SITUATIONAL LEADERSHIP AND ACHIEVEMENT MOTIVATION TO EMPLOYEE JOB SATISFACTION AT NURUS SALAM DELITUA FOUNDATION

ABSTRACT


INTRODUCTION
Advances in technology and advancements in today's global society have caused important changes in a variety of industries, including changes in the work system in organizations, both for-profit and non-profit. These changes may be seen in the employee recruitment procedure, which now prioritizes people who are not only knowledgeable in their industry but also have competence in information technology.
Human Resource Management (HRM) is a science and an art that governs relationships and work partners to ensure that each company's goals are met effectively and efficiently (Widodo, 2015). Every company, whether for profit or not, is inextricably linked to the individuals who work there. Human resources are the people who carry out the duties of the organization, and they are commonly referred to as employees or employees. People who work or contribute a portion of their time and energy to the organization are referred to as volunteers.
The educational foundation was founded with the objective of educating the next generation so that they would not be left behind and would be forward- [1][2][3][4][5] Faculty of Economics Universitas Muslim Nusantara Al Washliyah, Medan, Indonesia. abd.rasyidsyamsuri@umnaw.ac.id thinking. As a result, the foundation requires students who are capable of carrying out their responsibilities. Nurus Salam Foundation, based at Jl. Officer, Hamlet VI Mekar Sari Village, Delitua, North Sumatra, was founded in 2014. The Nurussalam Foundation demonstrated in 2014 that it was capable of establishing many degrees of education at various levels. Table 1 shows the educational levels available at the Nurussalam Foundation: One of the several Islamic foundations in Medan, North Sumatra, is the Nurus Salam Foundation. The majority of the pupils of the Nurus Salam Foundation are Delitua residents. Researchers conducted a pre-survey of Nurussalam Foundation staff, who were mostly female, to look for study phenomena. Changes in students are common as a result of a lack of satisfaction brought on by depression. Furthermore, poor pay makes employees feel unable to meet their family's and everyday necessities. Superiors' lack of admiration for subordinates, as well as a lack of socialization between superiors and subordinates. Table 2 shows the findings of a pre-survey questionnaire comprising question items administered to 43 students at the Nurussalam Delitua Foundation:  Table 2. Pre-Survey of employees of the Nurus Salam Delitua Foundation, shows that there is a phenomenon of situational leadership and achievement motivation on employee job satisfaction. This can be seen from the assessment of employees who the majority answered disagreed with statements related to leadership. Question items "My leader placed me in the appropriate position" and "At work, my leader backs me up." There were 43 participants in the disagree category (63%) and 36 percent in the agree category. In addition to the question items "My leader constantly demonstrates how to do a job using regular labor practices." there were 21 people who disagreed, accounting for 49 percent of the total, and 22 people who agreed, accounting for 56 percent of the total. Employees believe that the foundation's leadership does not encourage their subordinates and does not demonstrate normal techniques of working to complete a project. Employee satisfaction at the Nurus Salam Delitua Foundation suffers as a result of this lack of situational leadership execution.
Leadership is a set of methods used to influence subordinates in order to achieve organizational goals, Syamsuri and Halim (2021). Situational leadership is built on the following relationships, according to Harsey and Blanchard in Thoha (2013): the number of directives and observations supplied by the leader, The extent to which the leader provides socio-emotional support, The followers' level of preparation or maturity in carrying out the task's unique role, function, or mission. The following are examples of Hersey and Blanchard Leadership Style indicators: 1) The Instructional Leadership Style is a type of leadership that focuses on teaching. A leader acts in a way that gives a lot of direction but not much support. This leader offers followers explicit instructions about their responsibilities and goals and keeps a close eye on them. 2) Leadership Style Consultation A lot of guiding and encouraging behavior is displayed by leaders. Leaders who adopt this style appear to desire to explain their decisions and policies and are open to receiving feedback from their followers. 3) Leadership Style of Participation Leader behavior focuses on providing a lot of support but providing little guidance. This leadership style involves the leader making decisions with his followers and supporting their efforts to complete the task. 4) Leadership style based on delegation. Leaders offer little in the way of guidance and support.
A leader's ability to motivate, persuade, direct, and communicate is anticipated, as well as the ability to adapt to the situation of his followers. According to this situational leadership theory, in order to carry out effective leadership activities, leaders must be able to harmonize three elements at the same time that would affect their leadership success. These three factors include the leader's ability and quality, the organization's condition and circumstance, and the followers' quality. The researchers established quality indicators based on the statement items in the pre-survey questionnaire, which were adjusted to Harsey and Blanchard's perspectives in Thoha (2013): 1) Job placement, 2) Workplace help, 3) Socialization of employees, 4) Collaborating, 6) Giving clear directions, 7) Strict supervision, 8) Participating, 9) Accepting subordinates' viewpoints, 10) Demonstrating good work practices An individual's effort and conviction in being able to reach learning goals with particular standards of success and being able to overcome all barriers that obstruct the achievement of goals is referred to as achievement motivation (Hidayah and Atmoko, 2014). Attaining organizational goals reflects achievement motivation.
Someone with success motivation enjoys demanding work; they do not believe in luck when it comes to accomplishing goals because anything can be accomplished through hard work. Extrinsic motivation (passions and ideals) and intrinsic motivation (interests and ideals) are all elements that drive accomplishment motivation (leadership, wages, environment, infrastructure, academic advisors, and work climate).
Because leading is motivating, motivation is critical in the leadership process. A leader's subordinates must collaborate with him. Achievement motivation is a motivator that pushes people to succeed and aims to succeed in competition with a variety of metrics of success, such as their own previous accomplishments and the accomplishments of others. A leader uses a specific leadership style to motivate followers, resulting in individual achievement or job happiness. The following are indications of achievement motivation that have been adjusted to the views of researchers (Hidayah and Atmoko, 2014): 1) Superior praise, 2) Achievement awards, 3) Hard work, 4) Opportunities, 5) Challenges, 6) High quality, 7) Supporting facilities, 8) Operational standards, 9) Participation, 10) Ability to enhance performance Job satisfaction is essentially a personal matter. According to the system and ideals that apply to him, each man has a varied level of fulfillment. Job satisfaction, according to Sutrisno (2017), is described as an employee's attitude toward work situations, cooperation among coworkers, benefits earned at work, and physical and psychological elements. Pleasant work experiences and expectations are reflected in a person's various attitudes regarding his employment. Job satisfaction is a complicated emotional reaction in which the individual reacts with his attitude toward the work performed. This attitude will elicit both positive and negative responses, depending on internal and external variables that affect the individual's psychological well-being.
Researchers set job satisfaction indicators that are adjusted to Sutrisno's view as quoted by Afandi, (2018), these indicators consist of: 1) Sufficient salary, 2) Convenience, 3) Achievement, 4) Skill suitability, 5) Satisfied with facilities, 6) comfort, 7) boredom, 8) proud of work, 9) good relationship with co-workers, 10) mutual respect. Afandi (2018) also explains that job satisfaction has an influence on: 1) Productivity. Increased job satisfaction can boost productivity if employees believe the company's accomplishments are in line with what has been accomplished, i.e., fair and reasonable, and are linked to performance. 2) Absence. It's more natural and expresses less displeasure. 3) Employees' Departure. Employee termination or discharge has a significant economic impact, and it is most usually related to work discontent. 4) Reactions to job unhappiness, such as quitting, complaining, ignoring, and remaining loyal.

METHOD
The research method is the procedure for gathering information for a study. The research method is essentially a scientific approach of gathering data for a certain aim and application. Descriptive analysis is concerned with the procedure of describing or analyzing a study result, but it is rarely utilized to draw general conclusions. Quantitative research methods can be defined as research methods based on the positivist philosophy that are used to analyze specific populations or samples, data collecting utilizing research instruments, quantitative/statistical data processing, and hypothesis testing. The development of situational leadership variables, achievement motivation, and job satisfaction were investigated using the descriptive method in this study.

RESULTS AND DISCUSSION 1. Validity Test Results
The statement items included in the study were subjected to a validity test. The validity test began with the distribution of questionnaires to research participants. The validity test measurement criteria have a significant level of 5% or less than 0.05. (Ghozali, 2018). Table 3 contains the findings of the validity test for situational leadership: The Corrected Item-Total Correlation result was compared to the validity measurement value of 0.5 for the situational leadership validity test. Table 3 shows the highest corrected item total correlation value of 0.671 on the question item indicator "socialization among workers," which is in the Valid category, and the lowest value of 0.331 on the question item indicator "strict supervision," which is in the Invalid category because the significant value is less than o.50. So that in the following test, the question item indicator with a value much below 0.50 is omitted (dropped) from the measurement. Table 4 can be used to load the findings of the situational leadership validity test in this example. The Corrected Item-Total Correlation value and the validity measurement value of 0.5 are compared in a situational leadership validity test. Table 4 shows the highest corrected item total correlation value of 0.671 in the Valid category for the question item indicator "socialization among workers," and the lowest value of 0.516 in the Valid category for the question item indicator "job placement." Table 5 summarizes the findings of the accomplishment motivation validity test: The Corrected Item-Total Correlation is compared in an achievement motivation validity test, and the validity measurement value is 0.5. Table 5 shows the highest corrected item total correlation value of 0.677 for the question item indicator "award for achievement," which is in the Valid category, and the lowest value of 0.424 for the question item indicator "opportunity," which is in the Invalid Valid category because the significant value is less than 0.50. So that in the following test, the question item indicator with a value much below 0.50 is omitted (dropped) from the measurement. In this situation, Table 6 can be used to load the results of the accomplishment motivation validity test. The Corrected Item-Total Correlation is compared in an achievement motivation validity test, and the validity measurement value is 0.5. Table 6 shows the greatest corrected item total correlation value of 0.677 on the question item indicator "award for achievement," which is included in the Valid category, and the lowest value of 0.533 on the indicator " work hard," which is also included in the Valid category. Table 7 contains the findings of the validity test for work satisfaction: By comparing the Corrected Item-Total Correlation value and the validity measurement result of 0.5, a decision on the validity test may be made. Table 7 reveals that the "Comfort" question item indicator has the greatest corrected item total correlation value of 0.739 and the "saturation" question item indicator has the lowest value of 0561, indicating that the research instrument in the form of this questionnaire is valid.

Reliability Test Results
The reliability test is a measure of an instrument's stability and consistency in measuring variables (Sekaran, 2016). Cronbach Alpha is the instrument used to assess reliability. If the result is greater than or equal to 0.7, the variable is said to be dependable. If the result is less than or equal to 0.7, the variable is said to be unreliable (Ghozali, 2018). The findings of this study's reliability test can be found in Table 8: Using Table 8 as a guide. Because Cornbach's Alpha > 0.7, the results of the reliability test using Cornbach's Alpha contain all research variables in the reliable category. The reliability test results demonstrate that the variable item measurement in this study passes the reliability test and may be utilized as a measuring instrument.

Normality Test Results
According to Ghozali (2016), the normality test is used to determine if an independent variable and a dependent variable, or both, have a normal or abnormal distribution in a regression model. The normalcy test results can be viewed in Figure  1: As can be observed in Figure 1, the histogram graph displays a solid data pattern. The dependent curve and regression normalized residual produce a bellshaped image that follows the diagonal line's direction to satisfy the requirement of normality.

Source: Research Results, 2022
If the data image exhibits a good pattern and the data spreads around the diagonal line and follows the direction of the diagonal line, then the normal probability plot graph is normally distributed, as shown in Figure 2. The Kolmogrov-Smirnov Test was used in Table 9 to enhance the results of the p-plot graph: The Asymp value. sig (2-tailed) of 0.081 is more than the significant value, as shown in Table 9 Kolmogrov One-Sample Test Results (0.05). As a result, the data in this study can be classified as regularly distributed.

Multicollinearity Test Results
The goal of the multicollinearity test is to see if the regression model of the independent variables' correlation is correct (independent). There should be no correlation between the independent variables in a decent regression model.  Table 10 shows that: 1. Situational Leadership has a tolerance of 0.998 larger than 0.10 and a VIF of 1.002 less than 10. 2. Achievement Motivation (X2), with a VIF value of 1.002 and a tolerance of 0.998 larger than 0.10. Because the tolerance and VIF values for each variable are both larger than 0.10 and the VIF value for each variable is less than 10, the competency and placement variable data are free of multicollinearity symptoms.

Heteroscedasticity Test Results
The heteroscedasticity test is used to evaluate a regression model with unequal variance and residuals from one observation to the next. Homoscedasticity occurs when the variance between the residuals of one observation and the residuals of another observation remains the same, while Heteroscedasticity occurs when the variance differs (Ghozali, 2018). Figure 3 shows the Heteroscedasticity Test findings. Graph 3. The scatterplot graph demonstrates that the data is dispersed randomly and does not follow any particular pattern. On the Y axis, the data is scattered both above and below the number 0. This means there isn't any heteroscedasticity. The Glaser test can be used to load the results of the Heteroscedasticity Test in this study.

T test results (partial)
The t-test was performed to determine whether the independent variable and the dependent variable had a significant amount of influence. The criteria for this test are based on probability; if the significant level employed is 5%, it is declared insignificant if the probability Ha > 0.05, and significant if the probability Ha < 0.05. Using Table 12 as a guide. The t-test findings show that leadership (X1) has a tvalue of (0.079) and a t-table value of (2.022), indicating that Ho is accepted and Ha is rejected with a significant value of.937. It is possible to conclude that the leadership variable (X1) has a positive and insignificant effect on job satisfaction. With a significant value of 0.004, Ha is accepted and Ho is refused, indicating that the achievement incentive variable (X2) has a substantial effect on Job Satisfaction (Y)

F Test Results (Simultaneous)
The accuracy of the sample regression function in guessing the real value is measured by the F statistic test. The regression model can be used to predict the independent variable if the significant value of F is less than 0.05. The F statistical test also displays all of the independent variables in the model that have a combined effect on the dependent variable. The estimated f value is 4.820 > f table 2.84, with a sig value of 0.013 < 0.05, as shown in Table 13. The findings of this f test show that situational leadership (X1) and achievement motivation (X2) have a favorable and substantial influence on job satisfaction when used together (Y).

Coefficient of Determination Test Results
The coefficient of determination test is used to determine how well the model can explain variations in the dependent variable. The coefficient of determination has a value between 0 and 1. The correlation coefficients are classified as follows: 0 (no correlation), 0-0.49 (weak correlation), 0.50 (moderate correlation), 0.51-0.99 (strong correlation), 1.00 (high correlation) (perfect correlation). The ability of the independent variable to explain the dependent variable is measured by R2. A number close to one indicates that the independent variable gives nearly all of the information required to forecast the dependent variable's fluctuation. Table 14 shows the results of the Coefficient of Determination Test: The R Square value of the association between situational leadership characteristics and accomplishment motivation on job satisfaction is 0.441 or 44.1 percent, according to the results of the Coefficient of Determination analysis. The obtained results show that the independent variable and the dependent variable have a close association. The adjusted R Square value of 0.154 indicates that 15.4 percent of job satisfaction can be explained by situational leadership variables and achievement motivation, while the remaining 84.6 percent can be explained by variables not investigated in this study. The standard error of the estimate is 3.054, indicating that the study's findings are accurate. This means that the model is better if the standard deviation is low.

RESEARCH LIMITATIONS
The Nurus Salam Foundation in Deltua's research on the impact of situational leadership and achievement motivation on employee job satisfaction has theoretical constraints. Further research is expected to be able to add to and complete the theories in order to complete this study.

RESEARCH IMPLICATIONS
Researchers make suggestions to other researchers, such as include employee performance indicators as a dependent variable in future studies. Employee performance is a result that can be attained by employees in completing their task to achieve a goal, in addition to job satisfaction.