Comparative Study of Job Motivation Between Librarian and

Administration Staff in Library of Universitas Airlangga

Falih Suaedi

and Dimas Agung Trisliatanto

Lecturer of Public Administration Department, Faculty of Social Science and Political Science, Universitas Airlangga,

Campus B. Jl. Dharmawangsa Dalam, Surabaya, Indonesia

Doctor Program Study of Human Resource Development, Postgraduate School of Universitas Airlangga, Campus B. Jl.

Airlangga No. 4-6 Surabaya, Indonesia

Keywords: Job Motivation, Librarian, Administration Staff.

Abstract: Job motivation is main asset which need more attention and guidance of related-organization.

Hierarchically, in the implementation of job between librarian and administration staff in Universitas

Airlangga Library, as one of the institutions providing information services for students of Universitas

Airlangga, is divided into two namely operational and functional which of them both have components,

among others are run by librarians consisting of librarians still status as civil servants and librarians who are

not permanent status as a honorary staff functionally. The purpose of this study is to measure the differences

and to find the factors that distinguish the motivation of work between librarians and administration staff.

The method of this research was comparative quantitative. The sampling technique used was total sampling.

Data analysis techniques used were frequency table, classical assumption test, validity and reliability test,

comparation data analysis with Independent Sample T-Test to determine the hypothesis. Based on analysis,

the results were the difference between librarian and administration employee towards indicators, among

others are: 1) Company policy and administration; 2) Supervision; 3) Status; 4) Job Security; 5)

Achievement; 6) Recognition; and 7) the work itself, with the value of signicantion (α) < 0,05 for each

indicator.

1 INTRODUCTION

Library is a unit of work in the form of a collection

of library materials stored systematically in a certain

way to be used in a sustainable manner by the

wearer as a source of information. Library as an

organization must be able to create an atmosphere

conducively so that in carrying out its duties can run

well and to boost the performance of librarians and

administration staff then the library is required to

pay attention about matters relating to motivation

problems because with the expected motivation

every librarian and administration staff are willing to

work hard and enthusiastic to achieve maximum

results with high performance.

Job motivation is one of the important things that

can determine in the implementation of the library in

order to provide maximum service to library users.

Service friendly, fairly, optimally, efficiently and

effectively are desired by every users. Motivation is

a psychiatric condition and a mental attitude that

energizes human beings, encourages activities or

moves and directs or channel behavior toward

achieving needs that satisfy or reduce imbalance

(Istiyarini, 2004).

The employees who have high motivation will be

more focused in carrying out assignment as good as

possible because of job motivation related to how

the individual responds to the job assignment.

Conversely, if the individual has a low motivation of

work then the tendency of job responsibilities and

assignments are assessed less resulting in negligence

in running it. Operationally, in the availability of

human resources in an organization there are two

types of employees who focus on working in certain

areas (expert) and employees who can be employed

in all fields (auxiliary).

In this study, the functional experts in question is

the librarian and the auxiliary personnel is the

administration staff. Hierarchically, in the

implementation of job between librarian and

administration staff in Universitas Airlangga

740

Suaedi, F. and Agung Trisliatanto, D.

Comparative Study of Job Motivation Between Librarian and Administration Staff in Library of Universitas Airlangga.

DOI: 10.5220/0007550607400745

In Proceedings of the 2nd International Conference Postgraduate School (ICPS 2018), pages 740-745

ISBN: 978-989-758-348-3

Library, as one of the institutions providing

information services for students of Universitas

Airlangga on campus A, B, and C, is divided into

two namely operational and functional which of

them both have components, among others are run

by librarians consisting of librarians still status as

civil servants and librarians who are not permanent

status as a honorary staff functionally. While the

activity is operated by administration staff both

administration staff with the status as a civil servant

and honorary staff are shown in the following Table

Tabel 1: Employment data of Universitas Airlangga

Library per 2014 : HRD of Universitas Airlangga Library,

2014.

Status of employment Total

Functional librarian (civil servant) 27

Honorary librarian 18

Administration staff (civil servant) 25

Administration staff (honorary) 4

Given the differences in employment status, each

component has different performance mechanisms

according to ability. The ability of the library staff is

a manifestation of the willingness of every employee

to be trained and developed the expertise and

knowledge of his knowledge in accepting duties and

job responsibilities. The ability of each employee

cannot be separated from the number of potential or

individual excellence that existed and owned at that

time related to age, gender, level of intelligence,

level of education, background of skills and

expertise mastered, knowledge insight, and work

experience owned so that researchers assume that

between the librarian and the library administration

staff have different job motivation because it is

related to the employee’s potential as mentioned

earlier.

Based on previous research conducted that in

essence the average value of external and internal

motivation of contract employees is larger than

permanent employees (Permanasari, 2009). The

magnitude of this average score is influenced by

high morale in the work and even they have hope to

get a better position (status) in the future, whereas

for permanent employees or long felt that their work

has become a habit and routine day-to-day.

Previous research conducted by Kusuma stated

that regarding job motivation has five kinds of

indicators that can be measured ie image

(impression), interest, positive attitude, cooperation,

and stimulation. The study used Independent Sample

T-Test Test, which in homogeneity test between

librarian sample and outsourced sample (contract)

sample were both homogeneous because it has

probability > α = 5% (0,05) (Kusuma, 2011).

However, the indicator of stimulation for job

motivation between librarian and outsourced

personnel is different because of the value of t

table

(2.5% .38), which in this indicator of

stimulation has sub indicators that need to be

considered, among others benefits and rewards for

achievements to optimize their performance. So the

assessment of the job employees of the Library and

Filing Department of East Java Province is needed

to identify what are the factors that hamper the

performance and cause employee morale decreased

as a solution to the problem (Kusuma, 2011).

From the above explanation, it is necessary to

conduct research at the Universitas Airlangga

Library associated with differences in job motivation

between librarians and administratition staff. It is

known that there is one of the some factors in

causing library performance that is job motivation.

When the employee's motivation is low, it reflects

the lack of enthusiasm in the individual in carrying

out his/her job duties.

2 RESEARCH PROBLEM

Is there any difference in job motivation between the

librarian and the administration staff in the

Universitas Airlangga Library?

3 PURPOSE AND BENEFIT

The purpose of this study is to measure the

differences and find the factors that distinguish the

motivation of work between librarians with

administration staff at the Universitas Airlangga

Library. The benefits of this research in order to

contribute thoughts for the development of human

resources related to motivation and can be a useful

contribution of information for the Head of Library

which after doing research and know the existence

of differences in job motivation between librarians

and administration staff.

Comparative Study of Job Motivation Between Librarian and Administration Staff in Library of Universitas Airlangga

741

4 LITERATURES

4.1 Job Motivation

According to Uno, motivation is the driving force in

a person to perform certain activities in order to

achieve certain goals. This means that motivation is

the impetus in a person to try to make changes in

behavior better in meeting their needs (Uno, 2007).

According to Luthans (2005), motivation is a

process that starts with a physiological or

psychological deficiency or need that activates a

goal or incentive.

Robbins (2007) reveals that motivation is the

result of the interaction of individuals and situations,

which in the sense of motivation is a process that

produces an intensity, direction, and perseverance of

individuals in an attempt to achieve a goal (Robbins,

2007). Herzberg (2009) said that people in doing

their activities are influenced by two factors that

affect one's performance in an organization, namely

Hygiene Factor and Motivation Factor. Hygiene

factors include: Company policy and administration;

Supervisor; Benefits; Interpersonal relationship;

Status; Job security; Working condition. While

Motivation factor, among others: Achievement;

Recognition; Responsbility; Growth or possibility of

growth; The work itself.

4.2 Librarian

Librarian according to the decision of the Head of

National Library of Indonesia Number 10 Year 2004

regarding to technical guidance of functional

position of librarian is Civil Servant assigned,

responsibility, and authority to conduct librarian

activity in library units, documentation, and

information in government institution and other

certain unit. Based on the Decree of the Minister of

Empowerment and State Apparatus No.

132/M.PAN/12/2002 states that librarians are

functional officers domiciled as implementers of

librarian main tasks in libraries, documentation and

information units at government agencies

(Djuwarnik, 2006).

Librarians who perform the activities of the

library by providing services to the community in

accordance with the task of Its parent institution

based on the knowledge, documentation, and

information It has through education (Hermawan

and Zen, 2006). Librarian is someone who has a job

in several fields, among others: 1.) Organizing and

utilizing the collection of library materials or sources

of information; 2.) Socialization of librariy,

documentation, and information; 3.) Assessment and

development of library, documentation, and

information; 4.) Professional development

(Soetminah, 2000).

Based on the data contained in the staffing of

Universitas Airlangga Library has mentioned data

about the number of librarians and administration

staff. The librarian is a person who has competence

obtained through education and training to carry out

librarian management and has the duty and

responsibility to carry out the management and

service library (Law no. 43 of 2007). Therefore, the

researcher uses the data guidance to determine the

amount of sample that is the librarians and

administrative staff taken in this research spread in

Universitas Airlangga Library.

4.3 Administration Staff

A worker or an employee is any person who is

capable of doing work both within and outside the

employment relationship to produce goods or

services to meet the needs of the community (Article

1 of Law no. 14 of 1969). Library employees other

than librarians here interpreted as an administration

staff, which is a person working in the library

operationally that helps the librarian work actively in

providing optimal service to users in meeting their

needs in accordance with the capacity of tasks and

jobs provided.

Some tasks that are the responsibility of

administration staff, among others: 1.) Record the

entry of books and library collections; 2.) Sanction

penalties to users who are late or damaged; 3.)

Compile, organize, and re-group books or

collections of library that have been borrowed to the

bookshelves or place as before; 4.) Inventory of

books and collections, insert new book titles and

collections into inventory books and numbering of

collections; 5.) Report the number of books and

collections borrowed, returned, or lost and damaged

to the Head of the Library; 6.) Making financial

statements to Assistant Director of Finance known to

the Head of Library; 7.) Provide the best service to

the user (Djuwarnik, 2005).

5 METHODS

The method of this research is comparative

quantitative. Comparative quantitative method is

used to explain a differentiation of one variable (job

motivation) and to test the hypothesis in research

used statistic technical analysis (Sugiyono, 2007).

ICPS 2018 - 2nd International Conference Postgraduate School

742

The sampling technique used is total sampling

because the amount of librarian and administration

staff in Universitas Airlangga Library are 74 people

and qualified to become the respondence. The

reseach hypothesis are following:

= There is no comparation of job motivation

between librarian and administration staff

= There is comparation of job motivation

between librarian and administration staff

The research instrument used in this research is

based on the Hezberg’s theory of job motivation as

variable. Data analysis techniques used are

frequency table, classical assumption test, validity

and reliability test, comparation data analysis with

Independent Sample T-Test to determining the

hypothesis.

6 RESULT AND DISCUSSION

6.1 Comparison Test about Job

Motivation between Librarian and

Administration Staff

Based on the indicator of company policy and

administration that the probability value of 0.871 >

0.05 then the two samples of librarians and

administration staff on policy indicators are

homogeneous. A significance value of 0.000 < 0.05

indicates a difference between external policy

motivation perceived by librarians and

administration staff. Based on the indicator of

supervisor that the probability value of 0.430> 0.05

then the two samples of librarians and administration

staff on the monitoring indicator is homogeneous. A

significance value of 0.000 < 0.05 indicates a

difference between the external motivation of

supervision felt by librarians and administration

staff.

This test is conducted to answer the research

problem about whether there are differences in job

motivation between librarians and administration

staff in Universitas Airlangga Library. In the

Independent Sample T-Test there is a homogeneity

test of the sample toward librarian and

administration staff. Both samples are explained to

be homogeneous if they have probability value > α =

0.05 and vice versa are not homogeneous if have

probability value < α = 0.05. The value of t

> t

table

(2.5% .72 = 1.993) and significance value < 0.05

indicate if there is difference between the two

samples of study, otherwise if the t

< t

table

(2.5% .72

= 1.993) and significance value > 0.05 indicate if

there is no difference between the two samples of

study. In the following table 2 will explain each test

result difference between hygiene factors and

motivation factors:

Tabel 2: The independent sample T-Test based on indicators of hezberg’s theory : primary data, 2014.

Indicators

Homogenity Asumption Independent Sample T-Test

Probability Decision t

tabel(2,5%.72)

Sig Decision

Company policy and

administration

0.871 Homogeneous 4.578 1.993 0.000 H

Accepted

Supervisor 0.430 Homogeneous 3.966 1.993 0.000 H

Accepted

Benefits 0.301 Homogeneous -0.788 1.993 0.433 H

Rejected

Interpersonal

relationship

0.021 Dishomogeneous -1.020 1.993 0.313 H

Rejected

Status 0.076 Homogeneous 3.693 1.993 0.000 H

Accepted

Job security 0.252 Homogeneous -5.581 1.993 0.000 H

Accepted

Working condition 0.004 Dishomogeneous 0.766 0.859 0.393 H

Rejected

Achievement 0.006 Dishomogeneous 3.050 1.993 0.003 H

Accepted

Recognition 0.955 Homogeneous 4.410 1.993 0.000 H

Accepted

Responsbility 0.004 Dishomogeneous 0.065 1.993 0.949 H

Rejected

Growth or possibility of

growth

0.019 Dishomogeneous -1.004 1.993 0.319 H

Rejected

The work Itself 0.042 Dishomogeneous 5.461 1.993 0.000 H

Rejected

Comparative Study of Job Motivation Between Librarian and Administration Staff in Library of Universitas Airlangga

743

Based on the indicator of benefits that the

probability value of 0.301 > 0.05 then the two

samples of librarians and administration staff on

salary indicator is homogeneous. The significance

value of 0.433 > 0.05 indicates no difference

between the external motivation of the salary

perceived by librarian and administration staff.

Based on the indicator of interpersonal relationship

that the probability value of 0.021 < 0.05 then the

two samples of librarians and administration staff on

the indicator of interpersonal relationships is not

homogeneous. The significance value of 0.313> 0.05

indicates no difference between the external

motivation of interpersonal relations perceived by

librarians and administration staff.

Based on the indicator of status that the

probability value of 0.076 > 0.05 then the two

samples of librarians and administration staff on the

status indicator is homogeneous. A significance

value of 0.000 < 0.05 indicates a difference between

the external motivation of the status felt by librarians

and administration staff. Based on the indicator of

job security that the probability value of 0.252 >

0.05 then the two samples of librarians and

administration staff on the safety indicator is

homogeneous. The significance value of 0.000 <

0.05 indicates a difference between the external

motivation of job security perceived by the librarian

and administration staff.

Based on the indicator of working condition that

the probability value of 0.004 < 0.05 then the two

samples of librarians and administration staff on the

indicator of working conditions are not

homogeneous. The significance value of 0.393> 0.05

indicates no difference between the external

motivation of the working conditions felt by

librarian and administration staff. Based on the

indicator of achievement that the probability value

of 0.006 < 0.05 then the two samples of librarian and

administration staff of achievement are not

homogeneous. The significance value of 0.003 <

0.05 indicates a difference between achievement

motivation felt by the librarian and administration

staff.

Based on the indicator of recognition that the

probability value of 0.955 > 0.05 then the two

samples of librarian and administration staff on the

recognition indicator is homogeneous. The

significance value of 0.000 < 0.05 indicates a

difference between the recognition motivation felt

by librarian and administration staff. Based on the

indicator of responsbility that the probability value

of 0.004 < 0.05 then the two samples of librarian and

administration staff in the indicator of responsibility

are not homogeneous. The significance value of

0.949 > 0.05 indicates no difference between the

motivation of responsibility felt by librarian and

administration staff.

Based on the indicator of growth or possibility of

growth that the probability value of 0.019 < 0.05

then the two samples of librarian and administration

staff on growth indicators are not homogeneous. The

significance value of 0.319 > 0.05 shows no

difference between the growth motivation felt by

librarian and administration staff. Based on the

indicator of the work itself that the probability value

of 0.042 < 0.05 then the two samples of librarians

and administration staff on the job indicator is not

homogeneous. A significance value of 0.000 < 0.05

indicates a difference between job motivation

perceived by librarians and administration staff.

Herzberg (2009) said there are two factors that

affect one's performance in an organization, namely

Hygiene Factor and Motivation Factor. Hygiene

factors include: Company policy and administration;

Supervisor; Benefits; Interpersonal relationship;

Status; Job security; Working condition. While

Motivation factor, among others: Achievement;

Recognition; Responsbility; Growth or possibility of

growth; The work itself.

7 CONCLUSION

The kind of research is comparative explanative and

the method used is survey with total respondents of

74 peoples. The purpose of this research is to find

out the difference of job motivation between

librarian and administration employee in Library of

Universitas Airlangga. The analysis method used

Independent Sample T-Test.

Based on analysis, it is concluded that there are

the difference between librarian and administration

employee towards indicators are: 1) Company policy

and administration; 2) Supervision; 3) Status; 4) Job

Security; 5) Achievement; 6) Recognition; 7) the

work itself, with the value of signicantion (α) < 0,05

for each indicator.

ACKNOWLEDGEMENTS

The researchers grateful thanks to Allah SWT for

His bless and mercy. Because of It, we can finish

this reseach. Unforgetable, we have to say thanks

too for librarians and employees of administration in

Library of Universitas Airlangga because they

ICPS 2018 - 2nd International Conference Postgraduate School

744

always support, participate, and give some

contributions as our respondence.

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