Performance Allowance, Motivation, Employees’ Work Achievement And Organizational Performance Among Goverment Employees

This research analyzed the relationships among performance allowance, employee motivation, work achievement and organizational performance in the Ministry of Religion's Office Lumajang City. This research used a quantitative research design based on. Structural Equation Modeling (SEM) model. Research results showed insignificant direct between performance allowance and motivation, employees’ work achievement, and organizational performance. Work achievement has a direct and strongest significant influence on performance improvement in public organizations. Nonetheless, the influence of work achievement on organizational performance is mediated by a number of supporting factors, including performance allowance and motivation.


INTRODUCTION
Performance is associated with productivity in an organization. Some of the factors that influence performance in a public organization include performance allowances, work environment, motivation, leadership, education and training and employee performance.
Previous research on performance show significance influence of work environment, manager attitude, organizational culture, personal problem and work context on employee performance (Saeed et al., 2013). Muda et al. (2014), found work stress, motivation and communication to influence employee performance.
Performance evaluation in public organizations is essential for improving the quality of public services. This is because performance evaluation assesses the performance of a public organization in providing services to the public service users. This based on the premise that public organizations must orientate their operations and services toward delivering public services to the public (public service oriented). Performance evaluation, in addition, serves as a tool that assesses previous organizational performance to compare actual performance with expected performance. Results of such an evaluation provide input on improving future organizational performance.
In the context of a public organization, performance measures the level of achievement or outcome in managing and running an organization on various aspects within a specific timeframe. Meanwhile, with respect to employees, assessing performance is useful in generating data that serves as a reference in efforts to improve organizational performance through enhancing employee performance.
Some of the areas that undermine the organizational performance of public organizations, thus requiring improvement to enhance performance, include resource allocation, decision-making, and accountability issues (Andrews et al., 2010).  (Hayati & Caniago, 2012).
One of the key motivating factors for employees is to earn a decent living in places where they work. To that end, decent compensation is an important predictor of employee productivity (Yamoah, 2013 The final section concludes the paper.

Organizational Performance
Organizational performance is a measure of achievement of the vision, mission, goals, and strategies of the organization. Performance is also considered a manifestation of the level of achievement of strategic planning implementation (Balzac, 2011 formance, take broadly two forms, inter alia, quantitative and qualitative (Khandekar & Sharma, 2006). Performance indicators should be clear on the criteria to use in conducting the measurements. This is because lack of clarity on indicators makes performance measurement difficult, which in turn undermines efforts to allocate resources to areas and programs based on performance.

Motivation and Organizational Performance
Motivation is the desire to do something for a certain purpose, which constitutes a sequence of attitudes and values that influence an individual to reach a specific purpose, including the willingness to put in more effort to achieve the objectives of the organization.
Motivation comprises two forms, intrinsic and extrinsic motivation. Intrinsic motivation relates to real rewards such as fee, position, promotion, contract, work environment, and work condition. Thus, real rewards in an organization are within the purview and control of the manager, hence can be aligned with employee needs to achieve organizational goals. This is possible through for instance increasing payments, provide praise for achievements made, giving the challenge to accomplish, and leading by example.
Consequently, motivation is an important factor that influences employee performance (Shahzadi et al., 2014;Zameer et al., 2014); and positively influences organizational growth, welfare, and productivity (Manzoor, 2011). For motivation to achieve organiza- serving as a guidance that strengthens dedication to work (Muogbo, 2013).
Work motivation is of interest to managers in an organization system. This is because motivation underpins fundamental issues that influence human behavior including human philosophy, human dynamic needs, the satis-faction of human needs, and differences in human characteristics in a company or organization. (Maslow, 1970)

Variable Indicators
Performance Allowances Values and position classes (Ramli, et al., 2015) Allowance Intensive Amenities Work Motivation Physiological (Rivai, 2004) Appreciation Social Self-actualization Work Achievement Work quality (Heidjrachmanand, 2000) Initiative Discipline Knowledge Organizational Performance Productivity (Dwiyanto, 2008) Quality of service Responsibility Accountability Work achievement evaluation has essentially two purposes, namely) oriented toward past performance, and ii) oriented toward improving performance on job tasks and responsibilities in the future (Astuti, 2006). Evaluation of the employee on the previous performance determines the extent to which an employee rated on the comparison between the expected and actual delivery of the assigned job's tasks and responsibilities, while future-oriented performance evaluation is aimed at identifying areas that need improvement to enhance performance in the future.

METHODS
The research used a quantitative research design that was based on Structural Equation  The survey was carried out on the population.
The response rate was 91.3% (140 respondents). Table 1 provides a summary of the variables and indicators.  Another measure of validity used was the discriminant validity test (Table 3) The hypotheses test results are presented in    (Rokhimakhumullah, 2016), professionalism, wellbeing, and quality of public services (Nugroho et al., 2018). Nonetheless, to improve organizational performance and employee productivity, performance allowance administration should be tied to employee workload, capability, and competence. In other words, there should be a significant difference between performance allowances that employees with high and low productivity (Prendergast, 2002).

RESULTS AND DISCUSSION
Human resource management and effective organization are also crucial in improving employees' performance (Kusumastuti, 2015).
Improvement in organizational financial performance influences the allowance that employees receive. The adjustment in improving allowance is closely related to selective requirements of the performance allowance allocation system. It is reflected between the submission requirements, the result of the management control system, and the organization's internal control mechanism, which will then become a part of the organization's report to external parties. The submission re-Copyright © 2021, JKAP, ISSN 0852-9213 (Print), ISSN 277-693 (Online) quirements will induce the change in a management control system, which in turn will contribute to improvement in the accountability of the organization (Sopp & Baumüller, 2012). Moreover, there is a need for a special committee on performance allowance that is charged with providing input and analysis of its impact on organizational culture, standards, and financial performance (Šilingienė et al., 2015). Otherwise, paying similar amounts of performance allowance to employees with differing quality and productivity undermines organizational performance (Prendergast, 2002).
Human resource management is also cru-cial for improving employee organizational performance (Kusumastuti, 2015). The same applies to improvement in the financial management of performance allowance. Improvement in the requirements that are needed in the performance allowance allocation system should lead to better relationships and connections between submission requirements, management control system, and the organization's internal control mechanisms (Sopp & Baumüller, 2012). Consequently, organizational accountability to external parties will be enhanced (Šilingienė et al., 2015).
There are two limitations of the study.
First, the model does not include all the key factors that influence employee achievement and organizational performance. Future research may use several additional variables.
Secondly, since the research focused on one organization, MRA office, Lumajang district, future research may use data from several local government offices to make results comparable. Thirdly another area for future research can be assessing the impact of performance allowance on the gap between target and actual employee performance.