allegations or guesses about what researchers observe to understand them. A hypothesis must show a clear structure so that it is easy to know the type of the variable and the direction of the relationship between variables, whether positive or negative. A short answer to the research problem is as follows:

a.     Interpersonal Relationship Determines Teamwork

b.     Leadership Style Determines Team Cooperation

c.     Communication Determines Teamwork

d.     Interpersonal Relationship Determines Work Productivity

e.     Leadership Style Determines Work Productivity

f.      Communication Determines Work Productivity

g.     Team Cooperation Determines Work Productivity

 

Research Methods

 

The location of this research was carried out in the General Section at the Regional Secretariat of Bintan Regency

Population

 

The population is a generalization of all subjects and objects of existing research. The population in this study were all civil servants and non-permanent employees totaling 96.

Sample

Withdrawal of sample members by sampling technique, the results are expected to represent the characteristics of the study population (representative). Researchers use data processing using SEM with PLS software, which states for optimal data collection to use a sample of <100 samples. In this study, the researchers used the census method, so that respondents numbered 96, respondents must fill out a questionnaire that has been distributed.

Data Collection Technique

 

For the analysis of the problem under study, the data collection is done using techniques

Questionnaire

This technique is carried out to obtain primary data by asking respondents to fill out questionnaires to obtain the necessary data regarding the Determination of Interpersonal Relationships, Leadership Style, and Communication on Work Productivity with Team Cooperation as Intervening Variables in the General Section in the Bintan Regency Regional Secretariat.

Interview

This technique is carried out by observing directly in the daily activities of employees of the Regional Secretariat of Bintan Regency.

Research variable

 

This research was conducted using three exogenous variables, namely interpersonal relations (X1), leadership style (X2) communication (X3), namely teamwork (Y) as intervening variables, one endogenous variable work productivity (Y).

 

Data analysis technique

 

Editing

 

Editing is the process of checking and adjusting the obtained research data to facilitate coding and processing, as well as with statistical techniques.

 

Coding

 

Coding is the activity of marking in the form of numbers on the answers to the questionnaire and then grouped into the same category to simplify answers.

Scoring

 

Scoring is changing qualitative data into the quantitative form.

 

Tabulating

Tabulating is the presentation of data obtained in the table so that the reader is expected to be able to see the results of the research clearly after the tabulating process is occasionally carried out, then processed with the SEM-PLS (Structural Equation Model Partial Least Square) program

Figure 2: Full Research Model with SEM-PLS

 

Results and Discussion

Constructability and Validity

 

In addition to seeing the value of the factor loading construct as a validity test, in the measurement model, a reliability test is also performed. Reliability tests are carried out to prove the accuracy, consistency, and accuracy of instruments in measuring a construct. In PLS-SEM using SmartPLS, to measure the reliability of a construct can be done in two ways, namely with Cronbach's Alpha and Composite reliability. However, the use of Cronbach's Alpha to test the reliability of a construct will give a lower value (underestimate), so it is advisable to use Composite Reliability. The validity and reliability criteria can also be seen from the reliability of a construct and the value of Average Variance Extracted (AVE) of each construct.

 

Variable

Cronbach's Alpha

Composite Reliability

Average Variance Extracted(AVE)

Communication

0.929

0.941

0.638

Inter_relationship

0.964

0.970

0.821

Style leader

0.910

0.929

.651

Teamwork

0.839

.886

0.609

Work productivity

0.910

0.934

0.739

Table 1. Composite Reliability

Source: Primary data processed, 2020

From Table. It can be seen that the value of all variables in reliability testing using either Cronbach's Alpha or Composite Reliability is> 0.7. Therefore, it can be concluded that the tested variables are valid and also reliable so that it can proceed to test the structural model.

 

Convergent Validity

 

Convergent validity is used to see how a measurement is positively correlated with alternative measurements of the same construct. To see an indicator of a constructed variable is valid or not, it is seen from the outer loading value. If the outer loading value is more significant than (0.4), then an indicator is valid. (Hair, Hult, Ringle, & Sarstedt, 2014).

 

Table 2. Outer Loading

 

Variable

Communicate

Inter_ relationship

Style leader

Team work

Work Product

Inter Relations2

 

0875

 

 

 

Inter Relations3

 

0.923

 

 

 

Inter Relations4

 

0908

 

 

 

Inter Relations5

 

0.949

 

 

 

Inter Relations6

 

0891

 

 

 

Inter Relations7

 

0.887

 

 

 

Inter Relations8

 

0.909

 

 

 

Style Leader2

 

 

0.765

 

 

Style Leader4

 

 

0835

 

 

Style Leader6

 

 

0819

 

 

Style Leader7

 

 

0866

 

 

Style Leader8

 

 

0.856

 

 

Style Leader9

 

 

0.860

 

 

Communication3

0.805

 

 

 

 

Communication4

0814

 

 

 

 

Communication6

0857

 

 

 

 

Communication7

0747

 

 

 

 

Communication8

0835

 

 

 

 

Communication9

0.793

 

 

 

 

Communication10

0740

 

 

 

 

Communication11

0.797

 

 

 

 

Communication13

0.796

 

 

 

 

Teamwork2

 

 

 

0723

 

Teamwork3

 

 

 

0.775

 

Teamwork4

 

 

 

0.778

 

Teamwork6

 

 

 

0.785

 

Teamwork8

 

 

 

0835

 

WorkProductivity3

 

 

 

 

0.736

WorkProductivity5

 

 

 

 

0868

WorkProductivity6

 

 

 

 

0880

WorkProductivity7

 

 

 

 

0.929

WorkProductivity8

 

 

 

 

0873

Source: Primary data processed, 2020

Based on the above table, it can be seen that the outer loading value for Interpersonal Relationship, Leadership Style, Communication, Team Cooperation, and Work Productivity where the value of all items in the five tested variables is more significant than 0.4, then all indicators on five variables are declared valid.

 

Discriminant Validity

 

Discriminant validity did ensure that each concept of each latent variable is different from the other variables. The model has good discriminant validity if each loading value of each indicator of a latent variable has the highest loading value with a loading value. Other than other latent variables. The discriminant validity test results are obtained as follows:

 

Table 3. Detroit-Monotrait Ratio (HTMT)

 

 

Communication

Inter_relationship

Style Leader

Teamwork

Work Productivity

Communication

 

 

 

 

 

Inter_relationship

0.534

 

 

 

 

Style Leader

.113

.186

 

 

 

Teamwork

0.712

0.461

0.428

 

 

Work Productivity

0.595

0.541

.339

0.581

 

Source: Primary data processed, 2020

Based on table 4.6 could value interpersonal relationships Heteroit-Monotrait Ratio smaller than 0.9, 0.534, the value leadership style variable Heteroit-Monotrait Ratio smaller than 0.9 which is 0.113, the value of teamwork variables Heteroit-Monotrait Ratio smaller than 0.9 which is 0.712 and the value of work productivity variable Heteroit-Monotrait Ratio smaller than 0.9, 0.595, which means that all variables have good discriminant validity, or are entirely different from other constructs (the construct is unique).

 

Structural Model Analysis / structural model analysis (inner model)

Figure 3: Inner model

 

Kolinierity (Colinierity / Variance Inflation Factor / VIF)

 

Collinearity testing is to prove the correlation between latent / construct variables is reliable or not. If there is a strong correlation, it means that the model contains problems if viewed from a methodological point of view. It has an impact on the estimation of statistical significance. This problem is called colinearity. The value used to analyze it is to look at the value of the Variance Inflation Factor (VIF). (Hair, Hult Ringle, & Sarstedt, 2014; Garson, 2016).

If the VIF value is more significant than 5.00, then there is a colinearity problem, and

vice versa there is no colinearity problem if the VIF value <5.00 (Hair, Hult, Ringle, & Sarstedt, 2014)

 

Table 4. Colinearity Statistics (VIF)

 

 

 

Communication

Inter relationship

Style Leader

Teamwork

Work Productivity

Communication

 

 

 

1,344

2,106

Inter_relationship

 

 

 

1,378

1,387

Style Leader

 

 

 

1,030

1,258

Teamwork

 

 

 

 

2,135

Work Productivity

 

 

 

 

 

Source: Primary data processed, 2020

From the above data, it can be described as follows:

a.     The VIF for the correlation of Interpersonal Relationship with Work Productivity is 1.387 <5.00 (there is no colinearity problem)

b.     VIF for leadership style correlation with Work Productivity is 1.258 <5.00 (there is no colinearity problem) \

c.     VIF for correlation of Communication with Work Productivity is 2.106 <5.00 (there is no colinearity problem)

d.     VIF for the correlation of Team Cooperation with Employee Performance is 2.135 <5.00 (there is no colinearity problem)

Thus, from the data above, the structural model, in this case, does not contain a colinearity problem.

 

Direct Effect

 

Direct Effect Analysis (direct effect) is useful to test the hypothesis of the direct effect of an influential variable (exogenous) on the variable affected (endogenous) (Nur Azizah, 2019: 10).

 

Table 5. Bootstrapping Path Coefficients

 

Original Sample

Sample Mean

Standard Deviation

T statistic (|O/…

P Values

Communicat…

0.597

0.588

0.113

5.265

0.000

Communicat…

0.353

0.365

0.151

2.333

0.020

Interperson…

0.065

0.071

0.101

0.645

0.519

Interperson…

0.254

0.253

0.119

2.121

0.034

Leader Style…

0.327

0.344

0.112

2.929

0.004

Leader Style…

0.207

0.210

0.086

2.407

0.016

Team Work-…

0.106

0.094

0.127

0.834

0.404

Source: Primary data processed, 2020

In PLS statistical testing, every hypothesized relationship is carried out using simulations. In this case, the bootstrap method is performed on the sample. Bootstrapping testing is also intended to minimize the problem of research data abnormalities. The bootstrapping test results from the PLS analysis are as follows:

a.     Hypothesis 1 Testing (There is an effect of interpersonal relationships on increasing teamwork). The first hypothesis testing results showed that the relationship between Interpersonal Relations with Teamwork Variable showed a path coefficient of 0.065 with a P-Value of 0.519. This value is higher than 0.05. These results mean that interpersonal relationships have a positive but not significant relationship to teamwork, which means it is not by the first hypothesis that interpersonal relationships do not directly affect team collaboration. This means that Hypothesis 1 is rejected.

b.     Hypothesis 2 Testing (there is an effect of leadership style on increasing teamwork. The first hypothesis testing results indicate that the relationship between leadership style variables and teamwork variables shows a path coefficient of 0.327 with a P-Value of 0.004. The value is smaller than 0.05. This result means that the leadership style has a positive and significant relationship to teamwork, which means that it is by the second hypothesis. Interpersonal relationships affect direct teamwork. This means that Hypothesis 2 is accepted.

c.     Hypothesis 3 Testing (There is a communication effect on increasing teamwork). The first hypothesis testing results show that the relationship between the Communication variable and the Teamwork Variable shows a path coefficient of 0.597 with a P-Value of 0.000. This value is smaller than 0.05. This result means that Communication has a positive and significant relationship to teamwork, which means it is by the third hypothesis, where Communication affects teamwork directly. This means that Hypothesis 3 is accepted.

d.     Hypothesis 4 Testing (There is an effect of interpersonal relationships on increasing work productivity). The results of testing the first hypothesis indicate that the relationship between variables Interpersonal Relations with Work Productivity Variable shows a path coefficient of 0.254 with a P-Value of 0.034. This value is smaller than 0.05. These results mean that interpersonal relationships have a positive and significant relationship to work productivity, which means that the fourth hypothesis where interpersonal relationships affect work productivity directly. This means that Hypothesis 4 is accepted.

e.     Hypothesis 5 Testing (There is an effect of leadership style on increasing work productivity). The results of the first hypothesis testing showed that the relationship between leadership style variables and work productivity variables showed a path coefficient of 0.207 with a P-Value of 0.016. This value is smaller than 0.05. This result means that the leadership style has a positive and significant relationship to work productivity, which means it is by the fifth hypothesis. The leadership style directly affects work productivity. This means that Hypothesis 5 is accepted.

f.      Hypothesis Testing 6 (There is a Communication Effect of an increase in work productivity) The results of the first hypothesis testing indicate that the relationship between the Communication variable and the Work Productivity Variable shows a path coefficient of 0.353 with a P-Value of 0.020. This value is smaller than 0.05. This result means that Communication has a positive and significant relationship to work productivity, which means that it is by the sixth hypothesis where Communication has a direct effect on work productivity. This means that Hypothesis 6 is accepted.

 

g.     Hypothesis 7 Testing (There is an effect of teamwork on increasing work productivity)

The results of the first hypothesis testing showed that the relationship between leadership style variables and work productivity variables showed a path coefficient of 0.106 with a P-Value of 0.404. This value is higher than 0.05. This result means that teamwork has a positive but not significant relationship to work productivity, which means it is not by the seventh hypothesis, where teamwork does not directly affect work productivity. This means that Hypothesis 7 is rejected.

 

Indirect Effect

 

Indirect Effect Analysis is useful to test the hypothesis of the indirect effect of an influential variable (exogenous) on the affected variable (endogenous), which is mediated/mediated by an intervening variable (mediator variable) (Nur Azizah, 2019: 11).

 

Table 6. Indirect Effect

 

Original Sample

T-Statistics

P-Values

Inter_relation Teamwork Work Productivity

0.063

0.768

.443

Leader Style Teamwork Work Productivity

0.007

.362

0.717

Communication Teamwork Work Productivity

0.035

0.632

0.528

 

Source: Primary data processed, 2020

Based on table 4.11, it can be concluded that the P-Value of interpersonal relations is 0.443; the value is higher than 0.05. This result means that teamwork determines indirect interpersonal relationships. P-Value value of leadership style is 0.717; the value is higher than 0.05. This result means that teamwork determines the leadership style indirectly. P-Value value of Communication is 0.528; the value is higher than 0.05. This result means that teamwork determines indirect Communication.

 

Total Effect

 

The total effect is the total of direct effect (direct effect) and indirect effect (indirect effect) (Nur Azizah, 2019: 12).

 

Table 7. Total Effect.

Variable

Koefisen Value

Variable

Coefficient Value

X1 -> X4

0.065

 

 

 

X4 -> Y

0.106

 

 

 

 

Total Effect

0.171

X1 -> Y

0.254

X2 -> X4

0.207

 

 

 

X4 -> Y

0.106

 

 

 

 

Total Effect

0.313

X2 -> Y

0.327

X3 -> X4

0.597

 

 

 

X4 -> Y

0.649

 

 

 

 

Total Effect

1,246

X3 -> Y

0.353

 

Based on table 4.12 that the results of the calculation of the coefficient value for each variable both directly and indirectly contribute to the value of the variable work productivity. It can be explained that the total influence of interpersonal relations and teamwork has a coefficient of 0.171 or 17.1%, contributing to work productivity. The variable style of leadership and teamwork has a coefficient of 0.313 or 31.3%, contributing to work productivity. Variable Communication and teamwork have a coefficient of 1246, or 214.6% contribute to work productivity.

 

Table 8. R-Square

 

 

Endogenous Variables

R Square

Teamwork

0.532

Work productivity

0.447

 

 

Based on table 4.7 it can be concluded that the model of determination of interpersonal relationships, leadership style, and Communication on work productivity gives a value of 0.447, which can be interpreted that the construct productivity variables of work that can be explained by the interpersonal relationship variables, leadership style, and Communication are 44.7%. In contrast, the rest is explained by other variables outside this study. Likewise, with the model of determination of interpersonal relationships, leadership and Communication styles towards teamwork gave a value of 0.532, which can be interpreted that the construct variables of teamwork that can be explained by the construct variables of interpersonal relationships, leadership, and communication styles are 53.

 

Discussion

 

Determination of Interpersonal Relationships with Team work

Based on the statistical calculations, it can be concluded that the construct of Interpersonal Relationships has a positive but not significant effect on the construct of Team Cooperation directly. This can be seen from the path coefficient of 0.065 with a P-Value of 0.519. This value is higher than 0.05. Thus, the H1 hypothesis in this study was rejected. Therefore, the first hypothesis which states that there is a determination of interpersonal relationships with teamwork is not proven right. This shows that interpersonal relationship variables do not have a significant direct effect on teamwork. The reason for rejecting this hypothesis is alleged because an employee who does not have an excellent interpersonal relationship does not always have a low level of cooperation towards his institution. Veolia supports this (Supriyadi: 2016). Interpersonal relationships are interactions conducted by someone to other people in work situations to arouse the excitement of work and work activities into productive enthusiasm.

 

Determination of Leadership Style towards Teamwork

 

Based on the results of statistical calculations, it can be concluded that the construct of Interpersonal Relationships has a positive but not significant effect on the construct of Team Cooperation directly. This can be seen from the path coefficient of 0.327 with a P-Value of 0.004. This value is smaller than 0.05. Thus, the H2 hypothesis in this study was accepted. Therefore, the second hypothesis, which states that there is a Determination of the leadership style of teamwork, is proven to be true. This shows that the leadership style variable has a significant direct effect on teamwork. The reason for accepting this hypothesis is that a boss who has an excellent leadership style will increase teamwork, in the general section of the District Secretariat. Hasibuan (2016: 170) states that: "Leadership Style is a way a leader influences the behavior of subordinates who aim to encourage workplace passion, job satisfaction, and high employee productivity, in order to achieve maximum organizational goals.

 

Determination of Communication Against Teamwork

 

Based on the results of statistical calculations, it can be concluded that the construct of Communication has a positive and significant effect on the construct of teamwork directly. This can be seen from the path coefficient of 0.597 with a P-Value of 0.000. This value is smaller than 0.05. The value is smaller than 0.05. Thus, the H3 hypothesis in this study was accepted. Therefore, the third hypothesis, which states that there is a determination of Communication towards teamwork, is proven to be true. This shows that the communication variable has a significant direct effect on teamwork. The reason for accepting this hypothesis is alleged because an employee who has excellent Communication will enhance teamwork. An employee who has good Communication will be able to coordinate well to create good teamwork. This is supported by Suprapto (2011: 6) communication is an interaction that has meaning between fellow humans so that Communication is a process of interaction among humans; effective Communication at work will build cooperation.

 

Determination of Interpersonal Relationship to Work Productivity

 

Based on the results of statistical calculations, it can be concluded that the construct of interpersonal relationships has a positive and significant effect on the construct of work productivity directly. This can be seen from 0.254 with a P-Value of 0.034. This value is smaller than 0.05. Thus, the H4 hypothesis in this study was accepted. Therefore, the fourth hypothesis, which states that there is a determination of the interpersonal relationship to work productivity is proven right. This shows that interpersonal relationship variables have a significant direct effect on work productivity. The reason for accepting this hypothesis is thought to be that an employee who has an excellent interpersonal relationship will affect high productivity in his work. Good interpersonal relationships help employees in completing their work. This is supported by Barron and Byrne (Supriyadi 2016) supported this; factors that influence interpersonal relationships are internal and external. Internal factors are the need to interact; someone tries to maintain a relationship, join a group, participate in activities, enjoy activities with family friends, show cooperation behavior, support each other. In an organization, a person needs to interact with others or coworkers to be able to work together in completing work to increase work productivity with the help of coworkers.

 

Determination of Leadership Style on Work Productivity

 

Based on the results of statistical calculations, it can be concluded that the construct of leadership style has a positive and significant effect on the construct of work productivity directly. This can be seen from 0.254 with a P-Value of 0.034. This value is smaller than 0.05. Thus, the H5 hypothesis in this study was accepted. Therefore, the fifth hypothesis, which states that there is a determination of the leadership style of Work productivity, is proven right. This shows that the leadership style variable has a significant direct effect on work productivity. The reason for the acceptance of this hypothesis is thought to be because the person who leads a superior will influence the high productivity in his work. Leaders who involve and foster employees in work and decisions to be taken will undoubtedly increase productivity. This is supported by Handoko (2002: 193) job satisfaction is a pleasant or unpleasant emotional state with employees looking at their work. High and low job satisfaction of an employee is influenced by many factors, ranging from compensation received to the work environment that is around the employee. Increased job satisfaction performed by a company is one sign that the company has been able to manage employees or human resources in the company properly. 193) job satisfaction is a pleasant or unpleasant emotional state with employees looking at their work. High and low job satisfaction of an employee is influenced by many factors, ranging from compensation received to the work environment that is around the employee. Increased job satisfaction performed by a company is one sign that the company has been able to manage employees or human resources in the company properly. 193) job satisfaction is a pleasant or unpleasant emotional state with employees looking at their work. High and low job satisfaction of an employee is influenced by many factors, ranging from compensation received to the work environment that is around the employee. Increased job satisfaction performed by a company is one sign that the company has been able to manage employees or human resources in the company properly.

 

Determination of Communication against Work Productivity

 

Based on the results of statistical calculations, it can be concluded that the construct of Communication has a positive and significant effect on the construct of work productivity directly. This can be seen from 0.254 with a path coefficient of 0.353 with a P-Value of 0.020. This value is smaller than 0.05. Thus, the H6 hypothesis in this study was accepted. Therefore, the sixth hypothesis, which states that there is a determination of Communication towards work productivity, is proven right. This shows that the communication variable has a significant direct effect on work productivity. The reason for accepting this hypothesis is thought to be that excellent Communication will influence high productivity in his work. Good Communication will inhibit the occurrence of miss-communication at work so that the target work is appropriate to the target, and excellent Communication provides knowledge for work that is less understood so that it helps in completing work. This is supported by Ruslan (2008: 83), who says that Communication is a tool in the public relations function. "The public shelter and appreciate a good performance in communication activities effectively. At the same time, good performance is to attract public attention and other important objectives of the public relations function," effective Communication at work will increase one's work productivity.

 

Determination of Team Collaboration on Work Productivity

 

Based on the results of statistical calculations, it can be concluded that the construct of teamwork has a positive but not significant effect on the construct of work productivity directly. This can be seen from 0.254 with a path coefficient of 0.106 with a P-Value of 0.404. This value is higher than 0.05. Thus, the H7 hypothesis in this study was rejected. Therefore, the seventh hypothesis, which states that teamwork is determined towards work productivity, is not proven right. This shows that the teamwork variable does not have a significant direct effect on work productivity. The reason for rejecting this hypothesis is thought to be that teamwork is needed in addition to making work more accessible, besides teamwork shows the cohesiveness of an employee with other employees to achieve work targets in increasing work productivity. Bachtiar supports this (2004: 7). The definition of cooperation is the synergy of the strengths of several people in achieving a common goal. Team collaboration is the involvement of several people in contributing to carrying out the tasks of the organization in order to achieve the vision and mission of the organization and offer optimal joint results, without good teamwork will not bring up bright ideas to achieve work targets. 7) the definition of cooperation is the synergy of strengths of several people in achieving a common goal. Team collaboration is the involvement of several people in contributing to carrying out the tasks of the organization in order to achieve the vision and mission of the organization and offer optimal joint results, without good teamwork will not bring up bright ideas to achieve work targets. 7) the definition of cooperation is the synergy of strengths of several people in achieving a common goal. Team collaboration is the involvement of several people in contributing to carrying out the tasks of the organization in order to achieve the vision and mission of the organization and offer optimal joint results, without good teamwork will not bring up bright ideas to achieve work targets.

 


 

 


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