HUMAN RESOURCE PERFORMANCES OF THE PLANTATION AND WORKSHOP DIVISIONS IN THE TRACTOR READINESS SERVICE FOR THE OPERATION OF SUGARCANE PLANTATION AT PT SWEET INDO LAMPUNG Kinerja Sumber Daya Manusia pada Divisi Plantation dan Workshop dalam

The aims of this paper are to investigate the human resource performances at the workshop division in fixing damage tractors and to determine factors influencing their performances, and also to analyze the human resource performances on the plantation division in operating tractors to support the operation of sugarcane plantation. The survey method was conducted to collect primary data from the plantation and workshop divisions employees of PT Sweet Indo Lampung (PT SIL). Likert scale was applied to measure and determine variables of human resource performance and other relevant variables. Multiple linear regression models were used for the analysis measurement of human resources performances. The results show that human resource performances in the workshop and plantation divisions to operate tractors are in good category, but it still has to be improved. This includes the timelines to finish the work, obedience and loyalty of the employees, work planning and ability to manage the work. The factors that have positive influence on human resource performances are compensation, work environment, work relationship, and employee potential. The factor that has negative influence is expectation in developing performance. The longer time needed to repair the tractors was caused by the spare parts stock, number of mechanics that can handle the tractor, the workers skill and teamwork. Factors that cause damage on tractors are lack of maintenance, sloping area in sugar cane plantation, and lack of operators skill.


INTISARI
Workshop merupakan bagian penting dalam pengelolaan perkebunan gula skala luas yang mengandalkan mekanisasi, terutama dalam hal perawatan dan perbaikan traktor.Tujuan penelitian ini adalah untuk mengetahui kinerja karyawan workshop dalam memperbaiki kerusakan traktor dan faktor yang mempengaruhinya serta mengetahui kinerja karyawan divisi plantation dalam pengaturan penggunaan traktor untuk kelancaran operasional kebun.Metode   The ratoon tally will determine the land area to be replanted; for example, in the case of three times ratoon, the land area that must be prepared for replanting is 20 -25% from the total area in each division for RPC.For twice ratoon, the land area that must prepared for RPC is 35%.Hence, the higher the RPC percentage, the greater the land area should be prepared for replanting.To do so, tractors will be needed to work out the land mechanicaly.Consequently, the greater the land area to prepare for RPC, the higher the demands of tractor units.
Actually, the tractors are mostly utilized to prepare the land.However, they also serve to distribute the fertilizer into the soil for the ratoon cane.

Employee work performance measurement
To measure the work performance of the employees, we consider 21 indicators, listed in Table 1.

Work relationship and communication
To measure the work relationship and communications, we adopted here 14 appropriate indicators that assess the relationship between leader and its employees as well as among colleagues.

Validity Test
Validity test is made to measure the level of validity of the instruments adopted in this work (Masnuhardi, 2004).The valid instrument will have high validity score, while lower score will show the less valid in the instrument.The criteria of hypothesis test on the validity test are: 1.When the r-square (corrected item total correlation) is higher than the r-

Reliability Test
Reliability test is made to measure how reliable the variables adopted for the questionnaire (Kurniawati, 2015).
Basically, if the tests give similar results after several measurements to the same objects, then the results are considered reliable.Otherwise, if the results varied significantly, then they are not reliable.The reliability test utilizes the criteria of alpha coefficient score (α), as follows.Multiple regression model was also applied to determine the influence factor on work performance of the employees and formulated as (Daywin, et al., 1999): responsible for 3,000 -5,000 hectares.
Normally, every year about 35% or about 6,500 hectares of the land are used for replanting, and the remaining land, about 65%, is used for ratoon cane.Machinery activities are important for both replanting and ratoon cane.
Farm activities at the cane site strongly depend on the availability and the functioning of heavy equipment of tractor units.At PT SIL, the plantation division is either the tractors user or operator, while the workshop division is responsible to repair and maintain the tractor unit.
There are two type tractors used Y = a + a X +a + a X + a X + a for the operation at PT SIL, i.e., small tractors available at the site is 10 units, regression, and ε = error.

RESULTS AND DISCUSSION
For the total area at PT SIL cane site that is about 20,000 hectares, activities

Obstacles and Suggestion for Work
Performance Improvement Some obstacles influencing work performance both on the workshop and plantation divisions are as follows: 1.The report on damage tractors did not describe the real situation, so it took longer to repair the tractors.
2. Limited tools were available to repair the tractors because most tools were broken.
3. PR was delayed due to the mechanic has to re-analyze the damage unit.
is the Indonesian large company to produce sugar, bolstered by three main factories, that is, PT Gula Putih Mataram (GPM), PT Sweet Indo Lampung (SIL), PT Indo Lampung Perkasa (ILP), and one ethanol distillery company, i.e., PT Indo Lampung Distillery (ILD).The total area of the cane farm together with the factories is about 60,000 hectares, located in two regencies: Lampung Tengah and Tulang Bawang, in the Province of Lampung.Each sugar factory has its own organizational structure, but similar to each other, and they employ a total of about 50,000 permanent workers.PT SIL manages a cane farm covering an area of about 22,000 hectares and composes of five plantation divisions.Each division manages about 3,000 -5,000 hectares of cane farm.Ratoon cane (RC) system is implemented every four years.Replanting cane (RPC) is normally conducted after four sugarcane harvesting, meaning that one plant cane (PC) is followed by three times of RC in the cycle of four years.However, RC could be shortened when the cane production is found decreasing significantly.Generally, the production rate after one RPC is about 95 -100 tons/ha, and then it decreases into 80 -85 tons/ha after RC1, and decreases again into 70 -75 tons/ha after RC2, and further into 60 -65 tons/ha after RC3.The causes of the decrease in production rate are mostly degradation in disease resistance and soil quality at the surrounding of cane roots due to different physical and chemical inputs compared to the RPC, unfavorable climate as well as genetic degradation in the plant itself.
(a) employee's potential, (b) employee's skill and capability, (c) compensation and employee's protection, (d) employee's expectation, (e) working environment, (f) opportunity for employee's development, (g) working period, (h) work attitude and work behavior, (i) work load, (j) employee's loyalty towards company, (k) work experience, and (l) education level.Therefore, to attain the right policies for human resources requires a thorough evaluation on every level in both workshop and plantation divisions.Regarding the operation of plantation at PT SIL, in this work, we undertake to study in-depth the following questions: • How is the performance of the workshop division to handle the broken tractors and what factors do affect them?• How is the performance of the plantation division to manage the use of tractors in supporting the field operation?He n c e , t h e ob j e c t i v e s o f t h i s paper are to analyze the performance of human resources in both divisions and to infer the corresponding issues for improving their performances.Employee is one of the most important factors in the organization to achieve its goal.Obviously, employee's best performance c a n n o t b e r e a l i z e d i n st a n t a n e o u sl y and it needs continuous improvement and evaluation.The previous study by Indria and Mega (2010) showed that the performance evaluation has a significant and positive influence towards employee's performance.After having evaluation from their superiors, most employee responses positively to improve their performances.Moreover, relationship on both work satisfaction and work motivation but not on work performance, (2) competent leaders give positive impacts on work satisfaction, work motivation, and work performance, (3) good leadership have positive impacts on work satisfaction, work motivation, and work performance, (4) leader's communication ability has positive impacts on work satisfaction, work motivation and work performance, (5) work satisfaction has a positive relationship both on motivation and work performance, (6) work motivation has a positive impact on work performance.A c c o r d i n g t o R i d j a l ( 2 0 0 6 ) , statistically, variables, such as rewards, social security, education level, skills, facilities, age, personal characters, attitude, and moral values give real influences on the work performance.Ade (2007) find out that salary raise, work environment, and the opportunity to perform well at work will be followed by employee's high productivity.The study performed by Insan (2008) using SEM (Structural Equation Modeling) showed that innovative reward systems, work environment, work ability may significantly affect employee's work motivation.In other words, good reward systems correspond strongly to an increase of their work motivation.Similarly, better work environments will surely create better work motivations and when the employees have higher motivation, this may acquire a good impact on work performance.When the employees have higher ability to work, they will lead to higher work performance, higher rewards, work configuration, better work environment, higher motivation, multitasking ability, and eventually the better work performance.METHODS The data acquired in this work were collected both qualitatively and quantitatively through surveying our respondents who involved in the tractor operations in both workshop and plantation divisions.Qualitative variables were measured by using Likert scale in the range of 1 -3, where 1 = excellent, 2 = very good and 3 = good.Quantitative variables use units that correspond to the variable themselves.
These data were measured from our respondents and we made several tests to validate the data and their reliability.Technical trainingThere are 6 indicators adopted in this work to measure the technical training.The first indicator is how the leader monitor and put attention to the employee to develop their work ability and working skills.The second indicator is how the leader gives the opportunity to the employee to participate in the technical training.The third indicator is how the leader gives the opportunity to the employees to develop and enhance their personality.The fourth indicator in technical training is how suitable the material delivered according to the type of work.The fifth indicator is how the material of the technical training is delivered both from the inside and outside of the company.Finally, the sixth indicator is how the technical training develops their self-capability and improve the work quality.Work environments Work environment variables were measured by adopting 4 indicator s including: (1) work physical environment and facilities provided by the company; (2) incentives and reward system; (3) loyalties to the company; and (4) job training in accordance with the type of work.Work compensations There are 13 indicators of work compensations adopted in this work ( Wa h yu d i , 2006).T h e f i rst w o r k compensation indicator is the ratio of the salary to the employees living expenses.The second indicator is the ratio of salary to the work performances.The third indicator is how the employee perceived the work performance and salary.The fourth indicator examines the incentive for overtime.The fifth indicator assesses the clarity of work compensation.The sixth indicator concerns about the housing facility provided by the company.The seventh indicator measures the entertainment and leisure activities provided by the company.The eight indicator is about the transport facility provided by the company.The ninth indicator concerns about the sport facility available for the employees.The tenth indicator asks about the religious facility from the company.The eleventh indicator interrogates the company policy about the retired compensation.The twelfth indicator is about the company policy on workplace accident insurance.The last indicator is about non-financial rewards.

First
indicator asks whether employees are willing to help each other when they encounter difficulties in their work.Second indicator is about workload distribution.Third indicator is how the leader guides and gives direction to the employees.Fourth indicator is how the leader conveys the message to the employees at work.Fifth indicator is how the leader appreciates and gives rewards to the good employees.Next, for the sixth indicator, we measured the involvement of the employees in both formal and informal situation related to the job at the company.The seventh indicator is how the employees response to the policy made by the leader.The willingness to accept advices from colleagues and leader is the eighth indicator.Next, we measured how they work together as a team in the ninth indicator.We also tried to measure how good the work relationship between leader and employee in the tenth indicator.Subsequently, the eleventh indicator measured whether the work environment is sufficiently pleasant and in harmony.The twelfth indicators concerns how adequate the company provides work equipment and facilities that may influence work relationship and communication.The thirteenth indicator is how the employees maintain good relationship with their colleagues.Finally, the last indicator examines whether they feel secure working at the company.Work career development There are 4 indicators in work career development measured for the employees: (1) the company provides the opportunity for career development; (2) the company provides the opportunity for personality development; (3) the company provides the opportunity for the employees to involve in work training to develop the technical skill;(4) the company provides the education for the employees.Work qualityWork quality were measured by adopting 4 indicators as follows: (1) the ability to achieve the work within the scope task and their responsibility.

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then the instrument is considered valid, 2. When the r-square (corrected item total correlation) is smaller or equal = item-total correlation coefficient after being corrected measure the employee performances, which consist of the work training (6 items), the work environment (4 items), is shown from the correlation score of each variable item with the error percentage in the range of 1% (***), 5% (**), or 10% (*).We note, however, that the work environment variable is not reliable because of the Cronbach Alpha score yields 0.283.
. Small tractors are exploited for ripper ratoon, leaf tyne, pre emergence and stubble shaver and compact during the land preparation.work environment score, X c o m p e n s a t i o n s c o r e , X = work = w o r k On the other side, medium tractors are used for land preparation before communication and relationship score, = career development score, X = employee's potency, education and work planting the canes, such as plowing, harrowing, track marking, ripper and basal furrower.Presently, the number of experience score, a …a = coefficients of 1 8 until post harvesting in each farm should be performed by machinery equipment.As previously mentioned, PT SIL has five plantation divisions, and each division is while the ideal number for the optimum operation (without counting any broken tractor) is more than 20 units.Several factors that may cause damage for tractors and, thus, should be repaired at the workshop are the following: a.Old tractors are vulnerable and have high risk to be damage b.Intensive use of tractors ccan be divided into two types, light to medium damage (electric, brakes, hydrolics) and heavy damage (engine, gear, transmission).The workshop division should also pay attention to the stock availability of their spare parts.Respondent Characteristic E m p l o y e e s w o r k i n g a t the workshop and plantation divisions are mostly male workers, and only 3.66% employees are female working at the administration division.About 82.9% employees are married with the number of family is 3 persons in average.Most of the employees are graduates from high school with the average age of 36.7 years old.Total length of working time for day workers is 8.2 years and for permanent staffs is 15.2 years.Work Performance Factors Employees Performance As mentioned previously, employee performances in operating and maintaining the tractors are measured by 21 indicators.The analysis results show that most of the employees qualifies as very good (see Table 2, workshop = 55.22%,plantation = 67.02%,and combination = 60.98%).Although in overall the employee performances are qualified in very good category, we found that some work performances still need more improvements.They include: (1) technical ability on the job arrangement, (2) work discipline, (3) the ability to work together as a teamwork, (4) selfimprovement capability, (5) honesty and work intensively, (6) work independently, (7) empathy towards the leaders, employees and colleagues, and (8) the obedient towards the leaders.Work Relationship Work relationship was measured by 14 indicators that describe how the relationship was going between employees and their leaders and among their colleagues.The results show that the work relationship is in very good category (see

M
o r e o v e r , the f a c t o r s t h a t g a v e influences directly to the employees work performances are work compensation, work relationship and communication, work development, and employees potential in work experience and education.Work compensation can be in the form of wage, salary, and incentive that might influence directly to the employees performance.The higher compensation usually leads to high employee performances.Employees work relationship and communication (among leaders and employees) are considered very good, meaning that this factor plays important role for better employees work performance.On the other hand, employees expectation in work development is negatively related to the employees work performance.The reason is because the company still does not fully encourage the employees or hinder them to perform better at their work.However, the employees potential has a positive relationship with employees performance.Education and knowledge level along with the longer and more experiences at work will support positive employees work performances.
stock of spare part 11.Limited working time 12.The li mi t at i o n of pr of essi ona l mechanic, in number and in quality 13.Limitation of tools availability and work location access 14.Slow internet connection that delayed the delivery report and inventory 15.Longer administration process that delayed the working process 16.Limitation on communication tools 17.The broken spare part should be reported on work order letter (SPK) 18.Higher number of damage tractors cause the limited operating tractor 19.Communication gap Some policies have been changed at the workshop that became centralized and on the procedures for spare part inventory, repairing the tractor, as well as incentive system, especially for the overtime incentive.However, these new policies need two months for the employees to adjust themselves.There are some suggestions proposed to the companym p l o y e e s s h o u l d a c c e p m e f a c t o r s , s u c h a s w o r k compensation, work environment, work relation, and employee potential, bring positive impact to the employee performances.On the other side, career development desire has negative effect on the work performance.Suggestions • The work performances that need t o i m p r o ve a r e w or k t i m e l i ne appropriateness, obedience and loyalty, work planning and work organizing.• Communications, teamwork, tools and spare part availability, tractor maintenance system, task distribution among the mechanics and administration systems should be improved by using the latest technology.

Table 1 .
Performance Indicator

Table 2 .
Employee Performances of Workshop and Plantation Division (%)