Vol.2, No.

1, 2022
HBR Husnayain Business Review ISSN: 2477-1368

DOI : https://doi.org/10.54099/hbr.v1i1.11
Received: XXXX 2021, Revised: XXXX 2021, Accepted: XXXX 2021

Employee Performance View of Human Relations and

Rewards
Marlinda Saputri
Sekolah Tinggi Ilmu Ekonomi Persada Bunda
Jl. Diponegoro No. 43 Pekanbaru
E-mail : [email protected]

Abstract
This research aims to analyze influence the performance of JNE employees is seen from human relations and
rewards in Pekanbaru. The research was conducted by means of descriptive analysis method and the sample
used was all employees of JNE Pekanbaru, totaling 60 respondents using the census method or saturated sample.
The analysis technique used by researchers is multiple linear regression analysis carried out with technology,
namely using SPSS, 20. The results of the study state that the human relation variable partially has a positive
and significant influence on the performance of JNE Pekanbaru employees, namely the t-count is greater than
the t-table, while the reward partially also has a positive and significant effect on the performance results of JNE
Pekanbaru employees t- calculate the size of the t-Table. Then after testing simultaneously it was found that
human relations and rewards have a positive and significant effect on the performance of JNE Pekanbaru
employees, namely 53.4% and 46.6% influenced by other variables not examined.

Ke yword: Human relation, reward employee performance

INTRODUCTION
Human resources are one of the determining factors of a company's success. Every company if it has
good human resources, the company will run smoothly as planned. The labor factor determines
whether the company's activities will run optimally or not. To have skilled and quality employees, the
company in the sense of the word leadership must really pay attention to the welfare of employees and
what employees need to support the success of their work. To get skilled employees is not an easy job
and there are many factors that support one of them is human relations and rewards(Carter 2011).
One form of supervision carried out is to conduct inspections (sudden inspections) into office
rooms to observe whether any employees leave the office for their personal needs. However, this is
usually only done occasionally. Freight forwarding services are a line of business run by a
transportation service company. Service, trust and timeliness are conditions for the success of a
service company. PT Lintas Nugraha Ekakurir (JNE) Pekanbaru is a company engaged in freight
forwarding services. PT Lintas Nugraha Ekakurir Pekanbaru is located on Jalan Sisingamaharaja No.
299 Pekanbaru, in addition to further improving the quality to customers, PT Lintas Nugraha Ekakurir
Pekanbaru cooperates with several companies that have been going on for a long time.
Human relations (human relations) is the main requirement for the success of a good
communication between individuals and communication within the agency or company. A
harmonious relationship will create a pleasant working atmosphere and this will affect the
performance of employees in carrying out all their work. The following can be seen the human
relations (Human Relations) that exist at PT Lintas Nugraha Ekakurir Pekanbaru, in the last five
years. The application of human relations at PT Lintas Nugraha Ekakurir Pekanbaru is still felt to be
not firmly embedded in employees, it can be seen from the few employees who are members in the
activities held by the company, this is that there is not a good relationship between employees and the
company.

© 2022 Page 1
 Vol.2, No.1, 2022
HBR Husnayain Business Review ISSN: 2477-1368

DOI : https://doi.org/10.54099/hbr.v1i1.11
Received: XXXX 2021, Revised: XXXX 2021, Accepted: XXXX 2021

Rewards given to employees will have a significant influence on performance(alfiyah 2019;

Carter 2011; Iskamto, Srimulatsih, and Ansori 2021). With wordsOn the other hand, rewards given to
employees will motivate employees to improve employee performance (Iskamto, Ghazali, and
Aftanorhan 2019; Kerr 2017). PT.Jalur Nugraha Ekakurir Pekanbaru has always been consistent in the
application of giving rewards to employees who have good achievements such as companies giving
awards such as giving bonuses, recreation (vacation), even giving certificates for promotion. Here you
can see the reward assessment given by PT Lintas Nugraha Ekakurir Pekanbaru.
A professional company must be able to provide awards for employees who have good
performance in order to motivate employees and have an impact on improving employee
performance(Binder and Coad 2016; Iskamto, Ghazali, and Aftanorhan 2020).

Human Relations
Human relations according to Onong (2007) is hHuman relations are included in interpersonal
communication (interpersonal communication) because it takes place in general between two people
in a dialogical manner, it is said that human relations are communication.
According to (Davis, 2007:84) the relationship between humans on performance can be seen
as an interaction between a person and another person either in a work situation or in a work
organization. Good relationships between fellow employees and between superiors and subordinates
can improve performance. Judging from the leadership, being responsible in a group is the interaction
of people towards a motivating work situation to work together productively, so as to achieve
economic, psychological and social satisfaction.

Rewards
Rewards which consists of all payments not covered by other financial compensation which
includes vacations, various types of insurance, services such as child care or religious care, and so on
(alfiyah 2019; Hameed 2014). According to Fahmi (2016: 64) reward is a form of remuneration given
to an employee for the performance of the work done, both in the form of financial and non-financial.
If managed properly, rewards will help the company achieve its goals and acquire, maintain and keep
good employees. On the other hand, without sufficient rewards, existing employees are very likely to
leave the company and reassignment is not easy(Anggrainy, Darsono, and Putra 2018; Kerr 2017).

Employee performance
Performance is a result of work achieved by a person in carrying out the tasks assigned to him
which are carried out on skills, experience and sincerity and time.(Iskamto 2019). Meanwhile,
employee performance according to Rivai (2015:12) is the result or level of success of a person as a
whole during a certain period in carrying out tasks compared to various possibilities such as work
standards, targets or predetermined performance.
the performance of one of the ways or methods of work carried out by each worker using
limited resources, to achieve a predetermined target, by comparing the goals to be achieved with the
real results achieved after the work is completed.(Ariyani 2020; Barkhowa, Lukiastuti, and Sutanto
2017).

METHOD
The type of research carried out is quantitative research. The research population is all
employees of JNE Pekanbaru at the branch with the address at Jalan Sisingamaraja Pekanbaru in
2019. The population according to Sugiyono (2017: 80) is a generalization area consisting of objects
that have certain qualities and characteristics determined by the researcher.

© 2022 Page 2
 Vol.2, No.1, 2022
HBR Husnayain Business Review ISSN: 2477-1368

DOI : https://doi.org/10.54099/hbr.v1i1.11
Received: XXXX 2021, Revised: XXXX 2021, Accepted: XXXX 2021

While the sample used is as many as 60 people. According to Sugiyono (2017: 88) saturated
sample is a sampling technique when all members of the population are used as samples. The data
collection technique used by the researcher is conducting interviews with several employees and
distributing questionnaires to all employees in several stages. The first stage of the questionnaire was
distributed to morning shift employees and the second stage to night shift employees. The tests carried
out were descriptive statistical tests, simultaneous tests, partial tests and the coefficient of
determination test.
1. Regression Analysis
Regression analysis used is multiple linear regression. After the data needed, it is then
grouped according to type and then processed and the results are associated with related theories or in
other words this technique uses descriptive and quantitative analysis techniques with simple
regression analysis.

In analyzing the data the author uses a descriptive method, which is a method of analyzing data by
grouping or compiling data in such a way that it can be investigated based on theories that are closely
related to the problems discussed. Furthermore, from the results of the analysis, several conclusions
are then drawn and ended by stating how many suggestions are considered necessary.

2. Hypothesis testing
a. Partial Regression Test (t Test)
The t-test was conducted to determine the effect of each independent variable individually on
the dependent variable. To determine whether there is an influence of each independent variable
individually on the dependent variable, it is done by comparing the p-value in the Sig column. If
the p-value is less than 0.05 then Ha is accepted and Ho is rejected, otherwise if the p-value is
greater than 0.05 then Ha is rejected and Ho is accepted.
b. Simultaneous Regression Test (F Test)
The F test was conducted to determine the effect of the independent variables simultaneously
(together) on the dependent variable. To find out the independent variables simultaneously affect
the dependent variable, it is done by comparing the p-value in the Sig column, with a
significance level of 0.05 used. If the p-value is less than 0.05 then Ha is accepted, otherwise if
the p-value is greater than 0.05 then Ha is rejected.
c. Coefficient of Determination Test(R2)
The coefficient of determination is one of the statistical values that can be used to
determine whether there is an effect between two variables. The value of the coefficient of
determination which is usually given the symbol R2 shows the relationship between the influence
of two variables, namely the independent variable and the dependent variable from the results of
certain calculations. The coefficient of determination, which is usually expressed by the symbol
R2, is a number that indicates the proportion of variation in the dependent variable that is
explained by the variation of the independent variable. The larger R2 shows the greater the
independent variable is able to explain changes in the dependent variable, and vice versa.

RESULTS AND DISCUSSION

Validity test
The validity test will test each of the variables used in this study, where the entire research
variable contains 19 statements that must be answered by the respondent. Valid or not a statement is
measured by several criteria, namely by paying attention to the correlation in each indicator and after
processing the data, all statements are significant 5% df = n-2 (60 - 2) = 58 rtable = 0.214.

© 2022 Page 3
 Vol.2, No.1, 2022
HBR Husnayain Business Review ISSN: 2477-1368

DOI : https://doi.org/10.54099/hbr.v1i1.11
Received: XXXX 2021, Revised: XXXX 2021, Accepted: XXXX 2021

Reliability Test
For reliability testing, the author will look at the value of Cronbach's alpha if the Cronbach's
alpha value is greater than 0.60, then the data used is reliable. It can be seen that the alpha coefficient
of the variable under study gets a Cronbrach's Alpha value of 0.60, which means that the tool the
measure used in research is reliable.
Multiple Linear Regression Analysis.
To find out human relations and rewards when viewed from employee performance, hypothesis
testing was carried out using several statistical analyzes. The results obtained are:

Table 1: Multiple Linear Regression

Model Unstandardized Coefficients Standardized Coefficients
B Std. Error Beta
(Constant) 11.180 2,426
1 Human Relations ,512 ,187 ,451
Rewards ,302 ,146 ,341
a. Dependent Variable: Performance

This study uses multiple linear regression techniques (Multiple Regression) intended to find the
effect of human relations and reward variables on employee performance at JNE Pekanbaru. From
Table 1 stated, it can be concluded that:
The constant is 11.180, meaning that if human relations and reward are 0, then the employee's
performance is positive, which is 11.180. The value of the coefficient of human relations factor
(0.512) shows that for every change in the human relations factor increase of 1 unit, the employee's
performance changes by 0.512 units or 51.2% of the change in human relations. The value of the
reward factor coefficient (0.302) shows that every change in the reward factor increase, by 1 unit, then
the employee's performance changes by 0.302 units or 30.2% of the change in reward.

Partial Proof of Hypothesis (t-test)

Proof of the hypothesis is partially done to see the effect of each variable X on Y, so that later
it can be known which variable X affects variable Y, namely employee performance. JNE
Pekanbaruof the two independent variables studied. Partial test results are:

Table 2: t test
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) 11.180 2,426 4,607 ,000
1 Human Relations ,512 ,187 ,451 2,743 ,009
Rewards ,302 ,146 ,341 2,074 0.045
a. Dependent Variable: Performance
b.
Based on table 2, the test results on the human relations variable obtained a t-count of 2.743. So
when compared to the t-table at significant= 5%, which is 2.002 then the results of t-count > t-
Table (2.743 > 2.002). This means that the human relations variable has a positive influence on
employee performance at JNE Pekanbaru. Based on the test results on the reward variable using

© 2022 Page 4
 Vol.2, No.1, 2022
HBR Husnayain Business Review ISSN: 2477-1368

DOI : https://doi.org/10.54099/hbr.v1i1.11
Received: XXXX 2021, Revised: XXXX 2021, Accepted: XXXX 2021

SPSS, the t-count is 2.074. So when compared to the t-table at significant= 5%, which is 2.002
t-count > t-Table (2.074 > 2.002). This means that the reward variable has a positive influence on
employee performance at JNE Pekanbaru.
1. Based on the results of hypothesis testing that has been carried out, it is known that both human
relations and reward variables have been proven to have a significant influence on employee
performance at JNE Pekanbaru. Where human relations provide the most important influence.

Simultaneous Proofing of Hypotheses (Test F)

Proving this hypothesis serves to see the effect of variable X equally on variable Y. Where the
independent variable consists of the variable human relations and rewards, and the dependent variable
is the performance of JNE Pekanbaru employees.

Table 3: F test
Model Sum of Squares df Mean Square F Sig.
Regression 207.251 2 103.626 25,082 ,000b
1 Residual 165,260 60 4,132
Total 372.512 62
a. Dependent Variable: Performance
b. Predictors: (Constant), Reward, Human Relations

Thus the hypothesis which states that employee performance is influenced by hyman relations
and rewards at JNE Pekanbaru is accepted. From the results of these calculations, the human relations
and reward variables together affect the performance of employees at JNE Pekanbaru.

Coefficient of Determination R2
The independent variable is said to have a strong relationship with the dependent variable if R2
is close to 1. The results of the calculation of R2 are: From the table it can be seen that the value of R.
Square (R2) of 0.534 (53.4%) explains that employee performance at JNE Pekanbaru can be
explained by factors human relations and rewards, have an effect of 53.4% and the remaining 46.6%
are not observed in this study. So when compared to the t-table at significant= 5%, which is 2.021, it
can be seen that the t-count is greater than the t-table (2.743 > 2.021). Thus it can be concluded that
the human relations variable has a positive and significant influence on employee performance at
PT.Jalur Nugraha Ekakurir Pekanbaru.
The results of descriptive research on the supervision variable concluded that the reward
variable received an agree response, this can be seen from the percentage, which is 38.21%. Based on
the table above, it can be concluded that the respondents/employees have considered that the rewards
given by the company to employees are in accordance with what employees expect. If this can be
maintained, it is expected to be able to improve employee performance.
The results of the test on the reward variable using the help of SPSS obtained a t-count of
2.074. So when compared to the t-table at significant= 5%, which is 2.021, it can be seen that the t-
count is greater than the t-table (2.074 > 2.021). Thus it can be concluded that the reward variable has
a positive and significant effect on employee performance at PT.Jalur Nugraha Ekakurir Pekanbaru.

© 2022 Page 5
 Vol.2, No.1, 2022
HBR Husnayain Business Review ISSN: 2477-1368

DOI : https://doi.org/10.54099/hbr.v1i1.11
Received: XXXX 2021, Revised: XXXX 2021, Accepted: XXXX 2021

Based on the coefficient of determination test, the R. Square (R2) value of 0.556 (55.6%)
explains that the performance of employees at PT.Jalur Nugraha Ekakurir Pekanbaru can be explained
by human relations and reward factors, which have an effect of 55.6%. While the remaining 44.4%
describes other independent variables that were not observed in this study.
Based on test results human relationsand rewards are factors that affect the performance of
employees at PT Lintas Nugraha Ekakurir Pekanbaru received. From the results of these calculations,
the human relations and reward variables jointly affect the performance of employees at PT Lintas
Nugraha Ekakurir Pekanbaru.

CONCLUSION
Based on the results of research on the performance of JNE employees in terms of human
relations and rewards, it can be seen that human relations and rewards are already at a good stage, but
it is necessary to increase the attention of superiors to employees. The need for better attention and
supervision will support the success and increased enthusiasm for employees in completing their
work. If the human relations that are carried out are getting better, the level of employee performance
will also be better. Judging from the reward variable, reward has a significant effect on employee
performance. The company does not only pay attention to employee salaries but also pays attention to
bonuses and employee benefits. Companies must review how to provide fair rewards to every
employee.

REFERENCES

alfiyah, Nanik. 2019. “The Effect of Compensation, Work Environment and Training on Employees'
Performance of Polytechnic LP3I Jakarta.” International Journal of Innovative Science and Research
Technology 4(5).

Anggrainy, Ika Fuzi, Nurdasila Darsono, and T. Roli Ilhamsyah Putra. 2018. “Influence Of Work Facilities,
Work Discipline And Compensation On Work Motivation On Their Implications On Work Achievement
Of Civil Servants Agency Of Education And Training Of Aceh Province.” Journal of Masters in
Management 2(1):1–10.

Ariyani, R. Misriah. 2020. “The Influence of Entrepreneurial Competence on Performance.” Journal of

CENDEKIA Jaya.

Bangun, Wilson. 2012. “Manajemen Sumber Daya Manusia”. Jakarta: Erlangga.

Barkhowa, Mokhammad Khukaim, Fitri Lukiastuti, and Himawan Arif Sutanto. 2017. “The Influence of
Leadership on Employee Performance With Employee Discipline as an Intervening Variable (Study on
Production and Galvanized Employees at PT. Kurnia Adijaya Mandiri).” Magisma: Scientific Journal of
Economics and Business 5(1):24–37. doi:10.35829/magisma.v5i1.10.

Binder, Martin, and Alex Coad. 2016. “How Satisfied Are the Self-Employed? A Life Domain View.” Journal
of Happiness Studies 17(4):1409–33. doi:10.1007/s10902-015-9650-8.

Carter, Sarah. 2011. “The Rewards of Entrepreneurship: Exploring the Incomes, Wealth, and Economic Well -
Being of Entrepreneurial Households.” Entrepreneurship Theory and Practice 35(1):39–55. doi:
10.1111/j.1540-6520.2010.00422.x.

© 2022 Page 6
 Vol.2, No.1, 2022
HBR Husnayain Business Review ISSN: 2477-1368

DOI : https://doi.org/10.54099/hbr.v1i1.11
Received: XXXX 2021, Revised: XXXX 2021, Accepted: XXXX 2021

Ghozali, Imam. 2013. Aplikasi Analisis Multivariate dengan Program SPSS. Edisi Ketujuh. Semarang : Badan
Penerbit Universitas Diponegoro

Hameed, Mr Abdul. 2014. “Impact of Compensation on Employee Performance (Empirical Evidence from
Banking Sector of Pakistan).” International Journal of Business and Social Science 5(2):8.

Hasibuan, Malayu S.P. 2011. MANAJEMEN: Dasar, Pengertian, dan Masalah. Jakarta: PT Bumi Aksara.

Iskamto, Dedi, Mahbubah Srimulatsih, and Putra Budi Ansori. 2021. “Analysis of Relationship between
Leadership and Employee Performance at Manufacturing Company in Indonesia.” P. 8 in Proceedings of
the 11th Annual International Conference on Industrial Engineering and Operations Management.
Singapore: IEOM Society International.

Iskamto, Dedi, Puspa Liza Ghazali, and Asyraf Aftanorhan. 2019. “Effect Contextual Factor Toward
Entrepreneurial Intention Among Young Educated.” P. 7 in International Conference on Industrial
Engineering and Operations Management Riyadh. Saudi Arabia.

Iskamto, Dedi, Puspa Liza Ghazali, and Asyraf Aftanorhan. 2020. “Exploratory Factor Analysis (EFA) To
Measure Entrepreneur Satisfaction.” P. 9 in The International Conference on Industrial Engineering and
Operations Management. Detroit, MI, USA.

Iskamto, Dedi. 2019. “Work Discipline and Its Effect on Employee Performance at PT. Prima Rintis Sejahtera
Pekanbaru Unicharm Division.” Business Economics 24(1):12. doi:10.17977/um042v24i1p12-20.

Kerr, Gerry. 2017. “The Motivations, Business Satisfaction and Commitment of Career and Later -Life Older
Entrepreneurs.” Journal of Small Business & Entrepreneurship 29(2):140–55.
doi:10.1080/08276331.2017.1288528.

Sedarmayanti. 2011. Manajemen Sumber Daya Manusia, Reformasi Birokrasi dan Manajemen Pegawai Negeri
Sipil (cetakan kelima). Bandung : PT Refika Aditama

Simamora, Henry. 2014. Manajemen Sumber Daya Manusia, Edisi 2, STIE YKPN. Yogyakarta

Sugiyono. 2015. Metode Penelitian Pendidikan. Pendekatan Kuantitatif, Kualitatif,dan R&D.

Bandung:Alfabeta.

Syofian, Siregar. 2014. Metode Penelitian Kuantitatif. Jakarta: Kencana.

© 2022 Page 7