Effect of Job Promotion on The Performance of Civil Servants AT The Regional Office of The Ministry of Religion of Banten Province Mediated By Job Satisfaction

This study aims to determine the direct effect of job promotion on employee performance and job satisfaction, the direct effect of job satisfaction on employee performance and the effect of job promotion on employee performance through job satisfaction as an intervening variable. 
Data collection was carried out by distributing questionnaires. This study used quantitative data analysis with SPSS version 23. The total population was 205 ASN employees in the Regional Office of the Ministry of Religion, Banten Province. Samples were collected using random sampling technique, which obtained 67 respondents. 
The results of this study indicated that Job Promotion had a direct influence on employee performance, Job Promotion had no direct effect on job satisfaction, Job Satisfaction had no direct effect on employee performance and the indirect effect of Job Promotion on Employee Performance through Job Satisfaction showed a smaller percentage compared with the percentage of direct effect. 
  
Keywords: Job Promotion, Employee Performance, Job Satisfaction


INTRODUCTION
Human resources are a very important factor, especially for government or private organizations. Every public and private organization is required to work more quickly, effectively and efficiently. Therefore, employees discipline in agency activities needs to be accompaned with abilities in terms of knowledge and skills. For this reason, the management of human resource needs to be given top priority so that the utilization by the said organization or agency is in line with the expectation in an effort to achieve predetermined goals.
Managing human resources in an organization or agency is not an easy job, because humans are different resources from other production factors. Humans have heterogeneous feelings, thoughts, desires and backgrounds. Humans cannot be controlled and ordered like machines, capital or buildings, so that managing human resources is a difficult and complex problem. Humans in an organization will try to obtain the desired position by maximizing their expertise, skills, abilities and energy at work in the hope of increasing their welfare to be better than before. Human resource planning is the process of anticipating and making provisions/requirements to regulate the flow of labor movements inward (new jobs), inside (promotion, moving, and demotion), and outward (retirement, layoff and dismissal) within the organization. Human resource planning is also certain steps taken by management to ensure that the organization provides the right manpower to occupy various right positions, functions and job at the right time [3].
One indicator of a good performance for an organization or agency is determined by the performance of its employees. Performance is the result of a process that is referenced and measured over a certain period of time based on predetermined terms or agreements. Employees are promoted http://ijstm.inarah.co.id data collection techniques included interviews, observation, and questionnaires. This study involved primary and secondary data. The data analysis techniques used here were multiple linear regression analysis and path analysis using SPSS version 23.

Results of Validity and Reliability Tests
Validity test was carried out based on item analysis and it was stated that all items were valid with the criteria of rcount <rtable. Furthermroe, the reliability test results showed that the data were reliable according to the criteria for the values of Cronbach alpha of 0.930, 0.910, 0.917 for promotion, job satisfaction and employee performance, respectively. Because all Cronbach alpha values were higher than 0.6, it can be concluded that all variables were reliable. Based on the table above, the correlation value between Job Promotion and Job Satisfaction on Employee Performance was 0.476, (in the moderate range of 0.40-0.599).

Path Analysis Test Results
Path analysis is the application of regression analysis to estimate the causal relationship between variables (causal models) that have been previously established based on theory.

a. First Regression Equation
The results of the first regression analysis on the effect of job promotion on job satisfaction can be seen in the table below: The table above showed the R2 (R Square) value of 0.054, then the following calculation was obtained: The amount of e1 = √1-R2 = √ 1 -0.054 = √ 0.946 = 0.972  1) The Unstandardized Beta Coefficient of Job Promotion was 0.207 with a significance of 0.058, which is higher than 0.05 which indicated that there was no direct and significant effect on job satisfaction. the value of the Unstandardized Beta coefficient of 0.207 was the path value of P2.

b. Second Regression Equation
The results of the second regression analysis on the effect of job promotion on employee performance through job satisfaction can be seen in the table below:

Fig. 1 Path Analysis Result c. Analysis for Sobel Test with Process 3 in SPSS 23
To find out both direct and indirect effect of job promotion variable on employee performance through job satisfaction, a single test with Process 3 was performed in SPSS 23. The results are as follows:

Fig 2. Sobel Test Result
The role of mediation can also be seen from the tcount value based on the output above of 4.1688. The value of tcount was compared with the value of ttable, which indicated the value of >1.96. Since the t value was higher than t table, it can be be concluded that there was a mediation effect. It was shown that the value was 4.1688 or >1.96, which indicated that there was a mediating role between the X to Y variables through the Z variable.

Effect of job promotion on employee performance = 0.373
The value of the path coefficient of promotion on employee performance directly was 0.373 and the results of the Ttest statistical test (partial test) showed a significant value of promotion on employee performance of 0.000 since the path coefficient value was (0.373) and the significance value was lower than 0.05 (0.000<0.05). This meant that there was a direct effect of job promotion on employee performance, which indicated that the better the implementation of employee promotion, the higher the ASN performance in the Regional Office of the Ministry of Religion of Banten Province. http://ijstm.inarah.co.id (Trijaya Exel Madura) through Job Satisfaction as an Intervening Variable" which found that there was a significant effect of promotion on employee performance.

Effect of Job Promotion on Job Satisfaction = 0.207
The value of the path coefficient of job promotion on job satisfaction directly was 0.207 and the results of the Ttest statistical test (partial test) showed a significance value of job promotion on employee performance of 0.058, the path coefficient value of (0.207) and the significance value was higher than 0.05 (0.058>0.05). This meant that there was no direct and significant effect of promotion on employee performance. The results of this study are in accordance with the study conducted by Made Surata and Wayan Arya Paramarta [14] entitled "Effect of Mutation and Position Promotion Policies on Employee Performance in the Public Administration and Finance Section at Bali State Polytechnic through Job Satisfaction as an Intervening variable, which found that there was no significant effect of promotion on job satisfaction.

Effect of Job Satisfaction on Employee Performance = 0.124
The value of the path coefficient of job satisfaction on employee performance directly was 0.124 and the results of the Ttest statistical test (partial test) showed a significance value of job satisfaction of 0.264, the path coefficient value of (0.124) and the significance value that was higher than 0.05 (0.264>0.05). This meant that there was no direct effect of job satisfaction on employee performance.
The results of this study are in accordance with the study conducted by Ayu Puspitasari and Wawan Prahiawan The value of the indirect effect was obtained from the value of the path coefficient of job promotion on job satisfaction multiplied by the value of the path coefficient of job satisfaction on employee performance of (0.207 x 0.124) = 0.025. The results of the Ttest statistical test (partial test) showed the significant value of position promotion on job satisfaction of 0.058 and the significance value of job satisfaction on employee performance was 0.264. The significance value was higher than 0.05, which meant that the indirect effect of promotion on employee performance through job satisfaction had no direct and significant effect. The multiplication result showed that the value of the indirect effect coefficient (XZ x ZY) was lower than the value of the direct effect coefficient of XY (0.025<0.373). The results of this study are in accordance with the study conducted by Wahyu Maulana [8] entitled "Effect of Leadership, Compensation, and Job Promotion on Employee Performance through Job Satisfaction as an Intervening Variable at PT. bank Jatim, Tbk Pamekasan Branch" which found that job satisfaction was not an intervening variable on the effect of promotion on employee performance.

IV. CONCLUSIONS
Based on the results of the analysis and discussion, it can be concluded that promotion had a direct effect on employee performance. This indicated that the better the implementation of promotion, the better the employee performance would be. Ther was no direct effect of job promotion on employee job satisfaction. This is due to job promotions were done in a non-transparent manner and caused other employees to be dissatisfied with the promotion. Job satisfaction had no direct effect on employee performance. Employee dissatisfaction might occur and had an impact on employee performance. It was indicated by the low attendance level of many employees who were frequently absent. Furthermore, the indirect effect of Job Promotion on Employee Performance through Job Satisfaction http://ijstm.inarah.co.id showed a smaller percentage compared with the percentage of direct effect. Thus, it was indicated that without job satisfaction, employees would continue to improve their performance so that they could be promoted by the boss.

V. ACKNOWLEDGEMENT
The author would like to express gratitude to Bina Bangsa University for the support and encouragement during the process until the completion of this study.