EFFECT OF WORK MOTIVATION , COMMUNICATION , AND TRAINING ON EMPLOYEE PERFORMANCE AT PT

This study aims to determine the effect of work motivation, work communication and job training on the performance of PT Parama Tirta Mulya Sejahterah employees. Both partially and simultaneously. The type of this research is quantitative research. The population of this study is all employees of PT. 43 employees. Sampling technique is done by saturated sampling technique. Data is obtained using a questionnaire (questionnaire) that is tested for validity and reliability. The results of data analysis found that there was a positive influence between motivation on employee performance with the coefficient value b1 = 0.452. There was a positive influence between work communication on employee performance with a coefficient value of b2 = 0.038. There was a positive influence between training )on employee performance with a coefficient value of b3 = 0.333. There was a significant positive effect of employee performance, Partial Test Results (ttest) between work motivation with work performance wan shows the value of t-count greater than t-table (3,829> 2,601), between communication and employee performance shows the value of t-count greater than ttable value (2,808> 2,016), and between training and employee performance shows the value of t-count greater than t-table value (2,213> 2,016), this shows that there is a significant positive effect partially. The result of the calculated F value is 44.981 and the probability of significance is 0.000.

salary given by the company is the minimum wage of the City or UMK, an average of 3,800,000, in accordance with the UMK of Batam City in 2019. In this company there is no overtime pay during official and national holidays or on on a red date, based on the rules of the Labor Department Act Law on labor regulations article 11 letter a and letter b Ministerial Decree number 102/2004, the provisions of the calculation of overtime work wages done during weekly breaks or official holidays are greater than those done on weekdays. However, what happened in the company was not in accordance with the law of the Labor Department.
Communication problems that occur in the Parama Tirta Mulya Sejahterah company are the existence of personal problems or personal problems between employees, lack of listening and misperceptions in communicating between employees or employees and leaders, as well as poor mastery of foreign languages between employees and customers in a work environment. This conflict occurs because in this company there are people with their own character, personality, and mindset, which of course differ from one another. This difference causes employee communication conflicts. The role of the company is needed in this communication conflict so that the work process can run smoothly without any conflict.
Training for an employee from the company, the most basic training for employees such as introducing the work environment and an explanation of all the work that must be done by the company but the implementation is not maximal, which makes employees not aware of the ability to work, communication, presentation, time management , and the ability to adapt to the internal and external environment. In these conditions, job training is needed to support and give responsibility to employees in carrying out their duties.
When performance is done well, the goal of the organization in increasing profits goes well. In the future, employee performance is the biggest asset for the company. At PT. Parama Tirta Mulya Sejahterah, the results of employee performance play an important role in doing their work, this is related to the work relationship between employees and company (work contract), determination of employee salaries and promotion for employees. If there is a problem, the results of employee performance will decrease and goals are not achieved, for that it will be detrimental to employees and the company.
Based on the background that has been presented above, the authors are interested in making research with the title: "EFFECT OF WORK MOTIVATION, COMMUNICATION, AND TRAINING ON EMPLOYEE PERFORMANCE AT PT. PARAMA TIRTA MULYA SEJAHTERAH".

Theoritical Review Motivation
According to Syahyuti (2010), motivation is the impetus for someone to do their job well, and according to Rosidah (2018: 81), motivation is the process of giving encouragement to subordinates so that subordinates can work in line with the limits given to achieve organizational goals optimally. The definition of the process of giving encouragement is a series of activities that must be passed or carried out to encourage employees to work in line with the organization goals.
According to Gitosudarmo (2015: 109), motivation is a factor that encourages someone to do a certain activity, therefore motivation is often interpreted as a driving factor for one's behavior. Every activity carried out by a person must have a factor that drives these activities. According to Fahmi (2013: 123) Solutions in overcoming problems in the field of motivation, namely: 1. Creating a work atmosphere that supports the situation and working conditions. 2. Leaders look after speech and actions that can lead to conflict. 3. Bosses and employees think of each other positively. 4. If there is an employee who has an achievement, give him a compliment or gift because it can increase enthusiasm at work. Indicators to measure work motivation according to Syahyuti (2010): a. Encouragement to achieve goals. A person who has high work motivation has a strong impetus to achieve maximum performance in himself. b. Work spirit. Work spirit is a good psychological condition if it creates pleasure which encourages someone to work harder and better. c. Initiative and creativity. Initiative is defined as the strength or ability of an employee or worker to start or continue a job with encouragement from others d. Responsibility is the attitude of individual employees who have good work motivation, must have a sense of responsibility for the work they do so that the work can be completed on time. e. Have a vivid goal is the goal of every employee must been vivid in working to do the job as to get the right results with vivid goals.

Communication
According to Joseph in Suranto AW (2010) Communication is a process of sending and receiving messages between two people or between a small group of people with some effects and some instantaneous feedback. According to Husnaini Usman (2014: 470), states that "Communication is the delivery of messages from one person to another, either directly or indirectly, in written, vocal or non-verbal language". According to Afifudin (2013: 121) Internal communication is all messages sent or received within an organization, both formal and informal. The three dimensions of internal communication are: 1) Vertical Communication Communication can be in the form of communication from leader to employee or from employee to leader. Communication from leader to employees is intended to provide understanding or authority to employees to do a job that must be carried out.

2) Horizontal Communication
Horizontal communication is carried out between fellow employees and other staff. Horizontal communication is generally in the form of providing information relating to the implementation of leadership policies so that it does not contain an element of command.

3) Diagonal Communication
Diagonal communication  If the communication process is not only successful in conveying information, it can also take place in a pleasant atmosphere for both parties.

Influence on attitude
Communication is said to affect attitudes, when after a communicant receiving a message then his attitude changes according to the meaning of the message.

Relationships are getting better
This highly effective communication process accidentally increases the level of interpersonal relationships. In offices, it often happens.

Positive statements
Containing the meaning of what each of us says or convey to others, will get a good response.

Training
According to Gary Dessler in Suwatno (2011: 118) job training is a process of teaching new or existing employees the basic skills they need to carry out their jobs. Meanwhile, according to Andrew E. Sikula's opinion in Suwatno (2011: 117) training is a short-term educational process that uses a systematic and organized procedure where non-managerial employees learn technical knowledge and skills for limited purposes. And according to Mangkunegara (2011: 3) Training is a process of teaching knowledge, skills and attitudes so that employees are skilled and able to carry out their responsibilities better according to standards.
According to Sedarmayanti (2010: 170) The general objective of employee training and development is to increase organizational productivity through various activities, including: 1. Develop knowledge, so that work can be completed rationally. 2. Develop skills/expertise, so that work can be completed more quickly and effectively. 3. Developing attitudes that lead to a willingness to cooperate with fellow employees and management (leaders).
Training indicators according to Mangkunegara (2011: 46), including: 1. Objectives of the training The objectives of the training must be concrete and measurable, therefore the training that will be held aims to improve work skills so that participants are able to achieve maximum performance and increase participants' understanding of work ethics that must be applied.

Materials
The training materials can be in the form of: management, drafting, work psychology, work communication, discipline and work ethics, work leadership and work reporting.

Methods Used
The training method used is a training method with participatory techniques, namely group discussions, conferences, simulations, role playing (demonstrations) and games, classroom exercises, tests, teamwork and study visits or comparative studies, among others. 4. Instructor Education is more directed at increasing one's abilities through formal channels with a long period of time, in order to maximize the delivery of material to participants.

Participants
This is one of the factors that determine the training process. If the instructor is enthusiastic in providing training material, the training participants will be eager to participate in the training program and vice versa.

Employee Performance
According to Mangkunegara (2011: 67) Employee performance is the result of work in quality and quantity achieved by an employee in carrying out his duties according to the responsibilities assigned to him. And according to Malayu S.P. Hasibuan (2012: 34) Performance is a result of work achieved by a person in carrying out the tasks assigned to him based on skills, experience, seriousness and time.
Objectives and Benefits of Job Appraisal According to Wilson Bangun (2012: 232), the objectives and benefits of performance appraisal include: 1. Evaluation between individuals in the organization. Performance appraisal can aim to assess the performance of each individual in the organization. This goal can provide benefits in determining the amount and type of compensation that is the right for each individual in the organization. 2. Self-development of each individual in the organization. Performance appraisal in this organization is useful for employee development. Each individual in the organization is assessed for their performance, for employees with low performance it is necessary to develop both through education and training. 3. System maintenance. Various existing systems in the organization, each existing subsystem is interrelated with one another subsystem. One subsystem that is not functioning properly will interfere with the running of the other subsystems. Therefore, the systems in the organization need to be properly maintained. 4. Documentation of performance appraisal will be useful as a basis for follow-up in the post. 5. The contents of the employee's work in the future. The benefits of performance appraisal here relate to human resource management decisions, legal compliance with human resource management, and as a criterion for validity testing.
Employee performance indicators according to Anwar Prabu Mangkunegara (2009: 75) suggest that performance indicators, namely: 1. Quality The quality of employee performance is both an employee who does what must be done.

Quantity
The quantity of performance does not care that an employee works. This quantity can be seen from the speed at which each employee works.

Implementation of tasks
Performing duties is any employee who is able to do his job accurately or without mistakes. It is the level of activity at the beginning of the stated time, seen from the point of coordination with the output and maximizing the time available for other activities.

Responsibilities
Responsibility for work is awareness of the employee's obligation to carry out the work assigned by the company.

Types of research
The type of research used is quantitative research

Population and Sample
The population and research are all employees at PT.Parama Tirta Mulya Sejahterah, totaling 43 employees.
The sampling technique used was nonprobability sampling technique with saturated ampling type taken from the total population of 40 employees.

Research Instruments
The research instrument used in this study was a questionnaire in the form of a statement with a total of 20 statement items distributed to 43 respondents using a Likert scale.

Results and Discussion Instrument Validity
Based on the results of the reliability test in Table 4.14 above, it shows the Cronbach's alpha value for the Motivas variable of 0.818, for the Communication variable of 0.882, Training of 0.795, and Employee Performance of 0.861. This shows that all the variables of this study have a composite reliability value that is greater than 0.60 (> 0.60) which means that there are no unreliable questions from all variables.

Classic assumption test
Based on the normal results of the p-p plot in this study, it can be concluded that the regression model is feasible because it fulfills the assumption of normality where the points are scattered around the diagonal line and follow the direction of the diagonal line.  (2020) Based on Table 4.9 above, the results of the data processing can be seen that in the coefficients section, it is known that the VIF value of each independent variable is less than 10, namely the VIF value of the Motivation variable of 2.071, Communication of 1985 and Training of 3.264. And it can also be seen that the tolerance value of the three variables is greater than 0.1 (≥ 0.10), so it can be concluded that there is no multicollinearity among the independent variables in the linear regression model.

c). Heteroscedasticity Test
Based on the graph in Figure 2.3 below, where the heteroscedasticity test is carried out using the Scatterplot graph method which is generated from processed data using SPSS, it appears that the dots are randomly distributed, do not form a certain clear pattern, and are spread either above or below  Table 4:19 above, the value of the R square in the regression model is 0.776. This shows that the ability to explain the independent variables, namely motivation, communication, and training on the dependent variable, namely employee performance, which can be explained by this equation model is 77.6%, while the remaining 22.4% is influenced by other factors not included in the research model. this. If the R square value is closer to 1, the independent variables will have a stronger influence in explaining the dependent variable.

FINAL CONCLUSION
At the end of this thesis the writer will describe some conclusions that can be drawn and suggestions based on the findings of the research. In general, the authors conclude that work motivation, communication and training have a significant effect on employee performance at PT Parama Tirta Mulya Sejahterah.
The results of the partial test (t test) between motivation and employee performance show that the t value is greater than the t table (3.829> 2.016) with a significance value of t less than 0.05 (0.000 <0.05). The results of the partial test (t test) between communication and employee performance show that the t value is greater than the t table (2.808> 2.016) with a significant value less than 0.05 (0.008 <0.05). The results of partial testing (t test) between training and employee performance show that the t value is greater than the t table (2,213> 2,016) with a significant value less than 0.05 (0.033 <0.05).
So it can be concluded that based on the results of the F test, the Fcount value is 44,981 and the significance probability is 0,000. Because Fcount is greater than Ftable (44,981> 2,839) or if using a significance value it is found that the significance value obtained is less than α 5% (0,000 <0.05), it can be concluded that Ho is rejected or Ha is accepted, which means that there is an influence which is significant from the independent variables which include motivation, communication, and training on employee performance at PT. Parama Tirta Mulya Sejahtera. So that the regression model can be used to predict employee performance at PT. Parama Tirta Mulya Sejahtera.

For the leaders of PT.Parama Tirta Mulya Sejahterah
In order to increase motivation in employee performance, it is hoped that the company PT.Parama Tirta Mulya Sejahterah will pay more attention to the forms of employee work motivation such as achievement, because if employees feel motivated in their work, the performance will also be even better, by the way the leadership rewards employees who have the ability and have achievements.
High work motivation will make employees feel comfortable and enthusiastic in doing their job. Leaders must hold training / socialization about communication and duties and functions as employees in supporting the implementation of their work tasks in accordance with good work operational standards.

For Employees at PT. Parama Tirta Mulya Sejahterah
Further improving the quality of Human Resources by providing the best service to customers, this is to support work in order to provide more satisfaction to customers and the company. 3. For the next writer It is desirable to expand research so that more complete information is obtained about the effect of Work Motivation, Communication and Training on Employee Performance.