International Journal of Human Capital Available online at Management http://journal.unj.ac.id/unj/index.php/ijhcm E-ISSN 2580-9164 Vol. 6, No. 2, December 2022, p 107-119 THE ANALYSIS OF DETERMINANT FACTORS AFFECTING THE JOB PERFORMANCE OF ISLAMIC BANK EMPLOYEES IN INDONESIA Diana Hasan Management Study Program, Universitas Muhammadiyah Jakarta E-mail: diana.hasan@umj.ac.id Luqman Hakim Accounting Study Program, Universitas Muhammadiyah Jakarta E-mail: luqman.hakim@umj.ac.id Mitsalina Tantri Accounting Study Program, Universitas Muhammadiyah Jakarta E-mail: mitsalina.tantri@gmail.com Muhammad Fahmi Islamic Economics Study Program, Universitas Muhammadiyah Jakarta E-mail: m.fahmii2102@gmail.com ABSTRACT Public sector challenges tend to be translated into more complex job demands which require individual innovation. To deal with the demands, many public organizations implement employee performance management. The current study analyzes the key determinants of employee performance to find a new model as a reference for Islamic banking practitioners, especially in Indonesia. Data were collected by using a questionnaire, developed with Google Forms and disseminated via online social media. It employed accidental sampling technique upon 7 Islamic banks in Indonesia, by distributing questionnaires that followed a six-point Likert scale. Questionnaires were distributed to 356 employees through representatives of Islamic Banks, WhatsApp Group and LinkedIn, by which 350 respondents submitted. Thereupon, the data were tested using Structural Equation Modeling (SEM) Amos 25.0, which resulted in the finding that Work Motivation did not affect Employee Performance, and training also did not affect Employee performance. However, training significantly and positively affected cohesion with the highest path, and cohesion also affected employee performance. This study found that the main effect of employee performance is cohesion, which affirmed the research results of Appelbaum et al. (2020), Williams et al. (2016), and Kearnes (2020). The weakness of this study lied in the sample population which might be inhomogeneous because the research subjects have different organizational cultures. The study results served as a reference model for Islamic Banking directors in improving employee and banking performance, so they concern on the training factor without ignorance over the cohesion factor. Keywords: Training, Work Motivation, Cohesion, Employee Performance. Received: 31 October 2022 Accepted: 12 December 2022 Publish: December 2022 http://journal.unj.ac.id/unj/index.php/ How to Cite: Hasan, D., et.al. (2022). The Analysis of Determinant Factors Affecting The Job Performance of Islamic Bank Employees in Indonesia. International Journal of Human Capital Management, 6 (2), 107-119. https://doi.org/10.21009/IJHCM.06.02.9 INTRODUCTION The emergence of the systemic advantages and importance of Islamic banking in many Muslim countries, especially in Indonesia, has stimulated high interest in the development of Islamic banking industry (Nastiti & Kasri, 2019). Empirically, the existing research mostly discusses about the performance of conventional banks based on various performance dimensions, especially efficiency, profitability, and risk or stability (Fusva et al., 2020). This study discusses the role of Islamic banking sector in global competition with high risk, which is required to improve human resource management more effectively (Hakimi et al., 2018). Within the development of the Islamic Banking Industry, there are several inhibiting factors (Chazi et al., 2018), which comprise the lack of adequate educated and professional human resources (G. Chen et al., 2013), differences in views between the concept of bank management according to the Islamic principles and the operational practices in the field (Nomran & Haron, 2019), the relatively low level of Muslims’ trust (Shawtari, 2018), and the fact that it has not been formulated and systemized perfectly and proportionally according to the academic research in the development of Islamic financial institutions (Basheer et al., 2019). The impact of public trust on the existence of Islamic banks among conventional financial institutions is one of the rising problems, which remains complex (Mateev & Bachvarov, 2020). Diamantidis & Chatzoglou (2019) denote that increasing employee performance can positively and significantly improve organizational performance. It is supported by other researchers that the main factor in improving organizational performance is employee performance (Apalia, 2017; Pradhan & Jena, 2017; Pang & Lu, 2018). Therefore, this study analyzes the factors that influence the performance of Islamic banking organizations. Bieńkowska & Ignacek-Kuźnicka (2019) find that work motivation affects employee performance. However, according to S. Park et al., (2018) and Nguyen & Duong (2020), training is the main factor affecting performance employee. Other researchers, Braun et al., (2020) and W.- W. Park et al., (2017), state that cohesion is an important factor affecting employee performance. To answer the factors affecting the job performance of Islamic Bank employees in Indonesia, this study synthesizes the variables from previous research, so a new hypothetical model can be found with the independent variables of motivation, competence, and cohesion, while the dependent variable is employee performance. Then, the finding is analyzed as a reference for a new model for practitioners and banking directors of Islamic Banks in Indonesia. LITERATURE REVIEW Public sector challenges are translated into more complex job demands that require individual innovation. To deal with these demands, many public organizations implement employee performance management (Audenaert et al., 2019). Therefore, performance is a responsibility for every individual towards his work, and is an affirmation of performance expectation, which is to create a framework for supervisors and subordinates within communication. Another opinion explains that employee performance is a comparison of the achievements of one’s activities in an organization to the achievements charged as duties and responsibilities (Fogaça et al., 2018). To measure team performance, it can also refer to the perception of team members regarding team conditions, satisfaction, team climate, team commitment and group cohesion (Erikstad et al., 2018). It is supported by Berber et al., (2020) that the indicators of employee performance can be represented by their respective perceptions on their achievements. Motivation is the purpose behind an action. It leads to the initiation and continuation of an activity and determines the general direction of an individual's behavior. Motivated employees are perceived as the key to the success of any organization (Gheitani et al., 2019). Motivation also has a significant influence on work-related behavior. Intrinsic motivation is considered valuable in studying an organization (N. Chen et al., 2018). Motivation is also a force that drives an employee to work hard (Lens & Vansteenkiste, 2020). Work motivation is very influential on the performance of human resources (Al-Musadieq et al., 2018). Bartz (2020) defines motivation as the effort, intensity, persistence, and direction of staff members to complete tasks, work targets, and goals. Training of banking employees has attracted academic writers to research on (Kutlay & Safakli, 2019). It has resulted in various definitions of training. Cohen, (2017) defines training as a planned activity to improve employee performance by providing skills. According to Armstrong‐ Stassen & Cattaneo, (2010) training is a behavior modification through experience and transfer of skills and knowledge from those who possess them to those who do not. Investment in training programs is not cheap. It is not only in the form of material. the main part of training is consistency with investment spending that tends to be excessive (DeVaro et al., 2017). The design of the training program needs to be developed. Guan & Frenkel (2019) confirm a positive relationship between employee perceptions on training and job involvement. Furthermore, work involvement can directly improve their task performance. Therefore, the company should examine and study further about the training program developed. Group cohesion is characterized by a high degree of interdependence and interpersonal closeness among group members (Kong et al., 2020). Meanwhile, Rodríguez-Sánchez et al., (2017) shows that team cohesion leads to performance, but it is only for perceived team performance. Cohesive teams are more likely to perform well. According to Kong et al., (2017) the needs theory aims to propose a needs-driven approach to examine the voice behavior by adding another contextual factor, which is group cohesion. In particular, highly cohesive groups weaken the positive relationship between the need for affiliation and voice behavior through the Leader Member Exchange (LMX). The negative moderating role of task and the combined social cohesion has also been established in the relationship between job demand and job satisfaction (Urien et al., 2017), which also introduces two innovations: sample origination and a study on the combined effect of different job resources to assess their effect on the relationship between demands and work attitudes. This opinion also emphasizes that organizations need to deal with increasing levels of ambiguity and complexity due to rapid changes and even though highly cohesive groups have been positively associated with better job outcomes. Increased interaction between team members increases task and social cohesion (Dey & M.P, 2020). Work Motivation on Employee Performance Mahlamäki et al. (2019) finds that work motivation has a positive effect on employee performance, which affirms the research finding of Steinbauer et al. (2018) that the influential factor on employee performance is work motivation. It is in accordance with Steijn & Van der Voet (2019) that there is a positive relationship between work motivation and employee performance. Based on the findings, this research proposes hypothesis 1, which is: hypothesis 1: Work motivation has a positive and significant effect on employee performance. Training on Employee Performance Training has a positive and significant effect on performance (S. Park et al., 2018). It is an important factor in improving employee performance (Martins et al., 2019; Sharif et al., 2018). Therefore, hypothesis 2 is proposed: hypothesis 2: Training has a positive and significant effect on work performance Cohesion on Employee Performance According to Im et al., (2018), cohesion affects employee performance. Cohesion factor is an important variable on employee performance (Braun et al., 2020; Susskind & Odom-Reed, 2019; Mach et al., 2010). Therefore, this research proposes hypothesis 3 as follows. hypothesis 3: Cohesion has a positive and significant effect on work performance Training on Work Motivation The result of the study conducted by Iqbal et al. (2020) concludes that training increases work motivation. It is supported by Chung et al. (2021) and Tumi et al. (2021) that there is a relationship between training and work motivation. Therefore, hypothesis 4 is proposed. hypothesis 4: Training has a positive and significant effect on work motivation. Training on Cohesion Appelbaum et al., (2020) suggests that there is a relationship between training and cohesion. It is in line with the research result of Williams et al. (2016) and Kearnes (2020) that there is a relationship between training and cohesion. Therefore, this research proposes hypothesis 5. hypothesis 5: Training has a positive and significant effect on cohesion. METHODOLOGY The research indicator adapted the previous research. The questionnaire was developed following the Likert scale, and then it became an online data instrument which utilised Google Form. The online data instrument was distributed through social media, with a non- probability purposive sampling, a collection technique based on specified criteria. The respondents of this study were 356 employees of Islamic banks from 7 Islamic banks in Indonesia. The valid data collected were from 350 employees, and then processed by data analysis techniques using Structural Equation Modeling (SEM) Amos 25.0. Minto, (2016), which suggested that the results of the model construct test could be seen from the results of the output data on the critical value estimation parameter (CR). If the CR was higher than 1.96 (CR > 1.96), the hypothesis was accepted. On the other hand, if it was less, the value was rejected. The higher the CR value is, the more significant the effect will be, or vice versa. The instrument data to be processed were developed within the framework of the hypothetical model provided in Figure 1 below: Figure 1 Research Hypothesis Table 1 Respondent Characteristics No Profile Description Quantity (%) 1 Gender Man 157 44,86% Woman 193 55,14% Total 350 100% 2 Usia < 20 years old 5 1,43% 20 - 24 years old 47 13,43% 25 - 29 years old 45 12,86% 30 - 34 years old 53 15,14% 35 - 39 years old 55 15,71% 40 - 44 years old 58 16,57% 45 - 49 years old 52 14,86% 50 and > 50 years old 35 10% 3 Level of Education Quantity 350 100% High School 12 3,43% Diploma 65 18,57% Bachelor Degree 212 60,57% Master/Doktor 61 17,43% Total 350 100% 4 Marital Status Single 117 33,43% Married 228 65,14% Divorced 5 1,43% Total 350 100% 5 Length of Work < 1 th 26 7,43% 1 < 2 th 43 12,29% 2 < 5 th 98 28% Over 5 th 183 52,28% Total 350 100% Source: Processed data Based on the table above, 350 respondents took a part in the research, 44.86% of whom were male and the remaining 55.14% were female. Based on the age group, the respondents aged <20 years were 1.43%, aged 20-24 years were 13.43%, 25-29 years were 12.86%, aged 30-34 years were 15.14%, aged 35-39 years were 15.71%, aged 40-44 years were 16.57%, between 45-49 years were 14.86% ,and over 50 years were 10%. Based on the level of education, the high school graduates were 3.43%, diploma graduates were 18.57%, bachelor degree 60.57%, master/doctoral degree 17.43%. Based on their marital status, the respondents who were not married yet were 33.43%, married 65.14%, and the divorced were 1.43%. Based on the length of work, the respondents who had worked less than 1 year were 7.43%, between 1-2 years were 12.29%, 2-5 years 28%, and over 5 years were 52.28%. Data collection was made using a questionnaire, developed with Google Forms, and disseminated through online social media. Purposive sampling technique was employed on a population of 7 Islamic banks in Indonesia, by distributing questionnaires that followed a Likert scale on a scale of 1 to 6. Note: 6 = Strongly Agree 5 = Agree 4 = Slightly Agree 3 = Slightly Disagree 2 = Disagree 1 = Strongly Disagree The data instrument is developed within the framework of hypothetical model, as in Figure 2 below: Figure 2. Hypothesis Model Framework RESULT AND DISCUSSION At the initial stage, the input data did not meet the model fit standard (P value = 0.00), as shown in table 2 below: Table 2. CMIN (Model Awal Non-Fit) Model NPAR CMIN DF P CMIN/DF Default model 43 380.693 147 .000 2.590 Saturated model 190 .000 0 Independence model 19 2892.960 171 .000 16.918 To get the fit model, modification on MI (Modification Indices) was made, by eliminating the highest loading factor. After the MI process, the P value of 0.10 was obtained, so that it is declared a fit model or Goodness-of-Fit. Table 3. The Examination Result of Goodness-of-Fit (CMIN Model Fit) Model NPAR CMIN DF P CMIN/DF Default model 29 61.818 49 .103 1.262 Saturated model 78 .000 0 Independence model 12 1542.008 66 .000 23.364 The MI process which was made until the model was declared fit affected on the change of the initial hypothetical model into an SEM graph with a standardized type, which was shown in Figure 3 and Figure 4 below: Figure 3. SEM Model before modification (Non-Fit) Figure 4. Standardized Fit-Model after modification After the model fit was achieved, it was estimated to obtain the results of the hypothesis test, as decribed in table 4 below: Table 4. Hypothesis Test Results Hypothesis Estimate S.E. C.R. P Result Work_ Motivation <--- Training .445 .094 4.742 *** Accepted Cohesion <--- Training .659 .088 7.452 *** Accepted Employee_ Performance <--- Work_ Motivation .072 .076 .944 .345 Rejected Employee_ Performance <--- Training -.009 .110 -.086 .931 Rejected Employee_ Performance <--- Cohesion .763 .119 6.412 *** Accepted Table 3 above concluded that hypothesis 1 was rejected because the CR value did not meet the minimum limit where Work Motivation had no effect on employee performance (CR = 0.940). Likewise, hypothesis 2 was also rejected because the value of CR = 0.86, so the training did not affect employee performance. Hypothesis 3 was accepted because the value of CR = 6.41, so cohesion positively and significantly affected employee performance. Hypothesis 4 was also accepted, which meant training significantly and positively affects work motivation with a CR value of 4.74. Hypothesis 5 was also accepted, with the highest CR value (7.45), so that training was the main variable that positively and significantly affected Cohesion. This study aims to analyze the factors that influence job performance in Indonesia based on the tests on hypothesis 1, which is work motivation has a positive effect on employee performance. In contrast to the research of Mahlamäki et al. (2019), Steinbauer et al. (2018) and Steijn & Van der Voet (2019), this study suggests that work motivation does not significantly affect Employee Performance. According to S. Park et al. (2018), Martins et al. (2019), and Sharif et al. (2018), training is an important factor in improving employee performance, yet this study results on the other way around. Besides, it supports the previous research of Im & Yang (2018, Braun et al. (2020), and Susskind et al. (2019) that cohesion factor is an important variable on employee performance. The hypothesis concludes that the effect of cohesion on employee performance is positive and significant. Furthermore, DeVaro et al. (2017), Iqbal et al. (2020), Chung et al. (2021), and Tumi et al. (2021) suggest that there is a relationship between training and work motivation. Similarly, this study also finds that there is a positive and significant effect of training on work motivation. This study finds that the main effect of employee performance is cohesion, and this finding supports the research by Appelbaum et al. (2020), Williams et al. (2016), and (Kearnes (2020). The weakness of the current study lies in the sample population which may not be homogeneous as the research subjects are from 7 Islamic banks that may have different organizational cultures CONCLUSION The current research concludes that work motivation and training do not affect employee performance. However, training significantly and positively affects cohesion with the highest path. Besides, cohesion affects the performance of employees at Islamic Banks. Therefore, training can positively affect employee performance if mediated by cohesion. This study can be a reference model for Islamic Banking Directors in improving employee performance and banking performance that they need to concern on the training factor and not to ignore the cohesion factor in Indonesian Islamic Banks (Pinzone et al., 2019). This limitation of the current research lies on the independent variables. It only covers 3 variables, which are training, cohesion and motivation. In addition, the sample of this study is still limited to only 350 employees from several Islamic banks. Therefore, it is suggested that further research add to the sample that different results may happen. REFERENCES Al-Musadieq, M., Nurjannah, N., Raharjo, K., Solimun, S., & Fernandes, A. A. R. (2018). The mediating effect of work motivation on the influence of job design and organizational culture against HR performance. 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The Constraints and Problems in Team Performance Management. Uniw. Ekon. Krakowie (2014), 933, 95–108. Urien, B., Osca, A., & García-Salmones, L. (2017). Ambigüedad de rol, cohesión grupal y satisfacción laboral: un estudio con el modelo demandas y recursos laborales (JD-R) en México y España. Revista Latinoamericana de Psicologia, 49(2), 137–145. https://doi.org/10.1016/j.rlp.2015.09.014 Williams, J., Brown, J. M., Bray, R. M., Anderson Goodell, E. M., Rae Olmsted, K., & Adler, A. B. (2016). Unit cohesion, resilience, and mental health of soldiers in basic combat training. Military Psychology, 28(4), 241-250. Public sector challenges are translated into more complex job demands that require individual innovation. To deal with these demands, many public organizations implement employee performance management (Audenaert et al., 2019). Therefore, performance ... Motivation is the purpose behind an action. It leads to the initiation and continuation of an activity and determines the general direction of an individual's behavior. Motivated employees are perceived as the key to the success of any organization (G... Training of banking employees has attracted academic writers to research on (Kutlay & Safakli, 2019). It has resulted in various definitions of training. Cohen, (2017) defines training as a planned activity to improve employee performance by providing... Group cohesion is characterized by a high degree of interdependence and interpersonal closeness among group members (Kong et al., 2020). Meanwhile, Rodríguez-Sánchez et al., (2017) shows that team cohesion leads to performance, but it is only for perc... The negative moderating role of task and the combined social cohesion has also been established in the relationship between job demand and job satisfaction (Urien et al., 2017), which also introduces two innovations: sample origination and a study on ... Work Motivation on Employee Performance Mahlamäki et al. (2019) finds that work motivation has a positive effect on employee performance, which affirms the research finding of Steinbauer et al. (2018) that the influential factor on employee performance is work motivation. It is in accordanc... hypothesis 1: Work motivation has a positive and significant effect on employee performance. Training on Employee Performance Training has a positive and significant effect on performance (S. Park et al., 2018). It is an important factor in improving employee performance (Martins et al., 2019; Sharif et al., 2018). Therefore, hypothesis 2 is proposed: hypothesis 2: Training has a positive and significant effect on work performance Cohesion on Employee Performance According to Im et al., (2018), cohesion affects employee performance. Cohesion factor is an important variable on employee performance (Braun et al., 2020; Susskind & Odom-Reed, 2019; Mach et al., 2010). Therefore, this research proposes hypothesis 3... hypothesis 3: Cohesion has a positive and significant effect on work performance Training on Work Motivation The result of the study conducted by Iqbal et al. (2020) concludes that training increases work motivation. It is supported by Chung et al. (2021) and Tumi et al. (2021) that there is a relationship between training and work motivation. Therefore, hyp... hypothesis 4: Training has a positive and significant effect on work motivation. Training on Cohesion Appelbaum et al., (2020) suggests that there is a relationship between training and cohesion. It is in line with the research result of Williams et al. (2016) and Kearnes (2020) that there is a relationship between training and cohesion. Therefore, th... Figure 1 Research Hypothesis Figure 2. Hypothesis Model Framework Table 2. CMIN (Model Awal Non-Fit) Table 3. The Examination Result of Goodness-of-Fit (CMIN Model Fit) Figure 3. SEM Model before modification (Non-Fit) Table 4. Hypothesis Test Results