THE SCIENTIA JOURNAL OF

ECONOMICS ISSUES
ISSN : 2986-0067
E-ISSN : 2986-1284
VOLUME 2 NO 2, 2023
PP: 199-213

“ THE INFLUENCE OF THE QUALITY OF HUMAN RESOURCES (HR), MOTIVATION

AND COMPENSATION ON EMPLOYEE PERFORMANCE IN ENREKANG SUB-
DISTRICT OFFICE

Iman Arifin1, Nurdin Brasit2, Fauziah Umar3

1Master of Management Student, Faculty of Economics and Business, Hasanuddin
University:imanarifin238@gmail.com
2Lecturer in Master of Management, Faculty of Economics and Business, Hasanuddin

University;nurdinbrasit@gmail.com
3Lecturer in Master of Management, Faculty of Economics and Business, Hasanuddin

University;umar.fauziah@yahoo.com

Abstract.
This study aims to determine: (1) the effect of the quality of human resources, Partial and
Simultaneous Motivation and Compensation for employee performance at the Enrekang sub-
district office, Enrekang district.This research was conducted at the Enrekang sub-district
office, Enrekang Regency, which is located at Jalan Jendral Sudirman No.25, Batili. This
research method is a quantitative descriptive approach. Data collection techniques using
questionnaires and observation methods. Data analysis in this study used validation test
techniques, reliability and multiple linear regression analysis using the SPSS for Windows
version 25 application, with a total sample of 23 respondents. The results of this study indicate
that: 1) The quality of human resources has a partial effect on employee performance at the
Enrekang sub-district office, Enrekang Regency which is characterized by a t count value that
is greater than t table, namely 2.217 > 2.093 . 2) Motivation has a partial effect on employee
performance at the Enrekang sub-district office, Enrekang Regency which is characterized by
a t count value that is greater than t table, namely 2.834 > 2.093. 3) Compensation has a partial
effect on employee performance at the Enrekang sub-district office, Enrekang Regency which
is characterized by a t count value that is greater than t table, namely 5.445 > 2.093 . 4) Quality
of Human Resources, Motivation and Compensation simultaneously influence employee
performance at the Enrekang sub-district office,
Keywords: Quality of Human Resources, Motivation, Compensation and Performance.

A. INTRODUCTION

The development of science and technology, especially in the fields of industry

and technology, is much faster than the development of science regarding human
behavior and in other social fields. These technological changes have resulted in
changes in the nature, physical and mental of work and changes in the organizational
structure.
The quality of Human Resources (HR) as one of the main supporting aspects in

The Scientia Journal of Economics Issues Vol 2 No 2, 2023 199

changes so that potential resources are needed to keep up with technological
developments. Humans are an important element in organizations in various
companies, agencies and so on. Therefore, the success or failure of a company is very
dependent on the efforts made by humans or the employees themselves.
According to Panjaitan, in (Martin Wibisono 2007: 13) through the education,
health, labor sectors high-quality human resources can be formed with the following
characteristics: a) Having mental abilities (intelligence) and physical skills
individual. b) Having psychological abilities in the form of perceptual power, attitude,
personality, motivation. c) Have organizational skills as a resource, leadership,
cooperation, coordination.
Robbins and Coulter (in Nurfadila 2022: 15) argue that motivation is a process
that explains the intensity, direction, and persistence of individuals to achieve their
goals. Whereas motivation is generally concerned with achieving a goal, the discussion
has been narrowed and focused on the organization of goal achievement to reflect our
interest in work-related behavior. Many employees lose their motivation to work
because they see a weak relationship between their effort and job performance,
between organizational performance and earnings or between the rewards they
receive and the rewards employees really want.
Hasibuan, in Susana Marcela Tuwok, 2021: 14) this is the provision of
remuneration to factors of production (HR) that work optimally in improving
employee performance in an agency. Either in the form of direct (financial)
compensation in the form of money or indirect (non-financial) compensation such as
awards.
Institutions in Enrekang Regency, in this case the Enrekang District Head office
as an agency engaged in administration, record keeping, and services for several
villages, also provide encouragement towards the development of other economic
activities, besides that these agencies are located in existing government centers. in
enrekang district on Jalan Jendral Sudirman No.25, Batili. To support work activities,
in this case serving the community, attention is needed to the quality of human
resources, motivation and compensation aimed at improving employee performance
and achieving agency goals.
The basic problem at this agency is that there are still some employees who
work not according to operational operational standards and sometimes come to
locations not according to working hours in the sense that they are late, this affects
performance, especially when they are engaged in administrative services, on the
other hand, employees work less enthusiastically. some employees and temporary
employees sometimes prefer to carry out other activities that provide profit before
entering the office, this is a sign that the quality of human resources, motivation and
compensation should pay more attention so that employees work based on
performance standards, enthusiasm at work and the workplace selected as the main
option.To support work activities, in this case serving the community, attention is
needed to the quality of human resources, motivation and compensation aimed at
improving employee performance and achieving agency goals.
To expedite agency activities, it is necessary to have maximum planning and
work so that the impact on the quality of Human Resources, Motivation and
Compensation in relation to increasing employee performance can be felt. Where in
this case we need an influence analysis whose function is to see the extent of the
closeness between the Quality of Human Resources, Motivation and compensation on

200 The Scientia Journal of Economics Issues Vol 2 No 2, 2023

employee performance.

B. LITERATURE REVIEW

Human Resource Management

According to Melayu SP Hasibuan (2017: 9) human resource management is

the science and art of managing the process of utilizing human resources and other
resources effectively and efficiently to achieve a certain goal where management
consists of six main elements including money, method, materials , machines, and
markets .
Sedarmayanti (in femy franciesca: 2022: 17) argues that Human Resource
Management (MSDM) is the policy and practice of determining human or human
resource aspects in management positions, including recruiting, screening, training,
rewarding and evaluating.

Quality of Human Resources ( HR )

Reliable quality human resources are those who master science, technology,
information, have a commitment to human life and other living things, and have
functional relationships with social and biogeophysical (environment) systems in
sociogeophysical (social) ecosystems which are highly required in sustainable
development (Djaafar , in Martin Wibisono 2007:12). According to (Sedarmayanti: 36),
Competence as an attribute of the quality of Human Resources has a significant effect
on individual performance. Organizational culture has a decisive contribution in
shaping employee behavior.
Reliable quality human resources are those who master science, technology,
information, have a commitment to human life and other living things, and have
functional relationships with social and biogeophysical (environment) systems in
sociogeophysical (social) ecosystems which are highly required in sustainable
development (Djaafar , in Martin Wibisono 2007:12). According to Syamsir Torang
(2013: 53) argues that the factors that influence the character or quality of an
individual in an organization are: compensation, motivation, leadership and conflict.

Motivation

According to Malayau SP Hasibuan (2017: 141) that motivation comes from the
word "movere" which means encouragement or driving force that is only given to
humans, especially to subordinates or followers. Motivation is a function of a person's
motive needs (motive), expectations (expectation) and stimulation (incentive).
Motivation is a series of gifts to encourage employees to take action to achieve a
desired goal. In other words, motivation becomes a force and encouragement to take
action so that employee needs can be met. The motivational process places more
emphasis on the content of needs, but also focuses on how and what goals the
individual is motivated according to (Utaminingsih, in Femy Fransiesca 2022: 45)
Motivation is an energy that moves an individual to try to achieve the expected
goals (Samsiar Torang 2016: 57). Meanwhile, according to Robbins and Judge (in Lisa
Asmira 2022:21) motivation is a process that explains a person's intensity, direction

The Scientia Journal of Economics Issues Vol 2 No 2, 2023 201

and persistence to achieve his goals. That is, if you only prioritize high intensity it will
not bring the desired results.
From the above definitions put forward, it illustrates that motivation is an urge
or desire from within a person, which creates a stimulus to act to perform an action
which according to his judgment can provide benefits for him so that the desire is
fulfilled.

Compensation

According to Panggabean (in Arwin Amrullah 2012: 27), compensation is any

form of appreciation given to employees as remuneration for the contributions they
make to the organization, with the aim of attracting potential employees into the
organization, encouraging higher achievement, retaining productive and quality
employees and encouraging faithfulness. Meanwhile, according to Simamora (in
Marhawati 2022:16) compensation includes financial rewards and intangible services
as well as benefits received by employees as part of an employment relationship.
Compensation is what employees receive in exchange for their contribution to the
organization.
With attractive and fair compensation provided by the company will be able to
obtain a sufficient number of qualified employees to fill all vacancies at all levels.
Workers who receive adequate or attractive and fair compensation will not switch to
other companies that can provide more compensation than the company they are
currently occupied.

Performance

According to Harsuko (in Hastuti 2021: 39), performance is the extent to which
a person has played for him in carrying out organizational strategy, both in achieving
specific goals related to individual roles and or by showing what is declared relevant
to the organization.
In general, performance is defined as the effort made by someone to carry out
a job where there is a reciprocal relationship between superiors and subordinates to
achieve a goal.

conceptual framework
Increasing a productive workforce, in this case employee performance is highly
prioritized through various efforts to foster enthusiasm for work, it is necessary to pay
attention to supporting factors for employees so that they can improve the
performance of these employees/employees. Therefore, employees need to pay
special attention to the quality of human resources, motivation and compensation.
Based on the theoretical basis that has been stated in the discussion above, therefore
the quality of Human Resources, motivation and compensation that has on
performance is described in the form of a conceptual framework picture.

202 The Scientia Journal of Economics Issues Vol 2 No 2, 2023

 Quality of Human
H-1
Resources
( X1)
H-2
Motivation Performance
(X2) (Y)

Compensation H-3
(X3) H-4

Figure 2.1 Conceptual Framework

C. RESEARCH METHODS

Types of research

In this approach the author uses a descriptive quantitative approach.

Quantitative descriptive research method is a method that aims to create an objective
picture or description of a situation using numbers, starting from data collection,
interpretation of the data as well as the appearance and results.

Location and Time of Research

This research was carried out in an agency, in this case the Enrekang District
Office, Enrekang Regency, which is located at Jalan Jendral Sudirman No.25, Batili. This
research is planned for approximately two to three months.

Population and Sample

Population is the total number of units of analysis to be investigated
characteristics or features. Thus the population in this study are employees and non-
employees in the Enrekang District Office. According to Sugiyono (2017: 85) the
meaning of saturated sampling is a sampling technique when all members of the
population are sampled, this is done if the population is relatively small, less than 30,
or research wants to make generalizations with very small errors. Another term for a
saturated sample is a census, where the entire population is used as a sample. The
population referred to in this study is 23 people. The sample used is the entire
population in this case sample 23.

Method of collecting data

The Scientia Journal of Economics Issues Vol 2 No 2, 2023 203

 In data collection, this research data collection uses several methods, namely
(1) Observation (2) Documentation (3) interviews (4) Questionnaire (questionnaire),
which is done by providing a set of written lists of questions.
Data Types and Sources
In this writing, the types of data used are: (1) Quantitative Data is data from
companies/agencies in the form of numbers and tables. (2) Qualitative Data is data
obtained from companies/agencies in the form of information both verbally and in
writing.
Sources of data used to support this research are. (1) Primary Data, namely data
obtained directly from the results of direct observation and interviews with parties
involved in the agency. (2) Secondary Data, namely data obtained from documents and
other written materials from the relevant agencies that are closely related to this
research.

D. RESEARCH RESULT

Description of Research Locations

Enrekang Regency is one of the Level II Regions in the Province of South
Sulawesi, Indonesia. The district capital is located in Enrekang City. From a socio-
cultural perspective, the people of Enrekang Regency have their own characteristics
or uniqueness. This is because the culture of Enrekang (Massenrempulu') is between
the Bugis, Mandar and Tana Toraja cultures. Institutions in Enrekang Regency, in this
case the Enrekang District Head office as an agency engaged in administration, record
keeping, and services for several villages, also provide encouragement towards the
development of other economic activities, besides that these agencies are located in
existing government centers. in enrekang district on Jalan Jendral Sudirman No.25,
Batili.

Characteristics of Respondents
1. Characteristics of Respondents Based on Gender
Table 4.1
Based on Respondent's Gender
Gender Number of Percentage (%)
Respondents
Man 16 69.6
Woman 7 30.4
Total 23 100

Source: Primary data processed, 2020

Based on table 4.1 it shows that based on the characteristics of respondents
according to gender it is known that the majority of respondents in this study were
male, namely 16 respondents (69.6%), while respondents with female gender were 7

204 The Scientia Journal of Economics Issues Vol 2 No 2, 2023

2. Characteristics of Respondents Based on Last Education
Table 4.2
Respondent's Last Education

Level of education Amount Percentage (%)

SENIOR HIGH 7 30.4
SCHOOL
S1 14 60.9
S2 2 8.7
Total 23 100.0
Source: primary data 2020

From table 4.2 above, it can be seen that the highest level of education for
employees is at the undergraduate level with a total of 14 people or 60.9%. then at the
high school education level there were 7 people or 30.4% and the lowest level of
employee education was a Masters degree with 2 people or 8.7%.

Description of Research Data

1. Validity test
Validation is a measurement scale called valid if it does what it should measure
and the height of a questionnaire instrument can be measured with the help of SPSS
for Windows version 25. If the measurement scale is invalid then it is not useful for
researchers because it does not measure or do what it should do (Gozali 2013: 97).
Table 4.7
Validation Test Results
Variable Indicato r Count r Table Information
r
X1.1 0.864 0.4132 Valid
X1.2 0.562 0.4132 Valid
HR Quality (X1)
X1.3 0.830 0.4132 Valid
X2.1 0.846 0.4132 Valid
X2.2 0.868 0.4132 Valid
Motivation (X2) X3.3 0.827 0.4132 Valid
X3.1 0.793 0.4132 Valid
X3.2 0.851 0.4132 Valid
Compensation (X3)
X3.3 0.879 0.4132 Valid
Y1.1 0.623 0.4132 Valid
Y1.2 0.901 0.4132 Valid
Employee Performance (Y)
Y1.3 0.868 0.4132 Valid

The Scientia Journal of Economics Issues Vol 2 No 2, 2023 205

Source: primary data processed, 2020
In this study using a sample for testing a questionnaire as many as 23
respondents with a significant level of 5%. In the r product moment table for a
significant 5%, the r table number is 0.4132. Furthermore, the data is declared valid if
the value of rcount > rtable. Based on this table, all statement items in this study are
considered valid.

2. Reliability Test
Reliability is to measure the questionnaire which is an indicator of the variable.
Question items are said to be reliable if a person's answer to the question is
consistent.According to Sugiyono (2017: 130) states that the reliability test isthe
extent to which measurement results using the same object will produce the same
data.
Table 4.8
Reliability Test Results
Cronbach's Reliability Information
Variable Alpha Standards
HR Quality (X1) 0.622 0.6 Reliable
Motivation (X2) 0.799 0.6 Reliable
Compensation (X3) 0.789 0.6 Reliable
Employee 0.727 0.6 Reliable
Performance (Y)
Source: Primary data processed, 2020
Based on the data presented above in table 4.8, it can be seen that the
Cronbach's alpha value of each research variable is> 0.6. Thus these results can
indicate that each research variable has met the requirements for Cronbach's alpha
value, so it can be concluded that all variables have a high level of reliability.
Results of Hypothesis Testing and Discussion
In this study, questionnaires were distributed to the research sample, namely
employees and temporary employees in the Sub-District Office of Enrekang District. as
many as 23 people. The following describes the results of data analysis based on the
answers of the respondents.
1. Influence of HR quality (x1) partially on employee performance (y), Influence
of motivation (x2) partially on employee performance (y), Effect of
compensation (x3) partially on employee performance (y)

Table 4.9
Results of Multiple Linesr Regression Analysis (Coefficientsa)
UnstandardizedCo Standardized
efficients Coefficients
Model B std. Error Betas t Sig.
1 (Constant) -5,926 2,759 -2,147 045
HR Quality .293 .132 .290 2.217 039
Work .442 .156 .367 2,834 011

206 The Scientia Journal of Economics Issues Vol 2 No 2, 2023

 motivation
Compensation .722 .133 .679 5,445 .000
a. Dependent Variable: Employee Performance
Source: primary data processing 2020
From table 4.9 above it can be concluded that the regression analysis can be
obtained from the coefficient for the HR quality variable of 0.293, then for the work
motivation variable the coefficient value obtained is 0.442 and for the compensation
variable with a coefficient value of 0.722 with a constant value of -5.926.

Hypothesis testing

The hypothesis testing carried out in this study aims to see how the independent
variables influence the dependent variable. Testing this hypothesis consists of testing
the hypothesis partially (Test T) and testing the hypothesis simultaneously (Test F).

1. coefficient of Determination,
Coefficient This determination is used to determine how much influence the
independent variables have on the dependent variable. From the results of
calculations using the SPSS version 25 program, it can be seen that the coefficient of
determination (R Square) obtained is 0.748. This shows that the independent
variables, namely the quality of human resources, motivation and compensation have
a significant influence on employee performance with a percentage of 74.8%, thus the
employee performance variable can be influenced by other variables, namely 25.2% is
influenced by variables that are not examined in this study.
Table 4.10
Coefficient of Determination (Summary models)

Adjusted R
Model R R Square Square std. Error of the Estimate
1 .865a .748 .709 1012
a. Predictors: (Constant), Compensation, Work Motivation, HR Quality
Source: 2020 data processing
The R square value is 0.748, this indicates that the contribution of the
simultaneous positive influence of the quality of human resources, motivation and
compensation on employee performance is the contribution of other variables outside
the variables in this study.

2. Simultaneous Test (F Statistical Test)

The F statistical test shows whether all the independent variables included in
the model have a joint effect on the dependent variable. This test is carried out by
comparing the Fcount value with the Ftable value using a significant level of 5%. If the
value of Fcount is greater than Ftable then all the independent variables affect the
dependent variable together. In addition, you can also see the probability value. If the
probability value is less than 0.05 (for a significance level = 5%), then the independent
variables jointly affect the dependent variable. Vice versa if the probability value is

The Scientia Journal of Economics Issues Vol 2 No 2, 2023 207

greater than 0.05 then the independent variables simultaneously have no effect on the
dependent variable.

Table 4.11
Simultaneous Test Results (ANOVAa)

Sum of Mean
Model Squares Df Square F Sig.
1 Regression 57,859 3 19,286 18,845 .000b
residual 19,445 19 1,023
Total 77,304 22
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Compensation, Work Motivation, HR Quality
Source: 2020 data processing
From the table in the F test or simultaneous test above, the Fcount value is
18.845 with a significance of 0.000. The Ftable is 3.13. Thus it can be concluded that
Fcount > Ftable (18.845 > 3.13) and the probability value is less than 0.05, the
independent variables (quality of human resources, motivation and compensation)
simultaneously affect the dependent variable (employee performance) at the
Enrekang sub-district office , Regency. Enrekang.

3. Partial Test (T Test)

The T test is used to determine the effect of the independent variables (quality
of human resources, motivation and compensation) individually on the dependent
variable (employee performance). Then partially the three independent variables
affect the dependent variable with the ttable value in this study is 2.093 (two tailed)
by looking at the ttable at a significance level of 0.05 which is shown in the following
table:

Table 4.12
Partial Test (Coefficientsa)
UnstandardizedCo Standardized
efficients Coefficients
Model B std. Error Betas t Sig.

1 (Constant) -5,926 2,759 -2,147 045

HR Quality .293 .132 .290 2.217 039
Work .442 .156 .367 2,834 011
motivation
Compensation .722 .133 .679 5,445 .000

a. Dependent Variable: Employee Performance

Source: primary data processing 2020

208 The Scientia Journal of Economics Issues Vol 2 No 2, 2023

The results of the t test analysis above are as follows:
1. The results of the t test on the HR quality variable (X1) on the employee
performance variable (Y) show the tcount value (2.217) is greater than the t
table value (2.093), so it can be concluded that the HR quality variable partially
affects employee performance at the Enrekang sub-district office , Regency.
Enrekang.
2. The results of the t test on the motivational variable (X2) on the employee
performance variable (Y) show that the tcount value (2.834) is greater than the
ttable value (2.093), so it can be concluded that the motivational variable
partially influences employee performance at the Enrekang sub-district office,
Kab. . Enrekang.
3. The results of the t test on the Compensation variable (X3) on the employee
performance variable (Y) show the tcount value (5.445) is greater than the t
table value (2.093), so it can be concluded that the compensation variable
partially affects employee performance at the Enrekang sub-district office, Kab.
. Enrekang. To find out the magnitude of the partial effect on each independent
variable can be seen from the table as follows:

Table 4.13
Path Coefficients Independent Variables (Correlations )
Model Zero-order partial Part

1 (Constant)

HR Quality .581 .453 .255

Work motivation .334 .545 .326

Compensation .674 .781 .627

Source: 2020 data processing

From table 4.11 it is known that the partial influence of the human resource
quality variable on employee performance variables is 45.3%, then for the motivation
variable with a partial influence on employee performance variables of 54.5% and the
partial influence of compensation variables on performance variables is 78, 1%.
Discussion of Research Results

1. Effect of HR quality on employee performance

The results of multiple regression analysis using a partial test found that there
is an influence between the quality of human resources and employee performance,
this is indicated by the t count value which is greater than t table, namely 2.217 > 2.093.
These results indicate that the quality of human resources affects the performance of
employees in the Enrekang sub-district office, Kab. Enrekang. The quality of human
resources is very important for employees because it is one of the components in
improving employee performance, the higher the level of quality of an employee, the
higher the performance prospects of the employee. From the results of testing the data

The Scientia Journal of Economics Issues Vol 2 No 2, 2023 209

in this study, the first hypothesis is accepted.
2. The Effect of Motivation on Employee Performance
The results of multiple regression analysis using the partial test found that
there is an influence between motivation on employee performance, this is indicated
by the t count value which is greater than t table, namely 2.834 > 2.093. These results
indicate that motivation has an effect on employee performance at the Enrekang sub-
district office, Kab. Enrekang. Motivation is an urge or desire from within a person,
which creates a stimulus to take action which according to his judgment can benefit
him so that the desire is fulfilled, in the sense that the stronger the motivation for
employees, the higher the productivity of employee performance, thus based on the
results testing in this study, the second hypothesis is accepted.

3. Effect of Compensation on Employee Performance

The results of multiple regression analysis using the partial test found that
there is a positive influence between compensation and employee performance, this is
indicated by the t count value which is greater than t table, namely 5.445 > 2.093.
These results indicate that motivation has an effect on employee performance at the
Enrekang sub-district office, Kab. Enrekang.
With attractive and fair compensation provided by the agency will be able to obtain
a sufficient number of qualified employees to fill all vacancies at all levels. Employees
who receive compensation can benefit from beneficial effects that are expected to spur
employees to be able to complete work with the best enthusiasm, in the sense that
with the application of compensation to employee work orientation, the enthusiasm
and productivity of employee performance will also increase, based on testing data in
this research then the third hypothesis is accepted.

4. Effect of HR quality, motivation and compensation on employee

performance
The results of multiple regression analysis using simultaneous tests found that
there is a simultaneous influence between the quality of human resources, motivation
and compensation on employee performance, this is evidenced by the calculated F
value which is greater than F table, namely 18.845 > 3.13. These results indicate that
the quality human resources, motivation and compensation for employee
performance at the Enrekang sub-district office, Kab. Enrekang. From the results of
testing the data in this research, the fourth hypothesis is accepted.

E. CONCLUSIONS AND RECOMMENDATIONS

1. The results of multiple regression analysis using a partial test found that there
is an influence between the quality of human resources and employee
performance, this is indicated by the t count which is greater than t table,
namely 2.217 > 2.093. These results indicate that the quality of human
resources affects the performance of employees in the Enrekang sub-district
office, Kab. Enrekang.
2. The results of multiple regression analysis using the partial test found that

210 The Scientia Journal of Economics Issues Vol 2 No 2, 2023

 there is an influence between motivation on employee performance, this is
indicated by the t count value which is greater than t table, namely 2.834 >
2.093. These results indicate that motivation has an effect on employee
performance at the Enrekang sub-district office, Kab. Enrekang.
3. The results of multiple regression analysis using the partial test found that
there is a positive influence between compensation and employee
performance, this is indicated by the t count value which is greater than t table,
namely 5.445 > 2.093. These results indicate that motivation has an effect on
employee performance at the Enrekang sub-district office, Kab. Enrekang.
4. The results of multiple regression analysis using simultaneous tests found that
there is a simultaneous influence between the quality of human resources,
motivation and compensation on employee performance, this is evidenced by
the calculated F value which is greater than F table, namely 18.845 > 3.13.
These results indicate that the quality human resources, motivation and
compensation for employee performance at the Enrekang sub-district office,
Kab. Enrekang.
As for suggestions that researchers can convey in connection with the results
of research that has been done are as follows:
1. For further researchers: a. For future researchers who will conduct research on
the same topic, it is recommended to perfect the research, for example adding
variables outside of this research, for example work discipline, work
environment and so on. B. Research that has been conducted regarding the effect
of the Quality of Human Resources, Motivation and Compensation on employee
performance. By looking at the results of this study, future researchers are
expected to conduct more extensive research on performance and so on.
2. For the District Office of Enrekang, Enrekang Regency: a. High compensation or
bonuses and facilities are needed so that employee performance is more
effective and directed. b. It is better for the sub-district office to increase positive
motivation for employees and some staff so that performance will increase. c. It
is better for the leadership to develop the quality of human resources properly
so that they can work more professionally
3. Academics: This research is expected to add to the literature, especially in the
field of human resource management (MSDM). The author hopes that this
research can be used as reading material to increase knowledge or references
about HR quality, motivation, and compensation as well as employee
performance.

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