CONTRIBUTION TO WORK MOTIVATION AND INCENTIVES ON THE PERFORMANCE OF PAMONG CITY OF PADANG

Abstract

The low performance of some tutors can be seen from the symptoms that there are still some tutors who do not make learning program devices such as lesson units, this is indicated by 25 tutors who make learning binders as many as 10 people (32%), there are still some tutors who have not make a teaching plan this is marked from 25 pamong who make lesson plans as many as 15 people (48%), there are still some tutors who have not analyzed the subject matter this is marked from 25 pamong who make learning analysis as many as 11 people (35%), there are still some civil servants who lack discipline, such as late arrivals, absenteeism, work not done properly, this is indicated by the lack of discipline of 25 pamong as many as 13 people (41%), in addition to low work motivation, lack of initiative and creativity in their work, lack of interest and passion in carrying out their duties. This is thought to indirectly affect the quality of the tutor's performance. The research methodology used in this study is a quantitative method using a quantitative descriptive analysis approach. The population of this research is all tutors in SKB Padang City. The data in this study were analyzed using correlation techniques using the SPSS program.

The results of the research work motivation contribute to the performance of the civil servant in SKB Padang City. Incentives contribute to the performance of the civil servant. The higher the incentives received, the higher the level of performance of the tutors and conversely the lower the incentives received, the lower the level of performance. This means that the performance of tutors is predicted through incentives to increase enthusiasm for work. Theoretically also illustrates that incentives are one of the factors driving performance in carrying out work in accordance with their respective duties. Work motivation and incentives together contribute to the performance of the tutor. The higher the work motivation and incentives received, the higher the performance level of the tutor and vice versa, the lower the work motivation and incentives received, the lower the performance level of the tutor so that organizational goals are not achieved.